social crm: setting up for success

 Social CRM: Setting up for Success

Call Center Week

Jacob MorganChess Media GroupJune 2011

• Principal, Chess Media Group

• Author of Twittfaced

• Blogger on enterprise and customer collaboration: SocialBusinessAdviser.com

• Traveler, Chess Lover, and Explorer

• Twitter: @JacobM

Workshop Objectives• Gain an understanding of Social CRM

– What is it.– How it can help enable high performance in your organization.– How you can implement SCRM within your organization.

• How to build a strategy, including– Establishing objectives– Determining organizational value of meeting these objectives

(metrics)– Selecting tactical channels: social, mobile and web, and best

practices for engagement  • An understanding of risk and how to mitigate risk• A Social Business Framework: Where are you weak? What do you

need to work on?• Your action items for next steps

Part 1: Understanding Social CRM

Customer Strategy, The Numbers• Member communities reach more internet users (66.8%) than email (65.1%) (Nielsen “Global Faces on Networked Places”)

• Fastest growing sector for Internet use is communities (5.4% in a year)

• 43% of consumers say that companies should use social networks to solve the consumers' problems (Cone Business in Social Media Study)

• 7% of organizations understand the CRM value of social media, (Brand Science Institute, European Perspective, August 2010)

• The three most influential factors for consumers when deciding which company to do business with are:

• Personal experience (98%), • Company’s reputation or brand (92%), and • Recommendations from friends and family (88%)

(American Express)

What is this really all about?

Culture Technology

Sharing information

Bridging silos

Use of social platforms

Where people spend their time

How people communicate

Expectations

The “real-time” world

Monitoring tools

Collaboration platforms

Social networking sites

Messaging

“Follow the data”

Culture and

Technology

What is Social CRM?

Solving customer facing business problems in the context of how culture and technology has changed.

Sharing information

Bridging silos

Use of social platforms

Where people spend their time

How people communicate

Expectations

The “real-time” worldMonitoring tools

Collaboration platforms

Social networking sites

Messaging

“Follow the data”

•Develop a social media presence

•Fans and followers

Approach

•Minimal business integration

•Minimal technology integration

Integration

•Network size

•Promote, market, service

Long term goal

•Business use cases/goals/objectives

•Customers and advocates

Approach

•Organization wide

•Back end CRM/ERP systems

Integration

•Customer loyalty, revenue generation, business use cases

•Long term customer relationships

Long term goal

Difference between social media and social CRM

Social customer

Company

Customer

McKinsey

Sharing information

Bridging silos

Use of social platforms

Where people spend their time

How people communicate

Expectations

The “real-time” worldMonitoring tools

Collaboration platforms

Social networking sites

Messaging

“Follow the data”IBM

Product issues are PRODUCT ISSUES

Don’t bribe your customers, fix the problem!

Dr. Natalie Petouhoff,

Dr. Natalie Petouhoff,

Part 2: Building the Strategy

Customers

Social Business isn’t a state, it’s the acknowledgement that culture and technology has changed, and that organizations can leverage these changes to solve the same business problems that they have always had and will always have.

Customers

What About Risk? (Failure Mode and Effects Analysis)

Xishuanbanna, China

Sharing information

Bridging silos

Use of social platforms

Where people spend their time

How people communicate

Expectations

The “real-time” worldMonitoring tools

Collaboration platforms

Social networking sites

Messaging

“Follow the data”

Sharing information

Bridging silos

Use of social platforms

Where people spend their time

How people communicate

Expectations

The “real-time” worldMonitoring tools

Collaboration platforms

Social networking sites

Messaging

“Follow the data”

Sharing information

Bridging silos

Use of social platforms

Where people spend their time

How people communicate

Expectations

The “real-time” worldMonitoring tools

Collaboration platforms

Social networking sites

Messaging

“Follow the data”

Sharing information

Bridging silos

Use of social platforms

Where people spend their time

How people communicate

Expectations

The “real-time” worldMonitoring tools

Collaboration platforms

Social networking sites

Messaging

“Follow the data”

Sharing information

Bridging silos

Use of social platforms

Where people spend their time

How people communicate

Expectations

The “real-time” worldMonitoring tools

Collaboration platforms

Social networking sites

Messaging

“Follow the data”

Sharing information

Bridging silos

Use of social platforms

Where people spend their time

How people communicate

Expectations

The “real-time” worldMonitoring tools

Collaboration platforms

Social networking sites

Messaging

“Follow the data”

Sharing information

Bridging silos

Use of social platforms

Where people spend their time

How people communicate

Expectations

The “real-time” worldMonitoring tools

Collaboration platforms

Social networking sites

Messaging

“Follow the data”

What are you going to do when you get back to the office?

• Set up meeting with key stakeholders• Start monitoring and engaging with customers

• Develop policies and guidelines• Put together a proposal for the executive team

Key Takeaways

• You have what you need to get started• Don’t just let this sit• Utilize the risk and social business frameworks as a starting point

Thank You

• ChessMediaGroup.com• jacob@chessmediagroup.com• Twitter: @JacobM• Blog on social strategy: SocialBusinessAdviser.com