"The mission of AT&T is to connect people with their world, everywhere they live and work, and do it better than anyone else. We believe our community is a growing contributor in fulfilling that mission." - Molly DeMaagd, Social Media Customer Service Director, AT&T The AT&T story AT&T’s mission is to connect people with their world, everywhere they live and work. This leading global telecom is engaging millions of customers socially through its community, to ensure they get the answers they need, often times without ever needing to pick up the phone. Real results AT&T's social platform resolved 21,000 customer issues in one year and saw a 16% lift in call deflections month over month.

TELUS Delights Customers with Social Media Marketing & Customer Care TELUS is Canada’s fastest-growing national telecommunications company, with $12.5 billion of annual revenue and 12.5 million customer connections, including 8.5 million wireless subscribers, 1.5 million residential network access lines, 1.6 million high-speed Internet subscribers and 1.0 million TELUS TV customers. TELUS provides a wide range of communications products and services, including wireless, data, Internet protocol (IP), voice, television, entertainment and video, and is Canada's largest healthcare IT provider. Since 2010, TELUS’ top priority has been putting customers first. They do this by consistently delivering exceptional client experiences via community and winning the hearts and minds of Canadians on their journey to become a world leader when it comes to the likelihood that our customers recommend our products, services and people. Goal Deliver exceptional client experiences to become a world leader in customer advocacy. Solution Launch a Customers First Initiative using Lithium Response and Community to engage and satisfy users while saving organizational cost. Tell us about your Customers First Initiative. In 2015, we reimagined our social strategy, developing a new operations team focused on not just customer service and engagement, but on content development and deep communication skills. Pairing this team investment with existing Lithium Response capabilities, the launch of the Tribal Knowledge Base inside our community, the TELUS Neighbourhood, and publishing capability, we have developed and implemented a virtuous cycle of customer listening, engagement, and needs fulfillment. This meant redefining and redesigning the role of social operations, its job description, and its day-to-day functions. We diligently tested and recruited for this newly redefined role, and have worked with the successful team members to provide them with increased levels of access to and capabilities within both Lithium Response and our community, the TELUS Neighbourhood. What were your goals with this initiative? Our goal was to create a team rooted in both service and content creation excellence who could look at customer questions as unmet demand for support content, then work to meet that demand with social and crowdsourced content. In doing so, we engage and satisfy our users while saving organizational cost. Through our revamped operational team, their access to content creation, adoption of Lithium Reach (publishing) and campaign capability, and their access to management of and response to Ideas, Blog, and Articles (TKB) conversations, we have effectively realized that goal. “Every team member, regardless of their role, has a responsibility to put customers first.” — Scotty Jackson, Senior Strategy Manager What are some tactical examples that you used to reach your goals? A key example of this strategy in action was our development and maintenance of a software update schedule. Upon hearing social conversation and having customer concerns expressed, we were made aware of an opportunity to more transparently share the process for and schedule around delivering software updates to mobile devices. We created a Blog post and Article that addressed these needs, and have leveraged them to great success in fielding inquiries and concerns. A second example was the StageFright campaign. When Android customers were vulnerable to the StageFright exploit and it started gaining media attention and driving social conversations, we wanted to get in front of the questions. As such, we rapidly developed an Article about the StageFright vulnerability, leveraging content from users already posting. Customers could then be referred to this not only in social, but via our IVR when phoning in and through a mass text campaign where we promoted the Article and community to all Android device users. What results did this initiative yield? In Q1 2016, we saw:

• 98% customer satisfaction rate
• 90% likelihood to recommend TELUS (NPS)
• 89% likelihood to share experience
• > 11,000 Twitter and Facebook conversations and over 30,000 responses sent
• 80% of Twitter conversations responded to in 35 minutes or less
• > 1,600 community posts, 90%+ community-created
• > 330,000 unique community visits
• Offsetting of over 66,000 live contacts (call, email, web chat, or store visit)
• $3.6M in annualized operational savings