Social Media Strategy Case Studies Using the Customer Experience Lifecycle – Lego, Kraft Digiorno, and Comcast
Previously, I presented the Customer Experience lifecycle as a framework for companies defining Social Media Strategy and Business Objectives. This model shows you where consumers are looking for information to meet their needs.
By focusing Social Media efforts on where your customers are looking for information, you can better define your Social Media Strategy around helping customers solve their problems.
Here’s a quick reminder of the framework:
The Customer Experience Lifecycle:
- Realization – Recognition of a problem or need
- Awareness – Connection between need and your product
- Evaluation – Consideration of you (and your competitors) product benefits and tradeoffs as a solution to the need
- Transaction – Money is exchanged for product
- Consumption – Product is used
- Service – Post-purchase support for your product
Consumption – Product is Used
- Business Objective: Drive repeat sales and increase brand image by educating consumers on new and better ways to use products
- Tool: Social Communities – Through official Lego communities as well as support of external “fan communities” through Lego Ambassador’s program
- What They Do Right: Encourage passionate fans to create and share content about how to use Legos creatively
- Technologically adept Lego fans had been connecting to each other for years; how could Lego extend this to less-technical adults and children?
- Through the exclusive Lego Ambassador program, they harnessed the power of super users to help others connect and share ideas
- Additionally, the Ambassador’s feedback was captured to improve innovation and new product development
- Business Objective: Increase sales of new product line
- Tool: MySpace Mashup with automatic Texting and Emails – Customers could text or email “excuses” to avoid friends so they could be left alone to eat the pizza
- What You Should Learn From: Just because there is a consumer need (to avoid friends), doesn’t mean you should leverage it
- Though some very well-respected analysts like Jeremiah Owyang liked this for it’s “unique interactive experience,” it seems to me like Kraft enabled lying to your friends while trying to create “new” opportunities for customers to enjoy the products.
- David Title summed up Kraft’s misjudgement perfectly on MyMediaMusings, “Why would Kraft want to put itself in the position of being a liar and helping people deceive others?”
- Some of the messages were scary…AdFreak reports that one message was “Your kid is in trouble…”
- What if they would have focused on personalization of pizzas? I could enjoy pepperoni while my vegetarian friend could enjoy a plain cheese pizza?
Service – Post-Purchase Support
- Business Objective: Improve customer retention by responding to customer problems
- Tool: Twitter – Social Media Pioneer Frank Eliason responds to customer needs in real-time
- What They Did Right: Delivered quick service where customers did not expect it
- Not too long ago, Comcast was a victim of Social Media with the Sleeping Technician video
- Frank Eliason recognized and opportunity and through @ComcastCares they created the industry standard of searching Twitter and responding to customers
- Comcast took an industry cliché (poor service) and reinvented it through great Social Media. Also, I love how he’s already thinking about how @ComcastCares will scale
- Business Objective – Listen to what your customers are saying, publicly, and help them
- Tool: Twitter Search – For your company, for your competitors, and for words your customers use when describing your product
- What You Should Learn From – Because organizations have made customer service a “process”, people will quickly voice disgust on Twitter
- No longer can we wait for customers to come to us with their problems…they are already complaining, actively, on Twitter
- Customer service on Twitter has been covered many times but it still isn’t being fully utilized by all companies
- Customer service over Twitter is rapidly moving from strategic advantage to competitive necessity
What other examples come to mind?