leverage social media for customer interaction

Practical IT Research that Drives Measurable Results

1Info-Tech Research Group

Leverage Social Media for Customer Interaction

Introduction

Info-Tech Research Group 2

• Consumers are rapidly adopting social media, yet adoption of social media by organizations is lagging.

• Most organizations are struggling to define a business strategy for social media and are unprepared to link it to their CRM strategy.

• IT is unsure of their role and where they can bring value to the table.• Lack of coordination results in more manual, resource intensive

processes that are difficult to measure. • Organizational use of social media can bring benefits to marketing,

sales and service when implemented properly.

This solution set will help you:

Understand Social Media

Compare Social Media Vendors

Assess Opportunities &

Strategize

Plan the Implementation

Executive Summary

• Social media customer interaction opportunities exist for marketing, sales, and service gains.

• Social media provides another channel for organizations to interact with their customers and customers with each other.

• Consider social media as part of the current customer interaction strategy as customers will continue to communicate via social media with or without you.

• Link social media to existing customer relationship management solutions.• Integration can improve information accuracy, reduce manual effort and

provide more in-depth customer insights.• IT has an important role to play in managing social media infrastructure and

security.• Defining the goals and posting actual content lies with the business side.

• Evaluate vendors in three distinct categories to make sound technology decisions.

• Consider what goals you want to achieve prior to selecting social media services.

• Determine if CRM vendors have begun to offer social media integration. • Alternatively, pure-play vendors provide social channel aggregators and

managers.• Assess which social media opportunities exist for your organization, build your

plan, test your theories, and grow your interaction level based on your results.• Secure privacy and integrity by managing organizational use of social media

with a policy.


Road Map


Strategize Opportunity Assessment Business Plan

Understand

Market Overview

Value to Organization

sIT’s Role Risk

Mitigation

Compare Social Media Vendor Segmentation

Implement Project Planning Securing Privacy & Integrity

• Social media services facilitate the creation and dissemination of user-generated content.

• Social media services have experienced explosive growth during the past five years; consumers are flocking to services such as Facebook, Twitter, LinkedIn and YouTube.

• Social media is ubiquitous: consumers can access social media services from their computers, smartphones and video game consoles. This ease of access has further fuelled social media adoption.

• Adoption of social media began with younger consumers, but sustained growth is taking place across a range of demographic tiers, from young to old.

• Social media is displacing traditional e-channels, such as e-mail, as consumers’ preferred method of interacting with one another.

• Businesses need to understand that social media is an integral part of their customers’ lives.

Social media is big: Consumers are rapidly embracing social media services as their communication medium of

choice


Social networking is now

more popularthan e-mail*

Global time spent on social media is up

82%over last year*

Last year, Tweets grew

1400%Facebook’s greatest

growth has come from people aged

35-49*

*Source: Nielson Online

Every minute,24 hours

of video is uploaded to YouTube

LinkedIn has users on

every continent


Users interact with networks to create connections with individuals with similar interests

Social Networks create the Friend-of-a friend (FOAF) trust model

• External public social media services, such as Facebook, Twitter, and LinkedIn, comprise extensive networks of users who are self-organized into groups and communities.

• Users establish connections directly with other users to form a personal friends network.

• Users also join groups and communities that are organized around attributes such as products, lifestyles, entertainment, institutions, politics, and geographic locations.

• The Fried-of-a-Friend (FOAF) model enables interactions beyond direct connections.

• Trust is a function of connection proximity- the closer you are, the more trusted you are.

Organizations need to be aware of the fact that customers are more likely to trust an opinion of a product or service of someone within their FOAF model than statements made by the company itself.

Info-Tech Insight:

Organizations need to move into social media or risk being leapfrogged by social-media savvy competitors• Over half of the organizations

surveyed by Info-Tech are now using at least one social media service for marketing, sales or customer service.

• Organizations are realizing the potential value of social media; they need to be in the same space as their customers and stakeholders.

• Education and government organizations have high deployment rates as they use social media to connect with stakeholders, while adoption has been slowest in the primary sector.

• As with Web 1.0, firms vary in the degree with which they embrace social media.

• Organizational size has no impact on deployment. Rather, those taking a “wait-and-see” approach cited high perceived risks as the number one reason why they have yet to deploy social media.


31%

50%

50%

53%

54%

55%

65%

78%

100%

69%

50%

50%

47%

46%

45%

35%

22%

0% 20% 40% 60% 80% 100%

Primary Industry

Manufacturing

Wholesale/Retail

Healthcare

Trans/Utilities/Comms

Financial Services

Business Services

Government

Education

Implemented Not Implemented

Social media implementation highest in education and government organizations

surveyed

In the old world, I just did a survey. In the new world, I'm listening to every water cooler conversation out there. - Jim Sterne, Target Marketing Inc.“ ”

N=134


E-mailFace to

FacePhone Web

Customer Relationship Management

Marketing Sales Service

Communication Channels

Conversations Information

Customers

Multi-channel customer interaction is not a new concept to organizations

• Over the past decade, new delivery and interaction channel options such as e-mail, chat, Web self-service, kiosks, bulletin boards, and discussion forums were added to existing channels.

• Customer interaction management evolved as a component of larger Customer Relationship Management (CRM) strategies in order to coordinate customer interactions into a hybrid channel strategy, utilizing multiple interaction channels.

• Organizations then embarked on creating more sophisticated market coverage models that employed hybrid channel interaction strategies.

• These models were optimized around customers’ affinity for different channels and the ability of different products and services to be marketed, sold, and serviced through these channels.


E-mailFace to

FacePhone Web

Social Media



Conversations & Information

Customers


• Individuals are interacting with each other and with organizations in the social cloud.

• Organizations must follow their customers, prospects and partners into this social media world, as they previously followed them into the telephony and the 1.0 e-channel worlds.

• Management resistance to social media will be overcome with time, just as it was with e-mail and the Web.

• The lessons learned from integration of 1.0 e-channels should be leveraged as organizations add the social media channel into their overall customer interaction management.

• Do not believe those who tell you that this will require an entire rebuild of your CRM strategy. It is simply another interaction channel to integrate - as you’ve done in the past.

Social media provides another channel for organizations to interact with their customers and customers with each

other

Customers will interact via social media with or without you – be aware of the three main implications


Although there are risks that need to be managed when participating, there are also risks to the organization if they choose not to participate. Conduct an online search for “Motrin Mom” for a popular example of the power of social media in the absence of company involvement.

Info-Tech Insight:

Brand image can now be heavily influenced by the entire social cloud, whether the company participates or not

3 Main Implications:

Organizations can leverage both the positive and negative feedback for marketing, sales and service

IT plays a critical role in supporting the organizational use of the social cloud while minimizing risks

Social media is there whether we participate or not, therefore participation on our company's part isn't optional. - CIO, Manufacturing

“”

You can use the people who are passionate about your brand effectively, but at the same time, you have to be mindful that there will be others who will say things that you don’t want. What are you going to do? How are you going to deal with that? - Dr. Nicole Haggerty, Associate Professor

“

”You have to know what the business model is in order to dictate what you restrict and what you don't along with knowing what the risk to IT and the infrastructure environment are. - Thomas Uyehara, IT Director, Independence First

“”

• Social media has a number of invaluable applications in marketing, sales and customer service:• Marketing: Social media can be

used as an inexpensive and highly effective channel for advertising and creating brand awareness with customers and prospects.

• Sales: A number of social media services can be used to prospect for potential clients.

• Service: Social media can be used as an avenue for providing service to customers.

• Achieving social media gains is possible in both a B2C, B2B, and G2C context.:• B2C organizations can achieve gains

across all areas. • B2B organizations can particularly

benefit from customer acquisition and the ability to build more meaningful relationships.

• G2C, health care, non-profit and education organizations can leverage social media as an integral channel for effectively reaching out to stakeholders and citizens.

Organizations can interact with customers via social media to achieve marketing, sales, and service gains


There’s an awful lot of benefit for very little cost.- Carol Voss, Marketing Director, Independence First

“ ”

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Increasing revenue

Reducing cost of service

Customer acquisition

Increasing customer retention

Gaining customer insights

Improving customer satisfaction

Increasing mind share

Building positive brand image

Fully achieved Partially achieved Did not achieve Not a goal

67% of organizations surveyed succeeded in using social media to enhance their brand

image and increase customer share of mind

N=64

• Social CRM refers to the hybridization and merging of social media with CRM.

• Social media is a powerful tool for communicating with customers, but relatively few organizations are linking social media to their customer relationship management.

• Social CRM is about using Web 2.0 technologies to better understand, communicate with and service customers.

• Information is power, and social CRM aims to provide companies with the most complete picture of the customer available.

CRM is now social: leverage social media to capture more customer information and build deeper relationships


Social CRM is taking advantage of edge infrastructure (social media) where we have access to communities of interest by linking them to the goals of our infrastructure (CRM) where we have better controls and measures. Social media strengthens the relationship in an environment where the customer is comfortable and familiar providing us an opportunity to bridge this trust into our organization. - IT Director, Public Administration

“

”Social CRM goes beyond simple databases of customer information - it actively seeks to capture and analyze customer information and conversations that are available in the social media landscape.

Info-Tech Insight:

Lack of formality results in manual, resource intensive processes that are difficult to measure


• Most organizations that have pursued social media initiatives have done so in an ad-hoc fashion rather than outlining a formal strategy and deploying software solutions.

• Projects are often poorly defined, with little central coordination. In some instances, different departments or offices are maintaining separate social media “fiefdoms.”

• Outlining a formal social media strategy can enumerate the exact goals to be achieved, illustrate how those fit into existing CRM strategies and outline the methods and services that will be used to achieve them.

• Software solutions that integrate with CRM technology reduce the resource intensive processes required for ongoing social media involvement and keeps projects on track by providing reporting metrics.

Social media and CRM are often being done without a defined strategy

Many processes related to social media are being done manually, despite the existence of software

solutions

N=64

• Linking social media to existing customer relationship management solutions can improve information accuracy, reduce manual effort and provide more in-depth customer insights.

• Organizations Info-Tech surveyed that integrated their solutions achieved more goals as a result.

• Several major CRM vendors are now offering products that integrate with popular social networking services (either natively or by providing support for third-party add-ons)

• For example, Salesforce.com now allows for native integration with Twitter, while an add-on available for Oracle gathers real-time information about prospects by pulling their extended information from publicly available LinkedIn profiles.

• For companies that have not formally integrated social media with customer relationship management, IT should develop the business case in conjunction with the applicable “business-side” partner (marketing, sales etc.).

Formally integrating social media and CRM technology pays off big dividends in goal achievement


69

41

+68%

Software Integration

No Integration

Organizations that integrated their social media and CRM

technology with software realized more of their goals

N=64Social Media & CRM Technology

11%

14%

20%

38%

40%

40%

62%

69%

26%

29%

35%

45%

19%

28%

24%

25%

64%

57%

44%

18%

41%

32%

14%

7%

0% 20% 40% 60% 80% 100%

Posting content to social media sites

Def ining the goals of social media

Monitoring social media sites

Social media and CRM integration

Providing social media reporting

Social media content archival

Managing social media security

Social media technology support

IT Both Business

IT has an important role to play in managing social media infrastructure and security


On IT’s role: It’s like having a lawyer in the room… their job is to tell you about the risks and dangers.- Jim Sterne, Marketing Consultant, Target Marketing Inc.

“ ”

IT manages infrastructure and security, while social media goals and content are typically handled by the

business side

• IT’s primary role lies in providing necessary infrastructure and identifying and mitigating security concerns.

• Infrastructure support is particularly important for businesses looking to link social media platforms with compatible CRM software solutions.

• While social media services can be indispensible tools, the services can propagate malware – requiring IT to manage security closely. Employees may inadvertently disclose privileged information over social networks.

• IT needs to set policies and access privileges for social media usage.

• Archiving content, providing reporting, managing integration and monitoring sites may be joint responsibilities or held by either side.

• The push for adoption usually comes from the business (for example, the marketing or communications department) and thus defining the goals and posting actual content lies with the business side.

N=64

IT

Business

Our Social Media Acceptable Use Policy can be found in the Implement section of this storyboard.

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36%

38%

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0% 20% 40% 60% 80% 100%

Competitors Poaching Client Lists

Increased Costs

Bandwidth

Control Over Brand Image

Time Wastage By Employees

Inappropriate Content

Privacy

Security

Signif icant concern Moderate concern Minimal concern Not a concern

• Social media exposes a certain amount of information that can be visible to friends of friends.

• While this exposure is a key mechanism driving value, it can also create an inappropriate conduit for information to pass between personal and business contacts.

• Tools to establish barriers between personal and private networks and tools to centrally manage accounts are only beginning to emerge.

• IT involvement for security, privacy, and bandwidth concerns is of utmost importance.

• The business should define a strategy that illustrates appropriate conduit for content, time wastage, and brand image concerns.

Security and privacy top risks of social media that warrant IT involvement


Security and privacy top concerns of organizational use of social media

Implementation maturity impacted perceived risks - organizations that had no social media strategy rated concerns 28% higher than those with a defined strategy.

Info-Tech Insight:

The genie is out of the bottle - IT needs to learn what to do to better manage social media usage and work with the business needs to get there; similar to basic 'internet access' 10 years ago. - CIO, Financial Services

“”

N=132

Take steps to mitigate potential risks to ensure they don’t impede project approval


Risk Category

Probability Risk Mitigation Strategy

Security HighRisk of employees downloading malware, viruses, etc from social media services.

- Implement policies that indicate appropriate conduct by employees.

Privacy HighRisk of inappropriate exchange of information between personal and business contacts.

- Implement separate social network accounts for business.- Train employees to never use personal accounts to interact

with business contacts and never use their business account to interact with personal contacts.

Inappropriate Content

HighEmployees representing the organization on social media channels may post something inappropriate to the nature of your business.

- Select the team carefully and ensure they are fully trained on both official company policy and social media etiquette.

- Ensure consistent monitoring by business units.

Time Wastage by Employees

MediumUse of social media for business is linked intrinsically to personal use and time spent may not be optimized to meet goals.

- Process for accounting for time spent focused on organization objectives must be documented.

Control Over Brand Image

MediumFully participating in social media means relying on front-line staff for dissemination of positive branding.

- Train every person charged with interacting with customers and prospects via social media regarding what constitutes acceptable brand presentation.

Bandwidth LowIncrease in bandwidth needs to support social media efforts, particularly when using video social media such as YouTube.

- Plan for any bandwidth requirements with IT network staff.

Competitors Poaching Client Lists

LowThe ability for a competitor to view lists of clients that have joined your organization’s social media groups.

- In a public social network, you cannot prevent this. Monitor your own brand as well as monitor competitors. If client secrecy must be maintained, then you should use a private social network, not a public network. (SocialText, Lithium, private SharePoint site, etc.)

Increased Cost of Servicing Customers

LowAdditional resources may be allocated to social media without seeing immediate ROI.

- Augment existing customer service responsibilities with social media requests.

- If a dedicated resource is not available, dedicate a specific amount of time per employee to be spent addressing customer concerns via social media.

High perceived risks and lack of management buy-in were the top two reasons organizations cited they have not implemented social media. Take these mitigation steps to

safeguard your business plan approval.

Road Map



Understand

Market Overview


sIT’s Role Risk

Mitigation



Social CRM vendors fit into three distinct categories


Social CRM vendors can be categorized into three silos: social media services (i.e. Facebook, Twitter), CRM suites that feature social media integration (i.e. Oracle, Salesforce.com), and pure-play social channel aggregators and managers (such as TweetDeck and Socialware). Different products from the three silos can be brought together to create a cohesive social CRM platform.

Social Media Services

CRM Suites withSocial Media Integration

Social Channel Aggregators and

Managers

Social media services allow consumers to create, manage and share content with each other


Social MultimediaSocial media services facilitate the creation and dissemination of user-generated content. These services rely heavily on social interaction and content sharing between users. While all social media services share a dependence on consumer-driven content, they can be grouped according to their purpose and functionality. There are four main types of services: social networking, blogging, micro-blogging and social multimedia.

Social Networking: Social networking services allow users to communicate with their personal networks. These services rely on the “friend-of-a-friend” model of social interaction. Users can share a wide variety of information and media with one another. Prominent social networking sites include Facebook and LinkedIn.

Blogging: Blogs (a portmanteau of “web log”) are websites that allow users to upload text entries and media. Entries are typically displayed in reverse-chronological order, and often contain ongoing commentary and discussion of recent events. Prominent blogging services include Blogger and WordPress.

Micro-Blogging: Micro-blogging services are similar to blogging websites, with the exception that written content is typically limited to a set number of characters. For example, the popular micro-blogging service Twitter allows users to post messages up to 140 characters in length.

Social Multimedia: Social multimedia sites provide an easy way for users to upload and share multimedia content (i.e. pictures and video) with both their personal contacts as well as the wider community. YouTube is extremely popular for video sharing, while Flickr is popular for sharing photo albums.

In many cases, each service does not fit neatly into each category. While Facebook is focused on social networking, it also provides tools for sharing photo and videos. Conversely, YouTube includes basic social networking capabilities insofar as users can add each other as friends. With minor exceptions, creating an account on a social media service is free… this makes using these services extremely cost effective.

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Facebook is the world’s most popular social networking service; it is an indispensible tool for connecting with your

customers


Service

Sales

Marketing

0% 5% 10% 15% 20% 25% 30% 35%

13%

13%

30%

Facebook has the highest organiza-tional adoption of any social network-

ing service• Launched in 2004, Facebook is now the

world’s most popular social networking service, boasting over 400 million users worldwide. If Facebook were a country, it would be the third largest in the world.

• Users on Facebook can exchange messages, share photos and video, create event invitations and build pages dedicated to specific topics or products.

• Many companies have found that maintaining a presence on Facebook is essential for connecting with both current and prospective customers.

• As the site’s popularity continues to grow, companies must follow their customers to the service.

• Companies are also monitoring Facebook to gather consumer thoughts and perceptions about their brands. The site can be an invaluable tool for gaining product marketing insights.

Twitter is a versatile communication channel; the service is extremely useful for pushing out real-time information


• Launched in 2006, Twitter is a popular micro-blogging website that allows users to post short messages up to 140 characters in length.

• Users can “follow” one another on the site. When a user updates his or her Twitter feed, a notification is pushed out to everyone following the account. This makes Twitter an indispensible tool for quickly disseminating information.

• Twitter has rapidly gained traction as a viable service for pushing out real-time updates about products and services, corporate news and information bulletins.

• Many organizations are opening Twitter accounts in order to better communicate with their customer bases. Several forward-thinking businesses (such as Dell) are now using Twitter as an additional avenue for customer service.

Service

Sales

Marketing

0% 5% 10% 15% 20% 25% 30% 35%

13%

10%

22%

Although relatively new, Twitter has seen widespread adoption by busi-

nesses

LinkedIn is the “business formal” of social networking; the service is valuable for B2B lead generation and

prospecting


• LinkedIn is a social networking service targeted at working professionals. The site is geared towards building and communicating with professional networks (as opposed to services such as Facebook, which emphasize staying in touch with family and friends).

• LinkedIn features group pages where users can associate with one another based on characteristics like career interest or alumni affiliation.

• In addition to giving users the ability to create individual profiles, the site also maintains several company profile pages. Users can view company details such as industry and demographics.

• The site features “LinkedIn Answers”, where users can pose questions and receive answers from other members of the LinkedIn community.

• LinkedIn’s rich collection of business profiles makes it a valuable service for sales prospecting. The site is also popular as a recruitment tool.

Service

Sales

Marketing

0% 5% 10% 15% 20% 25% 30% 35%

2%

7%

10%

LinkedIn is particularly useful for sales and marketing, especially in a B2B con-

text


• Since its inception in 2005, YouTube has rapidly grown to become one of the most popular websites in the world. The service allows users to upload and publish video content free-of-charge. Content on YouTube ranges from home videos to movie trailers to viral advertising campaigns.

• User accounts on YouTube are referred to as “channels”. The site provides comprehensive tools for managing video content, including basic video and audio editing.

• The site provides a free analytics tool called “YouTube Insights” that can be used to track the referrers and demographics of those viewing a video. This makes the site useful for gathering customer insights.

• YouTube is extremely valuable for hosting video content such as viral advertisements; because the site is free, hosting video content on YouTube is more bandwidth-effective than hosting it locally.

• YouTube provides a channel for distributing video content for smaller organizations lacking the media budgets to purchase TV airtime.

Service

Sales

Marketing

0% 5% 10% 15% 20% 25% 30% 35%

4%

3%

11%

YouTube is used predominantly for raising marketing awareness

YouTube is the leading video sharing service; it is the unrivalled medium for building awareness through viral

advertising

Not all social networking services are created equal: some are more useful than others for achieving certain goals


Domain Opportunity Facebook

Twitter LinkedIn YouTube

Marketing

Building Positive Brand Image Increasing Mind Share Gaining Customer Insights

Sales

Gaining Sales Insights Increasing Revenue Customer Acquisition

Service

Customer Satisfaction Increasing Customer Retention Reducing Cost of Service

Different social media services are more effective than others for reaching different goals. For example, YouTube is useful as an avenue for distributing

marketing campaigns, but it’s of substantially less use for sales functions like lead generation.

ProvenUseful*

Potentially Useful

*Proven useful by statistical analysis of real-world implementations

Incumbent CRM vendors are rapidly integrating social media with their solutions as they realize its potential

value


• Rapid adoption of social media by consumers has driven most large vendors of CRM solutions to integrate social media functionality into their products.

• Some vendors (such as Oracle) natively support social channels, while others (such as Microsoft Dynamics CRM and SugarCRM) are dependant on third-party tools (like InsideView) to enable social media functionality.

• While social media integration has been proceeding quickly, it is still a relatively new direction for most CRM vendors. As a result, integration hasn’t reached full maturity yet. This is an area where further development and refinement can be expected.

Info-Tech Insight:Due to the rapid adoption of social media by incumbent CRM vendors, the market for pure-play social channel aggregators and managers will be smaller than the market for similar Web 1.0 services.

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• Oracle has incorporated social media into its sales prospecting and automation solutions.

• Currently, Oracle’s Sales Prospector On-Demand pulls potential clients from both internal and external data sources.

• Third-party plug-ins allow Oracle’s Social CRM suites to integrate with services like LinkedIn, pulling contact information such as job title and background.

Oracle leverages social media to drive sales performance.

• Salesforce.com provides a comprehensive tool set for managing customer conversations in social media space.

• Salesforce can link to Facebook and Twitter. Currently, social media can be used as a channel for lead generation and sales management, as well as customer service.

Salesforce.com provides cloud-native CRM solutions.

Oracle and Salesforce.com are leading vendors that have integrated social media into their CRM products


Pure-play vendors provide social channel aggregators and managers that can be used to harness the power of social

media


• With the proliferation of different social media services, a number of vendors have begun offering pure-play social channel aggregators and social channel management solutions.

• Social channel aggregators collate and summarize information from several social media services (for example, Facebook and Twitter) and allow users to simultaneously update multiple social media accounts across multiple services. This can be a tremendous time-saver for both collecting customer insights as well as publishing information to social media services.

• Social channel managers are applications and vendors that provide services for managing social channels. For example, social channel managers may monitor social media services for consumer thoughts and perceptions about a particular brand, or they may provide on-demand analytics for tracking how consumers are clicking through to the firm’s social media pages.

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Info-Tech Insight:

Using a combination of social channel aggregators and managers can simplify social media campaigns while accumulating useful analytics and archiving content to meet security needs.

• TweetDeck aggregates feeds from several popular social networking services, and displays them in a unified manner. This eliminates having to continuously check multiple social networking sites.

• Presently, TweetDeck supports Facebook, MySpace, Twitter and LinkedIn.

• TweetDeck can also be used to simultaneously update multiple user accounts across several different services.

• TweetDeck’s ability to aggregate and sort information – combined with its update functionality – make it a versatile tool for managing social media initiatives.

• Socialware bills itself as the “first social middleware company”, an accurate label given the range of social channel management solutions it provides.

• Socialware Compass is a product that allows companies to implement and automate their social media policies by providing internal access controls, content archival and back-up, content moderation, and analytics for monitoring and tracking use of social media usage.

• Subscriptions to Socialware’s services start at $100 per month.

TweetDeck and Socialware are breaking new ground in the pure-play social channel aggregator and manager

market


TweetDeck makes managing multiple services easy by aggregating Facebook,

Twitter & LinkedIn

Socialware provides numerous value-added social channel management

services

• Insource was looking for a tool to streamline their sales force’s efforts to gather online information about prospects and customers.

• They chose InsideView to aggregate information within SugarCRM in a meaningful way that complements how they go to market. This enables Insource to expand client relationships, search for new opportunities, and leverage data from social media for prospecting.

• In addition to monitoring brand mentions and actions, InsideView compiles reference connectors that link Insource’s customers and prospects through LinkedIn, providing insight into relationships that may be leveraged to increase sales.

Summary:

• Insource is a business-to-business organization that provides labor and staffing solutions to companies – primarily focused on manufacturing and distribution. They employ approximately 2,000 people.

• Instead of approaching social media as a task for individuals, they chose a monitoring solution that enables their entire sales and business development teams to deliver a specific message.

Insource Performance Solutions uses InsideView to monitor and gather information from social media

channels


As we talk with prospects and customers we’re engaging in conversations that are relevant to them because we are better informed.These tools are enabling sales and they also, in my view - and I don’t think I’m alone, help us serve our customers better. And anything that does that is a good investment on our part.- Chip Meyers, Sales Operation Manager, Insource

“”

Insource relies on InsideView within SugarCRM to provide the most complete picture of a customer


• Information harvested from social media channels is integrated into client records for easy access without the manual task of searching across multiple channels.

• Monitoring company name mentions provides insight into your clients’ activities and the conversations in which they are engaged.

InsideView uses LinkedIn to display the connections associated with members of Insource’s customer

database


• LinkedIn network connections are related to clients already in your database for easier prospecting.

Road Map



Understand

Market Overview


sIT’s Role Risk

Mitigation




E-mailFace to

FacePhone Web

Social Media



Conversations & Information

Customers


Social media opportunities exist in marketing, sales and serviceM

ark

eti

ng

Sale

sS

erv

ice

1. Build Positive Brand Image

2. Increase Mind Share3. Gain Marketing

Customer Insights

1. Increase Revenue2. Customer Acquisition3. Gain Sales Insights

1. Improve Customer Satisfaction

2. Increase Customer Retention

3. Reduce Cost of Service


Customers

Social Media



Marketing

Interaction Goals: Positive Brand Image

Increased Mind ShareCustomer Insights

Share information and listen to customers to improve brand image and increase mind share

• Social media can be effectively used for marketing purposes when target customer segments overlap user demographics.

The top 3 marketing opportunities are:

Positive Brand Image: Organizations can use social media to promote a positive brand image. This is particularly important for organizations generally vulnerable to negative press or consumer discontent.

Increased Mind Share. Social media can reach large audiences at very low monetary cost, giving organizations another medium to promote their organization/brand to increase awareness. Related Research: Getting Social with E-Mail Marketing Campaigns

Customer Insights: Users discuss experiences with products/services via social media. Monitoring social media can provide valuable feedback on your products as well as on those of competitors for product intelligence.

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Connect with new prospects for customer acquisition and revenue generation


• Social media can be exploited for a variety of sales purposes when acquisition and sales can be linked to existing sales processes.

The top 3 sales opportunities are:Increased Revenue: An additional channel for organizations to provide product and service information that can convert consumers researching a product/service into a sale or encourage future purchases with coupons.

Customer Acquisition: Social media can be exploited for lead generation, particularly by leveraging the FOAF model in B2B scenarios. Many CRM Vendors are linking platforms like LinkedIn and Facebook to its sales automation software to enable sales to leverage referrals through their business and personal networks.

Customer Insights: Consumer buying behaviors and patterns can be gathered by monitoring social media sites and then used to design sales delivery models.

1

2

3

Customers

Social Media



Sales

Interaction Goals: Increased Revenue

Customer AcquisitionCustomer Insights

Engage with your customers via social media to provide more meaningful service and support for satisfaction and

retention


• Social media provides another channel for organizations to respond to customer inquiries or service issues.

The top 3 service opportunities include: Improving Customer Satisfaction:

Customers that receive more timely and personal service in the medium that they prefer will be more satisfied.

Increasing Customer Retention. Using social media with customers builds barriers to exit since customers are engaged using a medium they prefer – something the organization needs to offer to remain competitive.

Reducing Cost of Service: Organizations use social media to quickly and efficiently respond to customer service issues. The answer to the problem can be public, making it searchable by other customers that have the same request.

12

3

Customers

Social Media



Customer Service

Interaction Goals:Improving Customer

SatisfactionIncreasing Customer

RetentionReducing Cost of Service

The following slides provide social media cases at a variety of organizational types. Each case is evaluated using Info-Tech’s social media scorecard to help you understand how success looks for different organizations.

We evaluated four organizations across all major social media platforms:

• Dell• H & R Block• Scripps Health• State of Vermont

The effectiveness of their social media campaigns is directly related to goals in the social media scorecard.

We also looked at exemplary cases in individual social media channels:

• The Coffee Groundz (Facebook) • CME Group (Twitter) • Zappos (Twitter) • BooneOakley (YouTube)• Control Engineering (LinkedIN)

The Social Media Scorecard:

Info-Tech evaluated real-world implementationsacross the nine social media opportunity areas


Area of Opportunity Social Media Goals

MarketingBuild a positive brand image

Marketing Increase mind share

Marketing Gain customer insights

SalesIncrease revenue per customer

Sales Acquire customers

Sales Gain customer insights

Service Increase customer retention

ServiceIncrease customer satisfaction

ServiceReduce cost of serving customers

These cases are meant to illustrate how social media can be applied to a

variety of organizations. An opportunity assessment follows so that you can determine what areas

exist for your specific situation.

http://www.dell.com/

http://www.hrblock.com/

http://www.scripps.org/

http://www.vermont.gov/portal/

• Dell’s page includes an app that enables a user to configure a custom laptop, share the resulting product, and then connect seamlessly with Dell’s online store.

• Also includes an app that connects Facebook fans directly with Dell customer service.

• 27 Twitter accounts include geo-targeted offers for consumers, offers for business, tech support, customer support, and customer insight aggregation.

• They engage in extensive brand monitoring and customer engagement.

• The videos on Dell’s YouTube channel have been viewed over 4.3 million times. • Videos are created for both consumer and business audiences, and are used cross-platform with integration into Facebook and referrals from Twitter.

• Dell uses LinkedIN for employee collaboration and communication as well as recruiting for global operations. Groups for Dell Certified Specialists are open for networking and discussion.

Cross-platform summary:

• Dell Inc. is a multinational information technology corporation that develops, sells and supports computers and related products and services.

• They are extremely successful across all platforms. • Their focus is on driving sales and building relationships through enhanced

customer service. • One of the most notable companies to successfully monetize their initiatives, Dell

reported achieving $3 million in revenue directly through Twitter since 2007.

Dell is used as the standard by which other social media campaigns are measured


Dell’s Facebook apps integrate with online sales

and customer service


• Generate brand awareness through community endorsement by building apps that are easy to share.

• Increase sales with direct integration of the app and your online store.

• A dedicated support team is recommended to ensure timely responses to service requests.

• Our testing with Dell revealed response times of thirty minutes or less.

Dell’s Twitter streams drive sales and provide customer service


• Measure conversion from each social media source by providing links to tracked landing pages.

• Analytics through a URL -shortner

such as http://bit.ly offer insight into clickthrough rates.

http://bit.ly/

Social Media Goals Associated Activities Achieved

Building positive brand imageExtensive brand monitoring and rapid response to potentially inflammatory comments

Increasing mind share Outreach activities that keep Dell top-of-mind

Improving customer satisfactionAuthority granted to CSRs to resolve customer issues via Social Media

Gaining customer insights Aggressively solicit customer opinions

Increasing customer retention Maintains focus on conversation post-sale

Increasing revenue per customer Uptake on special offers is high

Customer acquisition Seamless integration with online store

Reducing cost of servicing customers

Unknown; customer service and sales are dominant drivers of Dell’s strategy

Dell’s approach of incorporating sales, marketing/branding, and customer service into their social media initiatives makes their campaigns remarkably successful.

Dell’s comprehensive social media strategy produces wins for marketing, sales, and service


Many of your prospective buyers may already be using web channels; if you neglect to address those customers using social media, your audience is likely to choose a competitor who is established in this space.

Info-Tech Insight:

• H&R Block’s Facebook page has over 14,000 fans and is built around customer service and client engagement.

• They have created apps that are interactive, informative, and easy-to-share. • Reps quickly and directly respond to both positive and negative comments posted on their

wall.

• H&R Block uses Twitter as a powerful customer service tool, engaging in brand monitoring to ensure that no mention of H&R Block goes unanswered.

• Multiple customer service reps are authorized to use this account to create one stream of ongoing support.

• Branding and marketing are the primary objectives of H&R Block’s YouTube channel. • Their videos, a combination of commercials and instructional videos, have been viewed

over 1.7 million times. • They have also completely customized the YouTube interface to be branded consistently

with their website.


• H&R Block is a tax preparation company in the United States claiming more than 22 million customers worldwide. They operate offices in Canada, Australia and the United Kingdom.

• H&R Block relies on social media as an avenue for providing comprehensive customer service.

• They interact with customers by answering tax questions and offering advice.• They are quick to address and resolve negative experiences people are discussing via social

media.

H&R Block’s approach to social media is driven by service


H&R Block’s Facebook page is interactive and motivates users to share content


• Use the tabs of your page as a mini-website that addresses user experience first and branding second.

• Make your tabs relevant to the problem your customer is trying to solve.

• Creating a quiz and adding it to your page requires no special programming ability.

• This is a quick way to provide fans with an interactive experience while promoting your brand in their news feed.

H&R Block answers questions and solves complaints via Twitter


• Direct messages can only be seen by the sender and recipient.

• Communicate via DM sparingly, or when sensitive information is being shared, so the rest of the community can see how engaged and attentive your organization is.

• Number of followers is an obvious metric but often is not the meter by which success on Twitter should be measured.

• Monitor mentions of your brand so you can address comments or concerns whenever people are tweeting about you, whether they are a follower or not.


Building positive brand imageExtensive brand monitoring and rapid response to negative or damaging remarks to alleviate potential brand impact

Increasing mind shareSocial outreach activities that keep H&R Block top-of-mind when customers are searching for tax advice/information

Improving customer satisfactionAuthority granted to CSRs to resolve customer issues via Social Media

Gaining customer insightsProvide opportunities for customer interaction and solicit opinions

Increasing customer retentionTimely responses to customer questions increases the likelihood of repeat business

Increasing revenue per customerRevenue affected indirectly through customer satisfaction; initiative is not sales-driven

Customer acquisitionUnknown; although unproven, it is likely that positive branding will affect customers not already engaged


Unknown; customer service is the driver behind H&R Block’s strategy

H&R Block’s extensive brand monitoring and employee customer service outreach make social media a powerful tool to reach current and potential customers, as well as increase

mind share.

H&R Block successfully achieves marketing and service goals


Organizations whose primary social media driver is improved service can still leverage customer interaction to increase customer acquisition through shareable content and viral special offers.

Info-Tech Insight:

• Scripps Health’s Facebook page is intended for both employees and patients. • The comments on their wall include open-ended discussion questions about

medical issues with responses from employees to encourage debate, as well as posts highlighting employee contributions and achievements.

• Scripps Health’s twitter account has over 5,000 followers. • A recent sample showed that approximately 50% of their tweets are in direct reply

to someone who has mentioned Scripps Health in a tweet, with the remainder split between sharing company news and promoting local events.

• The videos on Scripps Health’s YouTube channel have been viewed more than 79,000 times and offer a combination of health care news, patient stories, and company news and PR.

• They have created a YouTube group for health-care professionals, a technique that shows promise in connecting similar-minded organizations for the purpose of increasing visibility.


• Scripps Health is a nonprofit health care system based in San Diego, California. • The system includes four hospitals and 19 outpatient facilities, and treats a half-million patients annually through 2,600 affiliated physicians.

• The social media strategy employed by Scripps Health is centered on inviting conversation between patients and employees, fostering community and generating positive branding opportunities.

Scripps Health uses social media to connect patients and employees


I do consider [our social media efforts] successful, and growing more so everyday. It's a slow process, but there have been numerous examples of patient experiences that have been made better because we were listening, and then reaching out.- G. Anderson, Marketing & Communications, Scripps Health

“ ”

Scripps Health’s Facebook page encourages patient interaction


• Raise the profile of your organization for visitors to your Facebook page by highlighting employee contributions and company news.

• Encourage employees to become fans of your page and contribute to the discussion to enrich the patient experience.

• Leverage your content across social media platform by syndicating content via RSS.

Scripps Health builds community on Twitter and YouTube


• Encourage employees who are tasked with manning your social media initiatives to inject personal comments to add dimension to the conversation. People follow/friend other people, not organizations.

• Customer (patient) stories and testimonials posted on your YouTube channel are a natural fit for social media and should be shared with your fans/followers across all social media channels.


Building positive brand imageFocuses on community activities and positive contributions by employees

Increasing mind shareSeeks out people who are discussing Scripps Health and initiates conversation, highlights positive comments

Improving customer satisfaction

The team manning their social media initiatives is able to provide conflict resolution or refer to someone who can

Gaining customer insightsOffers insight into community needs through open discussion

Increasing customer retentionLittle indication of follow-up with patients past the initial conversation

Increasing revenue per customer

Building awareness and employee retention are more significant

Customer acquisition Unknown; recruiting given high priority


Unlikely; numerous comments from patients are initiated because the medium is available and are unlikely to have prompted a phone call or other contact

Scripps Health’s use of social media to connect patients and employees creates opportunities for effective conflict resolution and for positive branding within their

community.

Scripps Health demonstrates a solid health-care social media strategy


Building community via social media helps connect patients and health care support services for improved patient satisfaction.

Info-Tech Insight:

• Official Vermont marketing pages have been created around tourism and state parks, with 3,000 to 5,000 fans.

• The unsanctioned Vermont fan page has over 21,000 fans who are passionate about sharing their opinions. They are a very engaged community that should be leveraged and not excluded from official communications.

• Two notable official Twitter streams (VermontGov and VermontTourism) are run by their respective agencies, with the official account having almost 1,800 followers. This account is used purely as a broadcast medium.

• Vermont Tourism has 4,400 followers, is following 3,500 people, and is actively engaging in two-way conversation as well as promotion.

• The videos on Vermont Tourism’s YouTube channel have been viewed over 17,000 times.• Videos include traditional television commercials and long-form promotional videos

created specifically for this medium. • In addition to casual browsers, the channel has 59 followers who are attentive and

interested: one recent video garnered 25 views in the first three hours .


• The State of Vermont employs over 7,000 people.• It had to deal with social media initiatives that were being created independently

and without standard process. • Their audience was already interacting with non-sanctioned pages and accounts.

While the conversation happening in the social arena was largely positive, it did not leave recourse in the event of questionable postings.

• The state CIO worked with the Chief Marketing Officer to develop a plan for official pages that include administrators who monitor communications for objectionable content 365 days a year.

The State of Vermont joined the social media conversation

for marketing gains


Vermont’s Facebook presence is overshadowed by a pre-existing fan page


Note: This is a fan page in the original sense of the word: this page was created, not by government agencies, but by a fan.

• Harness the motivation of independent fans who are inclined to help you with positive branding.

• Acknowledge their efforts even when they lie outside your official strategy.

• Having a sanctioned and official page satisfies your need for quality control, but gaining customer insight is easier when the conversation is already started.

Vermont’s government Twitter account is a one-sided affair, which limits its effectiveness


• The absence of “RT” (re-tweet) or “@name” tweets indicates that this account is not interacting with anyone.

• Use Twitter as a communication facilitator, not a broadcast medium for press releases.

• Following a low number of people limits the amount of noise you have to filter when interacting with your audience.

• This is common when a Twitter account is automated to publish updates (via RSS, for example)

Info-Tech Insight:

Limiting the amount of interaction you have with your audience also restricts the benefits you can expect when participating in social media.


Building positive brand image Actively positioning Vermont in a positive light

Increasing mind share

Social media content is increasingly showing up in search engines, so it is probable that someone searching for Vermont will also have access to this content

Improving customer satisfaction When present, fan/follower interaction is prompt

Gaining customer insights Conversation is largely promotional

Increasing customer retention Focus is on brand building

Increasing revenue per customer N/A

Customer acquisitionInteractions are occurring with current fans and followers


Unknown; savings may be present if social media is replacing traditional advertising

Limiting the amount of interaction they have with their audience also restricts the benefits Vermont can expect when participating in social media. They have a solid foundation on which to build.

Vermont’s conservative strategy is a safe approach for positive branding


Info-Tech Insight:

Developing a social media presence is not an all-or-nothing endeavor. Assess each medium on its own merits and dedicate resources accordingly.

Social Media Goal

Positive brand image

Increased mind share

Increase customer satisfaction

Gain customer insights

Increase customer retention

Increase revenue per customer

Acquire customers

Reduce cost of serving customers

• The Coffee Groundz is a small business in Houston, Texas. It has built a strong Facebook following by promoting in-store and community events, along with advertising exclusive special offers for Facebook fans.

• They currently have over 1,650 fans.• Their fans are extremely active,

posting photos and videos of events hosted at The Coffee Groundz.

The Coffee Groundz gives their audience an online gathering place on Facebook


• Encourage participation and feedback by publishing photo/video contributions on your wall.

Social Media Goal







Acquire customers


• With over 750,000 followers, CME Group tweets about global economic and financial news. They are diligent about responding to their followers and engaging in conversation despite the volume of tweets.

• They have posted an impressive 6,600 tweets – and have empowered their employees to work in a variety of Twitter clients, including HootSuite, TweetDeck, Twitter for Blackberry, and OpenBeak.

CME empowers a team of employees relative in size to their number of followers


• Reciprocate positive sentiments by calling out by @name those who are contributing to your conversation.

Social Media Goal







Acquire customers


• Approx 500 Zappos employees are on Twitter, including the CEO, tasked with providing exceptional customer service and positive brand representation.

• Customers can talk directly to a customer service representative about a previous, current or future purchase, issues with the Zappos.com website, or ideas for future products and improvements.

Zappos.com has almost 500 employees on Twitter dedicated to customer service and retention


• Be transparent about who is tweeting.

• Zappos.com CEO, Tony Hsieh, has gained over 1.6 million followers by being open about his position and sharing unvarnished thoughts about his company.

Social Media Goal







Acquire customers


• Ad agency BooneOakley has taken the interactivity potential of YouTube and turned it into their website.

• www.BooneOakley.com points to their main YouTube video, which utilizes the Flash component of YouTube to link to other videos that correspond with the different traditional “pages” of their website.

BooneOakley builds on the aspects of YouTube’s interactivity

that go virtually untapped by most users


• Create collateral that takes advantage of the capabilities of each medium.

• BooneOakley’s site demonstrates the capabilities YouTube has to transform videos into full-fledged web content that interacts seamlessly with other components of your website.

• B-to-B magazine Control Engineering built a community for engineers that focuses on members' needs for expertise and in-depth advice, both from their peers and from easy access to editorial content.

• The most interesting discussions were then used as articles in their print publication, which encouraged subscribers to find and use the LinkedIn group.

Control Engineering uses LinkedIn groups to connect and discuss, not to sell


Social Media Goal







Acquire customers


• Start a discussion that sparks interaction with your employee representatives.

• If your group gets off track, moderate with discretion. You may still find valuable insights in the conversation.

Assess which social media opportunities exist for your organization with Info-Tech’s tool


Info-Tech Advice:

1. Remember that departmental goals will overlap; gaining customer insight is valuable to sales, marketing and customer service.

2. The social media benefits you can expect to achieve will evolve as your processes mature.

3. Often, organizations jump into social media because they feel they have to. Use this assessment to identify early on what your drivers should be.

Not all organizations will strive to achieve results in all three areas of opportunity. Use Info-Tech’s “Social Media Opportunity Assessment Tool” to determine, based on your unique criteria, where opportunity exists for your organization in marketing, sales and service.

http://www.infotech.com/research/social-media-opportunity-assessment-tool


Document your customer interaction management strategy and achievable opportunities in Info-Tech’s

business plan template


Info-Tech Advice:

1. Include 2-3 business stakeholders and one person from IT in the creation of the business plan.

2. Use this framework to quick-start your projects at the same time that the strategy is being developed.

3. Your social media strategy may be used across many customer interaction management-related projects. This document is intended to mature and grow with subsequent projects.

4. Identify both the potential gains as well as the risks of social media, and how you plan to mitigate those.

Use the results from the opportunity assessment to build a “Social Media Business Plan” for the enterprise. Document business justifications for specific near-term customer interaction management-related projects.

Info-Tech Insight:If the term social media carries a negative connotation in your organization, then terms like

“customer channel strategy” or “customer interaction management” could be substituted.

http://www.infotech.com/research/social-media-business-plan-template

Road Map



Understand

Market Overview


sIT’s Role Risk

Mitigation



Build your plan, test your theories, and grow your interaction level based on your results


Don’t jump into social media all at once; build your plan in stages.

Example Social Media Implementation Timeline

One-sided interactions Multi-faceted conversations

• Begin by building your Facebook fan page and setting up your Twitter account

• Focus on following other people, joining groups, and locating your customers where they are using social media

• Build your following by posting relevant information, asking questions, replying to brand mentions

• Establish your presence on LinkedIn by creating a discussion group

• Create a YouTube channel and post videos – link to and from other social media accounts

• Aggressively seek out brand mentions and provide conflict resolution

• Integrate social media sales efforts with your website

• Social channel manager or aggregator implemented to integrate with CRM suite

• Advertise your social media presence in all other collateral: your website, brochures, business cards, etc.

Little to no measurable benefits

Benefits become visible for marketing and service

Sales, marketing, and customer service

benefits are seen and measured

Use this comprehensive project charter template to keep multiple departments on the same page


Info-Tech Advice:

1. If you cannot assign FTEs to social media activities, be sure to clearly outline time expectations of part-time social media reps.

2. Provide a framework for obtaining and reporting metrics and project successes.

3. Be prepared to evaluate frequently and reassign priorities as your project progresses. Your audience will tell you which opportunities will be most successful (sales, marketing, and/or customer service).

A social media project is a multi-departmental undertaking that must be managed well to be successful. Document the process in Info-Tech’s “Social CRM Project Charter Template” to ensure project success.

Due to the rapidly changing nature of social media, project requirements need to be both well-defined and flexible.

Info-Tech Insight:

http://www.infotech.com/research/social-crm-project-charter

Secure privacy and integrity by managing organizational use of social media with this policy


Tools to establish barriers between personal and private networks and tools to centrally manage accounts are only beginning to emerge. Start with the implementation of a paper policy.

Info-Tech Insight:

Info-Tech Advice:

1. Separate employee use of public social networks for personal purposes from official employee use of these networks for business purposes.

2. Establish guidelines for privacy settings in user profiles on public social networks aimed at consumers (Facebook, MySpace and Friendster).

3. Prohibit installation of additional applications from a public social network platform’s application partners without IT approval.

4. It is the responsibility of the business unit to monitor individual group member activity.

The use of external social media within organizations for business purposes is here to stay. The risk of inappropriate information transfer between personal and business contacts must be mitigated by implementing Info-Tech’s “Social Media Acceptable Use Policy.”

http://www.infotech.com/research/social-media-acceptable-use-policy

• Social media is not a new world: it’s an add-on to existing channels.• You’ve always been communicating with your customers and social

media provides another medium to leverage. • Integrating social media and CRM technology is crucial to achieving

goals.• IT’s primary role is managing social media infrastructure and

security• The technology decision involves evaluating vendors in three

distinct categories: social media services, CRM suites, and social channel aggregators/managers.

• Determine what social media opportunities exist for your organization in marketing, sales and service.

• Leverage current real-world implementations for lessons learned.• A social media implementation is a multi-department undertaking

that should be managed with a business plan and project charter. • Your social media plan should be built in stages.

Conclusion


Appendix


Tools & Templates Associated with This Solution Set:• Understand

• “Leverage Social Media for Customer Interaction(Video)”

• Strategize• “Social Media Opportunity Assessment Tool”• “Social Media Business Plan Template”

• Implement• “Social CRM Project Charter”• “Social Media Acceptable Use Policy”

Related Research:• Customer Interaction Management in a Web 2.0 World• Public Social Networks for Business: Is a FOAF a Foe?• Four Companies Benefit from the Friend of a Friend: A Social Networ

king Saga• Getting Social with E-Mail Marketing Campaigns• Social Networking and Recruiting: Reap the Benefits; Reduce the Ris

ks

http://www.infotech.com/research/leverage-social-media-for-customer-interaction



http://www.infotech.com/research/customer-interaction-management-in-a-web-20-world?nav_id=2639




http://www.infotech.com/research/social-media-business-plan-template




http://www.infotech.com/research/social-media-acceptable-use-policy



http://www.infotech.com/research/public-social-networks-for-business-is-a-foaf-a-foe?nav_id=2639

http://www.infotech.com/research/four-companies-benefit-from-the-friend-of-a-friend-a-social-networking-saga?nav_id=2639

http://www.infotech.com/research/four-companies-benefit-from-the-friend-of-a-friend-a-social-networking-saga?nav_id=2639

http://www.infotech.com/research/getting-social-with-e-mail-marketing-campaigns?nav_id=2639

http://www.infotech.com/research/social-networking-and-recruiting-reap-the-benefits-reduce-the-risks?nav_id=2639

http://www.infotech.com/research/social-networking-and-recruiting-reap-the-benefits-reduce-the-risks?nav_id=2639