It’s time to move on: Farewell Dell, hello Samsung

I write this blog post with some regret, as I’ve really enjoyed my time at Dell, but also with a lot of excitement as I’m moving onto to work at the number 1 brand in Asia, at a time of massive growth.

I have made mistakes in my career, particularly during my early career in Australia. Sure, nothing major – more missed opportunities, paths not taken and the pettiness of office politics as you climb the corporate ladder. But sometimes I think back and wonder “what was I doing?”. I have been given some amazing opportunities to work on some of the best brands in the world (such as Coca-Cola, Citibank and Australia’s own NRMA) but I either I feel that I hadn’t worked there long enough to really do more (I’d love to spend many years really building out great digital initiatives), or that I didn’t have the authority to make lasting, positive change.

Because of this, I made a very deliberate decision to work my arse off, be more than just an employee and do my absolute best to bring a lot of value above and beyond the job description to my next employer. I then made the best decision of my life – I moved to Singapore. This is where it has all started to pay off.

I believe my last 5 years in Singapore have been the best of my life and my career. When I moved to Singapore to join Ogilvy & Mather, I loved it! The country, my role(s) and the brands I had the privilege to work with. At Ogilvy, I was encouraged to network, discuss the cutting edge of what’s possible in digital, and actively promote Ogilvy’s work through social media. This later became the foundation of my industry thought leadership work (that I’ve continued through my role at Dell and now at Samsung). During my time at Ogilvy, I was honoured to be the first leader of Neo@Ogilvy in Singapore, and I founded Ogilvy’s digital and CRM conflict agency, Soho Square.

Then came my time at Dell. Wow! I have sincerely enjoyed working at Dell as their Online Director – Asia Pacific & Japan and Global Social Media Director. I love Dell’s products - sure, there have been some misfires but I believe Dell is on the right track. In my opinion Alienware is the best laptop or PC you can buy (I own 2 of them). Dell is also doing very well its transformation to become a B2B software, services and technology solutions provider. As far as job scope, I managed their online sales and marketing in Asia. Of course, Dell is the pioneer of e-commerce (the first company to hit $1m/day in e-commerce revenue, one of the first to launch eSupport and online discussion forums) and across Dell.com, eTail partners (Taobao, 360Buy, Suning, Amazon, eBay, etc.), mobile and social commerce Dell makes well over US $1 billion in online sales in Asia. It was my job to manage and grow this revenue. As far as I know, it’s the biggest e-commerce job in Asia (well, except for the guys running Amazon, eBay or Tencent of course). And it’s been an amazing experience. In addition, I’ve had the pleasure of leading or being involved in many of Dell’s social media sales & marketing initiatives. Dell is the number 1 social business and has been a pioneer with initiatives like IdeaStorm, DellSwarm, monetising Twitter, Dell TechCenter, socialising the Dell.com purchase path and the launch of Dell’s Social Media Listening Command Centre (to listen and respond to over 25,000 social media conversations every day about the Dell brand).

Now I’m moving onto Samsung Asia. I’m starting on Monday 6^th August. My new role is Regional Marketing Director, Digital & Social Media. This is a newly created role that comes with both a lot of expectations and a fair degree of aspiration. I aim to help transform Samsung into a digital powerhouse. My ambition is that Samsung will be recognised as the leader in social media and that the digital marketing bar will be raised well and truly to global best practice level. It’s a tough ask but I’ve got a huge advantage because Samsung is already the number 1 brand in Asia, and one of the top 10 in the world. They also have top notch talent and great agency partners.

If you have any ideas, are already working at Samsung or at one of Samsung’s agencies, please reach out – I’d love to hear from you on how we can make Samsung the digital leader. It’s a really exciting time in my life and I look forward to working with you.

What is social media? The 6 different categories of social media

One of the biggest challenges for anyone engaged in social media-related activity is simply getting everyone on the same page. More often than not, if an ad agency talks to you about social media they're really talking about social media marketing (or specifically doing either a YouTube or "viral" video if they are inclined towards TVC or film work, or a cool Facebook app if they're more tech savvy). If you speak to someone working in PR or corporate communications they refer to using Twitter, Blogs and Facebook to get our a corporate (and generally one-way) message - Social PR. But there's also distinct and important disciplines with the overall social media or social business category like Social CRM and Social Commerce that need to be approached quite differently.

They are all part of the social media phenomenon but require more definition. In my experience, there are 6 different ways of using social media as a communications and collaboration tool. They are:

1. Social media marketing - using social platforms (in particular Facebook and YouTube) to share new product launch, or campaign content. The focus is "sharing" or becoming "viral" rather than true community building or customer engagement. This is most often seen when launching new products, or when doing a campaign with a limited life span to a specific customer segment. 

2. Social CRM - is the ongoing use of analytics around the Fans, Followers, Likes, Connections, etc. to predict and influence purchase behaviour. This is more often seen in B2B marketing, or when targeting "influencers". It's an underutilised and misundertood area right now, but will be where marketers spend a lot of time and effort in the near future. For example, I know that it costs Dell about US$1.10 to acquire a Facebook fan (in Asia) and that a Dell Fan (consumer) is worth on average $72 more in revenue and are 41% more likely to recommend Dell to friends, family & colleagues (according to the "Value of a Facebook Fan" research by Syncapse - available here). This is marketing gold and the basis of how you crack the social media marketing ROI code. 

3. Social customer service and customer engagement - Social media as a customer service tool is becoming the norm. Why sit on hold waiting for a call centre operator when you can vent your frustration with a brand instantly (and publicly)? You often get a much faster issue resolution and a dedicated, personal response - every brand wants to transform you from a detractor to a passionate brand advocate right? At Dell, I know that every day there are 25,000 conversations about the Dell brand in social media. Many of these are customer service-related. Any customer service-related issues are captured and sent to our @DellCares team (45 customer service specialists worldwide) for issues resolution. These issues are found mainly on Facebook brand pages, where customers are complaining about something, on Twitter (although the complaints are shorter, they are also more focused) and in Blogs/Forums. 

4. Social commerce - Such as Groupon-like daily deals (such as what we've developed at Dell, at www.dellswarm.com ), group buying or special offers being made available on social media sites as exclusives to that Fan group or customer segment. 

Dell Swarm - Dell's group buying / social commerce tool

5. Socialising a purchase path/experience - Following the same path as eBay, where everything is fundamentally social. Buyers, sellers, products are all rated. Again using Dell as an example - On Dell.com we've added a 5 star user generated review system, where customers rate each product. In the near future, everything from laptops to bananas will having UGC customer ratings and reviews. 

6. Social communications/PR - Where social all started - using Blogs, Forums, and more recently Facebook, LinkedIn and Twitter to communicate a corporate communications or PR message. Most of these messages are one-way, but allow customers/the audience to comment/react to.

The art and magic of this is working out which of the 6 you can actually execute at different stages of the customer engagement lifecycle. My bet is that within a few years all companies will be engaged to various degrees in each of the 6 forms of social media, but I doubt we'll be simply calling it "social media" anymore.

E-Commerce & Digital Marketing Trends For Tech Companies In 2012

Here's my tips for the big trends we're seeing in e-commerce, digital marketing and social media in technology companies (focused on Asia) in 2012. This is based specifically on what I've learned at Dell (managing their e-commerce sales in the region) and on what I see happening in Asia with other technology companies (such as Lenovo, Apple, HP, IBM, Acer, Blackberry, Nokia, etc.).

Buying and e-commerce is becoming more fragmented (particularly for tech companies corporate e-commerce enabled websites)  – E-Commerce as we know it is in a death spiral. It just doesn't make sense to build an OEM direct e-commerce website like Dell did in the 1990's. E-Commerce will become more fragmented and dominated by eTailers and new types of online buying. It might seem like a strange statement considering the massive move from traditional to digital sales but consider Dell's example. Dell already has a market leading position online in the technology space. In Asia, Dell has the number 1 Online market share via Dell.com. Dell cannot increase this, it can only be eroded and share will be lost over time. It's not all bad news though, because at the same time, eTail revenue is growing exponentially, with players like Lenovo in China growing in triple digital quarter-on-quarter online (and not through Lenovo.com). There is also a rise in Group Buying, such as in Australia where it is now driving over $500m of Group Buying transactions/year. Serious contentors need to have a product and content strategy that is multi-channel across a company's website, eTail, Social Commerce and Mobile. To win in e-commerce tech companies must think of e-commerce as a transaction from ANY platform - not just an e-commerce enabled corporate site. Customers have evolved and their preferences have changed. Tech companies need to adapt and try new things to stay ahead of customer demand.

Simplify and clearly differentiate our offering for specific customer segments – Many tech companies have too many different products and are confusing customers. At the same time, so many tech companies do not have any real product differentiation (in Dell's case, what is an Inspiron vs Latitude? For HP what's the difference for their Compaq vs Envy brands?). Tech companies should take a leaf out of Apple's strategy on simplification. But for true success in 2012 tech leaders will need to both reduce and simplify their product offering and have a specific digital go-to-market plan for identified customer segments. Real winners in this area will  have personalisation programs and social sign-in to truly have a one-on-one customer relationship (while being able to share that relationship with the customer's friends).

Everything is going social – How people communicate and buy technology is becoming fundamentally social. Tech companies need to take a leaf out of eBay’s strategy, where buyers are rated, sellers are rated and products are reviewed – their entire experience is social and reliant on user-generated content. Outside of a company's website, you need to think about how to more closely integrate into Facebook (with 800m global users), LinkedIn (more than 150m professionals), RenRen (over 120m Chinese consumers), Cyworld, Mixi, Mobage, Gree (the latter few for gamification - a critical element of social e-commerce in markets like China) and microblogging services like Twitter, Sina Weibo and QQ Weibo.

Everything is going mobile – There are now more mobile users than Internet users. Mobile Internet users account for 60%+ of social network usage, are driving new retail loyalty location-based services like Foursquare and will bridge the divide between physical retail stores and e-commerce. Customers are now using mobile devices to walk into retail stores to scan bar codes, compare product specs and prices and gather recommendations from people who have bought the same product (word-of-mouth, ratings & reviews, social media). There is also huge increase in the amount of traffic coming into a company website and managed community properties via mobile internet. You need clear plans for integration with mobile in 2012.

Customers are demanding are a more Retail-like experience from Online – With the rise of retail and eTail, customers are demanding to touch and feel products, have all payments options (including cash, bank transfer, credit card, PayPal, etc.) and have either take home or immediate delivery (same day or within the same week). eTailers (such as Taobao in China) have the ability to compare products, great learning content (including images and videos), cash payment options and same day delivery. Customers now expect this and most tech companies need to play catch up to get there in 2012.

Content needs to be “portable” and usable in different platforms – Currently most company's view of content is limited to product information and is located only on its website. This is particularly true of e-commerce companies. You need to consider how to take excellent content and make it available where your customers are (for a B2B company: on LinkedIn, in the company managed social sites, in communities, in Webinars/virtual events, etc.). IBM do an excellent job of this and more companies need to learn from their example.

2012 is the year of the dragon. It's a very auspicious time that will be a breakthrough year in e-commerce for those with the courage to try new things, truly embrace social and mobile, and make eTailers your best friends.

My interview with ClickZ Asia: Dell's social media listening command centre, social commerce & staff training in social.

The original post by Adaline Lau appears on ClickZ Asia.

For a brand that went through Dell Hell five years ago, the American PC manufacturer has not only bounced back from its social media nightmare but has become one of the most well-known global case studies for making money on social media platforms.

Today, Dell earns US$15 million in revenue driving deals through @Delloutlet to its more than 1.57 million followers on Twitter.

The company also boasts a strong social media presence with more than 40 Facebook profiles worldwide, with thousands of staff representing the company on Twitter, and it has cracked the China market by becoming the most popular business brand in the country’s top social networking site RenRen with 800,000 fans.

Damien Cummings, online and social media director, Asia Pacific and Japan from Dell shared the company’s success in social media commercialization and marketing on the first day of SES HK 2011.
Cummings said a key social media strategy for Dell is content and listening and it is putting serious resources into doing that by setting up a Social Media Listening Command Center in Austin, Texas last year that now monitors around 25,000 conversations daily.

With Asia Pacific becoming an increasingly important region, particularly markets like India, Australia, China, and Japan, Dell has rolled out a mini version of the social media listening practice in India this month.

He said that the company is in the process of setting up a social media listening hub for Asia either in Singapore or Malaysia with a headcount of 10 staff comprising listeners, a leader that oversees analytics and CRM, as well as community managers that are trained in using social media for customer enquiry.

The Asia arm of the social media listening command center will also include presence in China that is scheduled to go live in the next six months.

Dell currently uses Radian 6 for social media monitoring and CIC in China but Cummings said they are considering local monitoring companies to fill the gaps for other Asia markets.

Social Commerce: Dell Swarm and Facebook Commerce
While Groupon and LivingSocial have converted many consumers to group buying, which is sometimes lumped into ‘social commerce’, this concept is not new for Dell.
The company launched a global pilot of the strategy in Singapore in May 2009, originally called the Dell–Intel Swarm. Since then, Dell rolled out an improved version in Canada, followed by Australia and is now live in the U.K. with plans to launch in other Asia markets such as China, Japan, and Southeast Asia.

Facebook commerce is an emerging platform that Dell is exploring. However, Cummings said he is “not putting big bets” on F-commerce because the social network is more of a platform to connect with friends than transactions so user-generated content such as ratings and reviews is key on the social site.

Training: Unleashing Employees as Social Media Advocates
Getting executive buy-in at Dell is not an issue since its founder and CEO Michael Dell is a big believer of social media. However, training 100,000 employees is no small feat. Not only does it involve human resource but a logistical challenge as well, which is now managed by a two-person team globally.

Within the company, employees have to undergo training from a specific curriculum before getting certification and so far 9,000 have graduated from the program.

“Having a social media policy in place is absolutely critical”, said Cummings, as the rights and responsibilities of each employee will be based around the policy.

Nonetheless, the internal training is by no means about producing ‘Dell robots’ but to keep to key principles such as protecting information, being transparent, responsible, and nice, having fun, and connecting.

On Monetizing Social Media…

Here’s what Cummings has to say:
“It starts with listening. You need to understand your customers. Many marketing driven campaigns are based on big ideas, forget that. You need to listen and identify key influencers”.

“Use your social media as a CRM platform. If you think about fans, likes, followers and connections that you are developing, think about how you develop an engagement plan. And treat them the same way you would treat direct mail/email because it’s exactly the same, you need to keep them interested and you need to keep getting the sales message out to them”.

Dell Swarm - The First & Most Successful Corporate Group Buying Platform

Last week I did a joint presentation with Euan Wilcox, Regional Managing Partner from The Upper Storey (the digital agency that both Dell and Intel have been working with on Dell Swarm since the beginning) on the state of Group Buying and Social Commerce. The key highlight was discussing the next phase in the evolution of Dell Swarm, Dell's group buying e-commerce platform.

Dell Swarm (Australia) - http://www.dellswarm.com/

Originally conceived as an Intel and Dell joint marketing effort, Dell Swarm was launched in Singapore in May 2009. As a marketing tool, it generated a lot of buzz but it wasn't the commercial success Dell was looking for. It evolved again and was re-released in Canada and more recently Australia. Each time, the Dell Swarm platform has evolved and improved.

This year, Dell Swarm has just launched in the UK, is going into a new version in Australia and will be launched in Singapore, Malaysia and Brazil in the next 2 months, and in other countries like Japan and China later this year.

What is remarkable about this is that Dell Swarm is the world's first corporate group buying / deal of the day / social commerce platform developed by a fortune 500 company. It's an incredibly bold move by Dell. However, when you consider Dell's amazing heritage in e-commerce it doesn't seem as surprising. For example Dell was:

• The fist company to sell complex configurable items via e-commerce
• The first company to reach US$1M a day in online revenue
• One of the first to launch discussion forums (back in 1995)
• One of the first to have online support / e-support

And now it is the first company to develop a group buying platform.

Here is a great video on how the Dell Swarm group buying platform works: http://vimeo.com/25024074. You can also find out more on Dell Swarm at: http://www.dellswarm.com/.

I'd love to hear your feedback on Dell Swarm as I'm globally leading the program (and I consider it my "baby"). Thanks!