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John Battelle, the founder and executive chairman of Federated Media Publishing, explains in this interview what it means to understand content not as a constellation of sites, but as a system of conversations – and looks at the implications for marketers. "
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There's a yin and the yang of the Internet – a circulatory effect between Facebook or Twitter or Google, and the Independent Web, which has generally meant blogs or semi-professional sites.
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At this point, marketers have pivoted: they're not just putting their marketing next to content, but actually creating content themselves – or underwriting the creation of content. And then they encourage the sharing of that content and creating ecosystems where that content circulates. T
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"This morning I am presenting to the Council of Chief Privacy Officers in Montreal. My subject is social media in the enterprise and particularly why they are good for business. The presentation includes examples and links to social media policies."
"L’histoire de l’entreprise entre dans sa troisième ère. Après l’ère primaire de la machine, puis l’ère secondaire des systèmes d’information, vient la troisième ère, celle des réseaux sociaux"
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Si l’on se place sous l’angle de l’élément créateur de valeur, les trois ères successives sont l’ère de la machine, l’ère de l’information, et l’ère du dialogue. Si l’on choisit le point de vue de la place de l’homme, les trois ères successives sont l’ère de l’homme-outil, l’ère de l’homme-énergie, et l’ère de l’homme-valeur.
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ce qui a donc créé l’Entreprise, c’est la démultiplication exponentielle de la capacité de production de l’homme par la puissance mécanique apportée par la machine. Machine par essence mue non plus par le muscle, mais par la vapeur.
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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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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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