ListenLogic Featured by Deloitte in WSJ

Deloitte recently requested ListenLogic as expert source for their Wall Street Journal feature entitled ‘Strategic Risk: Emerging Technologies and Business Model Disruption.’ The piece focuses on the major disruptions as declared by over 300 executive respondents to Deloitte’s ‘Exploring Strategic Risk’ study.

ListenLogic Co-Founder, Vince Schiavone, is featured in the story, discussing the massive impact of social media on strategic enterprise risk, which executives state as the top technology threat to their businesses in Deloitte’s study.

As Schiavone explains, “As the social, mobile and consumer ages advance and converge, identifying the complex array of threats from the open social universe in real-time has never been more critical or challenging for corporations. The nature of threats is not necessarily new to corporations; however, with social media serving as a catalyst, the speed at which these threats can emerge and develop into crises can result in increased damages to an organization’s revenue and reputation.”

Read the entire piece here.


Listening Report Features ListenLogic

ListenLogic advanced social intelligence solutions are profiled in the most recent Gleansight Benchmark Report on Social Listening. The report compiled by Gleanster Research, reviews “the art and science of social listening” and examines the enabling technologies, analytic capabilities, business processes, organizational resources and corporate cultures they’re putting in place to maximize the value of their investment in this initiative in order to to achieve their objectives and ultimately drive increased shareholder value.

The Gleansight Report points to ListenLogic’s pioneering solutions with comprehensive social media monitoring capabilities and provides an overview of the company’s extensive experience delivering advanced social intelligence to leading corporations. The report also features ListenLogic’s unique “approach of combining social media monitoring tools with human filtering.”

The report also highlights ListenLogic for its focus on the pharmaceutical and healthcare space, pointing to its social intelligence product suite tailored to the industry. As the report also states, ListenLogic has been quite successful in carving out a nice around generating insights from patient-to-patient conversations.

More information on the Gleanster Social Listening Report can be found here.

Expert Insight: Social Insight’s Impact on Marketing

Mark Harrington
Chief Marketing Officer

Through engagement with many of the world’s leading brands across a myriad of industries from food to pharmaceuticals, we often get an array of insightful questions about social intelligence and the threats and insights that come from the open social universe. Given this, we’ve tapped some of our experts to periodically provide insight on questions surrounding social risk and social intelligence. Our Chief Marketing Officer, Mark Harrington, oversees ListenLogic’s marketing, content and communication initiatives and is a guest columnist for publications like Social Media Today, Direct Marketing News, Marketing Profs and Business2Community.

With the wide spectrum of insight social intelligence provides to brands here are some recent questions on impact to Marketing:

What’s the most valuable insight social data can provide to Marketers? -Ashley H.

The biggest overall value from social intelligence is probably the fact you can understand the behaviors and preferences of millions of shoppers and consumers without ever asking a question. The ethnographic approach in itself has value just in observing individual behaviors across such a massive population. But I think the question wants a bit more specific of an answer. I think it’s hard to boil it down to just one, but getting very deep into consumer personas and corresponding activity and behavior has incredible value for product positioning, messaging and campaign development. Here is a review of five innovative insights I think provide tremendous actionable value to Marketers.

What do you find is the biggest challenge for Marketers to embrace social insights? – Will K.

First, it’s a new realm, which tends to come with initial hesitation. Second, hearing “social media” and “big data,” which are both often nebulous terms, can be daunting. But once marketers see the tangible, actionable insight that can be extracted from billions of social conversations they get it pretty quickly. When you work with Insight and Research professionals who have been doing this for decades and or have PhDs in the realm and they see insight applied and react by saying, “I never knew this was possible,” it’s eye-opening. I know personally using surveys and focus groups for companies like eBay and Citi, I certainly wish I had access to this type of data for the speed and depth of the intelligence it provides. The impact is impressive, so much so that were even seeing traditional industries moving to adopt it because the insight is so actionable.

If you have a question related to social intelligence or social risk send it

Social Intelligence Mitigates ‘Risks Businesses Fear Most’

We recently reviewed Deloitte’s ‘Exploring Strategic Risk’ study which surveyed over 300 C-level executives and found social threats to corporate reputation is now of paramount concern. Now we look at a survey by Aon, which lists the ‘Top 10 Risks Businesses Fear Most.’

Aon details the growing complexity of the risks and crises facing businesses. Of the Top 10 risks Aon ranks, four are deeply rooted in social media and can often be detected, identified and tracked using advanced social intelligence and threat detection capabilities.

No. 7: Business Interruption: This can present to a corporation is a wide array of forms. Aon’s study cites examples like natural disasters, power outages and terrorist attacks, however more common disruptions ranging from consumer boycotts, activist protests and even employee sabotage can wreak massive havoc on business operations. These types of threats are commonly organized and detected from all corners of the open social universe.

No. 4: Damage to Reputation: This echos Deloitte’s study indicating reputation is among the greatest concerns for executives which can come in all sorts forms that companies are often ill-prepared for. Among the common issues damaging reputations and revenues for companies are threat of employee sabotage, brandjackings (impersonating or takeovers), denial of service attacks and activist campaigns. As Aon states, “Since reputational events often arrive with little or no warning, organizations are forced to respond in real time while the firm’s economic losses are mounting.” This is exactly why corporations are relying on real-time social threat detection services.

No. 3: Increasing Competition: While controlling competition is impossible, understanding the market reactions to competitor actions to drive strategic response is critical to managing and mitigating these risks. Social intelligence is a major factor in achieving this by understanding the attitudes and behaviors related to one’s competitors across millions of shoppers and consumers.

No. 2: Regulatory Risk: As the government places increased regulations across an array of industries, from financial services to food & beverage to pharmaceuticals, many regulators are taking to social media to communicate and campaign . Smart companies are tracking the activities of regulators, litigators, journalists, consumers, activists and influencers to gain deep understanding of regulatory and industry issues and where these issues are reaching tipping points that can damage their businesses.

As the focus of crisis management and enterprise risk shifts towards this social dimension, the need for enhanced detection and tracking of these threats on a real-time basis has increased dramatically for corporations and brands.

Related Resources:

Aon’s ‘Top 10 Risks Businesses Fear Most.’

Deloitte /Forbes ‘Exploring Strategic Risk’ Survey

Corporate Compliance Insights: Understanding Enterprise Social Risk

Expert Insight: Understanding Social Intelligence

Mark Langsfeld
Co-Founder, Chief Strategy Officer

Through engagement with with many of the world’s leading brands across a myriad of industries from food to pharmaceuticals, we often get an array of insightful questions about social intelligence and the threats and insights that come from the open social universe. Given this, we’ve tapped our Co-founder and Chief Strategy Officer, Mark Langsfeld, to periodically provide insight on questions surrounding social risk and social intelligence. Mark oversees ListenLogic’s Business Intelligence Command Center (pictured), the largest and most advanced of its kind in the world.

If you have a question related to social intelligence or social risk send it

As social media continues to grow exponentially, our team is regularly asked about the fundamentals of social intelligence. Here are a few questions of interest on the topic:

There’s growing talk about “social intelligence,” but what is it exactly? -Anthony G.

Social intelligence is basically advanced, strategic insight derived from the billions of daily discussions across the open social universe. Rather than looking at a specific, predefined keyword list against a small sample of social media like traditional social listening tools do, true social intelligence solutions view the expansive open social universe using concept models to detect known and unknown items and issues, which can be opportunities or threats to the business.

The biggest value of social intelligence is tied closely to the actionability of the insight – can a brand guide their decisions, set their strategy or drive their innovation with the specific intelligence? This is a critical focus for what our team delivers.

What’s the difference between social monitoring and social intelligence? -Michelle F.

Social intelligence goes way beyond first generation social listening tools to deliver actionable, strategic insight to corporations to set strategy, guide decisions and drive innovation. A variety of advancements have driven the evolution of social intelligence. First, streaming supercomputing big data processing allows for a holistic view of the open social universe in place of the narrow samplings social listening tools monitor. Second, complex concept modeling allows for more accurate detection of opportunities and threats, beyond preset traditional keyword lists used by self-service social tools.

Social monitoring is typically a self-service tool used to gauge customer sentiment or “buzz.” The problem with “buzz” is with its accuracy and dependability. The shifting lexicon of consumers makes interpreting sentiment very difficult for simple keyword solutions. The difference between social intelligence and traditional social analytics is that the ability to process billions of daily social discussions allows for the tracking of sentiment to go much deeper on a much more sophisticated level. Instead of simply high-level sentiment displaying whether consumers like a company or brand, social intelligence allows for targeted sentiment around specific features and attributes of a brand, making the intelligence actionable and valuable for marketers.

Do you have some special tips for brands, that wants to improve their social intelligence? Where should they start? -Daniel I.

We get this question a lot from leading brands. At some point many brands realize that their social tools are not delivering accurate, holistic views, and the information they are getting is typically not actionable. The first step is deciding how the brand wants to use the intelligence. Is it to drive sales and revenue? Is it to identify emerging threats? Whatever the objectives, companies that opt to get serious about the social intelligence around their business should look to find a solution with supercomputing capabilities, able to process the billions of daily social conversations being produced. Social is now a big data problem, light years beyond “buzz.” Many brands realize that this type of technology and expertise is not in their core competencies as a business and would require massive investments in technology development and personnel, so finding the right partner for them is critical.