Social Media for Retail Players

8/6/2019 Social Media for Retail Players

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FromSentimenttoInsight

HowSocialNetworkingCanSupport

Engaged,CustomerCentricRetailing

AProspectiveView

August2009

Sponsoredby:

By:

BrianKilcourseandPaulaRosenblum

ManagingPartners


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TableofContentsOVERVIEW......................................................................................................................................................1

TheSocialNetworkingPhenomenon........................................................................................................1

CommunitiesofInterestSpringUpOvernight..........................................................................................1

ConsumerSentimentastheNewPsychographic......................................................................................2

Methodology.............................................................................................................................................2

BUSINESSCHALLENGES:DiviningDemand.....................................................................................................3

RetailersAskThemselvesWhatConsumersWantToBuy........................................................................3

ConsumersAreMostlyAnonymousToRetailers......................................................................................3

TheConsumerHasAllthePower..............................................................................................................4

RetailersRespondasBestTheyCan..........................................................................................................4

THEOPPORTUNITY: BecominganEngagedCustomercentricRetailer.........................................................5

SocialMedia:ANewWaytoEngage.........................................................................................................5

NaturalLanguageProcessingTechnologies...............................................................................................6

WhatDoestheEngagedCustomerCentricRetailerLookLike?................................................................6

ButHowToStart?......................................................................................................................................7

GettingBeyondTheSqueakyWheelSyndrome........................................................................................7

BeginToDevelopARoadmap...................................................................................................................8

THERISKS: DontStartUnlessYouPlantoFollowThrough...........................................................................9

TurningSentimentIntoInsightIsRetailReady?.....................................................................................9

TheNetworkEffectAsADoubleEdgedSword......................................................................................9

AvoidKillingtheGoosethatLaystheGoldenEgg...................................................................................10

APPENDIXA:RelevantReferenceMaterial.....................................................................................................a

APPENDIXB:AboutOurSponsor...................................................................................................................b

APPENDIXC:AboutRSR...................................................................................................................................c

FiguresFigure1:DifficulttoDivineConsumerDemand.............................................................................................3

Figure2:ContinuallyIncreasinginImportance..............................................................................................5

Figure3:SocialMediaFeedbackinContext...................................................................................................6


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OVERVIEW

THESOCIALNETWORKINGPHENOMENON

In the late 20th century, quite a bit was written about the isolation inherent in modern day

society. RobertPutnamfamouslydocumentedthedeclineofwhathecalledsocialcapital in

his groundbreaking book Bowling Alone1. Putnam observed that while more US citizens were

bowling than ever before, the number of people belonging to bowling leagues had dropped

precipitously. He used this as a metaphor for the decline of community activities and

connectionsingeneral(andsupportedhishypothesiswithcompellingstatistics).

Putnams view may have been UScentric, but technologydominated, isolated societies are a

worldwidephenomenon. TheonlyquestionoutstandingwasCanhumanssustainthiskindof

isolation,orwilltheyfindnewwaystoconnect? TousePutnamsvernacular,Howcouldwe

rebuild the social capital wed lost? The answer to that came shortly thereafter, and was

alreadynascent incommunitywebsites like iVillage.com.Computersandtechnology,thevery

thingsthathadfosteredisolationwouldbringpeopletogetherinwaysneverimaginedbefore.

ThewebbirthedMySpace,Twitter,andFacebookandanewerawasborntheageofSocial

Networking. Theviralnatureofsocialnetworkscanenableasinglepersontotriggerthousand

orevenmillionsofimpressions.

COMMUNITIESOFINTERESTSPRINGUPOVERNIGHT

Social networks make it possible for people to communicate in a new way. Social media

networkssuchasFacebookholdamindbogglingamountofinformationaboutashopper. They

notonlyknowthatshehasclickedoncertaincontent(assearchengineslikeGoogleandYahoo

do),butalsohername,whereshe lives,herage,specificareasof interest,andevenwhatshe

looks like. Such identifying information makes it possible for those with common areas of

interest to find eachother easily and exchange points of view. Ithelps also consumers find a

commonvoice.

Forexample,CanadiancountrymusicartistDaveCarrollpostedavideoonYouTubetocomplain

aboutUnitedAirlinesbaggagehandlers.Thatvideowasviewedover4.5milliontimeswithina

month of posting. Thenetworkeffect of social media can cause word of mouth epidemics

unlikeanythingthatretailershaveeverseenbefore.

InitiallythoughttobetherealmofMillennials,by2009Facebookreporteda276%growthin35

54yearoldusers. Thiswasdoublethegrowthratein20082.Thisdemographicisimportantfor

1BowlingAlone:TheCollapseandRevivalofAmericanCommunity,RobertDPutnam,Simon&Schuster,2000

2http://www.istrategylabs.com/2009facebookdemographicsandstatisticsreport276growthin3554yearold

users/


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severalreasons,butforourpurposes, itmattersbecause itrepresentsthebiggestspenders,

whoaretheprimarytargetofworldwideadvertisers.Inotherwords,eveninadowneconomy,

theresalotofpotentialspendingpowerinthosesocialnetworks.

Alongwith the potential togivevoice to millionsof frustrated travelers (as in the video cited

above),miningthedataavailable inSocialNetworkscanalsogiveretailersa look intothehot

buttonsandtriggerpointsofmillionsofpotentialshoppers. Itcanalsohelpuswrapourminds

aroundthesuddenshiftsinideas,opinionsandtastesoprevalentinthe21stcentury.

CONSUMERSENTIMENTASTHENEWPSYCHOGRAPHIC

Ninety percent of retailers surveyed by RSR in July 2008 cited psychographic assortment

localization as a key to their merchandising success. Those retailers believe that along with

tailoring their merchandise mix to the demographics of visitors to their web sites and stores,

and the geographies within which they reside, understanding their inclinations are also

important.Aretheyemptynesters?Suburban?Conservative?Fastfashionadopters?Aspiringto

be

and

act

like

their

parents?

Ironically, with all thescience at their disposal andwithever increasingmass, retailersareas

isolatedastheconsumerstheyserve.Evenwithfocusgroups,outsidedatabases,andlegionsof

buyers,retailersremainbaffledbythevagariesofdemand.

Suddenly, that data (and a lot more) is available. We have the opportunity to find out how

consumersfeel. The challenge of course, is making sense of piles of 140 character tweets,

emailstocustomerservice,andFacebookstatusupdatesandwallposts.Butevenan industry

accustomed to drowning in data has been forced to cry uncle in the face of this pile of

seeminglyunstructuredsnippets.

Thequestionsweattempttoanswerinthisbriefreportarestraightforward:

Canstructurebebroughttothesemountainsofunstructuredbitsandbytes Oncestructureisbroughttoit,canitbeused? Andifitcanbeused,whatarethebestusesofiteveninadowneconomy?

Ifstructure can bebrought, and thedatacanbeused, the sentiment psychographiccan be

used to help drive a new, more responsive retail enterprise. RSR calls this The Engaged,

CustomercentricRetailer.

METHODOLOGY

Inprospectivereportslikethisone,RSRpullstogetherdatapointsfromavarietyofdifferent

sourcesandbringthemtogetherintoanewwhole. AlistofRSRreferencedocumentsisin

AppendixA. Weidentifyothersourcesinfootnoteswithinthereportitself. Wesupplement

thesedatapointswithinterviewstoaddcolorandsubstancetoourconclusions.


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investigatethebestvalue:quality,price,andavailability.Sheisnolongerunopinionatedwhen

shewalksintoastore. Infact,shesloadedwithfacts.Demandiscreatedoutsideofthestore,

potentiallyoutsideoftheretailerscontrol.

Winningretailershave learnedtousethe Internetasa leadgenerationenginefortheirstores

bymakingcontentabouttheirproductsandservicesavailableontheInternet,aswellmakingit

possible for the crosschannel shopper to begin transacting before entering the store. Retail

winners know that their multichannel customers are more profitable than single channel

shoppers. Savvyretailershavealsolearnedtouseinternetsearchdatatogainanunderstanding

ofwhatconsumersarelookingfor,andtoworkwithInternetsearchenginestoputmessagesin

frontofthepeoplemostlikelytoseetheirvalue.

Butinallofthesemethods,thedataisaboutretaileractions. Afundamentalquestionremains:

whatdoestheconsumerhavetosay?Asitturnsout,plenty.

THECONSUMERHASALLTHEPOWER

Therateoftechnologychangeinthepastfifteenyearshasshakenthefundamentalsofretailing

to its core. In 2007, retailers reported their biggest business challenge to be Consumer

complaintsabouttheirinstoreexperience3.Weobservedatthattimehowsocialnetworking

had set retailers back on their heels and retailers were creating various mechanisms in an

attempttostanchthevolumeofcomplaintsandcriticisms.

Thesesqueakywheelshavesentamessage. Retailershavenowsetabouttheworktoprovide

consistentconvenienceacrossalltheirsellingchannels.

RETAILERSRESPONDASBESTTHEYCAN

Retailers now have a variety of mechanisms available to sense the new psychographic of

consumer sentiment. They have Facebook and Twitter pages, feedback forms on their web

sites,outsourcedhelpdeskstospeakwithfrustratedconsumersandproductreviewsectionsof

theirwebsite. Thisstill leavesuswiththesamefundamentalquestion:howcanretailerssift

through these volumes of unstructured data to find trends? If there is such a thing as The

Wisdom of the Crowd, is it found in the loudest voices, or behind the noise, in the most

persistentsentiments?Howcanretailersbluntthenetworkeffectofnegativeopinionbeforeit

becomesepidemic,andhowcantheyusethenetworkeffectinapositivewaytocreateabias

fortheirproductsandservices?

Thesearethechallengesthatwinningretailersaretryingtoaddressthroughsocialmedia.

3 Technologyenabled Customer Centricity in the Store, by Paula Rosenblum, originally published by

RSAG,March2007


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THEOPPORTUNITY: BECOMINGANENGAGEDCUSTOMERCENTRICRETAILER

SOCIALMEDIA:ANEWWAYTOENGAGE

With traditional media, the dialogue is oneway and feedback is indirect. Retailers and their

partnersspendmillionsadvertisingtheirproductsandservices,andfeedbackcomesintheform

of success or failure at the checkout counter. Web 1.0 eretailing is fundamentally no

different:marketingmessagesaredeliveredviathemedia,andconsumersrespondbysearching

andpurchasing.Web2.0socialmediahoweverisfundamentallydifferent. Itsdirectandtwo

way; in a word, conversational. It has the potential to return social capital to the fabric of

retailingmuchlikeconversationsatthecornerstoresofthe19thandearly20thcenturies,but

onalarger,morehightechscale.

Ofcourse,as inreal life,thebestwaytohaveaconversation istostartone. Inthepast two

yearsretailershavebegunawakeningtotheopportunity inherent inengagingsocialmediato

maketheirproductsandservicesknowntomembersofthosenetworks(Figure2).

Figure 2: Continually Increasing in Importance

Source: RSRResearch,August2009

Thequestionforretailersis,howengagedshouldtheybeandhowdotheycollateandquantify

shoppersentiments?

Firstofall,messagesfromvarioussocialmedia,whetherintheformofFacebookpostings,email

messages, blog entries, or Twitter tweetsarenotdata they are sentiments expressed in

plain language. Short of having an army of call center analysts manually codifying such

messages,retailershavenonontechnicalwayofturningthatunstructuredtextintostructured

data,sothatitcaninturnbetransformedintotrueinsights.

31%

46%

23%

11%

56%

33%

LittleOpportunity SomeOpportunity AlotofOpportunity

PerceivedOpportunityfromSocialNetworksorOtherFormsofDirectCustomerInput

2008 2009


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NATURALLANGUAGEPROCESSINGTECHNOLOGIES

The good news is that technologies do indeed exist to analyze natural language and

contextualizeunstructureddatafromsocialmediaallowingustogenerallyinterpretasentiment

as either positive or negative. Pertinent words can be extracted (for example, mention of a

productorastore). Theseextractedandcontextualizedbitsof informationcanbestructured

intoadataformatthatcanbeprocessedbytheretailersinternalbusinessintelligencesystems.

Formatted data could be matched to internal databases including the Customer database to

helpprioritizesentimentfromloyalcustomersvs.noisefromanamorphouscrowd. Basedon

the nature of the contextualized sentiment, an appropriate alert can be triggered to the

appropriatecustomerservicerepresentative.

WHATDOESTHEENGAGEDCUSTOMERCENTRICRETAILERLOOKLIKE?

Retailers capture a tremendous amount of internally generated information from their

transactional systems (Figure 3). Historically, that information has been used to develop

forecastsandmerchandisingplans(productassortments,allocations,price,promotions)aswell

as marketing strategies, to develop operational plans (store plans, labor plans), and to track

performance (financial and sales information). Retailers also brought in externally generated

datatogainmarketandcompetitiveintelligence,tohelpthemfocustheirefforton increasing

marketshareandprofitabilityofkeycategoriesofproducts.

Figure 3: Social Media Feedback in Context

Source: RSRResearch,August2009


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In the 1990s, the advent of loyalty schemes and multichannel retailing enabled retailers to

identifycustomers individuallyandengagewiththem innewways,focusingmarketingefforts

onthosemostlikelytotakeadvantageofoffersinordertobuildloyalty,and offernewwaysto

delivervaluetoconsumers.Someretailershavestudiedclicktrackandsearchargumentsfrom

theirownwebsitesandexternallygeneratedoncommercialwebsitestobetterunderstandwhat

consumersarelookingfor.

Butinafasterpaced,moreunpredictableworld,gettingclosertocustomersentimentsbecomes

avitaltacticforproactivelymanagingcustomersatisfaction.Measuringsentimentandmarring

thatnewdatatocustomerspecificandmarketintelligenceenablestheretailertoquicklyassess

the impactof itsactions. Plus, itcreatesanewonetoonetouchpointtotheconsumer. No

longer is the retailer solely dependent on the store clerk to create that moment of truth

impressionontheconsumer.

BUTHOWTOSTART?

For

retailers

who

havent

begun

experimenting

with

the

two

way

communications

capabilities

ofsocialmedianetworks,anobviousquestionis,howdowebegin? Thequestionshouldbe

answeredaspartoftheretailersoverallcrosschannelmarketingstrategy. Issuesthatneedto

beaddressedinclude:

One,afew,ormanysocialmedianetworks?Whichones? What are the intended objectives of the engagement? Promote the Brand (eg.

community involvement)? Product promotions? Special onetime offers? Employment

opportunities? Employee support? Customer support? Special services? Corporate

communications?

Organizationally,whowillownsocialmediacommunication? Howwillsuccessbemeasured? WillITsupportberequired? Will there be involvement from internal support organizations? What level of

involvement?

Howwillweseparateoutthenoise?GETTINGBEYONDTHESQUEAKYWHEELSYNDROME

Asecondimportantaspectofanygoodconversationisinlistening. Retailersneedtodecideup

frontwhattheywilldowiththedirectfeedbackthattheygetfromsocialmedia. Likeanyother

data,thisnewinformationmustbeprocessed. Forexample,wheredoemployeecomplaintsgo

to? Customercomplaintsaboutproducts? Aboutservices?Suggestions? Corporateinquiries?

Justasinfacetofacecommunications,responsestosocialmediacancomeinthreeflavors:

Competitive listening (not recommended): where the listener is more interesting inhis/herownpointofviewthantheotherpartys;

Passivelistening:wherethelistenerabsorbsbutdoesnotverifythemessage;


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Active listening:where the listener engages, feeds backandverifies themessageandcommitstofollowup.

Inthecaseofthebusinessuseofsocialmedia,retailersshoulddevelopusecasesbasedon

theobjectivesthathavebeenestablishedforthetwowaycommunications.

BEGINTODEVELOPAROADMAP

As experimentation with social media evolves, retailers need to begin thinking of a future

scenariowheresocialmediasentiment isinterwovenintothebusinessascustomerinsight.To

that end, the long term impact of data derived from social media on people, process, and

technologyneedtobeanalyzed. Onewaytoapproachdevelopingaroadmapistomapthese

datato the internalbusinessprocesses thatare impacted.That inturnexposes the impactto

technologiesthatsupporttheprocesses,andthepeoplewhoexecutethoseprocesses.


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THERISKS: DONTSTARTUNLESSYOUPLANTOFOLLOWTHROUGH

TURNINGSENTIMENTINTOINSIGHTISRETAILREADY?

Asretailerscametolearnintheearlypartofthisdecade,oneaspectoftheInternetthatcanbe

both exhilarating and alarming is that it is without boundaries, and the potential for rapid

scaling isreal.Thechallengeforretailerswhen itcomes toany technologyenabledconsumer

capability is that although the developmental stages of the new capability may be very slow,

consumer adoption is often dramatic and very rapid. Those retailers that choose to tap into

consumer sentiment as expressed on social media networks could find themselves

overwhelmed very quickly by trying to respond to every issue raised. Nor should they be

tempted not everyone who may comment on service issues or product quality concerns is a

customer(orever likelytobe).Aninherentproblemwiththenoisefromsocialnetworks,e

mails,andotherformsofelectronicsentimentisthatthereisnowaytoranktheirimportance,

andsotheytendtobehandledfirstinfirstout,ifatall.

Technologyshouldplayaninevitableroleinresolvingthechallengeofgettingpersonalwiththe

rightcustomersthroughtheuseofsophisticatedtechnologytoturnunstructuredsentiment

into usable data that can then be meshed with other internal information to create insights.

However, most retailers dont see the connection between the challenge of consumer

unpredictability,theopportunityofcreatingasingleBrandidentityacrossallchannels,theuse

ofsocialmediatogetdirectconsumer inputandtechnology. Inanotherstudypublishedby

RSRinMay2009,itwasrevealedthatonly30%ofretailers(and32%ofwinners)ratehelping

thecompanywinnewcustomersandretaincurrentcustomersasatopexpectationofthe IT

function within their companies.4 Clearly, the industry needs to be informed as to the new

possibilities. Butonethingshouldbeclear:ifretailersarentreadytofullyengageandprocess

socialmediafeedbackthattheythemselveshavetriggered,theyriskturningwhatwasintended

tobeaproactiveoutreachtonewcommunitiesofconsumersintoadisincentive.

THENETWORKEFFECTASADOUBLEEDGEDSWORD

OneofthebenefitsconsumersexperiencefromSocialNetworksisasenseofcontrol.Theycan

speaktotheirpeers.Thosepeersempathize.Andtheanswerstheyreceivetocomplaintsand

concernsareunscripted,unlikethosetheyreceivefromhighlyscriptedhelpdeskandcustomer

servicepersonnel. BUTthesesameconsumersperceivetheirnetworksastheirown.

Social Network Facebooks attempt to change its privacy rules (and declare all posts past,

presentandfuturetobe itsproperty)metwithserioususerrevolt.Eventuallythetechnology

providerrelented,andsoftened itsstance. ButasrecentlyasJune2009,amessagefound its

wayintothousandsofusersstatuses,andevenshowedupintheNewYorkTimes.

4ITandBusinessAlignmentinRetailBenchmarkStudy,May2009,2009RSRResearchLLC


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IMPORTANT ToALLFRIENDS.Facebookhasagreedto letathirdpartyadvertiseruse

yourpostedpictureswithoutyourpermission.ClickonSETTINGSupatthetopwhereyou

see the logout link.SelectPRIVACY MANAGE.SelectNEWSFEEDSANDWALL.Select

thetabthatreadsFACEBOOKADS.Thereisadropdownbox,selectNOONE.ThenSAVE

yourchanges.Pleasepassthisaround.)

Onsomelevel,itsnotclearthatthiswasanewpolicybutitwentviral.Fast. Therapiditywith

which the NetworkEffectcreated thisuproar wasprofound. And its this very thing retailers

havetowatchoutfor.

AVOIDKILLINGTHEGOOSETHATLAYSTHEGOLDENEGG

Weve demonstrated in this report that retailers have a profound opportunity to mine and

categorize consumers interestsand turn thatdata into dollars. But aswe pointed outabove,

consumertrustistenuousatbest.Anyovertattempttogobeyondtheconsumersselfdefined

boundarieswillresultinanimmediatestanchingoftheflowofinformation.Towardsthatend,

we

see

several

imperatives:

1. Makeprivacy statementsexplicitand clear: Consumers detest surprises. Make sureprivacypoliciesareeasytoreadandunderstand,short,andsuccinct.Whilesomemay

sayConsumersdontrealizetheyarephotographedatleast50timesadaytheyhave

noprivacy,onecannotpresumeonthoseconsumersgoodwill.

2. Alwaysallowconsumerstooptin: Whenaconsumerbecomesafan,orafollower,oramemberofaretailersowncommunity,theretailershouldalwaysaskpermissiontouse

the information itgathers. Mostofthetime theconsumerwillagree (afterall, thats

why shes there, after all), but this type of permissionbased marketing will avoid the

negativesideoftheNetworkEffect.

3. Ifaconsumerrequestsaspecificresponse,besuretoanswerit:Fewthingsaremorefrustrating than taking the time to fill out an email feedback form and receiving an

emailautoreplysayingThanksforyourfeedback. Wedonthavethetimetoanswer

everyrequest,butwelllookintoit.Thewriterwonders,Doesthisretailerreallycare

aboutmyopinion? Whydidthesepeopleaskmeforfeedbackwhentheyreallywerent

goingtodoanythingwithit? Imgoingelsewhere.

Even as we focus on aggregating the data we get on consumer sentiment, we also must

rememberthatsentiment isreal.Andconsumersstillhavemanydifferentchoicesofnetworks

to join and retailers to buy from. Sometimes, disaggregating the data is as important as

aggregatingit.

Themistakeoftheearly21stcenturywaspresumingthatselfserviceisalwaysaneffectiveproxy

for customer service. Retailers now recognize that selfservice technologies have their limits,5

5TheCustomerCentricStore2008,2008RSRResearchLLC


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andsometimes, persontoperson interaction is important. If retailers are toavoidkilling the

goose that lays the golden egg, we must remember the importance of the human touch. At

worst, it will put an end to a viral customer complaint, and at best, it will turn an unhappy

customerbackintoanadvocate.


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APPENDIXA:RELEVANTREFERENCEMATERIAL

Wehaveuseddata(directlyorindirectly)fromthefollowingbenchmarkreportsasbackground

forthisdocument. AllthesereportsareavailablefordownloadfromRSRswebsite.

PrecisionInventoryManagementintheAgeofLocalization:BenchmarkReport2009,byNikkiBairdand

BrianKilcourse,August2009

WalkingtheRazorsEdge:ManagingtheStoreExperienceinanEconomicSingularity,byBrianKilcourse

andPaulaRosenblum,June2009

CustomerCentricMerchandising:DrivingDifferentiationthroughLocalization,BenchmarkReport:2008,

byPaulaRosenblumandSteveRowen,June2008

ITandBusinessAlignmentinRetail,byBrianKilcourseandPaulaRosenblum,May2009

TheCustomerCentricStore:BenchmarkReport2008,by PaulaRosenblum,EditedbyNikkiBaird,June

2008

TheNextGenerationofBusinessIntelligence:DrivingCustomerInsightsAcrosstheEnterprise,byBrian

KilcourseandPaulaRosenblum,August2007

TechnologyEnabledCustomerCentricityintheStore,byPaulaRosenblum.OriginallyPublishedbyRSAG,

March2007


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APPENDIXB:ABOUTOURSPONSOR

SAPistheleadingproviderofapplicationsolutionsfortheretailindustry.SAPhelpsretailersof

allsizestounderstand,anticipateandinspiretheirshoppersbyprovidingacompellingshopping

experience.TheSAPforRetailsolutionportfolioprovidesspecificsolutionsforretailcompanies

inthefood,fashionandhardlinesbusinesses.Thesolutionportfolioisbuiltaroundunderstandingthe

shoppers,orShopperInsight,andconsistsofbuildingblocksthatcovertheareasofMerchandiseLifecycle

(includingplanning,merchandiselifecyclepricingandpromotionmanagement);SupplyChain(forecast&

replenishment, supply chain planning and execution); Shopper Experience (workforce management,

customer loyalty and a portfolio of POS solutions); and Corporate Operations (finance and human

resources).

LearnmoreaboutSAPathttp://www.sap.com/retail/


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APPENDIXC:ABOUTRSR

RetailSystemsResearch(RSR)istheonlyresearchcompanyrunbyretailersfortheretailindustry.RSR

providesinsightintobusinessandtechnologychallengesfacingtheextendedretailindustry,andthought

leadership and advice on navigating these challenges for specific companies and the industry at large.

RSRs services include benchmark reports covering the state of retailer technology adoption for topics

rangingfrommerchandisingandsupplychain,storeoperationsandworkforcemanagement,tocustomer

facingandmultichanneltechnologies.Customresearchreportsprovidemoreindepthviewsintotopics

of industry interest, and advisory serviceshelp retailersand technology vendors make themostof the

insightsRSRprovides.TolearnmoreaboutRSR,visitwww.rsrresearch.com.

Co pyright 2009 by Reta il System s Resea rch LLC All rights reserved . No part of the c on ten ts of

this do c ument m ay b e reproduc ed or transmitted in any form o r by a ny mea ns without the

pe rmission of the pub lisher. Conta c t [email protected] for more information.

Documents

Social Media for Retail Players