How to Turn Twitter Followers into Repeat Customers [Infographic]

Twitter is a powerful tool which businesses can use to build meaningful connections with new and existing customers, brand advocates, influencers, as well as a larger, engaged audience. It’s also an increasingly important platform for providing quick, efficient customer service – of the small and medium-sized businesses that utilize Twitter, 85% agree that it’s a key medium for customer support.

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How Pokemon Go Started – Infographic

Visual history of Pokemon Go creation – the timeline starts with John Hanke seeing the opportunity in interactive gaming back in 1996

Source: How Pokemon Go Started – Infographic

Since Pokemon Go launched on July 6th, 2016, it has grown faster than Tinder and Twitter. People spend twice more money on it than the gaming industry average and twice more users stay with the game than average.

People engage with Pokemons more than with Facebook. That makes it an anomaly, and, possibly, the next big thing. And this growth is only based on 8 countries where the app launched so far. How can anything grow this fast? The concept of Pokemon is not new. Neither is geolocation-based games, nor augmented reality. Reading the The Ultimate History of Video Games, you can start seeing why Pokemon Go works. The person behind the game, John Hanke who is now 49 years old, is himself surprised at how popular the game is. But not too surprised. He spent the last 20 years developing location-based interactive games. When in1996 he applied to a Berkeley MBA, in his application essay he outlined the opportunity in interactive gaming. How did he see this coming back then?

Infographic timeline of Pokemon Go history

Infographic timeline of Pokemon Go history by Anna Vital

It’s not entirely clear what Hanke did before 1996. We know that he graduated from Cross Plains High School in 1985. Then he received a bachelor’s degree from the University of Texas, Austin in 1989. He then spent some time in Myanmar (former Burma) and Washington D.C. working for the Department of State.Hanke started working on games seriously during his MBA. During the post dot-com bust years, Hanke co-founded Keyhole, a company creating geospatial visualization software. When Google acquired it, he stayed on to lead Google Earth, Google Maps, and Google StreetView development. He was also partially responsible for bringing Google Maps to the iPhone.

While many founders’ dreams run aground when their companies get acquired, Hanke not only founded a company inside Google in 2010, he was able to separate it from Google, and get Google to invest in it. How this happened is not clear. Why would Google want this to happen? Regardless, Google is one of the 3 investors in the company to this day.

The name “Niantic” comes from a Gold Rush era ship that ran aground and now lies underneath downtown San Francisco. Back when San Francisco was still called Yerba Buena, Niantic ferried tea and silk from China. But it’s fate soon changed – it was converted to a sperm whaler. It’s last voyage ironically was one of the first to bring gold seekers to San Francisco. Upon arrival, the ship was intentionally run aground and converted to a hotel. The ship is still underground in San Francisco’s financial district.

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The story evokes parallels to the philosophy behind Pokemon Go – discovering the hidden treasures of one’s neighborhood, seeing something new in places you thought were completely familiar, going outside to explore.

“Question the status quo,” John Hanke advises in his alma mater promo video, “”it’s probably not how things are always gonna be.” Interestingly, the answers for Hanke seem to be the obvious things most have ignored for years – virtually reality is not a new technology, neither is geolocation. The game encourages us to explore our same old neighborhood. Perhaps even meeting the same old people we would have met otherwise. It seems we’d prefer to meet them standing next to Pokemons rather than on Tinder. The pokemons themselves have been around for 20 years. So why something so non-revolutionary could become so popular? Paul Graham, the founder of Y Combinator answered this question in his essay “Schlep Blindness”.

Exclusive Telco Research Identifies a Clear Switching Process and Social Media Recommendations (Socialyse (Havas) & Twitter)

Paris – Exclusive research from Socialyse (Havas Group’s social media solution) shows that 63% of “switchers”i will change their mobile device, and 23% will change their device and carrier. The study identifies a clear switching process including four key phases –Information Gathering, Active Research, Decision Making and Deal Hunting. It also demonstrates the important role of social media: 25% will turn to Twitter to inform their decision, and Twitter ranks among the Top 5 point of contacts for research.

Socialyse Global Managing Director Séverin Naudet comments: “The mobile phone industry is extremely dynamic. With total worldwide mobile phone shipments of just under 2 billion units, the mobile phone industry will grow by over 10% this yearii. We’ve been working closely with global telco companies, and this study really demonstrates not only how social is a powerful business solution, but how Twitter, in particular, can influence and impact the purchase decision. Social brings ROI to advertisers.”

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Key Consumer Insights about Switching

The research provides keen insights into consumer attitudes and behaviors regarding switching their mobile devices and carriers:

  •   There are 3 key consumer motivations for a switch: improving current equipment, ie device and/or price; urgent needs like breakage or theft; and rewarding customer outreach at contract end-date. There were some differences by region: a higher level of motivation related to contracts in Europe and a higher level of motivation to change devices, plans or carriers in Latin America.
  •   For devices, the Top 5 criteria for a switch were (in order): Price, Technical Characteristics, Operating System, Camera Quality and Brand.
  •   For carriers, the Top 5 criteria for a switch were (in order): Network Coverage, Network Quality, Price, Internet Speed and Included Services.
  •   Despite being confused at first, most people feel positively about the change.
  •   Twitter users stay informed with news and deals available on the market, are more likely to be both experts and influencers for others seeking new devices or carriers, and are more at ease with switching.
  •   78% make their decision to switch in 1 month or less.Bruce Daisley, VP of Europe at Twitter, says: “Twitter plays a daily role in the lives of our users, and this research highlights how useful it can be in helping people across Europe make informed decisions about the telecom brands they turn to and the mobile products they buy. There are important lessons here for these brands and the industry. We found similarities in how people  approach switching from London, to Berlin, Madrid and Paris. And what’s fascinating is that Twitter can help make the process more positive. That says a lot about the platform.”

    Using Twitter to Influence Switching

    In addition to the consumer insights, the study also delivers clear recommendations on how to activate Twitter for telcos:

    •   With 25% of all respondents turning to Twitter to inform their choice of smartphone or carrier, use an everyday Twitter strategy and targeted messaging to reach users at the right time and right place.
    •   As a key touchpoint at each phase, tailor Twitter targeting to reach consumers at each distinct step in the Telco switching process: Information Gathering, Active Research, Decision Making and Deal Hunting.
    •   Consider influencer partnerships with Niche to combine the benefits of impartiality and trust with the existing power of utility and information that brands’ tweets have to drive purchase.
    •   Twitter is most impactful in the stages leading to a final decision in the switching journey. Combine an everyday strategy with TVxTwitter to drive campaign success.
    •   Twitter users tend to be more influential among their peer groups as layman experts in the telco field; Connect with and cultivate brand advocates on Twitter to grow a valuable base of earned brand coverage through outreach & advocacy.
    •   Seed promotions one month prior to the launch of a new device/plan to align with the average consumer switching cycle of 30 days.

      Methodology

      Research institute CSA contacted smartphone users aged 18-50 who have or will change their mobile device and/or plan in the past/next 3 months, across the UK, France, Germany, Spain, Brazil and Mexico. The study included two phases: 1) a qualitative analysis including focus groups and one-on- one interviews, and 2) an in-depth qualitative online survey.

     

    About Socialyse

    Launched in 2013, Socialyse is the social media solution of Havas Group. Socialyse provides a unique integrated and synchronized social media offer, including strategy, content, media and analytics. Innovative tools include the Social Rating Point and the powerful Socialyse Newsroom. With specialized talent and best-in-class technology, Socialyse guarantees both performance and prices. With over 720 social media experts based in 38 local offices and operating in 80 countries, Socialyse combines the agility of a startup and the strength of a powerful global network.

    Contact

    Robert Fridovich
    Tel +33 146933715
    Mob +33 632063816 robert.fridovich@havasmg.com

Social Rating Point Record pour Suède – Belgique: 11 ! TV et réseaux sociaux en synergie. (Source: CSA – Havas)

Au lendemain de la victoire des Belges et de leur accession aux 1/8 de finales, les équipes de CSA Belgium (Consumer Science and Analytics – Havas Group) ont analysé l’engagement des Belges sur les réseaux sociaux et en particulier sur Twitter.

En croisant cette donnée avec la couverture TV réalisée pour chaque match, CSA a donc pu obtenir l’index du Social Rating Point* des 3 matchs.

Notons au passage que 80% des 15-54 étaient présents devant leur écran pour suivre les matchs de poule.

#belita: 37.000 tweets pour une audience de 1,2Mio – SRP = 3

#belirl: 75.000 tweets pour une audience de 935K – SRP = 8

#swebel: 129.000 tweets pour une audience 1,2Mio = SRP = 11

Sans surprise, ce sont les hashtags officiels des matchs qui récoltent le plus franc succès – 70% du volume.

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Au niveau des joueurs, Romelu Lukaku est le joueur des Diables Rouges qui génère le plus de tweets, il faut bien l’avouer, desservi par sa prestation du premier match contre l’Italie.

Les équipes de CSA se sont également intéressées à la visibilité des Diables Rouges au niveau mondial. Résultat: 1 twittos sur 3 a eu minimum un tweet lié aux prestations des Diables dans son feed. Ce qui représente une audience globalisée de 90 millions d’utilisateurs! Belle visibilité donc pour notre équipe nationale.

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*SRP = Le SRP est calculés en divisant le volume de mentions d’une émission par son reach. Avec une base de données de plusieurs milliers d’émissions de télévision – chaînes généralistes et spécialisées -, ils permettent aujourd’hui de mieux comprendre les interactions sociales pour transformer positivement l’engagement du public en business potentiel.

Twitter’s top brands for customer service | Marketing Week

on 8 Apr 2016

Brands are increasingly using Twitter as a customer service tool but not all are getting it right, according to a new study, which shows that retailers are the worst performers while the financial sector is leading by example.

Source: Twitter’s top brands for customer service | Marketing Week

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In today’s social media age, Twitter-based customer service is expected to be speedy. But according to mystery shopper research by BDRC Continental, many brands struggle to keep pace.

Established retailers are among the worst brands for answering customer queries on Twitter, while high street banks and credit card brands are the top performers.

Silence is costly

Fashion retailer French Connection, which saw sales in 2015 fall 8% to £164.2m, comes bottom of the pile in the research, taking an average of 39 hours and 22 minutes to respondto customers on Twitter.

“The longer a brand waits, the bigger the risk that a customer will decide to go and shop somewhere else,” says Tim Barber, director at BDRC Continental. “It is 2016 and people expect a rapid response. If they don’t get it, you could lose them forever. French Connection could be unintentionally sending that waiting customer to Topshop.”

With an overall score of 10% across several metrics including customer satisfaction and speed, French Connection is the worst-performing UK brand according to the study, but it was not the only guilty high street retailer. The brand is joined by high street giants including Starbucks, Waterstones, Vodafone and McDonald’s, which are among the 10 worst performers.

As part of the research, more than 9,000 tweets were sent to 395 high street brands in 32 market sectors. Each of the brands’ responses was ranked by the quality of their answer, whether additional information was offered, the friendliness of tone and if a reasonable effort was put into the response. All brands were sent the same 25 queries by 25 different users to allow for benchmarking of the responses.

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Barber says the research produced its fair share of horror stories. “The worst thing a brand can do is respond even when they haven’t properly read a question or use automation to just cut and paste answers.”

He reveals: “One of our shoppers asked a payments brand if there was a charge to pay by American Express, and it bizarrely responded: ‘We take MasterCard, Visa and American Express’.

“Another shopper asked a popular high street restaurant if they could bring their own wine to a meal or if there was a charge. The response was an aggressive: ’No, absolutely not. If you do, you will be instantly removed from the premises’.”

Finance industry are top tweeters

High street retailers could learn a thing or two from the financial sector, however. According to the report, Nationwide has the best customer service on Twitter with an overall score of 88%. In fact, seven of the top 10 best performers are either credit card or banking brands.

The financial industry has had its fair share of PR disasters since the 2008 banking crisis andBarber says this works in its favour. “The banks, credit cards and rail companies are all used to being attacked regularly in the media. As a result, they have huge teams in place to manage their social media and PR. If they can make a customer happy on Twitter, it’s an easy PR win.”

At four minutes and 25 seconds, Virgin Trains has the quickest average response time. However, Barber says speed is not everything and that there is still a trend of “quick answers that don’t really answer a consumer’s question”.

The rise of online forums also means that the public can find answers to most queries through the simplicity of a Google search, suggesting brands that cannot do a good job of customer service on Twitter should not do it at all.

“Apple doesn’t answer any tweets, so it isn’t necessarily imperative that you go down the route of using Twitter as a customer service tool,” says Barber. “But if you are on the platform, you should invest in doing the job properly as it will pay for itself in the end. If you’re on Twitter and responding to customers poorly, it will do more damage than good.”

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Ultimately, Barber says brands must be consistent if they are to achieve success through social media customer service. He suggest brands such as Holland & Barrett and Waitrose, which achieve scores of 77% and 75% respectively, do well to balance both helpfulness and personality.

Barber advises: “You need to be consistent with every single tweet and treat everybody like an individual. You have to have the infrastructure in place to respond to every single tweet – that’s important.

“You don’t pick and choose who you speak to when someone walks into a store – you aim to speak to everyone, so why do the opposite on Twitter? Treat every Twitter user like a shopper inside your flagship store. Remain consistently helpful and you’ll inevitably improve the sentiment towards your brand.”