Hewlett-Packard Case Study Creating 2,000+ brand advocates in two weeks with LinkedIn Recommendation Ads
Hewlett Packard’s social media team is responsible for accelerating the expansion of HP’s social capabilities globally to:
- Create advocacy for the HP brand, products, and services
- Generate strong engagement, sentiment, and conversation around HP products and services
- Support HP customers quickly and easily
- Drive leads, revenue, conversion, and cost savings
Larry Nelson, director of digital strategy at HP, says, “We were looking for new ways to use social media to engage our commercial clients when LinkedIn approached us with an opportunity called ‘Company Pages,’ which provides an HP-branded environment within the LinkedIn community. It’s essential for our content to be available anywhere, any time, in communities where our customers and prospects congregate.”
‘Company Page’ targets business professionals
HP launched its Company Page in November, 2010, along with LinkedIn’s new recommendation capability, which enables members to post recommendations of HP products and services. Each recommendation is automatically communicated to the recommender’s LinkedIn network, and also appears on the HP Company Page as a resource for those interested in community feedback on HP products and services.
- Engage commercial clients on LinkedIn
- Encourage business professionals to recommend
- HP products and services to their peers
- Quickly build a critical mass of recommendations
- Establish LinkedIn Company Page to engage professionals in a business context
- Activate LinkedIn recommendation capability, inviting visitors to endorse HP products and services
- Use LinkedIn Recommendation Ads to accelerate results
Swale was providing customer services through several channels. People had to call a variety of numbers to make enquiries and access services. This frustrated customers and staff. Just as damagingly, it was at odds with government performance initiatives such as Best Value, the ODPM Priority Service Outcomes and the Gershon Review.
Change was essential and the first step was to simplify customer access by implementing new customer service centre capabilities, based on Northgate’s customer relationship management (CRM solution and including business process management.
Swale worked with Kofax and the company's partner Northgate Information Solutions to integrate its front and back office systems and re-engineer a range of business processes. The result is streamlined service delivery, with extensive automation, providing better service at lower cost. Information is no longer paper-based, and customer requests are processed across departments and locations without loss of data integrity. People receive decisions more quickly, and the new processes are flexible to evolve easily with the council’s future needs.
With a single point of contact in place, the next step was to integrate this front office activity with back office delivery. Using Kofax TotalAgility, Swale could upgrade internal services by effectively integrating a number of existing Swale systems such as recruitment, expense administration, invoicing and corporate complaints. Everywhere, the key to efficiency was to replace disjointed, manual and paper-driven processes that required several hand- ffs between departments. Kofax TotalAgility integrated with Northgate’s CRM, accelerates processes, increases automation and accountability, and reveals process performance more clearly and quickly anticipated.
Audi Volkswagen Middle East (AVME) is wholly-owned by AUDI AG. It provides marketing, sales and after sales support - including the procurement and distribution of car parts - for its partners in the region. The operation is based in Dubai and supports dealer operations in 12 states, including Saudi Arabia, the United Arab Emirates, Iraq, Yemen and the Levant. The aim of the operation is to ensure Audi is the major premium brand and Volkswagen the strongest mass-market brand in the Middle East.
AVME imports Audi and Volkswagen vehicles, as well as parts, for its partners across the region. AVME had previously purchased a Business Process Management (BPM) system from a competitor of Kofax. Despite this, AVME decided to acquire a replacement system to achieve further improvements to its local purchasing system and to increase its quality and control of procurement.
AVME required a user-friendly, easy-to-use solution that did not require programming skills or high levels of technical expertise in-house. After a tender involving Kofax and five competitors, AVME chose Kofax to supply a Business Process Management system that would be used for local purchasing orders. The system would work with the existing Microsoft® and other systems, including SAP, and enhance the operating capacity of those legacy systems.
AVME desired for the solution to have as near as possible a ‘no coding’ requirement for the client and to be simple to install and operate.
The solution also had to enhance the performance of existing IT systems, including SAP and Microsoft® systems. Systems were to be knitted together by staff without advanced IT programming skills or the need for intensive support from Kofax.
In 2007, Albert Screenprint saw increasing customer demand for a one-stop shop for entire promotional programs, including shorter run items. Dedicated to exceptional customer service and keeping up with the latest technology, Albert Screenprint began looking for a digital solution that could augment its screen printing and litho capabilities in a hybrid manufacturing model. This was to be the first of many digital acquisitions the company would make as its digital requirements continued to grow.
After a thorough evaluation of product offerings in the market, Albert creenprint acquired its first digital superwide format printer in September of 2007, choosing the EFI™ VUTEk® QS3200. IT Manager Joe Presto says, “We found the QS3200 to be the best fit for our company, based on price, performance, and its hybrid roll-to-roll / direct-to-rigid capabilities.
By December of 2009, more digital capacity was required, and Albert Screenprint chose to add EFI’s VUTEk GS3200. “This printer delivers even better quality than the QS3200,” he says, “and gave us significantly more capacity. We also liked the ability to achieve higher speed with its Fast-4™ capability—using the eight channels to print 4-color process twice as fast.” The extra capacity allowed the company to handle greater customer volumes yet remain a one-shift operation.
At the time Albert Screenprint acquired the GS3200, the company also opted to utilize the EFI Fiery® XF RIP to provide even more color consistency, and for faster ripping of files.
Sugar House recognized the need that their customers had for full-color printed banners, so in 2004 the company invested in a large- ormat solvent printer and began selling printed vinyl banners wholesale. With a rapidly growing business and expanding nationwide customer base, the company kept up with the evolving market and demand by adding more equipment and services each year.
In 2007 the company bought a used UV printer to expand their product line. Although the speed and resolution were not ideal, the used machine was affordable and would introduce them to a new market. Unfortunately, while the used UV printer worked well for some applications, most of their resellers were not satisfied with the print quality and would send their rigid printing needs elsewhere. When Sugar House did supply its customers with rigid signage, it meant printing to adhesive vinyl and mounting that to the rigid substrate.
“Our workaround was much more expensive and time consuming than just directly printing to the rigid substrate,” says Mike Peterson, large-format manager, “but we did it to just keep our customers from moving the work to other vendors.”
When it became clear that the UV printer wasn’t meeting Sugar House’s quality or speed needs, and the workaround wasn’t saving time or money, they began shopping for a new UV printer.
“In 2009 when we started looking at new machines, we found that the equipment that had the right speed and quality was too expensive, and that the equipment we could afford didn’t have the speed or quality,” explains Peterson. “Our solution was to just continue as we were — printing and mounting way too much.”
Culver City Transit System CAD/AVL Warranty and Maintenance Helping a Small, Internal Staff Manage Big Technology
When officials from Culver City’s Transit System began searching for a CAD/AVL solution for its 52-bus fleet, they had one overriding concern. Would its small technical staff be able to handle a system of this size and magnitude?
Unlike other, larger transit organizations, Culver City has no designated dispatchers. Each supervisor handles office work, field work, performance evaluations, accident investigations – and everything in between. They were already stretched thin as it was.
Although it is small, Culver City – located in West Los Angeles – serves a large ridership, carrying close to six million passengers a year. So, keeping the system they chose up and running was critical.
“When we sent out the RFP, warranty and ongoing maintenance support was as crucial as the solution itself,” explained Art Ida, general manager, Transportation, for Culver City. “Although I had other great solutions to choose from, I went with Xerox Services because of its reputation for support.
Round-the-Clock, Experienced Support That Goes Above and Beyond
Every CAD/AVL contract includes one year of warranty service and support. Clients can choose to continue with a paid, ongoing maintenance program after that time.
“We had over 1,200 devices throughout our agencies. There were 250 different models, multiple support contracts from different vendors and maintenance that was paid for on an as-needed basis. It was a very difficult environment for our IT shop to manage.”
“We outsourced our print management to Xerox. We now have a centralized program and a dedicated Xerox person on staff, ensuring improved customer service and response times. Our new economies of scale have reduced our print output costs, as well as our paper and energy consumption. We’ve also been able to focus on delivering IT services. It’s been great working with Xerox.”
- Annual savings of $185,000 in ink and toner
- Streamlined printing fleet from 1,200 devices to less than 200
- Cut annual paper use by 1.7 million sheets
- Reduced energy consumption
- Freed the city’s IT department to focus on supporting users instead of printers
Like many large and distributed organizations, the United States Air Force was physically mailing paper payroll and travel documents for between bases. This process was slow, expensive and prone to loss. And, it provided only limited visibility into where the document was or the status of the information it contained.
The Air Force wanted to move to electronic documents such as PDF to increase efficiency and reduce costs. PDF forms offer a transitional medium that has all the advantages of a pure digital format but can be easily interchanged back to an analog format when required. PDF forms are portable and require no additional hardware or software lifecycle support until form revisions are required. They can also be used to capture all the metadata required to instantiate a process in a digital format while retaining all the context and human digestibility of a paper based form. In addition, PDF forms can be handled through the same process as paper forms, normalizing the business rules and data sufficiency support to one environment with one skill set requirement. PDF forms also offer flexibility to transition from paper to digital.
The Air Force engaged Kofax to establish an extensible information capture service that could accommodate digitizing and transporting payroll and travel information and easily expand to accommodate other Air Force document capture requirements.
Using Kofax technology, the department successfully deployed a distributed capture solution across 140 Air Force bases around the world.
Marriott International, Inc. is a global leader in the lodging business with more than 3,400 properties in 70 countries and territories. And one of the keys to its success is its relentless focus on what it does best: provide a world- lass experience to millions of guests every year.
The company is also a leader in using technology and innovation to achieve its business goals. That’s why it launched a major corporate initiative a few years ago to transform key processes supporting its finance organization, including accounts payable and claims management.
At the time, Marriott relied on time-consuming, paper-based work processes to manage two million invoices and 700,000 claims-related documents each year.
There were other challenges. There was no standardized, enterprise-wide process for accounts payable, since different Marriott organizations used their own approach. As a result, multiple in-house imaging operations sprung up over time, making the company responsible for managing a non-core business activity.
Similar problems affected the company’s claims management operations. Nonstandard processes caused inefficiency. The company was not taking full advantage of the power of automation. And associates were spending too much time finding, mailing and filing documents related to Workmen’s Compensation and casualty claims. The filing cabinets and storage bins used for claims documents also took up a lot of valuable company real estate.
Today’s colleges and universities compete to attract and retain the best students and faculty. In addition, they strive to cultivate alumni as champions and donors. For Bucknell University—a top-notch, private liberal-arts university in central Pennsylvania—rising to these challenges demands producing printed materials that reflect the quality of the education, while meeting tight timelines and budgets.
The responsibility for meeting the printing needs for the university falls on the shoulders of Lisa Hoover, director of the Office of Publications, Print and Mail, and her staff. They, in turn, depend on Xerox digital printing technology.
The department’s goals include keeping as much work in-house as possible, and quickly responding to customer needs with quality output. While some projects are still best suited for the department’s offset equipment, 65% of in-house work is run on Xerox digital presses.
The Xerox® Color 800 Press with its 80-page-per-minute speed and 2400 x 2400 dpi images—fits the shop’s need for quality and reliability, as well as the physical space. The department has also added a Xerox® DocuColor® 252 to help handle an increasing volume of digital color jobs. It also relies on a Xerox Nuvera® 100 Digital Production System and a Xerox® 4595® Copier/Printer to deliver the same high quality to its monochrome work.