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The 'social enterprise' comes of age
"My take. The promise of convergence between consumer social computing and large-scale enterprise technology is at hand, making this a vibrant and creative time. As definitions of consumer and enterprise blur, future success belongs to vendors that innovate and adapt to evolving perceptions around what “enterprise” actually means."
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Chatter introduces an important concept of software that combines messages from machines with status updates from people in a simple interface.
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Chatter’s ability to create feeds for not just people, but content and applications is both its unique feature and its most important benefit
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Social Software 2.0: Enterprise Process Ubiquity
"In talking with people about the Enterprise 2.0 industry, I like to insert yet another versioning number scheme:
* Social Software 1.0
* Social Software 2.0"
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Social Software 1.0 is the “Tools Era”. Put these collaboration and information sharing tools in place, then let the benefits flow. And the benefits do flow.
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Here’s how I define Social Software 2.0:
The integration of collaboration, increased findability, social networking and crowdsourcing into core enterprise activities requiring defined workflows, specific user sign-offs, results measurement and role-based access.
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Using social software to reinvent the customer relationship
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.
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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.
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Would You Manage CRM with a Wiki?
"In the recent Gartner Social Software Hype Cycle, analyst Anthony Bradley introduced a new category, Activity-Specific Social Applications:
“As social software implementations mature, application patterns are evolving, and the software industry is responding with activity-centric social application offerings rather than with generic social software capability suites. Delivering a targeted social solution with a general purpose social tool (such as wikis and blogs) can involve significant development, configuration, and templating effort.”"
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Bradley has identified the next opportunity in enterprise social social software. Integrating the valuable characteristics of social software into the in-the-flow activities that make up our days.
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What Social CRM means for the IT Department
Though the theme of today’s meeting is “Is Social CRM for Real?”, I suspect that many of the people at today’s meeting will actually be thinking “What exactly is Social CRM and what does it mean to me?” Of course this question has been asked and answered in a number of blog posts by various members of the SCRM community, but the perspective of the IT department has been largely ignored. So in preparation for today’s meeting I thought I’d take a pass at trying to explain what Social CRM means from an IT department perspective.
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From a business systems point of view, becoming a socially-driven business requires that you re-think and re-engineer your business systems and processes in order to take advantage of Web-based social tools, technologies, and concepts.
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With Enterprise 2.0 tools the asset being leveraged is employees. With Social CRM the asset being leveraged is the customer.
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Introducing Our Seminal Series On Social CRM
Is Social CRM a true paradigm shift or just another channel like email, chat, KB, kiosks, and the like? If it’s just another channel, we can continue business as usual by simply adopting Social CRM without any major change in our strategy for engagement. However, if it’s a paradigm shift, we need to reevaluate our overall strategy. Understanding this distinction is critical in laying our plans to deal with the new social breed of customer.
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This is the era of the Social Web and all things 2.0. This is an era in which the very dynamics of the relationship between customers and their vendors have changed radically. Finally, the customer really is always right. Worse (from the vendor's perspective), that customer is now equipped with a mighty megaphone with which to tell everyone who is interested in hearing what they like or dislike about their customer experience. That's right, not just about the products, but about their whole experience:
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Finally, as Paul Greenberg has so eloquently put it, Social CRM is “the company’s response to the customer’s control of the conversation.”
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Salesforce Pushes Social CRM Technology –But Don’t Expect Companies To Be Successful With Tools Alone
Salesforce launches a new set of social apps that make CRM connected to the social web. So what does it mean?
Salesforce’s Twitter integration and application launch helps brands monitor what’s being said. Yet despite the fanfare, the application lacks a pre-determined way to identify the profiles of Twitter profiles and primary keys within the CRM database. Secondly, the system doesn’t provide a default setting to prioritize the influence (such as more followers) vs a profile with few followers –limiting the ability for brands to prioritize their support offerings.
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Despite Salesforce’s technical announcement, this doesn’t mean success for their customers. Technology is only 20% of any enterprise change, the other 80% is culture, process, roles, and strategy change –key requirements that Salesforce is not equipped to provide.
Time to Put a Stake in the Ground on Social CRM
First, there seems to be a consensus on the definition already. We all agree on its general characteristics. We see it as the use of social and traditional CRM tools and processes to support a strategy of customer engagement. Or some permutation of that.
Second, there's too much other work on Social CRM to do. Its time to start figuring out and documenting the business models, policies, practices, processes, social characteristics, applications, and the methodologies that we need to actually carry it out. There is some great work going on in those Social CRM areas already with folks like Graham Hill, Denis Pombriant, Thomas Vander Wal, Brent Leary, Prem Kumar, Chris Carfi, Bill Band, Natalie Petouhoff, Mike Fauscette, Michael Maoz and Ray Wang, among others (please forgive me if I didn't mention you. There are many others). But we need to create a repository for all this work - and an institution that can represent it agnostically. Right now, the body of practice out there is all over the place. Even with this, the work on Social CRM's "how" needs a dramatic escalation now.
So, I'm providing one last aggregate look at what I see Social CRM to be. When the 4th edition of CRM at the Speed of Light comes out, you'll see a lot of the what and how in that nearly 800 pages. This is the condensed - black hole condensed - version of that.
I hope that I'm reflecting the consensus. If not, I'm sure the discussion will go on. But as far as I go, I'm interested in the more substantive discussions on what we actually have to do - not how it differs from traditional CRM nor what we're talking about when it comes to "social" and whether or not we are going to call it CRM 2.0 or social CRM.
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What this means is that SCRM is an extension of CRM, not a replacement for CRM.
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SCRM differs from Enterprise 2.0 though is integrally related to it. Enterprise 2.0 is organized around increasing the productivity of the workforce in all that it does utilizing new collaborative tools to do so. It uses those tools to aggregate and organize information and systems. However, though different, Enterprise 2.0 is integrally related because part of that improvement in productivity increases the effectiveness of employee-customer interactions.
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The Social C.R.M Iceberg
Greg Oxton from the Consortium for Service Innovation (CSI) shared with me a model for understanding how engaged enterprises really are:
* 1% of customer conversations are assimilated as organizational knowledge
* 9% of customer conversations touch the organization, but no learning occurs
* 90% of customer conversations never touch the organization
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But before you leap into reinventing your processes for transformative value, step back. You can't collaborate with your customers before you learn to collaborate with your employees. In the spectrum of risk taking, its best to deploy from the inside-out.
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Fundamentally, they only way we can find information is with each other, and with each other it can be knowledge. Search returns relevant results. Relevancy is good, it saves time. But it differs from answers. Information has no value until it informs a decision, and when it does, you can measure its value. Answers can come from your own judgment upon information, which is only truly possible with information in social context, but you should at least leverage the judgment of others.
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Humanizing the Employee, then the Customer
My CEO often says you can't collaborate with your customers until learn to collaborate within your company. This is where I think the humanizing begins. Without the right people, process/practice and technology within the edge of your organization, your edge will be jagged when building trust with customers.
The Content Economy: How to successfully implement social software company-wide
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Different groups will find value in different ways
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Enlisting energetic evangelists in their respective geographies and divisions is critical
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Oracle skins CRM with social networking | Software as Services | ZDNet.com
Here’s an interesting new take from Oracle CRM, launched today: build social networking into the applications enterprises already use.
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