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Part 1: Introduction
Esteban Kolsky | Principal and Founder, ThinkJar
Part 2: Four Steps to B2B Social Media Marketing Excellence with SAP Community Network
Gail Moody-Byrd | Senior Director, Global Ecosystem and Partner Marketing, Communities, SAP AG
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Further Reading
Part:
Introduction
Esteban Kolsky | Principal and Founder, ThinkJar
Many business functions have evolved since companies
began embracing social media five or six years ago, but
one that has lagged behind is customer service.
This is intriguing, because most of the deployments
of what is called Social CRM (Customer Relationship
Management) or Social Business are aimed at
customer service.
How is this possible?
Whenever a transformation in society, technology, or
business models has called for a similar transformation in
customer service, customer service has changed
(see figure 1).
plan points
Customer
uses
phone
New
channels
emerge
Strategic
channel
usage
technology solution
Service
requests
emerge
Call
owner
Contact
owner
UC
1980
1990
Figure 1
2010
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Part:
Introduction (contd)
The Need to Change Measurement Strategies
You may be wondering, do we really need to change
measurement strategies and do it all over again, or can
we simply add a few more metrics (social metrics) to
what we are already doing? It is quite simplekeeping
the same measurement strategy as before indicates that
nothing has changed in the business, and that the new
channel is merely being added as a one-way channel:
customers can either ask questions (and hopefully get
answers), or the organization can put out information
(that hopefully customers will seek and read). By not
altering the measurement strategy, an organization
indicates it doesnt care about what happens, but is
solely reacting to external pressures rather than
developing an internal strategy driven by well-defined
objectives and the use of social channels as a means
to achieve those objectives.
So, yesyou do need to change your strategy, with all
that this implies. Lets start with a case study to highlight
one organizations change in strategy. This is a great
example from Gail Moody-Byrd of SAP on how to change a
measurement strategy to take advantage of social media.
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Who the
customers
are
How
efficiently
the
business
operates
Behavioral
What the
customers
do and how
they work
Attitudinal
How
effectively
the
business
operates
Figure 2
Social CRM
Sentimental
How the
customers
feel
about the
business,
products,
services as
expressed
publicly
Whereas until now organizations focused on metrics that derived from internal data, for the
most part, or were calculated from external data collected for the purpose of measurement,
this new evolution changes where the data resides, what it means, and how the business
must use it.
In this next article, Becky Carroll of Petra Consulting explores in more detail what moving
from measuring effectiveness to measuring sentiments means for customer service.
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Part:
transaction
process
operational
behavioral
effectiveness
client
agent attitudinal
demographic
Figure 3
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performance
satisfaction
customer
morale
effective
process
agent
Figure 4
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Further Reading
Does Social Media Help or Hurt Customer Service Becky Carroll
Customer Obsessed Service Becky Carroll
The Social Customer Becky Carroll
What Gets in the Way of Offering Great Customer Service? Becky Carroll
Social Hearing vs Social Listening There is a Difference Mitch Lieberman
CRM in the Age of the Social Web Mitch Lieberman
Very Detailed Thoughts on Social CRM and the Value It Provides Mitch Lieberman
The Changing Culture of the Contact Center Mitch Lieberman
Everything Starts with the Social Customer Insights Lou Dubois
The Economics of Social Business Peter Auditore
The SCRM Roadmap Part 1 of 5 Esteban Kolsky
A Methodology for Crafting Awesome Experiences Esteban Kolsky
Lets Call a Spade a Spade, and Social Media a Band-Aid Esteban Kolsky
About Them Customers Expectations Esteban Kolsky
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