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Julia Su | Lee Pei Xuan | Nathania Christy | Sean Ling
Full Steam Ahead Evaluating Maersk Line’s B2B Social Media Marketing 1 May 2015
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
Agenda
Question 1: Why do you think Maersk Line was so successful in social media? What do you think are Maersk Line’s key drivers of success?
Question 2: Evaluate Maersk Line’s content strategy.
Question 3: Evaluate how Maersk Line executed on its social media plan and platforms.
Question 4: How do you think Maersk Line’s competitors will react to the company’s success in social media?
Question 5: What are the challenges facing Maersk Line in social media going forward?
Question 6: What should Maersk Line do next? What areas should the company focus on and why?
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
Reasons for social media success 3 key reasons why Maersk Line succeeded
Source: McKinsey, Case Material, Team Analysis
Seeing social media as a strategic marketing effort
in a B2B, traditionally conservative, industry
1
Authentic interaction with customers and creating
sticky content with moving stories
3
First shipping company to move into social media with a head-start on multiple
platforms
2
Paradigm shift First-mover advantage Engagement
Q1 Q2 Q3 Q4 Q6 Q5
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
Key drivers of success Maersk‘s social media success is driven by 6 pillars
Source: Jonah Berger: STEPPS, Mickinsey, Case Material, Team Analysis
Visually engaging Showcase Maersk Line’s rich
history of ships, seascapes and ports through photos and videos
1
Consistent voice and presence Empower locals to post on a single global platform. User-
generated content ensures they are authentic and personable
2
Crisis management Respond quickly to rumours or
accidents via Twitter or FB, improving transparency
3
Q1 Q2 Q3 Q4 Q6 Q5
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
Key drivers of success Maersk‘s social media success is driven by 6 pillars
Source: Jonah Berger: STEPPS, Mickinsey, Case Material, Team Analysis
Raise rand Awareness
Buy-in from management Support from upper
management, integration of social media operations into Maersk’s corporate structure
4
Segmentation of platforms Sharing stories on FB, twitter and Instagram to reach out to
fans and customers, while sharing industry news and
service updates LinkedIn and Google+ for business purposes
5
Keeping costs down Low costs of social media
marketing lead to higher ROIs 6
Q1 Q2 Q3 Q4 Q6 Q5
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
Agenda
Question 1: Why do you think Maersk Line was so successful in social media? What do you think are Maersk Line’s key drivers of success?
Question 2: Evaluate Maersk Line’s content strategy.
Question 3: Evaluate how Maersk Line executed on its social media plan and platforms.
Question 4: How do you think Maersk Line’s competitors will react to the company’s success in social media?
Question 5: What are the challenges facing Maersk Line in social media going forward?
Question 6: What should Maersk Line do next? What areas should the company focus on and why?
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
Content appeals to a wider audience
Content strategy Think B2C – breaking the notion of a boring B2B company
Source: Team Analysis
Differentiated and innovative content: time-lapse videos, thought-provoking
branded journalism, hip photos of Maersk Liners on Instagram.
Focused on telling stories about Maersk to engage customers, sharable content appealing to the wider public rather than
business or sales content
Social media marketing effort doesn’t translate directly to
sales
Brand becomes memorable as content is Unexpected (following the SUCCES
framework)
Q1 Q3 Q4 Q6 Q5 Q2
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
Content Strategy
Source: Facebook, Team Analysis
Use of powerful stories and visuals
Maersk shares both positive and negative stories about the
company
Constant updates about shipping industry and other
current news
Posts serve as social currency which drive shares and
mentions
Honest stories humanize the brand and make it more
relatable to people
Maersk becomes trustworthy and appears to be a socially responsible
company
“It is about not making false pictures about who you are. That is where the crises occur, when suddenly there is a
hole in the image you have created. Then you see the ugly reality.” – Wichmann
Q1 Q3 Q4 Q6 Q5 Q2
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
Content Strategy Employees as content creators
Source: Team Analysis, Case Material, Maersk website
Establishing employees as thought leaders in the industry
Provide rich content for Maersk Line’s digital presence
Employees help create and respond to online discussions
about the industry
Marketing is done with minimal budget
Underutilized potential which can be used to
generate leads
Empowerment: employees feel more involved and
engaged by being able to contribute to the brand
Q1 Q3 Q4 Q6 Q5 Q2
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
Agenda
Question 1: Why do you think Maersk Line was so successful in social media? What do you think are Maersk Line’s key drivers of success?
Question 2: Evaluate Maersk Line’s content strategy.
Question 3: Evaluate how Maersk Line executed on its social media plan and platforms.
Question 4: How do you think Maersk Line’s competitors will react to the company’s success in social media?
Question 5: What are the challenges facing Maersk Line in social media going forward?
Question 6: What should Maersk Line do next? What areas should the company focus on and why?
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
Channel specific content development Delivering the right content to the right audience
Source: Case Material
Notes: Before Maersk engaged in Social Media marketing, it clearly identifies the different platforms that it wants to utilize and the purpose, audience, and focus for each platform. The rationale is to assist Maersk in setting achievable engagement goals and developing appropriate content based on four key areas of focus listed above.
Q1 Q2 Q4 Q6 Q5 Q3
Rank Segment Develop Content
Ranking social media channels from least to most
corporate
4 target audiences:
• Fans • Customers • Experts • Employees
4 key areas of focus:
• Communications • Internal Usage • Customer Service • Sales
1 2 3
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
How does Maersk stack up? Social engagement channels
Source: Case Material, Team Analysis
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1.1 million likes 81,000 followers
Mostly fans Fans, employees, experts
Create engagement through stories and visuals in a
conversational way
Share news with the industry, humanize the brand, and interact publicly with various stakeholders
Platform is suitable for general audience and raising brand
awareness
Platform is suitable for quick
sharing (re-tweets)
Q1 Q2 Q4 Q6 Q5 Q3
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
How does Maersk stack up? Channels for corporate use
Source: Case Material, Team Analysis
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48,000 followers 1,266 followers
Customers and experts Customers, press
Industry news, focus on social commerce, expert discussions
and customer engagement
Used for Google Hangouts to hold small press briefings when
launching new initiatives
Platform is suitable for communication with customers
leading to sales
Platform is useful for discussions and input, but underutilised and
can be further explored
Q1 Q2 Q4 Q6 Q5 Q3
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
How does Maersk stack up? Channels for video sharing
Source: Case Material, Team Analysis
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(focused on function, not reach)
(focused on function, not reach)
Fans Fans
Maersk Line’s primary video channel. Videos are shared
through other channels such as Facebook and Twitter
Supplementary video channel to consolidate all videos on one
platform for synergies across A.P Moller-Maersk Group)
Platform is suitable for its function as Maersk video hosting solution
but cannibalises YouTube
Platform is useful for discussions and input, but cannibalises
Vimeo
Q1 Q2 Q4 Q6 Q5 Q3
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
How does Maersk stack up? Primary and secondary channels for visuals
Source: Case Material, Team Analysis
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(focused on function, not reach) (focused on
function, not reach)
Fans Fans
Use of hashtag #maersk and #maerskline to build extensive collections and create trends
Showing brand stories, collection of photos
Suitable platform to promote and share their brand worldwide
quickly
Useful for outreach purposes but diffuses social media presence across multiple platforms. May not justify cost of maintenance
Q1 Q2 Q4 Q6 Q5 Q3
702 followers
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
Agenda
Question 1: Why do you think Maersk Line was so successful in social media? What do you think are Maersk Line’s key drivers of success?
Question 2: Evaluate Maersk Line’s content strategy.
Question 3: Evaluate how Maersk Line executed on its social media plan and platforms.
Question 4: How do you think Maersk Line’s competitors will react to the company’s success in social media?
Question 5: What are the challenges facing Maersk Line in social media going forward?
Question 6: What should Maersk Line do next? What areas should the company focus on and why?
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
Global competitor landscape Maersk Line leads the field with a massive social media presence
Source: Statistica: Leading Container Shipping Companies Worldwide as of April 2015
Note: Geographies are for illustrative purposes. Competitors service ports globally.
4,184 FB likes 1,205 Twitter followers
11,000 FB likes 27,832 LinkedIn followers
68,000 FB likes 6,821 Twitter followers
Non-existent 5,825 FB likes
15,546 LinkedIn followers
1.1 mil FB likes 115 k Twitter followers
Q1 Q2 Q3 Q6 Q5 Q4
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
How will competitors react? Competitors may stick to status quo in the short run
Source: Forbes
Currently ambivalent as they continue to believe that the traditional and low-profile container line industry does not fit social media programmes
Prevailing industry view
15% 40% 45%
Proven, measurable impact
No measurable impact
Find impact difficult to measure
Competitors are unlikely to catch up to Maersk in the short run
Industry marketing managers know the importance of social media, but find metrics
difficult to implement
Q1 Q2 Q3 Q6 Q5 Q4
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
How will competitors react? Competitors will seek to match Maersk’s success eventually
Source: Press Search, Team Analysis
Build a strong foundation
1. Put together a team focused on
social media strategy 2. Establish objectives –
incorporate industry conversion instead of self-promotion
Launch a counter-attack
1. Concentrate on where your audience is - Engage users on targeted platforms
2. Share relevant industry and company news, then use them for lead generation
3. Showcase core competencies
Measure the impact
Come up with metrics to measure social media performance: % of positive/negative brand sentiments, number of FB/LinkedIn followers,% reduction in support costs
As digital and social fronts become increasingly important in the B2B sphere, competitors will not sit idly by and cede control of this sphere to Maersk
Possible competitors’ gameplan
Q1 Q2 Q3 Q6 Q5 Q4
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
Agenda
Question 1: Why do you think Maersk Line was so successful in social media? What do you think are Maersk Line’s key drivers of success?
Question 2: Evaluate Maersk Line’s content strategy.
Question 3: Evaluate how Maersk Line executed on its social media plan and platforms.
Question 4: How do you think Maersk Line’s competitors will react to the company’s success in social media?
Question 5: What are the challenges facing Maersk Line in social media going forward?
Question 6: What should Maersk Line do next? What areas should the company focus on and why?
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
Future challenges 4 key tailwinds shape the future of social media
Source: Digital Information World, Social Media Examiner, Business2Community
Redefining real-time marketing
Companies focusing on the right time to
engage the right clients rather than rapid
response
Greater information density
Cutting through background noise to
capture limited consumer attention will be a challenge for
companies
Content marketing will continue to grow
Companies will continue to prioritise
engagement and metrics for social media
success
Visual web
Visual platforms like Pinterest, Instagram
and Tumblr will increase in popularity
as customer engagement platforms
Q1 Q2 Q3 Q4 Q6 Q5
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
Implications of trends Maersk can ride the tailwinds of change
Redefining real-time marketing
Share relevant content with the right
audiences on the right platforms
Greater information density
Achieve consistent and coherent brand image for
sticky impression
Content marketing will continue to grow
Integrate social media marketing with strategic
marketing efforts and update organizational
structure to support marketing changes
Visual web
Keeping abreast of changes in social
media and implementing
technologies to engage consumers eg. CRM and digital marketing
tools
Q1 Q2 Q3 Q4 Q6 Q5
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
Agenda
Question 1: Why do you think Maersk Line was so successful in social media? What do you think are Maersk Line’s key drivers of success?
Question 2: Evaluate Maersk Line’s content strategy.
Question 3: Evaluate how Maersk Line executed on its social media plan and platforms.
Question 4: How do you think Maersk Line’s competitors will react to the company’s success in social media?
Question 5: What are the challenges facing Maersk Line in social media going forward?
Question 6: What should Maersk Line do next? What areas should the company focus on and why?
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
Where should Maersk Line focus on next? Augmenting social media marketing in the overall business
Source: Case Material, Team Analysis
Q1 Q2 Q3 Q4 Q5 Q6
Communication Sales Employee usage
Customer Service
Role
Where does Maersk stand?
Develop brand awareness
Wide reach across 10 SM
platforms
Generate leads through expertise
Content not directed towards leads generation
Build employee engagement
Employees as content
generators
Encouraging customer
conversation
Lack of focus on customer service procedures online
Internal External
Maersk’s current SM efforts are unable to drive sales and post-purchase experience
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
Current SM efforts lack impact on bottom line Maersk can master its digital journey to unleash full potential of SM
Source: BCG, McKinsey, Case Material, Team Analysis
Impact on Bottom Line
Inte
rest
gen
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Maersk in China
News updates, humanizing brand
Public visibility (#maersk)
Business news, press briefings
Photo / video collection
Business news, customer interaction
By transforming SM marketing into a key strategic effort, Maersk can
harvest untapped value pools
Value Pool
Illustrative
Maersk needs to further develop its social media efforts to drive bottom line growth
Sharing stories / pictures
Q1 Q2 Q3 Q4 Q5 Q6
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
Maersk Compass Campaign on social media Insights and best-practices sharing will drive bottom line growth
Source: Maersk, Team Analysis
Thought Leadership Maersk is established as the go-to shipping
provider for clients with its expertise
1
Information Source Producing useful insights for potential customers to bring down costs and optimise shipping solutions
2
Value Co-creation Encouraging sharing of best practises and
customer dialogue
3
Insights, webinars, industry best practices and customer collaboration
Maersk can leverage its social media presence with Compass to drive top-line growth
Q1 Q2 Q3 Q4 Q5 Q6
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
How Maersk Compass works Leverage strong awareness to generate business opportunities
Source: Case Material, Team Analysis
1 2
• Maersk publishes technical insights and information on industry best practices on LinkedIn
• Information is shared
through other channels to leverage on its existing fan base
• Customers engaged with technical insights and recognize the economic value proposition of working with Maersk
• Top-of-mind awareness created amongst potential customers
• Sales team works with clients to propose tailor-made solutions and optimizing their shipping processes
• Continual outreach through social media to gather client input and share shipping best practices
Maersk can leverage its social media presence to drive top-line growth
Q1 Q2 Q3 Q4 Q5 Q6
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
Julia Su | Lee Pei Xuan | Nathania Christy | Sean Ling
End of Main Presentation Deck ---
Further Appendix Slides Follow
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
Appendix Slide Maersk Line social media objectives
Source: McKinsey, Case Material
Raise Brand Awareness Customer Loyalty Customer Insights
Employee Engagement Control News Flow
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
Appendix Slide Successful Voyage into Social Media Multiple Platforms
Source: Maersk Facebook, Twitter and Instagram
Raise rand Awareness
Raise Brand
Awareness
1.1 million likes
115,000 followers
31,600 followers
And others…
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
Appendix Slide
Information type? How it drives bottom line and generates leads? Best channel?
Social media information types Understanding what Maersk’s customers look for on social media
Source: McKinsey, Case Material, Team Analysis
Company history, general information and
statistics
Establishes Maersk’s pedigree and track record as the leading
shipping company
Current news, updates Provide customers with transparency and influences
Technical knowledge and insights
Thought leadership informs and engages customers
Customer conversation Engaging potential customers, value co-creation
Present
Lacking
Present
Present
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
Appendix Slide Ranking of channels
Least corporate
Most corporate
• For experts and customers
• Professional forum • Element of social
commerce
Google+
• For experts and journalists
• Hangouts for small press briefings
• To generate topical discussion and ideas
Vimeo
• Video hosting solution
• Substantial following from journalists and shipping press
• News channel • 10 official tweeters
across Maersk Line
Flickr
• Photo collection site
• B2C channel • News and fun facts • Glocal approach, managed by
local corp. comms team
• B2C channel • Visual display of Maersk
ships and operations • User generated content
from spot #maersk movement
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
Appendix Slide Differences in B2B and B2C SMM Social Media drives different touchpoints along each decision path
Source: McKinsey, Team Analysis
Consideration Buy
Active evaluation
Loyalty
Experience Trigger
Consideration Buy
Evaluation by buying centre
Loyalty
Use and service Trigger
Formal RFP
B2C B2B
• Less complex value chain with end consumer in mind
• Customers segmented into targeted groups
• More complex value chain (influencers, deciders etc.) and buying process
• Customers require tailored offerings with strong economic value proposition
Prepared for Professor Ashwin Malshé MKT352 Social Media Marketing
Appendix Slide Who are Maersk’s clients?
Client Mix (%)
25
10
15
50
Large clients
Key client intermediaries
Other intermediaries
Small clients