Mediaboss Marketing

Zafar Anjum | March 6, 2015

Makes employees more strategic, collaborative, customer-centric, and results-oriented.

Wiley, a global publisher of knowledge and knowledge-enabled services, has empowered its workforce with Wiley Hootsuite Social Marketing Certificate.

The digital skills and toolsets have made its workforce more strategic, collaborative, customercentric, and results-oriented.

Prior to this strategic move, Wiley had a global organizational footprint on social media and ran about 700 social accounts. However, half of the accounts did not have the right strategy, and were not driving revenue.

Also, customers didn't know where to look online for customer service as Wiley is divided among their three core business sectors.

Executives at Wiley recognized the importance of education across multiple teams and departments for empowering colleagues with the latest digital and social media skills.

Wiley joined hands with Hootsuite to develop and deploy a scalable, custom education programme: the Wiley Hootsuite Social Marketing Certificate.

Digital skills gap

Hootsuite created a blended-curriculum approach that identified three distinct curriculum levels. Level one addressed how businesses and consumers interact online through Hootsuite's existing training and education resources from Hootsuite University.

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Hootsuite empowers Wileys workforce through social media

United Airlines learnt their lesson when a disgruntled customer took to YouTube to complain - and got 14 million views. Photo: Rob Homer

United Airlines clearly didn't set out to break guitars. But the airline quickly earned that reputation in 2009 when a disgruntled customer Dave Caroll broadcast on YouTube a song about his failed bid for compensation from the airline, after it broke his $US3500 guitar.

The airline's "indifference" to the musician's predicament, and a fruitless eight-month-long negotiationsbecame known to more than half a million people within a week of the song's release.

The clip United Breaks Guitars has 14 million views to date, and is used as a staff educational tool by the airline.

The case was a reminder to companies the world over of the unmistakable shift under way the rise of the customer, who is now armed with the new weapon of social media to hold companies accountable for bad service.

The landscape is well known: customer price comparisons and reviews form interminable threads on online forums, which can have adirect impact ona company's bottom line.

Customers want influence over the contents of what they're buying; they customise the muesli they order online; stream entertainment that is tailored to their interests, and pitch ideas to software companies as they develop new products.

Customers want to choose between the style of service they receive. Companies are expected to offer human to human interaction, self service and instant messaging.

In findings that still resonate, a seminal study in 2006 by professor of marketing at Melbourne Business School, Mark Ritson, demonstrated most Australian companies were not performing well on an international measure of customer satisfaction called the "net promoter score".

Similarly, a 2013 report by management consultant Bain & Company showed the average Australian net promoter score was negative.

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