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How Charles Schwab Doubled Advisor Social Selling Adoption in One Year

One of the biggest issues wealth management firms have during digital transformation is getting financial advisors to adopt new ways of doing business. The move to a social selling model can be uncomfortable for advisors not well-versed in social media or viewed as a waste of valuable time by those unfamiliar with the power of social selling.

When we saw the success Charles Schwab was having with their Social Networking Activation Program (SNAP), we knew they had cracked the code. Winning our annual Innovator Awards at Hearsay Summit was a good start but, in the spirit of our mission to lift the whole industry we had to share some of their keys to success.

Introducing the SNAP Team

Managing a group of over 1000 advisors, the SNAP team is comprised of seven people, including Amy Heiss, VP of employee activation and engagement. Stacey King, Managing Director of the team, oversees the program strategy and supports the SNAP team in driving program engagement. Rounding out the team are Sean Carey (Senior Team Manager, Social Media), Katie Leimkuehler (Senior Manager, Social Media Coach), Katie Pfledderer (Senior Manager, Social Media Coach), Jake Thompson (Senior Manager, Social Media Coach), and Nia Copeland (Manager, Social Media Coach).

Social Networking Activation Success Stats

The numbers are undeniably impressive. During the 2018 calendar year, the SNAP team were able to:

  • Increase advisors in the SNAP program: 100%
  • Increase the number of Power Users: 67%
  • Decrease inactivity*: to only 35%
  • Grow social post engagement: 333%
  • Increase posts from the Hearsay library: 292%
  • Increase customized library posts: 107%
  • Help SNAP participants grow their overall network size**: 13.5x
  • All-­in-­all, advisors shared nearly 150,000 posts from the Hearsay Content library in 2018 and published over 20,000 original, organic posts.

Five ways Charles Schwab’s SNAP team turns advisors into social sellers

We can’t give away all their secrets but, with permission, here are a few ways Amy, Stacey and the team turn advisors into social sellers.

  1. Provide world class service. SNAP’s team charter is to provide white glove service to Schwab advisors as they make their move to social selling. The team is fortunate to have talented, curious, bright Social Coaches who provide regular coaching to SNAP participants at various stages of their digital journey, helping advisors use Hearsay and develop a social selling strategy to grow their business. In addition to one-on-one coaching and guidance, SNAP’s Social Coaches provide best practices and advice on topics such as time saving and productivity hacks, how to build a personal brand and how and why to create custom content. White glove service from a SNAP Social Coach goes well-beyond 1­-to-1 meetings and expands into more scalable coaching, like webinars and ‘5-­minute drills’ – short web based trainings covering trending topics.
  2. Provide a digital maturity model with a clear path to each next level. Like American Family Insurance, the SNAP team uses a digital maturity model so advisors can gauge their level of understanding and use of social media. Each stage has concrete goals and behaviors to move to the next level.
    • Beginners are new to social media, just getting comfortable posting and starting to define what they’re known for. They heavily rely on Hearsay Campaigns for one­-click easy posting.
    • Learners are starting to post their own content or customize library/Campaign posts, beginning to grow their network and maturing in their content strategy.
    • Social Sellers have grown a substantial number of connections and are building a strong brand around financial acumen and the areas they want to be known for (leadership, family focused, etc.). This is the level where advisors will see a real business impact and the SNAP team expects most advisors to end up here
    • Power Users are driving business more consistently through client acquisition and the recruiting of talent through social media. They have a robust social network, an established personal brand and are as comfortable networking online as they are in person. This level is aspirational and the team expects only 5% of advisors to reach it (though they have been able to help grow this pool by 67% in 2018 to 2% of the overall participant population). It’s not necessary for success but does offer extended benefits.
  3. Set goals. Sales people are goal oriented so setting concrete goals at each stage of the digital maturity model gives them something to set their sights on. A few metrics the team measures are network size (how many connections an advisor has), number of posts and engagement rate. They also measure percentage of custom content. It’s interesting to note that we’ve heard from more than one client that custom content – whether it’s original or corporate content that an advisor puts their own spin on – always outperforms corporate content. This makes sense in an era where people appreciate authenticity.
  4. Make it fun, reward and recognize. Don’t underestimate the value of “fun”; it is critical to success. The SNAP team’s ‘Surprise and Delight’ campaign has a hand in everything from attracting new advisors to moving them further along in their social selling journey to engaging advisors’ social networks. It’s a great example of the way SNAP keeps social media, and the program, top of mind with advisors. Some particularly fun examples include:Social media themed Valentines (I will like you forever, You’re Twitterific) that doubled as advisor business cards
    • A cookie/business card with a haiku on it for ‘Haiku Appreciation Day’ (imagine the social media pics!)
    • Fat Heads of top performers at sales leadership meetings to highlight Hearsay ‘Power Users’
    • Buttons (think “flair” from Office Space) with the faces and names of top Hearsay users ­ all pinned to the coat of the head of sales at internal events ­ to elevate their brand
    • All of these double as rewards for the top advisors who receive them, as well as motivators for other advisors. Each time a Surprise and Delight package goes out or these type of items are on display at events, requests to join the SNAP program always spike.

      “Recognition encourages loyalty. We inject fun at every turn to attract new participants and keep advisors coming back,” says Amy Heiss, Vice President, Employee Activation and Engagement, Charles Schwab

  5. Share success stories. Seeing how other advisors are able to use social media to drive real leads and close business helps other advisors envision themselves having the same success. Just like seeing others get rewards they want, it can act as a flame for the competitive fires. The SNAP team shares success stories everywhere they can to get the word out. There’s a monthly internal podcast where they focus on one program participant who talks about their success; monthly best practices calls where they do the same; and coaches share them through their monthly newsletters.

    Sales meeting SNAP program station promotes top performers

A final note, the Schwab team are also big believers in tracking ROI. In addition to the program metrics they shared, they track both new business and new hires (an important advisor metric where social can make a big impact) sourced by social media through Salesforce.

*  Inactivity is defined as posting less than 10x/quarter; down 11% from 46%
**  From beginning 2017 to end of 2018

Compliance Trends in Advisor Communications – Summit 2019 Takeaways

I had the privilege of moderating a session on “Compliance Trends in Advisor Communications” at Hearsay Summit this year. The session was well attended by compliance officers from enterprise wealth management and insurance companies whose respective organizations have taken a careful, thoughtful and pragmatic approach to enable advisors to communicate with clients and prospects over multiple channels.

My goal for the session was to create a collaborative environment that offered the following:

  • A setting conducive to open sharing of thought leadership, idea generation and best practices across financial services firms specific to advisor communications capabilities.
  • Cross-fertilization of ideas and problem-solving for common and uncommon problems associated with electronic communications across multiple mediums.
  • Professional development that translates into actionable tasks that can be shared and implemented across each participant’s respective organization.
  • Education for participants on the “hot-issues” / roadblocks that may impede organizational readiness to comply with electronic communications requirements specific to advisor communications.

There is no Competitive Edge in Compliance

Throughout the session, one common theme continually emerged – “There is no competitive edge in compliance.” As compliance officers, we all benefit from sharing ideas and thought leadership with one another. As a result, we are able to create cohesive and consistent approaches to common problems shared across our respective organizations. Creating best practices together, for our industry as a whole, instills confidence on the part of our regulators. As we all know, regulators like standards; when firms approach compliance for the technology solutions we use to fulfill our compliance responsibilities in a common manner, we’re all better off.

The Use of Social Media – Is it Finally Socially Acceptable?

I was truly impressed with the proactive steps many of the participant organizations are taking with respect to enabling social media for advisors. This included a close collaboration with marketing departments and the creation of workflows that enabled efficient processes specific to creation and/or curation of marketing materials approved for advisor dissemination over social media. Many organizations were beyond “pilot” social media rollouts and had either fully implemented an enterprise approach and strategy for social media, or were well on their way.

From a pure compliance perspective, participants indicated their workloads had only increased incrementally due to the use of technology (in this case, Hearsay) to aid in the creation of the appropriate workflows and approval processes. As we all know, this can be a huge gating issue when organizations are contemplating the net effect of enabling new and different approaches to advisor communications. This is extremely encouraging since it’s coming straight from the compliance officers/people in the trenches actually using this technology on a day-to-day basis, not the vendor trying to sell their solution.

To Text or Not to Text – That is the Question!

Texting and the use of chat apps have become the preferred way to communicate in writing, especially among younger people. The financial services industry has struggled with texting, as most organizations have not embraced a mechanism to capture, retain and supervise business-related texts.

As an industry, we have historically taken a strict position against texting for business-related purposes and managed it only through policies, attestations and certifications. However, the data shows that texting and the use of chat apps are occurring and nearly impossible to control without the right infrastructure in place. As a career compliance officer, I have never believed that managing risk through policy alone is an optimal way to create an adequate control environment. It is incumbent upon organizations to trust but verify that advisors are adhering to the policies and procedures developed to protect investors, firms and the advisors themselves.

With the advent of new technologies to now help organizations meet their respective record retention and supervision requirements, the problem appears to be one that can now be solved.  Several of the organizations at the session were starting to dip their toes into texting capabilities, with some further along in their implementation than others. Based on the initial feedback received during our session, the compliance officers in the room indicated the workload associated with supervising texts was not material, though they were all early in their implementations.

Please Purchase This Technology – It Makes My Life Easier

As we were nearing the end of our session, we rounded out our conversation focused on strategic investments in technology and building the appropriate business case to support it. I have been purchasing technology on behalf of organizations for over two decades. One of the most important lessons that I’ve learned is that the purchase of technology will never be supported by management based on the fact that it may make the life of the compliance officer easier. A business case must be presented that clearly articulates and quantifies the business benefit – creating efficiencies, cutting costs, enabling redeployment of existing resources to do bigger and better things and ultimately, working smarter. When organizations throw up the “What is the ROI?” smoke screen, a compliance officer must be prepared to justify the investment.

Closing Thoughts

I left the Hearsay Summit truly impressed with the quality of the overall event, and the level of engagement of the individuals that participated in the session I led. As a huge proponent of leveraging technology to assist in the execution of compliance responsibilities,  it was exciting to be surrounded by so many “evangelists” that came ready to openly share their experiences and perspectives – good, bad or indifferent. From an industry perspective, it was truly encouraging to not only see this first-hand but to surround myself with professionals that approach their respective roles and responsibilities with a high degree of care and sophistication.

We work in an industry where, as compliance officers, it can feel like we have a target on our back. But at Summit there were so many cross-functional leaders who ‘got it.’ It was a treat to be in a room full of people focused on making advisors successful through digital communications – and understanding that compliance is a critical part of that. Everyone I met at the Hearsay Summit demonstrated a stance where they and their respective organizations are approaching this risk pro-actively, taking control of their situation in a compliant and commercial manner. Here’s looking forward to next year!

Hearsay Summit 2019: Creating a Human Client Experience in an Omnichannel Financial Services World


Last week, 150 distribution, marketing, IT, and compliance leaders at the world’s largest financial services institutions and Silicon Valley disruptors gathered at our annual Hearsay Summit to discuss the challenges and opportunities we face as we make our way through digital transformation. Here are my top takeaways.  
There’s been a lot of talk about (and investment in) creating a seamless client experience. As consumers have become accustomed to amazing service from B2C companies like Netflix and Amazon, their expectations for digital business services has sharply increased. Even the most conservative enterprises today – and I count many financial services firms among those – have begun their digital transformation efforts. The goal: create those delightful customer experiences.
Yet, for all the talk about customer experience, the one component I don’t hear nearly enough about is the human side of the client experience.

The Human Client Experience

A seamless digital-only experience might work in B2C categories like video streaming and retail, but it doesn’t work for financial planning advice and insurance. The data shows that most customers don’t want to choose one or the other – they want a seamless omnichannel experience which sometimes means looking up their account balance through a mobile app without having to talk to anyone, and other times means being able to get their advisor or agent on the phone (e.g., when Brexit happens or their house has just been destroyed by the Napa fire).

Joe Nadreau, Wells Fargo Advisors

Joe Nadreau, Head of Independent Brokerage & Platform Services for Wells Fargo Advisors shared that as robo platforms have become commonplace, there’s been a trend toward clients looking to advisors for holistic advice. Today’s clients are much more interested in talking to advisors about goals – saving for retirement or to put kids through college – and how to achieve them than about their investment portfolio and its performance.
The issue too with digital-only experiences is that they quickly become commoditized table stakes. Every insurer’s mobile app these days basically has the same functionality (make a payment, file a claim, look up your insurance card), and same for investments (accounts, watch lists, trade, transfer). Digital has become table stakes– you need mobile apps and robo to stay in the game, but having a mobile app and robo doesn’t score you any extra loyalty because everyone else has it too. Typically, it’s a race to the bottom where firms compete on price alone.
What still commands a premium, and is priceless, is the human experience. As Ella Hilal, PhD, Director of Data at Shopify discussed in the Tale of Data Science, the stories we share can stimulate the endorphins that truly engage your customers (and build loyalty). The Holy Grail is, as Steve Jobs said in 2000, “the intersection of computers and humanism” where technology can be used to enhance human connection.

Driving Advisor and Agent Adoption

But getting advisors to embrace technology is hard. There are a host of regulation and supervision burdens that every new communication channel brings with it. After all, advisors and agents are human beings – who can become set in their ways and resistant to change. They must, however, change to accommodate consumer habits and that seismic shift in consumer expectations.
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“In this business, the most critical piece is to get your advisors to use it. With any digital field solution, it’s critical to get the training right and integrate everything fully so there’s an end-to-end workflow. You have to make it easy to drive adoption.”
Neal Maglaque, President, Advice & Wealth Management Business Development and COO, Ameriprise Financial Services, Inc.
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Around the world, the average adult spends over two hours each day on social media and a total of six hours engaging on a digital screen. In this era of Google and constant connectivity, consumers prefer to do their own research and validation – CEB/Gartner estimates that 57% of the buying decision has been completed before a prospect is willing to speak to a rep. This means content marketing and being findable online are more important than ever. Since most individual advisors and agents don’t have the ability to manage content marketing and SEO, corporate marketing teams play a critical role.
We heard from so many of our customers on how they simplify the advisor and agent experience with digital. While some organizations leverage Hearsay’s Dynamic Campaigns to provide their field teams with corporate-suggested content, Allstate provides a customized digital experience of offering their agents the ability to create unique content. And of course, no discussion of marketing’s critical role would be complete without exploring the theme of marketing and sales alignment, which David Karr, Chief Distribution Officer and Kathryn Ferrero, Chief Marketing Officer, from AXA in a fireside chat led by Ty Heath of LinkedIn. I can vouch firsthand that the AXA team’s alignment is impressive; David and Kathryn literally cannot make decisions without one another which leads to the best decisions for their advisors.

David Karr and Kathryn Ferrero from AXA; Ty Heath from LinkedIn

Introducing Hearsay Billing Orchestration and Lead Orchestration, powered by Agent Actions

Telisa Yancy, American Family Insurance

In the US alone, property and casualty insurance companies lose an estimated $30B each year due to billing issues. Telisa Yancy, Chief Marketing Officer of American Family Insurance, said that the very best agents simply do not let their customers lapse. These agents have instinctively figured out that they should be using a combination of texting, emails, and calls to make sure customers pay before their policies lapse, but the process is entirely manual today. And as we know, the very best agents make up a small percentage of any field team within an organization.
On the new customer acquisition front, over $7B is spent each year by P&C insurers on advertising in the US. Then, on top of this, agents spend on local advertising and for leads from 3rd party aggregators. Whether the leads are sourced from corporate or by the agents themselves, the follow-up is poor and inconsistent. Even the best agents don’t always consistently and systematically follow up on leads because there are too many steps and everything is manual.
Hearsay’s new configurable Actions Orchestration Engine changes all of this. It allows every agent to behave as the very top producer does, and automates 90% of the manual steps.
Today’s next best action AI efforts typically fail because agents are not incentivized to manually report back to corporate whether or how they performed the suggested action. Without the closed-loop feedback, machine learning cannot occur. Hearsay addresses this problem by closing the loop with built-in tracking on Hearsay Social, Hearsay Sites, and Hearsay Relate texting and calling.
Thanks to regulations and Hearsay’s role in “last mile” compliant communications, we can harvest and analyze digital exhaust to determine which agent actions result in the best outcomes, such as preventing a policy lapse. This is an incredible opportunity to help all agents become more efficient and systematic through automation and mobile notifications and a closed feedback loop.
As we tackle these field execution gaps with Billing Orchestration and Lead Orchestration in Insurance, and the various moments that matter in wealth management such as Market Movements, Financial Planning and Annual Reviews, and RMDs, we expect to shift the typical normal distribution of low, mid, and high-performing agents to a new world where everyone can easily behave as the best agent would. This will completely change insurance and wealth management, with a human client experience that is also data-driven, leading to the high-tech, right-touch advisor and agent!
Thank you and Congratulations
Hearsay Summit was a success because of our inspiring customers and partners. Your leadership, program best practices and lessons learned have been inspirational to us and have helped define the next phase of our journey together.
To that end I want to congratulate our Innovator Award winners:

  • Transforming the Enterprise – Josh Feyen, Jeff Frye, and Ashley Mortimer from American Family Insurance
  • Best Strategies for Driving Adoption – Stacey King, Sean Carey, Katie Leimkuehler, Katie Pfledderer, Jake Thompson and Nia Copeland from Charles Schwab
  • Greatest Productivity Gains – Joanne Koenig, from RBC Wealth Management
  • Top Digital Performer – Renee Corwin-Rey of Farmer’s Insurance

Finally, if you weren’t able to join us or want to revisit one of the session, check out recordings of some of our main stage Hearsay Summit sessions here.

AmFam’s Blueprint for a Successful Agent Digital Maturity Model

At last week’s Hearsay Summit, we held our annual Hearsay Innovator awards. The American Family Insurance Field Digital and Social Marketing team won our ‘Transforming the Enterprise’ award for the way their cohesive approach is helping agents grow their digital presence using social media, agent websites, and compliant texting and voice. But what truly stood out to us is a program they pioneered in 2010 to measure digital maturity and drive agent digital adoption.

AmFam Social and Digital Marketing Team – Jeff, Ashley and Josh

Josh Feyen, Field Digital and Social Media Administrator, created the field social media program and digital maturity model. They called it “Crawl, Walk, Run, Fly.” The straightforward program name established easy-to-understand vernacular for the field and their staff, as well as the field management teams, to understand what the agents’ digital social media capabilities were. Since all sorts of metrics were tracked and shared, AmFam’s marketing team could show that moving up the digital maturity scale could help with desirable results like an increase in leads, motivating reps to participate.

3 Top Tips for Making the ‘Crawl, Walk, Run, Fly’ Digital Maturity Model Work

Agents are Inherently Competitive but Require Education Too
“Salespeople at heart, agents are a competitive bunch. As such, we knew we had to make metrics across regions transparent. We wanted one sales manager to see the team down the street further up the maturity model scale and think “What are they doing that we’re not doing?” to stoke their drive. Here’s a good anecdote: We sent the percentage of Walk, Run, Fly agents that each state had to field management. One state was at the bottom in the percentage of Fly agents. It’s a small state but the sales director got keen to reversing that number and charged his operations folks to work with the field. In a year he reversed it and they now have a higher percentage of Fly agents than any other state. We’ve toyed with the idea of giveaways or incentives but it just hasn’t been necessary so far,” says Josh.
That said, AmFam shared that ‘Fly’ status is aspirational and they tell agents it’s not a necessary status for success. However, the AmFam team truly believes that the criteria they’ve set for the Run level is what agents need to achieve digital and social marketing success. To get there, agents rely on continuous education and training. The AmFam team regularly develops field specific educational material such as a “5 ways to make your new website work for you” tip sheet, and a monthly newsletter with features like “In case you missed it/want to learn more” highlights section.

Provide Plenty of Content and Leave Room for the Agent to Create and Publish Their Own
AmFam uses Hearsay Campaigns to give agents a way to automatically publish prepared content. They know salespeople don’t want to spend too much time on their social media so they’ve created an ‘Ongoing Campaign’ which runs the gamut in content from holiday greetings to the value of Life, Auto, and Home insurance and the and the occasional safety information. They also include content around the American Family ‘Dream Fearlessly’ campaign, an inspirational lifestyle component. Since posts that are personalized or created from scratch by agents often receive more engagement than posts prepared by marketing (not because they’re better written, but because it’s more authentic – the audience knows it’s in the advisor’s own voice), AmFam leaves a couple of days per week without a prepared post from the Ongoing Campaign.

The Rules of Digital Success Continually Change
Every year the American Family Social team reviews the criteria to qualify for each stage of the Crawl, Walk, Run, Fly model, and updates it according to what’s changed in the digital and social marketing sphere. The digital landscape changes fast and so do best practices. To truly progress, they need to help agents easily keep up with the times.

They’ve found that it’s been easy to update tracking metrics since partnering with Hearsay, with regular information provided around things like agent created content, number of posts, number of engagements, etc. They also use metrics (from outside of Hearsay) like the number of online reviews for each agent. Then they combine all the metrics to generate an agent’s monthly score to compare against the Digital Maturity Model stages.

This year, AmFam is changing a key metric: post volume will no longer be tracked. The goal is to show the agents the value and importance of original content. There are two reasons for this. First, as previously discussed, agent-created content has higher levels of engagement (quality over quantity). Second, it supports their upcoming Instagram rollout where agents will be entirely on their own for content. As Josh says, “The last thing we want to do is unleash 3,500 of the same photos on Instagram one Monday morning. We want to get them into the mindset, now, early, well before we launch this, that it’s valuable to create their own content.”
One final note: Though Instagram calls for 100% original content and they’re emphasizing quality over quantity, the marketing team will not be decreasing the amount of content they create and make available to agents on every other social platform.

Lesson Learned – Metrics Overload: Another Move to Quality Over Quantity

Over the last five years, all AmFam Agents with a Hearsay account and their staff, have received a monthly newsletter from the AmFam team. As happens over time, more and more metrics have been added for tracking and those were all included in each newsletter. Salespeople like their numbers (!) but they also have to be able to make sense of them. Instead of the 23 metrics that had made their way into the newsletter over time, the social team recently decided to pull back and focus on one important metric each month, including a deep dive into why it’s so important, how it plays into the Crawl, Walk, Run, Fly criteria, and what an agent or staff person needs to do to advance to the next level. In each newsletter, the team will still share a link to the dashboard that tracks all 23 metrics and, for the foreseeable future, will also promote the value of original content.

And the Innovator Award Winners Are…

One of my favorite things about Hearsay Summit each year is the Hearsay Systems Innovator Awards. Not only is it a chance to recognize and celebrate our customers – indisputable leaders across wealth management and insurance – it’s also a chance to highlight the cutting-edge work they’re doing to inspire the financial services industry as we collectively go through digital transformation.

We get dozens of Innovator Award nominees each year and selecting the winners is never an easy task. Each nominee brings passion and drive to their work. The companies and leaders that stand out are the clear change-makers, setting the pace for their peers. Winners are those who have made significant process transforming the advisor/agent-client experience with a combination of innovation, creativity and execution. They have shown compelling progress harnessing the power of digital and social technology to implement cutting-edge best practices that drive real change within their organizations.

This year’s winners, selected by a panel of industry peers and leaders, were honored today on the Summit main stage, in San Francisco. The 2019 Hearsay Innovator Awards recipients are as follows:

Home Office Categories

Transforming the Enterprise

Winners: Josh Feyen, Jeff Frye, Ashley Mortimer – American Family Insurance

Josh Feyen accepting the Innovator award for the American Family team.

The American Family Insurance social and digital marketing team have a singular focus on increasing agent adoption. Josh Feyen, Jeff Frye and Ashley Mortimer dedicate their time to identifying new ways to engage and support their field. Their innovative digital maturity model, Crawl, Walk, Run and Fly, pioneered in 2010, challenges agents to grow their digital presence, spotlighting those who have been successful in key tracked performance areas.
“Josh Feyen, Jeff Frye and Ashley Mortimer are the backbone to the success of the American Family Field Digital program. Their well rounded and cohesive approach in implementing Hearsay Social, Sites and Relate provide the strong foundation needed to explore new use cases adding to their already transformational program,” said Steve Scanlon, at American Family Mutual Insurance Company.
Look for a blog post next week discussing AmFam’s Blueprint for a Successful Agent Digital Maturity Model (aka the Crawl, Walk, Run, Fly program).

Best Strategies for Driving Adoption

Winners: Stacey King, Sean Carey, Katie Leimkuehler, Katie Pfledderer, Jake Thompson, Nia Copeland – Charles Schwab

Two members of the Schwab SNAP team accepting the award.

Under the watch of the Schwab team, social media adoption has soared. In the past year alone, they grew the number of social post engagements by 333%, increased overall program adoption by 104%, and grew the number of Hearsay “power users” by 67%. In addition, the network size of participants grew from 55,393 at the start of 2017 to 758,796 at the end of 2018. Participants shared nearly 150,000 posts from the Hearsay library in 2018.

“It was only in November of 2016 when Schwab broadened a social media program that allowed more employees to participate in firm–sponsored social media usage and since then the Social Networking and Activation Program (SNAP) team has demonstrated a number of successes,” Amy Heiss, Marketing VP: Social Networking and Activation at Charles Schwab.

Greatest Productivity Gains

Winner: Joanne Koenig, RBC Wealth Management – U.S.

Joanne Koenig accepts her award.

Joanne Koenig, Social Media Program Lead for RBC Wealth Management, has been the force behind the growth of their social media program since it launched in 2014.
“Joanne has been an innovator in the industry being one of the first to launch specific new tools for our advisors, implementing a benchmarking model, and improving our advisors’ social media effectiveness by leveraging some of Hearsay’s prominent features,” said Jen Zimmerman, Field Marketing Digital Channels Manager at RBC Wealth Management – U.S.. “Thanks to Joanne’s efforts, we are seeing real results with our Hearsay program, including one advisor who recently brought in a $10 million account through social media.”

Agent and Advisor

Top Digital Performer

Winner: Renee Corwin-Rey, Farmer’s Insurance

Renee Corwin-Rey accepts her award.

Renee Corwin-Rey, owner of Corwin-Rey Insurance Agency based in Centralia, Washington, has been a Farmer’s Insurance agent for over 15 years. These days, she is taking a more data-driven approach with metrics and can confidently say that 75% of her agency’s new business has found them because of their digital presence.

“Social media has changed the way I work and communicate. Be it by phone, email, texting, social media – my team has to be present everywhere. Social media has also helped with our retention of long-term customers,” said Renee Corwin-Rey. “Even when customers are shopping for value only, they love having a connection with someone via social media. They like to be a part of our lives, and we like to be part of their lives.”

You can learn more about the secrets of these winners in blog posts past and present. Read about the secrets of Renee Corwin-Rey’s success here and stay tuned for blog posts in the weeks to come about the American Family Insurance team’s digital maturity model, the Charles Schwab team and RBC’s social media efforts.