Social Business Builds Brand Equity

27 06 2012

Social business has mainly been discussed in terms of what it can do for the company in terms of efficiency of Knowledge Management and Sharing and the impact it has on the organization and culture. One of the aspects of Social Business that so far is under-exposed is the positive (or negative…) impact on the way customers perceive the brand and thus the influence it has on their buying behavior. In this post I will briefly outline how Social Business and Brand Equity are related and help to reframe your thinking about Social Business and why it can be a sound market approach for your organization.

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Go With The Customer Flow

21 02 2012

An interesting statistic caught my attention about customer interaction through  Social Media; these interactions represent only 1% of company-customer interactions, and are expected to grow to 4% in five year’s time in France (Les Echos). In other words, 99% of interaction take place outside of Social Media! This to me leads to a very fundamental question about whether we are suffering from the Shiny Object Syndrome with regards to Social Media and customer engagement. Because we now have access to customers and prospects through these new channels, there is a real temptation to focus only on these without looking at why and how people are using these media in the first place, and where they fit into what I call the overall flow of getting to their desired outcomes.

We get distracted from the bigger picture and go off in tangents – “you need to increase your Likes on FaceBook”, “customers expect answers on Twitter” – whilst at the same time neglecting the Contact Center experience or the in-store and post-sales ones (think Twelpforce and IRL stories). The bigger picture in this case is the Customer Journey, which from your point of extends beyond the lead-up to the sale to post-sales activity that closes the loop in the next round of the buying cycle.

There are many touchpoints on that Journey – some where you are involved and that you can influence, and others where peers are preponderant and where at most you can only facilitate. You need to identify where those touchpoints are – and they could be on many different channels and customers will merrily hop from one to another) – and where it makes sense for you to create or help create the desired outcomes. And this should be linked to how much you’re willing or able to invest at each to have the optimum impact – so it’s back to pure CRM and also CLV calculations, folks :).

This is how I like to picture  Customer Engagement – how you’ve created/co-created value along the Customer Journey to help them (and yourself!) get to the desired outcomes (HT Mike Boysen). For this you need to map your customers’ journeys, identify the touchpoints and find out what customers need and expect at each of them to determine your service blueprint (Design Thinking and JTBD), whilst at the same time prioritizing your own resource allocation based on Customer Lifetime Value, and not just on whether someone will like your brand on FaceBook if you give them a coupon.

To conclude, “going with the Customer Flow” entails reducing the frictions in the flows that leads to the confluence of your business’s and your customers’ desired outcomes. That means getting the big picture of the customer journey, understanding how they ‘hire’ the different tools at the various touchpoints such as social media, opinions from friends, their peers, your Salespeople, Marketing and Customer Service and how you can organize your internal flows to optimize the outcomes at the various touchpoints. We should certainly not lose sight of the fact that there is a whole world out there beyond Social Media that impact the Customer Experience!





Connecting Salesforce and Radian 6

10 05 2011

It’s been a month since I attended Cloudforce in Paris, followed bythe Radian6 User Conference in Boston – so I thought it would be about time to gather my ideas and impressions and ‘commit them to paper’, so to speak. Especially in the light of the acquisition of the latter by the former just before the events. Salesforce clients in particular will stand to gain through the connection of social customer insights to the Sales and Service Clouds, by identifying new opportunities to engage with customers and to explore the customer’s context in order to facilitate service interactions.

In Paris we were graced with the presence of Marc Benioff – a gifted and convincing public speaker who delivered a well-constructed presentation – let down only by his apparent need to jab his rivals. Marc took us through not only the rapid growth of Salesforce, but also through the entire evolution of business computing. The way it was presented that Cloud Computing is the next level up from mainframe, client/server, personal computing, and the internet. Although I would agree that Cloud Computing has disrupted the way we organize IT by turning it into a utility, changing it from a CapEx to an OpEx that potentially moves the deployment decision from the CIO to the Line of Business – I would challenge that the platform features by themselves correspond with the term ‘disruptive innovation’.

Let me elaborate on that. What we have seen is that the delivery mode may have changed, but what the user sees is still the same contact database and Sales funnel designed primarily to efficiently help management keep tabs on sales activity rather than make the Salesperson more effective. Although tools have been provided to customize the interface (or DIY it thru Force.com), there is little room for example to take into account approaches more aligned with customer buying cycles, such as the McKinsey Consumer Decision Journey. You may counter that argument by saying that the Sales Funnel is a method that has proven to be effective in the past – but then again, how would you know whether you’re not losing a lot of business opportunities because you interacted with the prospect at the wrong time? With the Sales funnel, these would fall by the wayside, with the tacit hope that your Marketing or Inside Sales team will pick them up again when they call back in 3-6 months without any nurturing…Furthermore, if all of your competitors are using the same approach, there is no competitive edge to be gained as this effectively levelling the playing field.

This is not something that is specific to Salesforce however: I’d say that CRM Vendors offer systems that in 95% of the cases all have the exact same features. And as such I believe this is where I think the Radian 6 acquisition makes the most sense, beyond just the social media engagement toolset.

It is not just the listening capabilities of the platform, but also the mindset of this dynamic company from New Brunswick (Canada) that can help bring about a new conciousness about other approaches to CRM systems that better cater to the expectations of the Social Customer . This is where the real disruptive innovation can be had in my opinion. As we come to better understand the relationship between customer activity (not only on social media, but also on other channels such as the phone with a CSR, at events, thru geolocation clustering – anywhere that we can get extra datapoints) and their buying and advocacy behaviour, we’ll need to the flexibility and agility to be able to adapt our systems. And Radian 6 is in a position to provide many more datapoints than Salesforce has ever had access to, so all is needed now is some Sensemaking. Easy peasy!

Oversimplification aside, one caveat that I’d like to highlight is that as were still very much in the early days of discovering how monitoring social media activity can improve business, and furthermore there is still very little awareness as to the capabilities of the various listening and monitoring platforms. Radian 6 does a very good job of scraping the various blogs, twitter streams and so on and putting this in reports, but it should not be forgotten that at best, you’ll get some trends that can be used to steer your messaging in quasi real time – or with a bit of luck discover some hitherto hidden needs. Salesforce on the other hand is about managing data about individual customers – which you can then group into segments with similar characteristics (demographics etc.) so as to optimize your marketing spend for example.

Just to make the distinction more clear, there is a gap between trending “customers” and getting specific social activity about an individual customer to get their context, kind of like the difference between having market intelligence versus having customer intelligence. Radian 6 has added features such as the Engagement Console which allows you to apply rules-based filters to extract events that require attention, as well as mechanisms to assign a reaction workflow to the Response Team, or create tickets in Salesforce’s Service Cloud (whether third-party CRM Systems will continue to be supported remains to be seen…).

An interesting development that was presented at the Radian 6 User Conference in this light is the Insights platform. Even before the announcement of the acquisition, they were working to become a pluggable platform, allowing you to add Best-of-Breed second-pass datacrunchers such as Clarabridge for Sentiment and Text Analysis, or Klout to measure influence and thus potential for Advocacy (or nuisance) in order to figure out some level of prioritization – even though I have my reservations about the validity of the algorithms used…

The Insights platform is where Radian 6 and Salesforce will come together – where the linking and analysis will take place to enrich customer profiles with insights derived from social media engagement as well as from other channels in order to better understand customer contexts and provide adequate responses in line with customer expectations.The missing piece of the puzzle (which I talked about in this presentation I gave at the Social CRM 2011 London event) is collaboration to actually optimize how how we organize in order to meet customer expectations and needs. Furthermore, Insights is an essential part of the package as pouring an unfiltered firehose of social media events into Chatter could inundate it with a lot of static, and lead to it becoming impossible to use effectively.

The question that remains for me is the pricing model. Radian 6 has announced it will continue to function as an independent company, but I am still in the dark as to whether clients will be obliged to go through for example Force.com to get access to the data – and thus need to pay access to the intermediate platform as well. If anybody can shed some light on this, please do so in the comments below!





Service Agility thru Adaptive Case Management

27 10 2010

Who hasn’t been there? After waiting 20 minutes on hold with Customer Service, then 15 mins for explaining your problem, the Contact Center Agent says she is really sorry, but can’t do anything about resolving  it because something first has to be done by some other department, or it the system won’t let her do what needs to be done as this isn’t in the process, even though it should be simple and straightforward to do.

The customer is frustrated because she need to call some other number and explain everything all over again, and the agent is becomes frustrated and may take it out on collegues, or worse – the next client in the caller cue! The example above is an issue of empowerment and system inflexibility, but also of process rigidity. The rigidity of the process has just killed the positive customer experience.

What happens when BPM breaks down?

Thanks to Taylorism we spend bucketloads of money to model our understanding of how things should work, hoping to recoup the time and energy in the long run thru process efficiencies. Although this may work well for Easily Repeatable Processes (20%-40% of the time), resolving Barely Repeatable Processes effciently and sustainably will be a key challenge to meet, especially as customers now have more choice and are more informed through their social network and are more sensitive to how their ‘experience suppliers’ cater to their needs.

BPM and Social BPM

Business Process Management (whcih is part of what I did in my previous role) solves a real business need by identifying, modeling and optimizing processes – cutting work into repeatable parts and adding decision trees to ultimately lead to a known outcome. It is characterised by heavy upfront investment in modeling which the company intends to recoup through efficiences in the long run. However, BPM is not a panacae as it can be a straight-jacket leading to customer and employee  frustration when exceptions occur (and inevitably they do), with little or no ability to adapt the model once it has been set. Especially not by those that go through the drill everyday such as your Contact Center Agents!

There is a good group of people and companies looking at at how to make improvements, gathered under the heading “Social BPM”. As Tom Allensen says: “Social BPM is basically just collaborative business process management utilizing a collective network environment – it’s about extending BPM access and decision-making to partners and select external parties without compromising the exclusivity of the core group.” Michael zur Muehlen adds: “Social is all about providing context, a rich environment of data points that a streamlined workflow would be lacking otherwise. The challenge is to make this context useful, both from a social networking perspective and from an unstructured data perspective.”

So Social BPM is about getting all those concerned involved (and why not the customer?) and about collaborating whilst taking the context of the task at hand into account.  Although this approach certainly has its merits to get people to collaborate effectively on process steps within a pre-existing model, it still does not add flexibility and agility to reaching the desired objective or outcome in case of non-modeled exceptions. If exceptions do take place, employees just revert back to email and the company could lose thread of what is going on, making it unable to capture insights for continous improvement and learn from them.

Adaptive Case Management

I’ve been looking at the potential of Adaptive Case Management (ACM) as a framework for guiding and structuring issue resolution (or even collaboration in general), relying on the insights and experience of knowledge workers (such as your agents), pulling together the right resources to make informed decisions at each step based on the context, and choosing and adapting next steps as necessary to reach the desired outcome.

ACM makes a distinction between routine and expert processes. Routine processes are prime candidates for modeling whereas expert processes are emergent and the domain of Knowledge Workers – they give the organisation the flexibility to adapt and respond to changes around it. ACM also aims to bring understanding, visibility and control to  unpredictable knowledge work and serves to make routine work processes more reliable. It doesn’t set out replace BPM or workflow, but adds to the tools that the organisation can leverage to be sustainable and resilient to changing expectations and conditions.

Adaptive Case Management sets goals that describe what must be done rather than how the process must be done. It provides guidelines and looks to Knowledge Worker experience on how to achieve the goals but does not dictate the work or the flow itself. Control is achieved through tracking deadlines and goals, and having a case owner responsible for the process results. The flow is organised around the context and content assets, and can be modified to bring in participants as needed based on the availability of information and expertise.

My focus is on the customer and customer experience and ACM applies to non-routine Customer Service, but is equally valid for for example Sales Processes (such replying to an RFP, customizing a product to a client’s need), Loan Management, Financial Audits, Innovation, Strategy Implementation : basically anything that requires collaboration and negotiation. As another more concrete example, who knows beforehand how a patient will be treated when entering an Emergency Room? The flow of events that lead to the patient leaving the hospital in good health is highly unpredictable but is guided by fragments of processes (diagnosis, CAT-scan, medication, operation etc.) that are assembled as the situation evolves and more information becomes available.

This is a quick (certainly not exhausive) introduction to the concept of ACM, which in my opinion can be a valid framework for guiding emergent Knowledge Work – which Enterprise 2.0 is ideally suited to facilitate! In my opinion, E20 has been putting a lot of emphasis on devising the tools to improve information flows within an organisation to the detriment of actually helping the employees do their task at hand better. Where it can add a lot of value is by organising the content assets, identifying the people with the right expertise at the right time, and facilitating information flows and sharing, as well as tracking and consolidating lessons learned by capturing fragments as templates and distributing these. Social CRM – through Social Analytics – can help by providing a better insight into the context which can then be used by Knowledge Workers as information inputs on which to base their decisions, choose the next steps and who could provide the right expertise, which can include partners, suppliers and of course customers!

In my coming post I will discuss Adaptive Case Management in more detail as I think this has great potential to for linking Enterprise 2.0, social CRM, business and social analytics on the road to Social Business and the Collaborative Enterprise. Together they provide framework for work in an agile organisation.

I’ll be at the Enterprise 2.0 Conference in Santa Clara (8-11/11 2010) to participate in a customer panel on social CRM. I’ll be happy to meet and exchange ideas on the above subject when I’m there. Drop me a note and we can arrange to meet!





Enterprise 2.0 And The Different Flavours of Social CRM

20 10 2010

Social CRM and Enterprise 2.0 are a natural fit. In an endorsement for the Enterprise 2.0 book, Leo Apotheker (now heading HP) said that “McAfee clearly understands the role of IT in creating superior customer value…”, and indeed, I very much agree with this statement. However, where I believe software vendors have put too much emphasis in their interpretation of what needs to be done, is that they have focused too much on the pure IT side of the equation. This is where the social CRM approach can bring balance to the discussion by looking at how innovative customer engagement strategies – enabled through employee participation and collaboration – can help deliver the sought-after superior customer value.

In order for a social CRM programme to be effective, it cannot just be assigned to and run by a single department as many other parts of the company can add value to to overall customer experience and help achieve goals of innovation, loyalty and advocacy through customer interaction and participation. For example, if customers wishes to contribute product or service improvement suggestions through an ideation platform (or some other means such as through surveys, letters, email…), these need to be filtered, prioritized, and dealt with by the organisation. The  right stakeholders and expertise within and outside of the company need to be identified and brought together at the right time to collaborate together, and during the course of its evolution the context (information, discussions, insights, documentation etc.) may need to be transferred to different people as the idea is matured into a “deliverable” . This is where Enterprise 2.0 concepts and tools can play a pivotal role in enabling customer engagement through employee engagement.

Social CRM comes in many different flavours, and your approach will depend on what your company’s objectives are and level of organisational maturity is. A company cannot become customer-driven overnight, and most companies will just dabble in the basics to get their feet wet rather than jump straight into the deep end of the pool. It also requires an alignment of the company culture and possibly push the company to take another look at roles and tasks of its employees, as well as revisit current processes and workflows.

For example, I previously wrote about the changing role of the Salesperson, moving from gatekeeper to coordinator. The salesperson will have much more contextual background information on leads and prospects through Social Network Datamining before first contact. She may also go out and actively contribute to online customer communities, blog and tweet for lead nurturing to improve the company’s (and personal…) reputation. Moreover, as prospects that are researching your offer increasingly turn to their peers for advice and information, the salesperson can observe and facilitate the right connections between internal and external resources as required and proffer the right information at the right time.

As Marketing Guru Peter F. Drucker said: “The purpose of a business is to create and keep a customer”. Social CRM aims to promote loyalty and advocacy for this purpose through customer interaction and engagement, in order to understand and cater to customer needs and providing the experience the customer expects. However, the experience you provide may not be only dependent on you, but also on your partners and suppliers. For instance, your company may provide excellent customer service, but if your suppliers do not provide adequate and timely support when something goes wrong (such as product repairs that take months), this can reflect badly on your own business. Patronage can actually be lost due to negative Word-of-Mouth that spreads like a wildfire through the social channels. It may also be that your partners and suppliers have additional insights about your customers that you can then combine with yours and capitilize on.  By using social concepts to break down the barriers to collaboration to meet desired outcomes together, the customer experience can be greatly enhanced to the benefit of the customers, your company, your partners and suppliers.

Enterprise 2.0 is all about getting the information flowing and collaboration going. Social CRM strategy adds the customers interaction to the E2.0 mix to ensure that we focus on understanding what is of value to them so that we can better cater to their needs whilst ensuring the sustainability of our business. Deciding just what approach to take, when and how and with whom will be the crux of the matter.

The above are just some ideas that illustrate the some of the many facets and flavours of social CRM, what impact they can have on the organisation and where Enterprise 2.0 can facilitate in helping a company become customer-driven. I will be participating in a customer and thought leader panel during Social CRM Track of the upcoming Enterprise 2.0 Conference in Santa Clara (11/8-11) to discuss in detail how theory matches with real-life examples. We with a great line-up; Sameer Patel (Sovos Group), Paul Greenberg (President, The 56 Group), Emilie Cole (LaunchSquad), Spencer Mains (BtoD Group), Chris Yeh (PBWiki), Manuela Farrell (TechWeb) and Vince Canobbio (Merced Systems) and I’m very excited to have the opportunity to exchange views with them!





Enterprise 2.0 and Social CRM Converge towards the Collaborative Enterprise

17 06 2010

[tweetmeme source=”MarkTamis” service=”bit.ly”]At the Enterprise 2.0 Conference in Milan where Esteban Kolsky and I presented the “The New Era of Customer Engagement with Social CRM“, I spoke with Emanuele Quintarelli of Open Knowledge who organized the event – and he did a very good job I might add!.  During our conversation Emanuele made the remark that Social CRM has now become an accepted part of the agenda in comparison with last year. Participants attending the previous edition found it strange to even mention customers when discussing E2.0 and preferred to focus on the software solutions – but this year this seems to have changed completely.
It was thus of particular interest to me to note was that the notion of the Social Customer and that we need to organise to engage is starting to gain traction from the protagonists of Enterprise 2.0 (see Bertrand Duperrin’s take on it here).  For example, Emanuele Scotti’s opening speech dealt with changing needs and behaviors of the Social Customer, followed by Sameer Patel‘s excellent Keynote who continued on by talking about how companies should organize for customers that want to interact with the company (and not only be passive buyers). And as a sidenote – on the vendor side, Jive Software for example is adding “Social CRM features” and repositioning itself as as a “Social Business” platform provider.

In my opinion the discussion around Enterprise 2.0 has been too internal-facing and focused on the tools, rather than what the objectives for collaborating actually are. The market is maturing though as we see the approach evolve from innovators to early adopters. This was especially evident when looking at the agenda of the Milan edition, in contrast to the Boston edition that is still more focused on the software “solutions” (go ahead and deploy this module and you are now a “Social Business”..NOT!). Could it be that Europe is leading the way in its understanding of what it takes (culture, organisation, customer focus, employee engagement…)?

Social CRM and Enterprise 2.0

Although collaboration in customer driven organisations in not a new concepts (albeit still exceptional rather than a rule), Enterprise 2.0 and Social CRM were meant for each other. a Social CRM customer engagaement programme that has no link back into the enterprise risks becoming cloistured in whichever department that decides to pick up on it first – thus risking incoherent experiences when a customer interacts with another department for whatever reason. Enterprise 2.0 on the other hand has been about collaboration, but  sometimes it seems that it is just for Collaboration’s sake. What Social CRM brings to the party is a compelling business reason, namely to collaborate for, around and with the customer to better meet desired outcomes.

Social Business as the Business Model

In my opinion the next step is the “Collaborative Enterprise”, organised around understanding customer jobs and collaborating with the ecosystem (customers, employees, partners, suppliers, channels) to deliver on the desired outcomes. This is not about about implementing Web 2.0 technology to make your organisation “Social”, but rather using the means available to facilitate communication and knowledge flows to get the customer job done. Furthermore, it is about organising the enterprise on its road to becoming a customer-driven, customer-focused extended company, and facilitating systemic integration to achieve this – as described by Ranjay Gulati in his excellent book “Reorganize for Resilience“.
It is not about introducing new tools to do business in roughly the same way – only more effectively and efficiently, it is about adapting our business model to become a Social Business so as to take into account changes in the business environment, most notably the advent of the Social Customer.

The Collaborative Enterprise

The “collaborative enterprise” is one such approach of adapting the business model. The basic premise is that it serves as an interaction and reference hub through which stakeholders can collaborate to match expectations with outcomes – mainly of customers, but also all other parties – by first and foremost understanding what these are and putting the mechanisms and processes in place to gather and share insights and act upon them. The idea is not only to “collaborate” with  your customers by interacting and engaging with them and thus glean actionable insights, but  also extend this by collaborating with other stakeholders to combine their understanding with yours so as to provide the desired outcomes such as a satisfactory end-to-end customer experience – presale, sale and postsale, or by shaping your new offering through collaborative innovation etc.

I’d like to add here that your unique understanding of your customers and what their desired outcomes are, form the basis for your competitive advantage. The product you manufacture, I can build in China or wherever far cheaper than you can, the service package you offer I can copy very quickly, but the relation you have with your customers which allows you to meet their expectations – and which draws new customers to you – I cannot readily emulate.

I’ll look at the above in more detail in follow-up posts, let me know whether you want me to look at something in particular. Also please leave me a comment to let me know your thoughts, I’m keen to hear them!





Data-Driven Social CRM

15 04 2010

I have been reading some very interesting books about strategies around becoming a customer-driven organisation and also about the benefits of Customer Engagement Programs (more on that in later posts). In the discussion around Social CRM we agree that it is beneficial to business to engage the Social Customer, but what seems to be more difficult to articulate is the Business Value Proposition – why should a company invest in Customer Engagement Programs in conjunction with CRM? What value is in it for the company and what is in it for the customers? We also talk about the need to move from value-in-exchange thinking to value-in-use. What tangible benefits are there for companies to take a a customer Lifetime Value approach rather than concentrate on the sale? Or simply, how can Social CRM Strategies can provide a significant impact to the bottom line.   

This is where Jim Novo’s book “Drilling Down” got me thinking – hard (and kudo’s to fellow AC-er Mike Boysen for helping me shape my thoughts). Jim Novo’s premise is that the data you have in your systems about your customers will allow you to segment them based on their behaviour and not sociodemographic characteristics and concentrate your resources on those that will bring you the highest value. It sounds kind of like inside-out thinking, but believe me, it is quite the opposite. Rather than concentrating on attrition and win-back of all your customers(which is far more expensive than customer retention), the method he proposes also allows you to pick up on deviation from expected behaviour, use these as triggers and perform what I’d describe as “just-in-time” retention activities to keep the patronage of high-potential or high-value customers.   

 This excerpt is taken from the free chapters of Jim’s book (you can get them here by signing up for his newsletter):   

1. Past and Current customer behavior are the best predictors of Future customer behavior. 

You can predict future behavior based on an understanding of past behavior, and use this knowledge to improve marketing or service programs [based on] actual behavior, not implied behavior.

2. Customers want to win at the customer game. 

They like to feel they are in control and smart about choices they make, and they like to feel good about their behavior. Marketers and service providers take advantage of this attitude by offering programs and communications of various kinds to get customers to engage in a certain behavior and feel good about doing it.

3. Data-Driven programs are about allocating resources.
 
Data-Driven marketing and service programs are among the very few allowing you to accurately measure ROI. [It’s about] reallocating capital with low return to higher return projects or programs, generating higher profits in the process.  

4.Action – Reaction – Feedback – Repeat.

Data-Driven marketing and service programs are driven by creating continuous communications and interactions between the business and the customer, and analyzing these interactions for challenges or opportunities.

This is the example Jim uses to illustrate his propos: 

For example, a win-back program is triggered when the customer defects. Have you switched long distance or cellular providers lately? Did you get inundated with win-back calls begging you to reconsider? “Jim, we just wanted you to know we have lowered our rates.” Yeah, well, thanks for telling me after overcharging me for the past six months! But could they have known I was about to switch by looking at my behavior? 

Sure. If they had looked at the calling patterns of previously defected customers like me, they would have seen a common thread in the behavior.[…] The proper profit maximizing approach is to wait until I look like I’m going to defect, and then call me and offer a lower rate before I defect.

Too late. The customer no longer is one.  

The “Drilling Down” approach is aimed at constantly improving and optimising the value of both the company whilst ensuring a satisfactory customer experience.  

 What I like about Jim’s approach is that they provide a concrete Business Value Proposition for implementing a Customer Retention Strategy that optimises the allocation of the company’s resources by focusing on the most profitable segments – or in Finance speak: optimize the Return On Investment.   And as you probably know, the quickest way to a CFO’s heart is not though his stomach, but through the figures…The only issue is that it requires the company to move away from a quarterly quota model to a customer Lifetime value approach (see the book for more details on this last remark…)  

 Enter The Social Customer  

 In Jim’s example above he focuses on someone who leaves and moves on without looking back. What has now changed the game is that the Social Customer – through her interactions with her peers – can have an impact on the cost of new customer acquisition and as well as on retention, both in a positive and negative sense. No longer is the customer ‘an island’ because of ubiquitous opportunities for peer to peer conversation. These can influence customer behaviour patterns on a world-wide scale and thus adds a variable to the equation to the above that needs to be taken into consideration.  

In a Social CRM strategy, to address the Social Customer whilst at the same time optimising the company’s resource usage and profitability, key to me will be the ability to link the conversations of your customers to the segments you have identified of high/low potential/value. This means that rather than tracking all conversations everywhere and pumping these into your database, you should be focusing on your high potential/value customers Furthermore your understanding of the customers should be aimed at identifying behaviour patterns and triggers within the channels where your customers express themselves and that you can monitor.  The barrier to pick up the phone [or fill in whatever channel you like] can be high for some customers and this can deprive you of the trigger needed to track a deviation and react accordingly. The conversation the Social Customers are having through these public communication means may now provide you with this trigger that you would have missed out on before. And rather than allocate your resources to responding to every person that wants to rant, you can concentrate your efforts on those that you would like to retain (whilst remaining ‘polite’ with those that are not of direct interest of course).  

 Although I realize that this line of though does not address all the opportunities of Social CRM and Social Business Strategies, it is my first attempt at rationalising  and articulating the Business Value Proposition. With a broad stroke of the pen I have put other elements such as peer to peer support, ideation, customer experience programs, open innovation etc. under the header of Customer Retention Strategies, and I do apologize for this.  I will try to work out my ideas in further posts.  

 What do you think? How would you formulate the Business Value Proposition for Social CRM and Social Business.

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