6 steps to social customer service success

steps to socialcustomerservice success

by Danielle Sheerinconsultant at NixonMcInnespublished March 2013

Six steps to social customer service success March 2013

© 2013 NixonMcInnes ! www.nixonmcinnes.co.uk ! @nixonmcinnes 2

50% of consumers are already using social media to reach out for customer service and 74% think it will become a major channel in the future.Source: Conversocial

http://www.conversocial.com/why



Creating your social customer service strategy

The rise of the social customer has meant that brands can longer ignore the need to offer customer service in social spaces.

The customer is now in charge and social offers them a space to talk about your brand publicly. How you manage your response is key to your brand’s reputation in the future.

At NixonMcInnes we have been instrumental in setting up social customer service initiatives and providing strategic support for a number of large organisations, including Barclays, FirstGroup and the Foreign and Commonwealth Office.

We recently began a programme of roundtable conversations for these, and other large brands to share their stories and discuss the challenges they face in developing their social support teams.

We have distilled the wisdom from these sessions to provide a solid, strategic approach for setting up and evolving your social customer service initiative through to maturity.



Take a strategic approachWork out what your objectives are and put tactics in place for achieving them. Move beyond customer service and broaden your remit to include personal engagement with your community. Think about the culture you want to engender in your community and use this understand the balance of support you need to provide.

Decide what your team looks likeWhat structure provides your customers with the best experience? How do you make sure you can offer first class complaint handling and query resolution but not sacrifice wider community engagement? What type of people can bring your brand to life on social?

Create firm foundations for scalingConsider the processes and governance you need to have in place to mitigate business risks and ensure quality and consistency of customer experience. Clear procedures will make scaling your social customer service initiatives simpler and reduce costs in the long-term.

Design a measurement frameworkUnderstand how you can effectively and efficiently gauge the success of your efforts. Work out what you need to measure and how this relates to your traditional channels. What new metrics should you also include in order to understand the unique benefits social customer support offers?

Create a mandate for changeRecognise the business insights that your community can provide and make sure that your business culture can capitalise on this by innovating to meet customer needs, improve customer experience and gain competitive advantage.

Make a clear business case for investmentUnderstand how efficiencies of scale can create ROI for your customer service initiative. Use these steps to guide the design of your own strategic plan for evolving your team, reducing the reputational risks presented by unplanned expansion.

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If your brand is not already offering social customer service:

If you do not yet offer customer service on social media, the chances are you are considering it.

You are probably discovering that if your customers want to complain on social media, they will. By ignoring it, you do your brand no favours in the long term.

Coupled with this is the fact that customers have a tendency to place a high trust in peer reviews, so if a customer says something bad about your product or service, the negative impact for your brand can ripple around the web forever.

This is clearly a worrying situation, but social can equally work in your favour. If you offer support to your customers on social spaces you have the opportunity to turn them into advocates for your brand. And by being seen to provide this value, you demonstrate to others your commitment to quality and service and build their trust.

However, we understand that social customer service is not an easy thing for a brand to adopt. For a business that is not used to engaging publicly with its customers, it can appear to be fraught with risk. With this in mind it can be hard persuade senior management that the risks are worth it and secure the support and investment you need to take your first steps.

This paper will help you build your internal business case, mitigate those risks and provide a solid foundation for a scalable social support team.

The estimated cost of poor customer service to the overall UK economy is £15.3 billion per year. The average value (in one year) of each customer relationship lost to a competitor or abandoned is £248.

Source: Genesys & Datamonitor/Ovum

http://www.europeanbusinessreview.com/%3Fp%3D1467



If your brand is already providing social customer service support:

If you have an existing social media customer service presence, the chances are you set it up as a pilot project.

Perhaps you had an internal crisis or reputational issue that forced you to handle customer complaints on social, or more likely, you set it up because your customers demanded it or your competitor had begun to offer it.

It also a safe bet that since you started, you have probably received an increase in volume and your existing team is currently feeling the pressure.

The truth is, once you have started supporting customers on social media, increased awareness of this service (and the benefits it offers) will increase customer demand. This will force you to scale, so you’d do well to be prepared for it.

This paper can give you some tried and tested methods for scaling your social support teams in a structured and manageable way, so you can realise the business benefit from your initial setup investment.



Step 1: Take a strategic approach

Stop for a moment and consider. Why are you doing this?

Sure, you want to provide better customer support but support is not simply about fixing problems – it’s about creating a better experience for your customers by engaging with them to help them and to add value to their interactions with your company.

Once you recognise that good social customer service design means designing for engagement, you can start to work on tactics to deliver this.

First Great Western’s initial focus for social was customer service, but for a rail company, this does not always mean fixing problems for customers. Social customer service extends beyond pure problem solving and includes the provision of useful information; you are there to inform and support and the social medium offers new ways to do this.Jason NessFirst Great Western (FGW) – Customer Relations Manager

By offering social customer support you are creating a community for your users to access and share information.

And by taking a broader view of customer support to include other forms of engagement you encourage customer participation.

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This provides you with the opportunity to create a more personal relationship with your customers. And by learning from them and understanding their needs, you will be better able to service them.

Effectively, this means you are designing to:

– Enable and amplify advocacy – And create loyalty and retention

But key to effective customer engagement is balance.

A community that is purely based around reactive responses to customer service queries is going to become pretty dull quite quickly and is going to limit your ability to amplify your brand values.

On the other hand, a service channel that is overtly promotional or marketing led is probably going to grate with customers who are trying to access support.

The key is to make the channel about more than just servicing customer issues, but also making it interesting and useful.

And if you want to get this blend right, then make sure that you are viewing it from your customer’s perspective. What does your community want? If you are not sure, then why not ask your community?

We surveyed our customers to see if we were getting the balance right. We have always tried to keep the promotional stuff to a minimum and use the channel as more of a customer service tool. The trick is about getting the balance right for you.Jo CoverleyFirst Great Western (FGW) – Social Media Manager



In an ideal world, you will be able to cultivate a culture of mutual support and self-servicing in your community.

You can encourage this by proactively providing relevant updates and information to your community and by being open to the idea that peer-to-peer support is something to value.

Additionally, you can reward users that help others by providing them with rewards, for example: offering social recognition; providing them with insider access to your products or giving vouchers and discounts.

A culture of self-service among your customers reduces calls and contacts to your business massively. Additionally, an engaged, enthusiastic community that is mobilised around your product or service provides a level of third party validation. And as we know, if your customers say you’re great, it counts for more than if your marketing department say so.

At WWF UK, our preferred strategy is to connect interest groups in social so they can support each other. However, it is not as simple as letting them get on with it. We need to help the community to self-serve and a part of our role is that of convener and connector.Peta ThompsonWWF UK - Head of Supporter Care

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Step 2 - Decide what your team looks like

Typically, team structures for social customer service reflect the level of maturity of the service in the business.

Sure, you want to provide better customer support but support is not simply about fixing problems – it’s about creating a better experience for your customers by engaging with them to help them and to add value to their interactions with your company.

Once you recognise that good social customer service design means designing for engagement, you can start to work on tactics to deliver this.



Model 1 - Outsourced

Often social support initiatives begin with the community management role being outsourced to an agency or partner.

Unfortunately, this approach is usually the least desirable, as outsourced staff often lack insider knowledge of the brand and find it hard to replicate the tone and personality of the organisation. This makes it more of a challenge to engage with customers and, at its most extreme, can present a risk to brand reputation.

Additionally, outsourcing social support to an agency usually means that service issues have to be channelled back to the business for handling. This creates a cost overhead and also impacts service in terms of speed and quality, creating a poor overall customer experience.

According to one senior customer support manager that we spoke to:

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We found that outsourcing the work to an agency doesn’t work very well because they don’t have a very good link with customer service teams. We had to find people who were extremely multi-skilled. They needed to be able to manage customer service side of things on traditional channels, social channels and through our ‘chat’ service on our website. Each one of these channels behaves differently and requires a different tone of voice.Senior manager from large brand

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Model 2 – Marketing-led

In our experience it is also common for nascent social customer service to be run by a marketing department. This is natural because social usually evolves in marketing, and it can be hard to wrestle it away from the team that started it.

However, a marketing-led approach to social customer service often creates additional overheads for the business, as the marketing team are often ill-equipped to deal with support issues and this risks a hand-off to traditional customer care teams.

Additionally, marketing departments often lack appreciation for the importance of customer service issues that arise in their social channel, and fail to prioritise support engagements, meaning that the customer experience can suffer.

Typically, marketing teams are also quite small, so this model for social support lacks long-term robustness, in terms of capacity, for handling sudden support volume increases, such as can occur in a PR crisis.

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Model 3 – Customer service-led

Businesses with a more mature social customer service model have often realised the challenges of these first two approaches and have handed their social support channels to their customer service teams to manage directly.

This makes some sense, as the ability to have someone handle queries at the point of contact is key to providing good customer experience. However, it is not the whole story.

What many businesses are now finding is that traditional customer support skills don’t necessarily translate to social. The old email and telephony channels require a completely different tone and personality and simply don’t work on Twitter and Facebook.

Additionally, it can be difficult to get call centre teams to recognise the risks that social poses in terms of amplification. This means that there can be an educational and cultural challenge in getting agents to prioritise social.

Moreover, a customer support focus on social channel management means it can be tricky to find the balance between support and engagement messaging. This can make these channels very ‘dry’ and brands can find they are missing opportunities to connect more widely with customers if the messaging on the channel is entirely focused on directing replies to personal support queries.

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At O2 we characterise our social media interactions into three broad areas: 1. Customer service (a variety of customer enquiries). 2. General questions about our business 3. Proactive activity to deepen engagement.

We manage all this using one core team to manage the workflow. They tag each type of discussion so that it goes to the relevant team (i.e. customer service related messages go to the team managing customer service). This is done all through one platform and he core team acts as a filter. They also work closely with the press office and PR for the general questions and proactive engagement. In terms of skill sets required - this team need to be good at serving customers as well as being PR savvy.

Dave MasseyHead of Communications Strategy& Reputation, O2

Frontline storyModel 4 – Hybrid team

To mitigate this, many brands are now starting to adopt a hybrid model. In this approach, the social customer service team will include representation from customer service and marketing, ideally with close links to PR and customer insight.

Many businesses find that this model allows them to provide superior customer service without sacrificing the personality and deeper engagement on the channel.

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Model 5 – Dedicated social customer agents

A closely aligned alternative to the hybrid model is for a business to train up a dedicated team of social customer agents that handle all aspects of engagement.

These agents are usually sourced internally, often from the existing customer support teams. However, they are specially selected as demonstrating the right skills and aptitudes for social media, and undergo extensive training to ensure they can offer not only customer support, but also engage more widely on social channels.

Done properly, this model often works very well. With the right agents, that have right tone and passion for social and can handle queries from first contact to resolution, the business benefits from having lowered operating costs and the customer benefits in terms of speed and quality of service.

There are no hard and fast rules to selecting your model of social customer service and you’ll need to assess the best approach, based on what works best for you and your business. However, if you have resource and you plan to scale, the hybrid team or dedicated social customer agent models are by far the most cost-effective, scalable and offer the best customer experience.

Whatever model you operate, having the right type of personality manning your social customer support channel is essential.

The truth is that even with a background in customer service and the necessary social media training, not everyone is suited for social customer service. Truly great social customer service requires a particular blend of personality traits and characteristics, including: confidence, tact, judgement, insight, empathy, creativity and humour.



They will also need first-rate writing skills and the ability to present information accurately in brief updates, without sacrificing warmth and personality.

We strongly recommend that if you are serious about social customer service, you create a social agent development programme, so you can proactively identify and assess staff that demonstrate these qualities, as potential new agents for your team.

A dedicated team of social response experts is a necessity, particularly as you embark on social media for the first time. The team need to have real focus on customer experience whilst having a deep knowledge around tone of voice & excellent communication skills. Although this team should sit separately from your business as usual teams, it is essential that they stay connected; the message or information received by customers should be the same on every channel regardless of with this is more traditional or digital.

Richard AtkinsonSenior Manager – Web Relations, Barclaycard

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Step 3 – Create firm foundations for scaling

Once you are clear about how you want to structure your team and have identified who you want on it, you will need clearly defined process for preparing them for the role so you can scale efficiently.

Here we move into the realm of governance and process.

There is a tendency for these elements to be considered boring or stifling in some businesses. But a good set of guidelines should protect your business, and enable your team to operate confidently and deliver service more effectively.

For example, would your team know what to do if a reputational issue raised its head on your Twitter feed? Or a customer abused one of your agents? Or all your agents were off sick? Or a computer glitch stopped you delivering your product? Or one of your agents accidentally sent a personal message from your business account?

If you don’t have guidelines, procedures and processes in place to deal with these types of eventuality, the result is chaos. You are unable to deliver your social customer service whilst the issue is going on (which pushes customers back to the more expensive traditional service channels), and you and your colleagues are left desperately trying to ‘firefight’ the issue internally.

It is essential to work out what policies you need and get them in place before you begin delivering social customer service.



Essential foundations

As a baseline, we consider the following to be essential:

– Complaints handling processes – Internal escalation lists – Social media tone of voice/response guidelines – Service level agreements (SLAs) – Crisis management planning – Training and induction programmes for new agents

You may also need processes that are specific for your business. Either way, make sure they are defined before you have cause to use them.

Complaint handling processes

Ideally you want to ensure that your social agents can handle queries end-to-end, so you don’t pass customers from a low cost solution to a higher one.

With larger teams, you may also need some method of managing workflow. Also consider how you will integrate your social complaint handling with existing systems to ensure a joined up customer experience and enable social support to be consistently reported with other channels.

If you have a hybrid team model of social customer support, you might also need processes to enable ‘gatekeepers’ on your social spaces to assess whether a customer engagement constitutes a query, comment or complaint, and how, and by whom, it should be handled. In these instances where you have a hand-off procedure in operation, consider how you will track queries and ensure that satisfactory resolution occurs.

You will also need to develop a back up support plan in case of agent sickness. This might mean drafting in part of your marketing team to manage or provide support on the channel in an emergency. Processes and procedures should be in place to support them in directing and managing customer service queries if this occurs.



Internal escalation lists

Even if you have a team of dedicated social support agents, not all queries will be simple, and you will need to have a plan for routing complex issues, as well as an internal SLA to make sure you get a timely response and your customers’ expectations are met.

Firstly, you will need to identify your in-house experts and make sure you have an up to date list of their contact details and their area of expertise.

Those colleagues will need to be briefed on their role in the support process and apprised of your expectations of them.

They need to be prepared to collaborate with each other to develop effective responses in the instance of very complex issues (e.g. PR may need to liaise with the product development team to construct and response plan, if a new product fails in the market).

You will also need a way of capturing any solutions identified by these wider expert teams for reuse by your social customer agents.

This means opening routes for dialogue across your business and connecting your team deep within the organisation. An understanding of the pivotal role that the social customer service team plays needs to be embedded on your wider corporate culture.



At First Great Western we regularly monitor agents for tone, correct information, spelling/grammar and adherence to SLAs.

Jason NessFirst Great Western (FGW) – Customer Relations Manager

Tone of voice/response guidelines

Guidelines for tone and response on social media are essential for training new social customer agents, and can provide reassurance and protection for businesses.

However, even with comprehensive guidelines in place, you cannot always assess how well an individual will respond, especially when they are under pressure in a genuine social customer situation.

One approach to gauging this and training staff in a safe manner is to test new social agents in simulated customer care situations.

This can be as simple as a paper-based test that gathers responses to sample customer queries selected from your social account, through to high tech simulations that create a test environment that can mimic a range of potential customer issues and volumes.

These types of simulation are incredibly valuable, as they help you identify those agents that will be able to handle the pressure that social brings, providing succinct but human responses in a calm and measured way.

Even with your team in place, you should regularly monitor and assess the quality of their responses to ensure that agents are meeting expectations.

One organisation that we have worked with has even empowered its agents to assess themselves, and their social customer service team has started a Tweet of the Week competition, publicly endorsing the agent that demonstrated the best engagement.

This is a great idea as this type of self-assessment builds learning in the team and boosts confidence and morale.



Service level agreements (SLAs)

Twitter is often described as being real-time and customers expect a real-time response when they use it to complain.

In some businesses this urgency is further amplified due to nature of their service, e.g. public services or transport companies, where a timely response is essential for the information to be of value. But in all businesses customer expectations on social are high.

This means that you need to manage customer expectations and this means defining a realistic but relevant SLA.

Once you have defined it, let your customers know about it (and in what hours it applies). Commit to it and live up to it.

If you don’t meet customer expectations on social, they will go to other channels - usually phone. So by not having an SLA, or by not sticking to it, you risk moving people from your lowest cost solution to the highest.

Of course, in times of crisis, when contact volumes increase dramatically, sticking to your SLAs might not be possible.

In which case, manage customer expectations by using holding messages, situation updates and broadcasting general information to your followers. By sharing relevant information, you make it visible to the wider public and head off complaints. The right information at the right time can transform a customer’s experience and even save a reputation.

We only have two people on Twitter during the day and one person in the early and late hours so we can’t always reply to every question, especially in times of disruption. We manage this by broadcasting service updates rather than doing individual updates, and set expectations of how we manage our account in our twitter rules of engagement.

Myriam WalburgerHead of Communications, First Capital Connect



Crisis management planning

This means making sure that social channels are firmly integrated into your wider business crisis handling procedures, so that PR messages can be prioritised on social channels, and social customer agents are trained and empowered to update customers on the situation as far as possible.

Make provision for out of hours crisis cover on social and if necessary, train PR staff on social tools so that they can provide frontline support.

A good social crisis management plan should also have specific procedures in place for dealing with reputational issues that have arisen in social channels, giving guidance on how to handle various situations, such as how to handle aggressive customer, what to do when your account is hacked or if one of your staff accidentally or deliberately breaches your social media guidelines.

Teams will need to be able to spot and assess potential reputational issues brewing on social, and know how and when to manage and diffuse them or hand them off to PR for mitigation.

Training and induction planning

If you want to scale, you will need to have a clear process for recruiting, inducting and training new agents, as well as a handover/clean-up process to manage security when agents leave. In terms of training, it makes sense to empower your existing agents to train new colleagues, as this will save costs in the long run. Additionally, you will get a better quality of training, as these people will be au-fait with the nuances of your processes and the day-to-day challenges that your business faces on social.

Remember to review and update your training and process guides regularly to account for new features and functionality on social tools and to make examples and case studies relevant and recent for trainees.



Step 4 – Design a measurement framework

With your social customer service team in place, you will need to have some method for assessing its effectiveness and the impact it is having on your business.

This means you will need to set some metrics and have a procedure for regularly measuring, reporting and reviewing them.

But how you decide what you measure? There will be numerous things you could measure but how do you decide which of them are relevant and useful to your business?

This is where a measurement framework comes in. Tying metrics to a framework that supports your core business strategy gives you a means of making sense of the myriad data available and capturing the insight that really matters.

Broadly speaking, a measurement framework provides a structure to help you map your desired business objectives to customer outcomes that can then be tracked with the relevant metrics.

For example, if improved brand reputation is a core objective for your organisation, then consider the types of customer outcomes that might inform you how you are progressing towards this goal on social.

Outcomes that reflect an improvement in brand reputation might be: people talking more positively about your brandcustomers expressing a positive reaction after receiving supportor a willingness to share or retweet your content among their peers

Once you have this list of outcomes, you can then work out the metrics that you can measure to track these outcomes. For example, for the list above, suitable metrics might include: positive vs. negative brand mentions, net promoter score (NPS), number of customers converted to satisfied customers through social care interaction, number of shares/retweets, etc



So, for this particular objective, your measurement framework might look like this:

Improve brand reputation

People talking about us online positively

Customers expressing a positive reaction

Willingness to share/RT brand content

Positive vs. negative brand mentions

Improved NPS

Number of customers converted to satisfied

Number of shares/RTs

Objective

Outcome

Metrics

Now repeat this exercise for all of the business objectives that you are trying to achieve with your social customer service initiative. Once you have done this, you will have a solid framework for assessing the impact of your efforts.



Tie your metrics to your existing management reporting

Another consideration when you are designing your measurement framework is to ensure that, where possible, your metrics tie into your existing business reporting.

This helps you to benchmark your social customer care efforts against your traditional customer support models and gives an indication of how you are impacting traditional channels, and how the costs and ROI stacks up across channels.

However, traditional call centre metrics do not always translate well into social media and like-for-like comparisons are not always possible. In these instances, it can be useful to map similar metrics to each other to see how they relate.

Traditional metrics

Satisfaction ratings

Call volume

Abandon rate

First-time resolutions

Average handling time

Agent utilisation

Transfer rate

Sentiment analysis/number of positive responses due to resolution

Number of social customer support requests submitted

Number of issues not responded to in pre-defined amount of time

Number of issues resolved in first response

Average response time

Average responses in pre-defined amount of time

Number of response escalations

Social metrics



Social metrics

Cross-matching your metrics to traditional call centre metrics does not tell the whole story and to truly measure the effectiveness of your social customer service initiatives, you will need to consider a range of KPIs, including marketing and insight measures, as well as entirely new social success indicators that that might require a shift in business thinking.

Focusing solely on service metrics (which are largely based around reducing and speeding up customer contacts) does not allow you track measures that indicate the real power and benefit of social customer care.

Social customer care is about building for advocacy and insight, and this means looking at longer-term measures such as: brand buzz and customer amplification; lead generation from social; customer engagement levels and quality; community health and self/peer support levels; positive customer stories and insights; ideas generated and lifetime customer value.

This information might also help you assess cost savings gained through providing social support for example, to indicate:

– Number of calls deflected from call centre – Prevention of contact with call centre due to broadcast messaging of information – Cost to service customer through social channels vs. traditional channels



One of the biggest but most often overlooked opportunities that social customer care offers is insight.

By creating a social customer support community and building a relationship with your customers on this spaces you have a means to uncover their opinions and attitudes.

You can learn about how they perceive your company and products, how they use them and what you are failing them on.

This can help you improve your support so that common complaints are addressed at source and can also provide insight for new product and service development as well as ideas for product improvement and innovation that can give you a competitive edge.

However, to make use of any of this information you need the support of your management team. Your executive team must appreciate the benefits of social customer service and recognise the power of the insights it offers before you can get any traction.

Senior management must prioritise the collation of this information and insight and provide clear routes through the organisation to ensure that it reaches the relevant departments. They must encourage and facilitate a culture of cooperation and collaboration for this insight to turn into new ideas and, above all, they must set a clear mandate that if customers’ demand a change, then the business must respond.

A further benefit of using dedicated resources to manage your social media presence is that you can create a true focus on implementing change. Your customers will be completely honest in social media & by using this voice of the customer data you can react to their growing needs and where appropriate instigate, manage & fulfil change based on their feedback. Alongside the many benefits of listening to your customers & implementing change, this also allows you to more accurately track ROI. For me this means moving from justifying your social model as “it’s the right thing to do” into “this is the cost we’ve saved the business & the customer experience we’ve improved” – what better reason do you need to justify this to your stakeholder?

Myriam WalburgerHead of CommunicationsFirst Capital Connect

Step 5 – Create a mandate for change



Step 6 - Make a clear business case for investment

You have already reached a point where your customers are demanding social customer support, so the need is clear.

It is common that businesses recognise this and create their initial social customer service offering in response to this.

However, as we have identified, it is not long before customer demand grows and businesses are not always so keen to invest more money to meet that demand.

The fact is, there are setup costs in creating a social customer service team, including; internal planning, management tool selection and purchase, agent training, process creation and system integration, as well as the cost of delivering the service whilst you are finding your feet.

However, these costs are scalable – if you grow your team, you will already have the core elements in place and selecting and training a larger team does not incur the same overhead.

And once the team is in place, the cost savings are significant. You can reduce call centre volumes (by servicing more cheaply on social but also broadcasting support information to a wider audience). You can reduce times to answer queries. You can increase the number of concurrent conversation that agents can handle (compared with phone). And you can increase customer satisfaction and retention levels.

The point is that if you don’t scale your team, you will never recoup your initial setup costs and your customers will just keep using your traditional service channels.

Moreover, if you fail to scale, you risk providing a poor social customer experience, which can impact your reputation and your retention levels. Your business case needs to consider the impact of not making this investment.



Conclusion

Fortunately, building your business case will be simpler if you take a strategic approach similar to the one we have outlined above, as this will provide you with a tried and trusted model for building your support team, as well as a means of defining how you will measure and monitor its success.

This reduces the risk to your management team and allows them to focus on the benefits it can bring to your business, which in turn will benefit your customers.

NixonMcInnes round table series

Our round table events take place on a regular basis, bringing together select groups of professionals to share best practice on topics like social customer service, crisis communications and internal communication. To learn more about upcoming topics, let us know you’re interested, and we’ll let you know what’s coming up.

About NixonMcInnes

NixonMcInnes is a social business consultancy based in Brighton, UK. We help large organisations to succeed in a world disrupted by the internet. We specialise in business change programmes and advanced social media strategy. We’ve helped brands like Barclaycard, Nectar and First Great Western to develop successful social customer care teams, guiding creative approaches to strategy, governance and measurement. We explain more about how we work through a range of case studies on our website:www.nixonmcinnes.co.uk/great-work

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6 steps to social customer service success

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