Using social software to reinvent the customer relationship | Enterprise Web 2... - The Diigo Meta page

• 20 Aug 09
  

  Emanuele Quintarelli

  brethren

  dion hinchcliffe enterprise 2.0 2009 dell helpstream lithium CRM Social CRM zdnet.com

• 19 Aug 09
  

  Bertrand Duperrin

  For its part, Social CRM paints a vision of creating a deeper and more engaging community-based relationship with your customers, instead of the traditional approach of managing them, in a very Cluetrain Manifesto way. Part online community, part crowdsourcing, part customer service, Social CRM can create an emergent, collaborative online partnership with customers that can result in an array of improvements to business performance.

  socialcrm crm customers collectiveintelligence innovation crowdsourcing

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  • Customers must be able to create an identity and perceive other customers, as well as individual workers, and be able to interact with both types of parties in a Social CRM environment.
  • 3 more annotations...
  • • Social CRM becomes more strategic when there are participation mechanisms that are driven by the specific needs of the organization or its customers. These might include social customer support, competitive contests, innovation/prediction markets, or joint product design, perhaps with finely tuned controls (such as Kluster).
    • Good Social CRM tools will make sure that the directed activities of a Social CRM environment are accumulated, discoverable, and reusable.
    • However, the biggest issues in adopting Social CRM is not the technology, not the tools, and certainly not the customer. It’s changing the mindset about what CRM is all about
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  Devin Henkel-Legare

  social strategy crm

• 

  xitobal none

  CRM entreprise2.0 web2.0 naviwatt technologies

  • Far from being just for the benefit of the business however, with Social CRM customers tend to 1) be much more in control, 2) are in sustained contact with the organizations they care about, and 3) can use self-service, mutually visible participation, collective history, and peer relationships to assist each other as much — and often much more — than the classic CRM model ever could
  • For example, these new Social CRM tools will let anyone ask a question publicly and anyone else in the community (customers or employees) answer it. Or provide a means to let new ideas flow in from the community in a very Dell IdeaStorm fashion. The question of who decides what the right “official” answer is, or which ideas will be selected and how non-employee submitters will be compensated are currently hard questions to answer for many organization
  • 4 more annotations...
  • • • A social environment. Customers must be able to create an identity and perceive other customers, as well as individual workers, and be able to interact with both types of parties in a Social CRM environment.
    • Customer participation mechanisms. While discussion forums are very open ended and can be used for many types of participation, Social CRM becomes more strategic when there are participation mechanisms that are driven by the specific needs of the organization or its customers. These might include social customer support, competitive contests, innovation/prediction markets, or joint product design, perhaps with finely tuned controls (such as Kluster). I suspect the best Social CRM tools will have pluggable participation “apps” that let third parties offer rapidly deployable, industry specific architectures of participation — very similar to Apple’s successful App Store — but aimed at lightly structured customer participation scenarios.
    • Shared collective intelligence.Web 2.0 applications are most successful when they create a shared repository of information created by the joint participation of its users. Good Social CRM tools will make sure that the directed activities of a Social CRM environment are accumulated, discoverable, and reusable. The artifacts of this activities are likely customer problem resolutions, product improvements, sales opportunities, etc. In other words, “relationships that get better the more people use them” would be a good way to paraphrase one of the key mantras of 2.0 applications in a CRM context. Incidentally, this will be a primary way that traditional organizations will build successful network effects, the new measure of competitive effectiveness and market share in the 21st century.
    • Mechanisms to deal with conversational scale. There is still a fear that deploying social tools to interact with online customers en masse will create unexpected costs or overhead as thousands — and in some organization’s cases — millions of customers try to engage with them. Since most existing social media tools are often not designed explicitly to deal with this, this is an area where Social CRM tools will hopefully shine. SLAs that guarantee that customers eventually get a response if the community at large doesn’t or tools that bucket identical inquiries together as well as other scaling mechanisms will be essential for Social CRM to produce effective results.
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  Frank Hamm

  social-software Enterprise2.0 dion-hinchcliffe crm social-crm community cluetrain

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  Jesus Hoyos

  zdnet.com reinvent social crm

• 18 Aug 09
  

  Workcolab .

  crm social crm must read zdnet.com

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