Findasense the United States | Global customer experience company with innovation consulting capabilities, experience factory and technology integrator View RSS

Corporate crisis management plans have not traditionally integrated all channels, particularly digital channels. It is fundamental for every company to have a crisis management plan, but this is even more relevant for pharmaceutical companies, meaning that this was a double challenge.

We established a solid benchmark for the main digital channels and main medical platforms. Understanding habitual channels for consumers, and the channels that were fundamental for the medical sector.

We achieved an omni-channel crisis management plan, integrated across all channels and departments.

RACC used to be a benchmark for roadside assistance in Catalonia and its digital channel was facing a triple challenge: lower the overall cost of acquiring its services, expand its customer base outside Catalonia and expand its customer base beyond its roadside assistance service.

RACC’s digital platform was very complex and there were no flexible pages for attracting partners for running campaigns. We built several different landing pages with different campaign objectives: based on both localisation and service type. We set clear targets for attraction platforms to ensure that the segmentation was correct.

RACC achieved a triple objective: lower the overall cost of attraction by 79%, expand its customer base outside Catalonia and expand its customer base into other services beyond its roadside assistance.

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Our specific challenge was to rethink how partners are attracted, by not looking at it as a one-off campaign (at Christmas or on special occasions) but rather something sustained over time as a response to trough periods of attraction and the peaks of campaigns.

The challenge lay in the process and in the attraction channels, in terms of both the website and performance.

We comprehensively rethought the attraction process. We worked on a series of workshops with the high level managers to understand the most important attraction periods and the lows. With this, we were able to change a campaigns strategy into an annual attraction plan. We analysed the main drivers for becoming a partner of the NGO, to be constant in the annual communication.

We did in-depth work on the website and attraction landings to ensure that they had a common strategy and that they were not two “islands” without connection.

We reworked all of the campaigns on the main sources of attraction: Google Adwords and Facebook Ads, to bring them into line with the new annual strategy. We tested new communication channels to reduce dependency on single channels.

We were able to lower the costs of attracting a third party through channels like Google Adwords and Facebook Ads. We worked to better profile the attraction of partners and to increase individual contributions by partners. We introduced new attraction channels such as platforms for text and image ads.

Lenovo takes part in 3 global technology events every year, as well as in several mini-events solely dedicated to Lenovo, where the company’s latest innovations and products are presented. Lenovo called in Findasense to work alongside it on three social media campaigns before and during the events (on line to off line and vice-versa): Mobile World Congress ‘16 in Barcelona, Lenovo Tech World ’16 in San Francisco (USA), and IFA ’16 in Berlin, preceded by Lenovo Launch – the brand’s exclusive encounter with its fans and the press.

Thanks to the user proximity offered by social networks, activities surrounding the event give rise to a unique opportunity to get first-hand feedback on the new products from the community. These activities are also the best moment to increase Brand Love – it’s when very high rates of social media activity are seen in both own and third party channels.

Lenovo’s social presence and its activations have always had the following aim:

• To give a boost to interactions and social buzz before and during events.
• To achieve the maximum number of interactions with fans all over the world (not just in the region or country where the event takes place), with emphasis on EMEA, the USA and Asia-Pacific.
• Move the off line experience to on line social platforms.
• Offer an additional off line experience for visitors to the event to reinforce their top of mind (MWC 16).

Through planned social media activations, as well as the real time creation of content, Lenovo started to reach out to the consumer to offer a human and social experience, both on- and off line. On social networks, the brand used intimate and interactive content to make its community participate, involving it in its technological innovation processes.

An example was the crowdsourcing of creative ideas to build a Social Art Gallery with interactive pictures at the Mobile World Congress in Barcelona. Visitors enjoyed “live pictures” through an Augmented Reality app on Lenovo mobile phones, whereas on line users could take the pictures home by participating in an on line competition.

Following a deep analysis of the customer category, we decided to use the WOW effect to move away from product marketing and focus on the feelings that can be stirred up by technology and innovation.

In this way, Findasense plans content that focuses on the different brand milestones, using innovative formats created specifically for social networks. This means that users interact with content perceived as ad-hoc, which is in line with the idiosyncrasy of social networks while transmitting the message that the brand wants to communicate across all of its marketing activities.

During the three key tech events in 2016, Lenovo achieved:

• 20.2 million interactions
• 21.8 million video views.
• 500,000 brand mentions at the events

In addition, it achieved 2 trending topics and the most talked-about brand on social media. The reach extended to over 140 countries worldwide.

Our global challenge is to achieve omni-channel content through channel integration. To go beyond consumer contact by designing true brand stakeholder interaction experiences, contacting super fans through our Super Fan Managers, taking advantage of the advantages provided by data extracted from the digital world (Big Data) to extract insights that allow content to be generated in real time, every day of the year.

Through active listening by our Intelligence department and mapping the consumer journey, CIC has allowed Coca-Cola to generate relevant content in real time, 365 days per year, as well as to plan customer experience campaigns to communicate with an increasing number of consumers who want to connect to the company and its brands through social media.

This led to the creation of a social engagement platform for identifying opportunities, mitigating risks and generating long-term relationships of trust with all audiences.

To give an idea of the size of this project, we manage 97 social media channel in the Central Latin American region alone, with a total of over 9 million consumers.

•  899,726 new fans and followers (equivalent to a large city)
• A total of 4,952,842 expressions.
• 852,463,343 views

And we won prizes

In 2013 we were chosen as the Best Entrepreneurial Innovation at the Coca-Cola Company’s World Marketing Awards. CIC was also given the Silver Stevie Award, the most important business award in the world, for its innovative consumer and stakeholder relationship platform, as well as for digital brand management on social networks. Specifically, CIC was recognised in the Awards for Innovation in Customer Service & Contact Center, for its innovative formula for creating content in real time and interacting with consumers 365 days per year on social networks and websites, and by email and telephone.

Due to Rumbo’s long track record, the average age of its consumers was growing and it needed to attract young people. Furthermore, despite being the leading flight booking service in Spain, it wanted to improve its positioning as an accommodation booking engine.

To reach the target audience, a page was opened for Rumbo on MySpace (the largest community of teens and young adults at the time), the first MySpace competition in Spain was run and there was a rally of objectives that included pages by different artists who received support from, and returned it to Rumbo. This improved organic positioning and usability, and social marketing was used.

Rumbo made around 700 friends on Myspace, 49 outside links and was named in the press.

Digital brand positioning, moving away from traditional communications and diversifying its content was certainly a challenge for a brand that was rather backward in this sense.

At the same time, turning around the brand’s bad reputation on the Costa Rican market concerning the quality of its telephones set us the challenge of working on the corporate reputation and Love & Empathy towards consumers and the brand.

We took advantage of the boost of product launches to enhance the brand on social networking channels. We merged the technological features of telephones with communication characteristics of the channels to general aesthetically disruptive communication spaces to quickly position ourselves at the front of people’s minds.

With the launch of the P8, Huawei overtook iPhone sales in Costa Rica for the first time.

In slightly under 1 year we achieved exponential growth of brand users and engagement.

• We experienced Instagram growth of 8379 followers.
• Facebook growth of 162,362 followers.
• And Twitter growth of 12,500 follows.

A case in point that explains these results was the P8 launch, with the “P8 Cup”, which achieved omni-channel convergence in a single action. Teams were created on social networks, which led to preparations for a digital soccer tournament.

The tournament had such an impact that it was taken up by traditional media; radio stations broadcast the games of the cup and newspapers wrote about us on the sports pages.

The challenge was to introduce the brand to the world of e-commerce, and to make the changeover from a website to a store – from a corporate website to one that can be used to make purchases.

This took place through out SEO and SEM consultancy services, and by conducting a content sentiment analysis with our intelligence team, and we were able to adapt our proposal for on line services to the customer’s requirements.

From here we continued with keyword research and analysis, on-page and off-page optimisation (link building) and the creation of social media content to give greater exposure and dynamism to the new web platform.

We successfully achieved the transition from a corporate site to a webshop optimised for SEO and SEM, with a post sentiment analysis.