Professional Documents
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Arjun
Q1
Why do you think Maersk Line was so successful in
social media? What do you think are Maersk Lines key
drivers of success
Q2
Evaluate how Maersk executed on its social media plan
and platforms
Rank
Develop
Content
Segment
4 target audiences:
Fans
Customers
Experts
Employees
Communications
Internal Usage
Customer Service
Sales
Before Maersk engaged in Social Media marketing, it clearly identifies the different platforms that it wants to utilize and
the purpose, audience, and focus for each platform. The rationale is to assist Maersk in setting achievable engagement
goals and developing appropriate content based on four key areas of focus listed above.
1,16,000
followers
1,09,882
followers
1266 followers
Customers, shipping
professionals, experts and
journalists
16337
subscriptions
Fans
33734 followers
Flickr
491 followers
1225 followers
Employees
Q3
How do you think Jonathan Wichmann calculated the
1500 percent ROI on Facebook? Do you agree with his
calculation? Why or why not?
1500% ROI???????
For every wall post made public, an
impression is made on a fan. Virtue Group
68% customers
feel social media
efforts improved
perceptions of
Maersk Line. Q4
2012 survey
1 million
fans
$5 per
1000
views
Benchmark,
not targets
Q4
How do you think Maersk Lines competitors will react
to the companys success in social media?
Global Competitors
Maersk is a clear winner in the digital space when
compared to its competitor
11000 Fb Likes
27832 LinkedIn followers
4184 Fb Likes
1205 Twitter Followers
Non Existent
68000 Fb Likes
6821 Twitter Followers
5825 Fb Likes
15546 LinkedIn followers
Proven
Measurabl
e Impact
Find
Impact
difficult to
measure
Launch a counter
attack
Concentrate on
where your users
are
Share relevant
industry and
company news
Showcase Core
Competencies
Q5
What are the challenges facing Maersk Line in social
media going forward?
Future Challenges
4 key tailwinds shape the future of social media
Redefining real-time
marketing
Companies
focusing on the
right time to
engage the
right clients
rather than
rapid response
Greater Information
Density
Cutting through
background
noise to
capture
limited
consumer
attention will
be a challenge
Content Marketing
will continue to grow
Visual Web
Companies will
continue to
prioritise
engagement
and metrics for
social media
success
Visual
platforms like
Pinterest,
Instagram and
Tumblr will
increase in
popularity as
customer
engagement
Implication of trends
Maersk can ride the tailwinds of change
Share relevant
content with the
right audiences
on the right
platforms
Greater
Information
Density
Content
Marketing will
continue to grow
Achieve
consistent and
coherent brand
image for
sticky
impression
Integrate social
media marketing
with strategic
marketing efforts
and update
organizational
structure to
support
marketing
changes
Visual Web
Keeping
abreast of
changes in
social media and
implementing
technologies to
engage
consumers eg.
CRM and digital
marketing tools
Q6
What should Maersk Line do next? What areas should
the company focus on and why?
Focus Areas
Augmenting social media marketing in overall business
External
Internal
Role
Maersk
Position
Employee
Employee Usage
Usage
Communicatio
Communicatio
n
n
Sales
Sales
Build Employee
Engagement
Develop brand
awareness
Generation of
leads
Employees as
content
generators
Wide reach
across social
media
Content not
directed towards
lead generation
Customer
Customer
Service
Service
Conversation
with customer
Lack of focus on
customer service
Compass Campaign
Insights and best practices sharing will foster growth
Thought
Thought
Leadership
Leadership
Information
Information
source
source
Value
Value Creation
Creation
Maersk is established as the go-to-shipping provider for clients with its expertise
Provide insights to potential customers and optimize shipping solutions
Encouraging sharing of best practises and customer dialogue
Customers engaged
with technical
insights and
recognize the
economic value
proposition of
working with
Maersk