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Comment now Dell learned early on that not being part of the conversation going on around you is a misstep no marketer can afford to make. Several events coalesced to spur Dell's jump into social media: In 2005, Jeff Jarvis chronicled publicly his experiences with Dell using his blog; a viral picture of a Dell laptop catching fire at an Osaka Japan event led to a battery recall; and Michael Dell returned to the company and trumpeted social media as Dell's way to build on its direct-to-customer heritage.
Fast forward to today: Dell's social-media employee training program has trained more than 10,000 employees; its Social Media Listening Command Center is a foundation for all of Dell's social activities; the Social Outreach Services group transforms with battery like Dell RD859 Battery, Dell PR002 Battery, Dell UD260 Battery, Dell PD942 Battery, Dell Latitude 131L Battery, Dell 8F871 Battery, Dell 2G218 Battery, Dell Winbook N4 Battery, Dell F0590A01 Battery, Dell 7T670 Battery, Dell 854TJ Battery, Dell 3G0X8 Battery online ranters into ravers.
Forbes CMO Network, together with Forbes CMO Practice advisor Gyro, gathered marketing executives for the Forum on Social Media hosted by Dell at Dell headquarters in Round Rock, Texas, today, and in advance of our excursion, I reached out to Dell CMO Karen Quintos. I asked her to share her thoughts on Dell's social-media journey, its accomplishments and lessons learned–lessons for all marketers seeking to effectively navigate and build brand engagement via the social web. Here, her answers via email:
It's been a journey. We've learned so much along the way, but we have stayed true to our company's roots of really "listening" to our customers. We launched our blog, Direct2Dell, with a focus on customer conversations in 2006. Around that time, we also began proactively engaging with customers and other stakeholders who were talking about us – positively or negatively – to listen to their successes and challenges and help address their needs. In 2007, we took this a step further and launched IdeaStorm. The site was very novel at the time as we would ask customers to evaluate our products and solutions and to give us their ideas on how we can improve to better meet their needs. The community votes on ideas, and those that surface to the top get a very close look by Dell. These were two of the early programs, but we've made huge strides since then.
Today, we look to social to help us be a better company and deliver better products and solutions. Social media is far more than a tool — it's an extension of our brand, which is all about enabling people everywhere to use technology to grow and thrive. From training 10,000 employees in our Social Media & Communities University program to be brand advocates online, to listening and engaging in conversations through our Social Media Listening Command Center to our in-person Social Think Tanks where we exchange insights to shape our business, I'm proud of how far we have come. And every day I learn something new about how we can leverage social to better serve our customers.
What needed to happen first in order for Dell to be successful at harnessing the power of social media?
For us, it was pretty simple. Our customers were using social media, so we needed to be there too. Listening, engaging in conversation and building relationships helps us be a better IT partner. Dealing directly with customers is part of Dell's roots, so we saw great adoption and support at all levels of the company.
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