COMMUNITY STRATEGY AND CONSULTANCY
We can help you create the perfect experience for members. This includes selecting, designing, implementing and optimizing the platform, creating superuser programs, designing gamification systems, developing onboarding and automation programs, and setting high standards for engaging members with empathy, understanding, and appreciation.
Vorwerk had a market leading cooking product, the Thermomix, which was a big seller in multiple countries. It had built up a large following of customers who not only used the product but were sharing recipes and ideas online. Vorwerk saw the opportunity to do something amazing, something massively valuable.
Vorwerk had initially built the online support community for customers; the opportunity was to go beyond pure support and give users the platform, tools and opportunity to share ideas, recipes and cultures. On a global scale, this could be huge.
But they had a challenge: growth at this scale needed a detailed global community strategy and professional training for a worldwide team, underpinned with a robust way to store and nurture knowledge sharing.
FeverBee delivered a fully integrated training and support solution through a combination of monthly training webinars, one-on-one coaching, knowledge sharing sessions, large scale workshops and a resource repository.
In 2013 we began working with a security software company who had seen engagement faltering for the past year. Their 2-person community team suggested new ideas at each monthly team meetings. They had quizzes, giveaways, expert guests, live interviews, and all the usual tactics. Nothing was working.
After activity dropped by 50% over 6 months, their boss reached out to a friend for help who referred him to us. We undertook deep and detailed research of their audience and then introduced a series of 8 changes which increased the number of active members and engagement by 400% (3000 active members) within a year.
By time the Colleen Young signed undertook our community training, her community was a ghost town with limited levels of activity. We took Colleen through the entire process of developing and executing a community strategy which focused not just on maximizing engagement but the specific types of engagement which mattered.
By focusing on emotions and finding the best tactics to increase those emotions, she was able to increase the level of participation in the community immediately and achieve tremendous results for her stakeholders.
Late September 2018, we were invited to help a struggling superuser program for a SaaS support community.
The community team had spent the past year searching for a ‘motivation button’ they could push to increase participation. They had tried gamification and various rewards. This resulted in some spikes of activity, but it rarely lasted. The total volume of responses was low.
Recently they had been testing adding more people to the private group. It wasn’t working well. Each superuser was making an average of 1.5 contributions per week (barely more than an average member).
By applying a few principles from psychology, we drastically cut the number of participants while significantly increasing their level of participation.
In Summer 2017, Eventbrite invited us to revive a struggling community and increase the level of participation. EventTribe was an inception-stage community, our goal was to drive it to establishment and, eventually, maturity. This meant increasing the number of quality leads generated from the community while putting the site on the path to sustained growth.
We undertook our research and systematically improved the community experience, search rankings, newcomer conversion ratio, participations, and the quality of activity which took place within the community. The result was a 160% improve in the community during our consultancy period while driving hundreds of thousands of dollars in new business.
In 2013 The World Bank Group appointed a new director, and their knowledge management efforts went through a sudden reorganization to become a solutions bank. This meant creating solutions groups which cut across different locations and skillsets.
Each group was led by a newly appointed ‘Global Lead’ who had to pool and curate the best knowledge, and ensure it reflected the best possible information available. This meant creating global solutions groups which cut across different locations and skillsets
But they had a big problem: the Global Leads had no experience building successful communities. They needed help training Global Leads with limited time in the fundamental skills needed to build thriving communities.
FeverBee put together a combination of workshops, on-demand training, and consultancy to deliver the maximum level of knowledge, in the most digestible form, in the minimum amount of time.
Hearing First had a community of professionals who supported children who were deaf, or hard of hearing, to reach their full potential. The community was integral to the mission of the organization, which was focused on engaging professionals online.
Inspired by FeverBee’s “Buzzing Communities” book and methods, Hearing First had made some progress in getting the community up and running with a clear sense of purpose, goals and outcome.
But they had a challenge: building a vision was only part of the work. They needed a strategic partner who could help review their progress to build and deliver a working community strategy that could foster real engagement amongst professionals unused to this style of collaboration. They also needed a highly trained community manager who could join the team and help deliver the plans.
FeverBee helped recruit and train a new community manager and supported the strategy delivery with guided consultancy and focused support.
Innogy knew that their 120 years of history as a global leader in energy needed to evolve. The landscape of the sector was changing and the need to embrace innovation was clear. With 60,000+ staff, they needed to develop the skills and talents that could drive change.
Innogy had built some initial community spaces and saw early signs of success. However, they faced a challenge: resistance to change, coupled with a fractured platform setup and structured training needs meant things were moving slowly. Innogy needed to unify their efforts on one platform, upskill the staff, and build a growth strategy that delivered results. In 2013 they discovered FeverBee, and saw how our support could help drive their collaboration space to the next level.
FeverBee delivered a highly structured support and training consultancy. We worked with key stakeholders to evaluate the platform needs and grow the internal community. Ongoing support helped to develop a strategy that made successes better, faster and the workforce more efficient.
Scope had ambitious plans for their pan-disability community to raise the membership numbers and drive high quality engagement and support in a safe, supportive space. The organisation firmly believed that positioning community at the heart of everything they did was vital in achieving their ambitious membership and reach targets.
With 6,000 members already, they had enormous opportunity to scale the community in the right way, but also needed to manage and retain the current members who had contributed so much to the journey so far.
Their challenge was building a growth strategy that had the potential to achieve the growth targets, whilst ensuring high levels of activity and value. They needed a comprehensive review of their platform, departmental alignment, and upskilling of the team.
FeverBee performed a deep dive audit on the Scope community to deliver short and long-term recommendations in a format that was used to support their internal proposal sign-off.