strumenti per monitorare i consumer generated media
DESCRIPTION
IL NUOVO POTERE DEI CONSUMATORI SUL WEB ROMA, 6 MAGGIO 2008 Insight: una piattaforma globale per il monitoraggio dei Consumer generated Media. Claudio Foglini Factiva, a Dow Jones CompanyTRANSCRIPT
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Misurare i Consumer Generated MediaClaudio Foglini
Account Manager
Agenda:
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•Un anno fa•Consumer Generated Media – vecchi e nuovi•Corporate reputation: questa sconosciuta•Orecchie e metodo•Insight: una soluzione Dow Jones•Ultimi consigli
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Nuovi strumenti
Consumatori
Azionisti
....pro-sumers
Stampa tradizionale
Analisti finanaziari
Analisti di settore
Non-government
organisations (NGOs)
Gruppi di pressione
Governo
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Blogs | Wikis | Discussion Groups | Web Sites
Instant global forumMiliardi di pagineCiascuno é editore
Local | Trade | National | Global
Milioni di articoli Larga audience
Crisi instantanee
Day 1Day 1
Governo
Sindacati
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Un forum immediato....
http://youtube.com/watch?v=vRJdQVj4ALY
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...e spettatori attenti
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Esempi di Social Media
� Podcasts (iTunes, Everyzing)
� Video-sharing (YouTube)
� Wikis (Wikipedia)
� Communities (Facebook, MySpace)
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� Communities (Facebook, MySpace)
� Photo-sharing (Flickr)
� Virtual lives (SecondLife)
� Micro blogging (Twitter)
� Folksonomies / Tagging (del.icio.us, digg)
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Esempi di Social Media Emergenti
� User Generated Metadata (FOAF, Reuters Calais)
� Visualizzazione (Swivel, ManyEyes, Gapminder)
� Contenuto portatile (Dataportability.org)
� Conversazioni Video (Seesmic, EyeJot)
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� Conversazioni Video (Seesmic, EyeJot)
� Self Publishing (Lulu.com, Blurb.com)
� User Product Creation (Zazzle, Cafepress)
� Self Publishing Tools (Flypaper, Slideshare)
� Online Digital Picture tools (Picnik, Scrapblog)
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Conclusioni
� Web 2.0= Nasce un nuovo paradigma
� Web 3.0= Si realizza un nuovo paradigma
� CGM é un gruppo di NUOVI media NON una minaccia
� I CGM sono misurabili ma non necessariamente gestibili
� I CGM influenzano settori trasversali dell’azienda, ma in particolare:
� Brand
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� Brand
� Reputazione
� Le aspettative dei prosumer cambiano nel tempo ( e i prosumer vogliono si sappia)
� Tecnologia e metodi di misurazione esistono
� La naturale evoluzione tecnologica dei CGM (cfr. Tagging) renderà il controllo più preciso e utile
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Cosa stiamo proteggendo?
“If you lose dollars for the firm, I will be understanding. If you lose reputation for the firm, I will be ruthless."
Warren Buffett, 1991
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“It takes 20 years to build a reputation
and five minutes to ruin it.”
Warren Buffett
* Nel 1991 non esistevano i CGM
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� Ascoltare é il primo passo per poter conversare
• identifica la tua comunità• media e strumenti preferiti (da loro – non da te)• di che parlano ?• quali sono i loro valori/criteri di valutazione?
Come fare ?
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• quali sono i loro valori/criteri di valutazione?
� Product development, marketing, knowledge sono posteriori all’ascolto
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Ognuno ha il suo ritmo
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Modelli di Misurazione dei CGM | 3C Model
Corporation Customers
Competitors
Asia-PacificEastern Europe
Heinz & HealthBakery & Cereals
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Competitors EuropeMiddle East & Africa
North AmericaSouth America
DanoneGeneral Mills
NestlePepsiCo
P&GUnilever
Bakery & CerealsChilled Food
ConfectionaryDairy ProductsSavory Snacks
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Modelli di Misurazione dei CGM | 5 Forze
KPMGErnst & Young
Baker & McKenzie
Arthur D. Little Corporate Executive Board
Marakon AssociatesThe Parthenon Group
Innovation & AutomotiveBain
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Baker & McKenzieJones Day
InfosysIBM Global Services
Goldman SachsMerrill Lynch
Harvard Business SchoolWharton
London Business SchoolCK Prahalad
Kenichi OhmaeMichael Porter
AutomotiveFordGM
ToyotaHonda
BainBoston Consulting Group
McKinsey
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Metriche correnti
• Volume = Copertura Media Aggregata• Trend = Copertura nel tempo• Share of Voice = Copertura Media
Relativa
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Relativa• Footprint = Globale, Locale, di Nicchia• Tipo di Media = importanza differenziale• Influencers = Giornalisti, Analisti,
Bloggers• Qualitativa = Cosa dicono? Perche?
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Metriche emergenti
• Attitude = Sentimento implicito/esplicito• Demografico = Regione, Sesso, Professione• Velocita = diffusione nel tempo• Attenzione = tempo speso con media specifici
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• Attenzione = tempo speso con media specifici• Partecipazione Interattiva = Referenzia,
Commenta, Agisci, • Credibilità = a chi credere ?• Risultato = impatto finanziario
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Insight: una soluzione Dow Jones per la misura ed analisi dei nuovi media
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Dow Jones Insight | Value Proposition
EsperienzaContenuto
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PartnerTecnologia
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Traditional press
� International business and news
� Trade press� + 14’000 fonti
Influential web� 20,000 Web
sites influenti� Selezione
editoriale� Frequenza di
aggiornamento
Consumer Generated
Media� 14 milion di blog
e forums� 5’000 post
selezionati al
Trascrizioni
TV & Radio
� 4500 trascrizioni
TV & Radio
Dow Jones Insight | Contenuti
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� + 14’000 fonti� 1 anno di
archivio
aggiornamento elevata (15 min > 1 h)
selezionati al giorno
� Softaware anti-spam e contro I blog inattivi
TV & Radio� 15 paesi
Factiva.com Universe
Contenuti su richiesta
+
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Dow Jones Insight | Contributo Umano
� 45 analisti media dedicati� 8 Senior Media Consultants� Strumenti avanzati� Network di ricercatore multi-
lingua� Responsabilità per:
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� Responsabilità per:� Impostazione ricerche� Configurazione� Rassegne � Analisi media e consulenza
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In cosa possiamo esservi utili ?
� Misurare strategie di comunicazione, business issues e tendenze che inflluenzano la reputazione
� Scoprire opportunita e minacce emergenti
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minacce emergenti� Capire conseguenze ed
implicazioni concrete della propria comunicazione
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Favorability Analysis
Dow Jones Insight | Analisi favorevolezza
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Roadmap | fine 2008
� Dati sui giornalisti� Identificare giornalisti � Misurare il successo delle
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� Misurare il successo delle interazioni
Important: All information contained herein is not final and may change.
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Dow Jones Insight | Alcuni clienti
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Client Case Studies
� Nike� Defense contractor� Fiserv� Employment Company
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� Retail � Autodesk� Sprint� Ford� Randstad
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Case Study #1: Nike
Ragione dell’acquisto: communication manager vuole un posto nel Management Board
Business Driver: Analisi posizionamento Nike rispetto alle prossime Olimpiadi in Cina
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Valore Aggiunto:� monitorare gli “influenti” attraverso un workflow standard� Reportistica per il Senior Management
Risultati: più budget per Corp Comm, strategia di branding più chiara
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Case Study #2: Difesa e aerospaziale
Ragione dell’acquisto : Aumentare l’efficacia della misurazione del brand e della reputazione aziendale
Business Driver: risparmiare tempo e denaro
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Valore Aggiunto: workflow unificato
Risultati: 6 ore / giorno risparmiate
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Defense contractor sample dashboard
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Case Study #3 Fiserv
Reason for purchase: Manual “clip reports” that wereincomplete
Business Driver: Reporting Risultati of reputation driversto senior executives
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Value Insight added to their need: save time, moneyand increase awareness throughout the organization andsenior management
Risultati: Acquisitions and mergers are more closelywatched; trends are more closely watched. Competiti vestudies easier to track. Corporate rollout to diff erent divisions– expanding the workflow into other groups globally
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Fiserv Platform
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Case Study #4: Employment Firm
Reason for purchase: CEO of a large global employment
firm is being compensated on the effectiveness of P R andExternal communications; Corp Comm. team never foun d asufficient, global solution for all of their compre hensive needsthat they could rely on
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Business Driver: trust in data and analysis
Value Insight added to their need: global analysis of
the market
Risultati: Senior Management reports increase
effectiveness of CEO’s position
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Employment firm sample platform
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Case Study #5: Target
Reason for purchase: individual business groups werenot working off of one single workflow or content s ource; eachreporting group developed a separate set of metrics
Business Driver: standardize workflow; incorporate astandard content provider (Dow Jones); develop metr ics that
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worked across a number of business divisions (corp. comm.,gov’t affairs, hr, legal)
Value Insight added to their need: save time and moneyworking with one vendor; be able to see common them esacross divisions
Risultati: more accurate picture of brand and reputationissues rather than working in business silos
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Target platform
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Case Study # 6: Autodesk
Reason for purchase: global business divisions werereporting communications Risultati by business divi sion; nostandard workflow or common reporting structure
Business Driver: communicate their story to seniormanagement with similar metrics across business div isions
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and global regions
Value Insight added to their need: first time Autodeskhad a common workflow in place. They replaced thei r PRagency with Insight analysis
Risultati: Dow Jones global content was key to the sourcesand multi-language requirements; Media Consultants (humananalysis) was critical to a customized solution tha t met theglobal needs across multiple business divisions
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Autodesk Platform
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Case Study #7: Sprint
Ragione dell’acquisto : crisis management puntuale sulla blogosfera; attualmente utilizzo piattaforma per gestione brand e reputazione
Business Driver: Comunicare criticita in maniera proattiva (call center, senior management)
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(call center, senior management)
Valore Aggiunto: monitoraggio con singola piattaforma, modificabile secondo le esigenze
Risultati: I dipartimenti di competitive intelligence, business development and risorse umane sono ora al corrente di queste informazioni
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Sprint Platform
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Case Study # 7: Ford
Ragione dell’acquisto : monitoraggio brand e reputazione attraverso molte regioni
Business Driver: analisi media per identificare giornalisti, blogger etc. più influenti; sintesi per il senior m anagement
Value Insight added to their need: analisi critica
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Value Insight added to their need: analisi critica
Risultati:Vari gruppi di Corp Comm possono condividere
l’informazione; workflow e processo decisionale migliorati
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Case Study # 8: Randstad
Reason for purchase: need to improve mediameasurement tools
Business Driver: existing tools or reports were too manylocal, disparate and did not allow to monitor blogs and boards
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Value Insight added to their need: having access tomore accurate results driving awareness of each loc alagencies
Risultati: both on a local and on a worldwide basis,Randstad can better manage and implement its mediacommunication and also seize development opportunit ies
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Recruitment Industry Coveragein China Press
Case Study # 8: Randstad
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Reportistica per il senior management
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[Note: report contents for illustration only]
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Ultimi consigli
� Utilizzare valutatore obiettivo e neutro � Pensare alla scalabilità� Misurare in maniera coerente con strategie ed obiettivi
di PR � Avere aspettative ragionevoli dall’intelligenza artificiale � Avere aspettative ragionevoli dall’intelligenza umana
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� Avere aspettative ragionevoli dall’intelligenza umana
…..Grillo non era nessuno, ora pubblica sull’International Herald Tribune, finanziate dalla sua comunità
….tutti i media sono stati « nuovi » un tempo….i giovani leggono, ma spesso non quello che leggiamo
noi
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Strumenti utilizzati per gestire questa conferenza
http://www.slideshare.net/cfoglini
www.plaxo.com
www.linkedin.com/in/claudiofoglini
Powerpoint slide sharing site
Contact sharing site
Business social networking site
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www.google.com
www.factiva.comhttp://salesworks.factiva.com
www.viadeo.com
Search Engine
Online business information
Business social networking site
sharing site