Communities.cisco.com Reaps Rewards of Sound Strategy

Success in the B2B online community space seems to come from just the opposite of what many companies actually put into it: planning , teamwork and transparency. That’s right. Some companies we talk to or observe online still aren’t grasping the concept that communities need a dedicated team and strategy to thrive.

Communities.cisco.com, on the other hand, gets it. A platform that contains more than 50 communities for Cisco’s partners, customers and employees, communities.cisco.com, also known as Cisco Communities, has almost doubled its membership and has seen a 50% increase in overall traffic in the last year. Additionally, Cisco continues to see measurable savings and efficiencies as a result of the program. Allison Johnson, Social Media and Community Manager at Cisco, who has worked with Cisco for 5 years and communities.cisco.com for the past year and a half, discusses the ingredients that make up Cisco’s recipe for success and the challenges of managing a successful global community platform.

Q: What is your role at communities.cisco.com?

A:  At Cisco I manage the communities.cisco.com platform in addition to driving social media and digital marketing across the company.

When working on the communities platform I oversee the entire program at a macro level. My team and I work on everything from identifying technical problems and scheduling the bug fixes as well as onboarding new teams and setting up the overall program structure. We work closely with the community managers to help them reach their individual goals as well as goals we have for the program.

Sometimes we joke around that in my role I’m essentially a community manager of community managers. Every day is different and I never know what hat or situation I’ll find myself in. A main focus for us is our long-term strategy. People forget that communities are a long-term commitment and it’s essential to align your long-term plan with corporate strategies and initiatives. At the end of the day, the most important thing I can do is give the community managers the tools they need to be successful.

Q: What’s your vision for communities.cisco.com and its business purpose?

A: We set both short-term and long-terms goals for the program. Our 5-year vision is to sustain and create a global community program that deepens relationships with partners, customers and employees. Getting there involves building out some of our core areas to make them more engaging and relevant. We’re in the process of a study to learn more about behaviors. Currently we added a social share functionality to the platform to encourage conversations that are happening in the social web to interact and share with our communities.

Q: Tell us about some of the success you’ve seen as you’ve worked toward that vision.

A: This past year we saw tremendous growth in registrations (more than 50% to more than 110,000). Overall that is one of our largest success metrics. Monthly, we capture metrics and do analysis on our platform. This past year we’ve seen a lot of growth. Ways we hope to continue this growth are building out case studies and best practice sharing modules from these growth spikes.

A more specific example can be seen in our Partner Community. This private space was built for our Cisco partners and we have seen it contribute to reducing travel and increasing the productivity of Cisco experts. These experts travel most of the time and have little time for face-to face interactions with our partners. Now these experts broadcast training sessions for partners on communities, which achieves the goal of deepening relationships with our partners.

The common theme here is that the Web 2.0 technology that communities use can positively impact the business by encouraging innovation, reducing travel costs, opening communication and open up resources. Another way we’re positively impacting the business is that we are capturing and sharing frequently asked questions and conversations within the community. We have a wider reach and we’re able to answer more than one person’s question online. If someone else has the same question it’s all right there with a paper trail.  Communities.cisco.com have proven to be a very transparent, authentic way to communicate so more than one person is able to benefit.

Q: Those are impressive results. What are some recent milestones you’ve reached in terms of overall traffic and membership?

A: Our membership a year ago was at about 74K. We are now at about 113K. In 2011, we saw more than a  50% increase in overall membership and traffic. And, we’re also happy about the response time we’re seeing. Support questions usually get at least one or multiple responses within 24 hours.

Q: What are a few best practices you can outline that have helped achieve these results?

A: Open and frequent communications are a must when you are working with a group this large. We have an open bi-weekly Community Manager meeting to serve as a communication platform as well as a best practice share and overall time to update one another on the various projects we have in the works. We set the agenda in advance and we have an area in our own Community Managers Community, completely dedicated to presentations delivered and communications relayed in these meetings. We encourage CMs to bring up topics they want to cover as well as set the agenda for future facing meetings. Not limiting ourselves, we also bring in our external networks.  I think it’s really valuable that we’re always willing to learn from internal and experts about how to best manage the platform.

Additionally, every community has an established and committed community manager. You must always have one point of contact for each space. This way that person can drive communications about the community and content within their space. It is also imperative that they manage the editorial calendar. This is another best practice.

Overall the CM will coordinate with campaigns in different parts of the organization to drive awareness. Some may also work with hired moderators to make sure questions are escalated to appropriate subject matter experts. They should be focused on the communities health.

Q: What is the biggest challenge ahead of you?

A: I’d say it is taking the platform to next level. As I mentioned before we recently added social share into the platform, but what else is out there? It will be a challenge making communities an easy go-to Web 2.0 tool. There are so many different ways we communicate day-to-day whether it’s Facebook, Twitter, e-mail or text messaging. It’s hard to make sure there’s one central place to go to. From a platform perspective, technology and communities will continue to evolve and it’s my job to monitor this space and help drive what will make communities a better platform and program, without losing sight of our goals.

 - Lauren Bittner, the author of this blog, is Senior Director of Client Services at Impact Interactions and has 10 years of experience with helping companies align their online community management efforts with their business goals.

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A Lesson in Customer Engagement from Shawshank Prison

By Matthew Lees

One night while I was researching and writing a recent report on best practices in crowdsourcing, “The Shawshank Redemption” happened to be on TV. So I watched a bit of it for the umpteenth time. One scene jumped out as particularly relevant to what I was working on. I couldn’t find a way to weave it into the report, but it’s been on my mind ever since.

About halfway through the movie, the protagonist Andy Dufresne (played by Tim Robbins) ends up managing the library at Shawshank State Prison. In search of newer materials for his fellow convicts to read, he writes letters, interestingly enough at the warden’s suggestion, to the Maine State Senate. One letter a week. Every week. For years.

Eventually — actually, six years later! — he wears them down. Tired of his never-ending solicitations, the Senate sends him a check for $200. (The film takes place in 1947, so $200 was a tidy sum.) The library district also sends him boxes of books and magazines, along with a note saying they now consider the matter closed, so please, stop writing!

Success!

Surely our protagonist is pleased with the outcome. Well, he is…but he realizes that his persistence has paid off. So, with a twinkle in his eye, he says to a friend “From now on, I send two letters a week instead of one.”

I love that line.

Nothing succeeds like success, and the Main Senate and library district made Dufresne successful in his letter-writing campaign. (I’m admittedly focusing on this nice little moment in the movie, ignoring the harsh reality and horrid conditions under which Dufresne lives, although he does meet with success again later in the film.)

What did the Maine Senate do to deserve the increased volume of letters from the Shawshank librarian?

They listened and they took action.

Isn’t that what your customers (and business partners and employees) are looking for from you?

Crowdsourcing programs aren’t the solution to every problem, but they can be a great way to help you listen to your customers, and help them tee up their most important ideas, wishes, and requirements, so you can take action. For such programs to work, you need to engage people who not only have good ideas, but also the perseverance and determination to make things happen. If you’re running a crowdsourcing program (or managing an online community) your biggest wish should be to find and involve as many people as you can who have these characteristics in common with Andy Dufresne.

Like Dufresne, when people see how their actions generate positive results, they tend to repeat those actions. We hope your customers don’t need to be as determined as he was — your crowdsourcing efforts should see results in time frames closer to six weeks or six months than six years — but showing them how their input is making things better for your business, and, in turn, for them, too, should lead to both increased participation and a more effective and profitable business.

At least…I hope.

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