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May
14
2012

"In his provocative book The Paradox of Choice, Barry Schwartz's warns that giving consumers more product choices actually lowers their purchase satisfaction. Schwartz reasons that having too many options makes us fear missing out, which causes anxiety, analysis paralysis and regret."

customer customersatisfaction brands decision cognitiveoverload informationoverload

  • consumers are actually overwhelmed, unable to effectively process the flood of product information and choices.
  • These are the behaviors of overwhelmed shoppers who struggle to process information and unnecessarily agonize over otherwise trivial purchases. The problem is cognitive overload — the result of excess demands on our cognitive powers that lead to poor decision-making.
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Apr
17
2012

"In today's competitive landscape, customer service is more important then ever. Conversations now echo across sites such as Facebook, Twitter, LinkedIn, and other social media neighborhoods. It's leveled the playing field, enabling businesses of all sizes to interact directly with customers like never before. And because the voice of the consumer has never been more powerful or influential than in today's marketing paradigm, it has the potential to spread virally in an instant."

customer customerservice socialcustomer socialmedia

  • Over 58 percent of tweeters who have tweeted about a bad experience have never received a response from the offending company.
  • 55 percent of consumers expect a response the same day to an online complaint - yet only 29 percent receive one.
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"A Digital Consumer Survey conducted by IBM has found a “dramatic” increase in the adoption of digital devices and content over the past four years."

study consumer customer socialcustomer digitalconsumer

  • age is becoming a less clear cut delineator of digital adoption with 65% of those aged 55-64 indulging in web browsing and texting whilst watching TV.
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  • IBM survey identifies four ‘digital personalities’ for consumers
Apr
5
2012

"In The Social Psychology of Organizing, Karl Weick exposed the theory of enactment, stating that organizations were fundamentally an abstraction of the reality, essentially brought to life through management’s narrative. In that sense, changing the way we work requires much more than technology and the empowerment of knowledge workers. Taking a broader perspective, and looking at organizations, not only as a production and profit-making machines, but as center of a part of human activities mainly taking place in cities, sheds a different light on the role and nature of what we call social businesses."

socialbusiness work citizenship workplace customer customerrelationship

  • Drawing a parallel between the evolution of the city and the one of the workplace is of course tempting. The industrial era has rationalized space, productivity has got rid of shapeless shops and offices to implement neat open spaces, large passageways and functional lines of production. I might push the analogy even further: a majority of companies still operate in a Modernist-like manner: managers are the workplace equivalent of continuous commuters (the dark side of mobility), and knowledge workers populate impersonal open spaces or tentacular alignments of cubicles
  • Starting in the middle of the seventies, the post-modernist movement rejected the utilitarian view of post-war urbanists, aiming at integrating new constructions into the context of the city, and at reconciling the main human activities within the same space
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Mar
21
2012

"By tapping into the knowledge and enthusiasm of thousands of longtime users of its products, Lego has been able to enhance its product offerings — without increasing long-term fixed costs."

communities lego casestudies collaboration customer innovation

  • As Lego managers became more aware of innovations by the company’s adult fans, the managers realized that at least some of the adult fans’ ideas would be interesting to the company’s core target market of children
  • In 2005, Lego created the Ambassador Program to provide a fast and direct way for the company and its fans to get into contact with one another. The program has provided considerable value to both sides.
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Mar
19
2012

"Yesterday I was part of an excellent discussion on why customers are mad as hell. This Focus.com Round Table was moderated by Josiane Feigon featuring Koka Sexton, Matt Heinz and Rebecca Morgan.

Current customers are angry because the environment has changed. People expect timely help and especially when they are in a buying cycle or already customers.

Rebecca Morgan pointed out that people are already irritated with the economy, their jobs and any number of other external forces that add stress to their lives. Having a bad experience with a company or a sales person just gives them an outlet."

customer socialcustomer customerexperience salespeople sales inteliigence salesintelligence buyingprocess salesprocess

  • Customer 2.0 has had it with outdated sales tactics, and they’re just not going to take it anymore. This independent, busy, distracted, and opinionated buyer has something to say and it’s time for salespeople to listen, understand, and know how and why they make decisions.
  • 70% of the buying process happens online. What this tells us is that customers are doing their own research, starting and engaging with conversations online that can help them with their issues.
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Feb
22
2012

"Radical levels of customer service, which account for an average of 75 percent all customer interactions, threaten to undermine the customer's affinity for brands in 2012, according to Gartner, Inc. It is critical for customer service organizations to figure out how to harmonize customer service processes that sometimes happen with a human support agent, sometimes through self-service and sometimes by peer-to-peer community networks"

customersupport customer customersatisfaction P2P communities virtualassistant

  • By 2014, organizations integrating communities into customer support will realize cost reductions ranging from 10 percent to 50 percent.
  • By 2015, 50 percent of online customer self-service search activities will be via a virtual assistant for at least 1,500 large enterprises.
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Feb
21
2012

"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."

socialcrm customerservice stores experience customer customerengagement touchpoints

  • 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).
  • 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)
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Feb
14
2012

"es premiers résultats montrent que les modèles d’affaires peuvent aujourd’hui être l’objet d’un certain nombre de ruptures, mais aussi que le modèle de pilotage des processus de gouvernance, voire des formes de leadership dans l’entreprise, peuvent être largement impactées par l’irruption du numérique. Deux dimensions que l’on se propose de traiter, à la fois la stratégie et gouvernance"

lean enterprise2.0 socialbusiness strategy governance process culture taylor IT collaboration innovation complexity customer customerfeedback customerexperience

  • Pour ceux qui ne se souviennent plus, le management scientifique, c’est « Breakdown and Specialize », « je décompose et je spécialise »
  • La complication peut être attaquée par la réduction. La complexité, ce sont tous les liens qui font que l’on ne peut plus réduire. Dans le monde du 21ème siècle, on va devoir travailler autrement, on va devoir passer du compliqué au complexe.
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Feb
13
2012

"

Social media is too often a marginal activity that people are happy to leave up to a dedicated team elsewhere in the organization, rather than embedded in everything we do. This post looks in particular at how social media techniques can be applied to the process of product creation."

socialmedia productdevelopment customer customerfeedback socialresearch research ideation prototyping social BI

  •  

    Social Research. It’s now easy to find data about new opportunities, such as customers complaining about business problems or competitor products. And it’s easy to get customer feedback on problems with our own products.

  • Ideation. One of the most painful parts of any product creation process is prioritization – we can never make a “perfect” product. There will always be some compromise in terms of functionality or cost. New ideation platforms, such as SAP’s Idea Place offer an opportunity to ask customers and potential customers to give their feedback directly on possible new features and what compromises to make.
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Dec
27
2011

"Also, truthfully, I’m kind of uncomfortable with this post too. While I’m pretty sure my conclusion is right, I’m not entirely at ease with what it took to get there. I’ll leave it at that. So I reserve the right to treat this as a work in progress.

Also, Part II of this post is on PGreenblog here. The actual “predictions” are there. This part is the explanatory justification for what I see as the shifting of the dynamics in the (social) business world."

crm socialcrm customer socialcustomer customerengagement loyalty engagement systemsofengagement

  • First, It doesn’t mean the era of customer intimacy though that is an optimally desired “condition” for a company’s view and relationship to its customers
  • It also doesn’t mean customer loyalty.
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Dec
6
2011

"A well-managed loop that links customer experience feedback with recommendations on social networks like Facebook, Twitter, and Yelp, can boost service quality and operational performance, increase traffic and create more happy customers — people who crow about a retailer online for free, turning their friends into new customers too."

customer customerexperience CEM advocacy customerservice socialcrm operations advertising retail

  • Finding customer advocates isn't the only goal. Unhappy customers need to be channeled through a "customer rescue" process to help solve problems and mend relationships, and provide feedback on problems for operations to solve.
  • The advocate process is proving far more powerful than regular social network advertising. T
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Dec
1
2011

" Vous ne pouvez pas construire une stratégie différenciatrice basée sur des données historiques. La satisfaction et la fidélisation client sont certes essentielles au succès d’une entreprise, mais aujourd’hui ce n’est pas suffisant. "

customer customersatisfaction experience


  •  
     
     
     
     
     
     
     
      Offrez-leur des expériences extraordinaires.
  • Les entreprises doivent faire de leurs clients des « super fans » et non pas exclusivement des clients satisfaits. Pour avoir des « super fans », n’hésitez pas à être transparent. Les clients échanges entre-eux via les réseaux sociaux et les communautés, il est donc inutile de faire taire les détracteurs.
Nov
29
2011

"These days, customer service seems to be a contradiction of words and intentions. Year after year, customers are appealing for attention, efficiency and a communicated sense of being appreciated. After all, what is the value of customer acquisition if retention itself isn’t valued? Now with social networks becoming the preferred channel of communication among connected consumers, businesses are losing ground and faith. The reality is that customers will share their experiences whether positive or negative and they will influence the decisions of others. The question is, how are you changing your service model to shape and steer experiences that deliver value to customers and also back to your business?"

socialmedia customerservice customercare socialcrm crm customerexperience customerengagement engagement customer socialcustomer NPS SPS

  • On either end, social media and customer service are either established or developing within the organization. While each exist, they do not naturally co-exist in regards to process, systems, vision, or collaborative workstreams.
  • Social media essentially exists within its own silo and is largely disconnected from other divisions.
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Nov
22
2011

"L’idée de cette étude est simplissime : les 5 attentes majeures exprimées systématiquement par les consommateurs (Facilitation, Transparence, Confiance, Humilité et l’émergente Prévenance) sont-elles parfaitement, partiellement ou faiblement intégrées par les experts de la relation client ?"

service customer customercare customerservice facilitation procedures processes personalization trust transparency

  • les 5 attentes majeures exprimées systématiquement par les consommateurs (Facilitation, Transparence, Confiance, Humilité et l’émergente Prévenance) sont-elles parfaitement, partiellement ou faiblement intégrées par les experts de la relation client ?
    • 33% des experts y font référence, et cela donne lieu à un discours bien alimenté autour des thématiques suivantes:
       
      • La capacité de l’entreprise à s’affranchir des procédures, à se rendre flexible. 
      • La nécessité de personnaliser au maximum la relation. 
      • La prise de conscience du besoin d’hyper réactivité du consommateur, et la façon d’y répondre. 
      • La capacité à se démener, à se ‘plier en quatre’ pour satisfaire la demande client.
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Nov
14
2011

"Paying attention to customers seems like such a fundamental thing. So why do so many companies do it so poorly? How do companies lose touch with their customers, and lose their grip on the realities of the marketplace?"

customer growth opportunities strategy competition rigidity culture casestudies IBM Apple Sony Starbuck GE Kodak xerox customercentricity

  • Without question, customers are the single biggest factor in any company’s long-term growth and profitability. And yet, as companies grow, distractions multiply. Success can create such a dazzling array of opportunities that companies try to capitalize on too many of them, over-expanding and diluting their offering
  • Caught up in whirlwind growth, some companies become distracted by a landscape of opportunity and try to do everything just because they can.
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Oct
12
2011

"The concept of waste has lately been transferred from manufacturing to other practices such as product development. According to lean principles, when a development project is started, the goal is to complete it as rapidly as possible. In a sense, ongoing development projects are just like inventory sitting around in a factory. Design and prototypes are only valuable when (paying) customers are involved."

LEAN waste processes customer customerinvolvement communication networks agility agilebusiness unpredictability conversations dynamicprocesses dynamicbusiness

  • People are used to lean thinking when it comes to technology and processes but it is still very rare to look at taking waste out of communication. Many managers still trivialize the power of conversation. They think that social interaction issues are soft compared to the hard issues of technology and process.
  • We still don’t understand that work is communication: we live and work in a network of conversations. Being lean means understanding that conversations are never neutral. They always affect the quality and pace of the outcome. Communication either accelerates or slows down. Communication either creates value or creates waste. Communication can create energy and inspiration or take energy away and reduce inspiration.
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Sep
30
2011

"After reading the ERP paradox by Kailash Awati, I had that “Oh yes” feeling of recognition: someone was hitting the nail right on the head here.
Standardisation is a myth, especially when you go global. There are two simple reasons for that: customer demand and business supply"

standardization customer diversification

  • The answer is easy: the closer we come to the end consumer, the wilder the diversification gets
Sep
19
2011

"Imaginez qu’une partie de votre salaire dépende de la satisfaction de vos clients. Si vos clients utilisent massivement votre site Web pour acheter vos produits et services, votre préoccupation sera alors de détecter les dysfonctionnements qu’ils rencontrent, et de les corriger le plus vite possible. Au-delà de cette amélioration continue de l’expérience client, vous souhaiterez aussi dialoguer avec vos clients et innover avec eux pour mieux répondre à leurs attentes. C’est la mission confiée à la LoveTeam de Voyages-SNCF.com que j’ai eu l’occasion de rencontrer."

socialcrm customer customerrelationship casestudies SNCF Loveteam NPS customersatisfaction

  • La mise en place de ce type de dispositif suppose de faire de la satisfaction des clients un enjeux partagé par tous les collaborateurs de l’entreprise. En effet, les clients rencontrent toutes sortes de difficultés en ligne
  • La LoveTeam est ainsi née de la reconnaissance de l’importance de la satisfaction client, en complément du suivi des ventes. Et pour cela, il était nécessaire de combiner les efforts de trois métiers : la relation client, la technique et le marketing.
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I think trying to define something is a very good exercise to understand what you are dealing with or what you are trying to do it for. It also helps to communicate internally. And regardless of what many say, I don’t think there are enough definitions of (Social) CRM, at least not good ones.. But that is a personal opinion, not relevant to today’s post.

socialcrm process strategy philosophy mindset capability technology practices performance customer relationship

  • I think trying to define something is a very good exercise to understand what you are dealing with or what you are trying to do it for. It also helps to communicate internally. And regardless of what many say, I don’t think there are enough definitions of (Social) CRM, at least not good ones.. But that is a personal opinion, not relevant to today’s post.
    • Regardless of the definition you’ll read or try to tweak, it will be one that fits into the following 6 (valid and viable!) concepts of CRM:

       
         
      1. (Social) CRM as a process (or function)
      2. (Social) CRM as a strategy
      3. (Social) CRM as a philosophy (or mindset or logic)
      4. (Social) CRM as a (cap)ability
      5. (Social) CRM as a technology
      6. (Social) CRM as a practice (or as practices)
      7.  
       

      OR, as a combination of all or some of the above concepts, in a non-alphabetical order.

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