1:32 — Andrew started with a poll of how many companies have a social command center and then how many companies have teams that actually sit in the command center. They began this process to give access to more team members across Capital One.
1:33 — Two years ago, Andrew inherited the social command center at Capital One. “It was a humble but a great place to start to build a brand new command center.”
1:34 — Andrew: It was an opportunity to start fresh and staff it in a new way. We started a new command center and called it “The Exchange.”
1:35 — Andrew: We really wanted to make this room the physical embodiment of the voice of the customer. We put up big screens that they devote to real human interactions to represent the needs of the business.
1:36 — Andrew: The data is important, but it's really about the voice of the customer — that's the foot in the door to get a command center started. Show what's really going on organically in social.
1:38 — Andrew: We created the distributed command center model: A command center as a hub, other locations as spokes.
1:39 — Andrew: The command center is very high profile, everyone can see the space and take advantage of the technology. It allows employees to see what customers are saying as it relates to their role at Capital One.
1:41 — Andrew: Everyone at your company can take advantage of this technology. Things happen on social first so employees are able to immediately act on what they see from the command center.
1:42 — Andrew: The secret to buy-in is finding the balance of business value and the cool factor. Don't under estimate the appeal of spreading technology across your offices.
1:43 — Sherry begins with the Spark Newsroom Case Study. Newsroom is both a cross-functional team AND a room with a listening command center in it.
1:44 — Sherry: The command center for the Spark Brand was installed at the end of last year. Use it to track the traffic to blog and content analysis.
1:47 — Sherry: The idea for creating the command center for the Spark Newsroom was to harness listening power and influence the organization.
1:48 — Sherry: This has really brought the Spark Newsroom front and center for the rest of the company. It allowed us to educate others on the power of social.
1:50 — Sherry: It's allowed us to leverage social to offer additional service offerings to the team and business partners.
Q & A:
Q: Did you build the technology or use another vendor?
A: We did not build it ourselves. We are using our listening tool to power the command center data feed. You can also look into command center tools that are separate from the listening tools. This could let you build richer data fields. Sherry's team is using a variety of things depending on the feeds.
Q: How do you personify or segment the voice of the customer? Can you define the power of social action?
A: Andrew: We make sure everything on the tool is very well organized so we can get at very specific data easily. Segment the data on the listening tool so we can narrow the view for each business. Sherry: Leveraging the people within the company that are coming by to view the command center. It's about educating them on the value of social and show them how we have ability to get granular on a specific topic, and the specific things our customers are saying. Those kinds of analytics have power.
Q: To Sherry — what disciplines sit within the Spark Newsroom command center?
A: Sherry: A segment brand strategist, community manager, social strategy person, a content person to manage calendars, and creative resources all sit in the command center. Also, the PR team members come down to the space to see what's going on regularly.