service is the new marketing
DESCRIPTION
A presentation from the Salesforce Dreamforce 2012 conference, showing how service is the new marketing. The presentation offers best practices for social support from Deloitte and from Symantec.TRANSCRIPT
Service is the new MarketingBest Practices for Social Service
Tristan Bishop, Symantec
Rob Rose, Deloitte
Lauren Ingram, Salesforce.com
Drew Downard, Salesforce.com
Safe harborSafe harbor statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of product or service availability, subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services. The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of intellectual property and other litigation, risks associated with possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-Q for the most recent fiscal quarter ended July 31, 2012. This documents and others containing important disclosures are available on the SEC Filings section of the Investor Information section of our Web site. Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.
Lauren Ingram
Product Manager, Salesforce for Twitter & Facebook
@LNIngram
lningram.com
¡Viva la Revolución! Cloud, Mobile, Social
1960’s Mainframe Computing
1990’sCloud
Computing
2000’s Mobile Cloud
Computing
2010’s SocialCloud Computing
1970’s Mini
Computing
1980’s Client/Server Computing
10X 100X 1,000X 100,000XNumber of users: 10,000X
Grow Customer Satisfaction with Social Service
Cloud . Mobile . Social
Drew DownardSales Engineer, Salesforce.com
How Social is Changing Service
Tristan Bishop Director of Digital Strategy, Symantec
Social Service in Action
Social is Transforming Customer Connections
Rob RosePrincipal Consultant,Deloitte
Creating a Strategy
Adam MenziesConsultant,Deloitte
Why Social Service Matters
Drew Downard
Principal Sales Engineer, Salesforce.com
Your Customers Share More than Ever Before
Great article on…
Love the new…
Having a problem with…
Device isn’t working…
Customer service can’t help me…
Cool video…
Frustrating interaction…
Customers Will Leave After a Poor Service Experience
Frustrating Experiences
Lack of context
Not personalized
Slow, inaccurate answers
Low quality of interaction
Not on channel of choice
Source: Harris Interactive, 2009 Customer Experience Impact Report
86% Customers stop doing business after one negative interaction
Customers Expect Service Through Social Channels
58% of people who tweeted about a bad experience never received a response
57% of People Who Have an Issue With a Product or Service Search Online First
50% of Facebook Users & 80% of Twitter Users Who Post a Service Issue Expect a response in Under 24 hours 20% of the Fortune 500 are currently interacting with customers on Facebook
Source: http://dailyinfographic.com/social-customer-service-infographic#
Even the Best Brands Learning The Hard Way
Service is the New Marketing
• Payoff: Customers Will pay 21% Premium for Brands That Provide Great Social Service
Source: http://thesocialskinny.com/99-new-social-media-stats-for-2012/
• Customers are Broadcast Media Outlets
• Craft the Message with Outstanding Service Every Time
How Do I Take Control of That Message
• What Do I Do?
• How Do I Get Started?
• What Are Industry Best Practices?
Rob RosePrincipal Consultant
@rorose63
http://bit.ly/robRose
Service is the new MarketingPlan. Listen. Learn. Act.
Dreamforce 2012
Service is the new… everything. What aspects matter to you?
Copyright © 2012 Deloitte Development LLC. All rights reserved.
Governance & Policies
Integrated Social Tool Suite
Digital ContentManagement
CommunityManagement
Route & Respondto Intel
SocialMonitoring
Voice of the Competitor's Customer
Socially IntegratedCampaigns
Product Trials& Debuts
SocialMarketing
FoundationCapabilities
Social CommercePlatform
Social Sales
Social LeadManagement
SocialSales
SocialIntelligence
Proactive Social Support
Social Media Knowledge Base
SocialCommand Center
SocialSupport
Social Identity Management
Collaboration
PartnerCollaboration
Gamification & Behavior
Management
Enterprise Social Collaboration
EnterpriseSocial Promotion
CustomerCollaboration
Voice of the Customer
SocialAnalytics
Listen
Plan
Learn
CollaborativeCulture
OperationalEfficiencies
CustomerEngagement
Value
Act
The cycle of social support
The cycle of social support
Listen
DeloitteManaged Analytics
Act
Learn
CollaborativeCulture
OperationalEfficiencies
CustomerEngagement
Value
Plan
Move the needle on a metric that mattersPick a driver and ask yourself, “how will we improve this?”
Copyright © 2012 Deloitte Development LLC. All rights reserved.
SHAREHOLDER VALUE
Marketing & Sales
Account Management
Cross-Sell / Up-Sell
Retention
Demand & Supply
Management
Price Optimization
Marketing & Advertising
Sales
Customer Service & Support
Order Fulfillment &
Billing
IT, Telecom & Networking
Real Estate
Human Resources
Procurement(Excluding Production Materials &
Merchandise)
Business Management
Financial Management
Materials
Production
Merchandising
Logistics & Distribution
Product Development
Real Estate & Infrastructure
Equipment & Systems
Finished Goods
Work in Process &
Raw Materials
Accounts, Notes & Interest
Receivable
Accounts, Notes & Interest Payable
Business Planning
Program Delivery
Business Performance Management
Operational Excellence
Partnership & Collaboration
Relationship Strength
Agility & Flexibility
Product & Service
Innovation
Service Delivery
Cash / Asset Management
Improve Execution
Capabilities
Improve Managerial
Effectiveness
Improve Receivables &
PayablesEfficiency
Improve InventoryEfficiency
Improve PP&E
Efficiency
Improve Logistics & Service
ProvisionEfficiency
Improve Development &
ProductionEfficiency
Improve Corporate/
Shared ServiceEfficiency
Improve Customer InteractionEfficiency
Strengthen Pricing
Leverage Income-Generating Assets
Retain and Grow Current Customers
Acquire New Customers
Volume Price Realization
Selling, General & Administrative
(SG&A)
Cost of Goods Sold
(COGS)
Property, Plant & Equipment
(PP&E)Inventory Receivables
& PayablesCompany Strengths
External Factors
Revenue Growth Operating Margin Asset Efficiency Expectations
Product & Service
Innovation
Value Mapby Deloitte Consulting LLP
(Practical paths to increasing shareholder value & ROIC)
Measure specific benefits and corresponding increase in shareholder value
What Capabilities Matter?Marketing:
Determining FitSales:
CommittingSupport:
Maintaining & StrengtheningFunctional
Capabilities
Social Intelligence Capabilities
Foundational Capabilities
Collaboration Capabilities
Proactive Social Support
Social Command Center
Social Media Knowledge Base
Routing & Responding to IntelSocial Monitoring
Competitor’s Customer VoiceVoice of the Customer
Community Management
Digital Content Management Governance & Policies
Integrated Social Tool Suite
Change Management
Social Identity Management
Social Analytics
Gamification & Behavior Management
Enterprise Social Collaboration Partner Collaboration Customer Collaboration
Enterprise Social Promotion
Social Lead Management
Social Commerce Platform.
Social Sales.
Socially Integrated Campaigns
Product Concepts & Debuts
Don’t worry…it’s a JourneyRoadmap smaller than it appears in the rearview mirror…
The case for change The target state The path forward Expected results
Copyright © 2012 Deloitte Development LLC. All rights reserved.
Deloitte’s Social Maturity Model
Inactive Emergent Adequate Mature Innovator
Select Social Enterprise Capabilities as focus areas
Assess Current and Goal Maturity LevelsGap analysis shows where to realize value growth
Sample actions give examples of immediate, actionable direction
Copyright © 2012 Deloitte Development LLC. All rights reserved.
DemoPlan. Listen. Learn. Act.
Dreamforce 2012
Tristan Bishop
Director of Digital Strategy, Symantec
@KnowledgeBishop
KnowledgeBishop.com
http://www.slideshare.net/knowledgebishop
Best Practices for Social Service
Actionable Internet Mentions™ (AIMs)
1. Social media, external blog or
external forum mention
2. Created by a customer, partner,
competitor or prospect
3. Provides business value to
Symantec
25
AIM ™ is a term created and trademarked by Symantec
What We Do Today: Find, Classify and Assign AIMs™
1. Case: Request for help resolving real-time
issue
2. Query: Question that doesn’t require
support resource
3. Rant: Insult that merits brand management
consideration
4. Rave: Praise from Symantec brand
advocate
5. Lead: Pronouncement of near-term
purchase decision
6. RFE: Request to enhance a product with a
new feature
7. Fraud: Communication from an
unauthorized provider of Symantec
products
Radian6 Engagement Console
Global Triage Monitoring
Recap: AIM™ Triage Process
Blogs
Message boardsConfiguration
Product 1
Product 2
Product 3
Rant
Rave
Lead
RFE
Fraud
SymantecEmployee
Response
profiles interactions history transactions preferencesCRM
Query
Case
Review
Next Up: Salesforce Service Cloud Integration
Social CRM Workflow: Support
• Radian6 pulls in social posts of all types, including Cases
• SCRM team classifies posts using Radian6 Engagement Console
• Social Hub creates SFDC Objects for Support cases
• Support agents respond in SFDC Service Cloud
