Bertrand Duperrin's Library tagged customerinsight → View Popular, Search in Google

May

2012

How Savvy Marketers Harness Social Data for Product Development

"

Online, we often talk about listening to our customers on social channels to help make content decisions in marketing. Moving to a fully integrated marketing picture for enterprise, using social media to compliment traditional market and product development research only makes sense. The very nature of uncontrolled conversations empowers customers to communicate and yield unthought-of insights and new product directions.

However, most companies are still at the basic point of simply making Facebook and Twitter work, much less mastering content for marketing or social web-wide conversations. In fact, last autumn’s Global CMO Study from IBM confirmed that most enterprises just aren't there yet."

blog.hubspot.com/...a-for-Product-Development.aspx

- Preview

socialdata productdevelopment productdesign design listening data marketing customerinsight

- While 82% of CMOs plan to increase social media use during the next three to five years, only 26% are currently tracking blogs, 42% are tracking third-party reviews, and 48% are tracking consumer reviews to help shape their marketing strategies.
- 56% of CMOs view social media as a key engagement channel, but they still struggle with capturing valuable customer insight from the unstructured data that customers and potential customers produce.
The process can be broken into two main areas: 1) building listening stations and dashboards on relevant topics, and 2) sifting through the data to find actionable intelligence.
7 more annotation(s)...
- Dell’s work with Ideastorm as a crowdsourced marketing intelligence center is legendary, leading to almost 500 implemented products. Going further, as one of the first social enterprises, Dell’s Social Media Listening & Command Center does more than just seek out Dell conversations to comment on. It also drives relevant reporting throughout the enterprise for strategy and product marketing decisions.
- The first critical step in harnessing larger market intelligence is expanding those listening stations to include more topics to drive strategic and product marketing intelligence.
- Dell actively listens to its competitors’ conversation and how they impact larger macro issues.
- A company needs to learn not only how to listen, but also which data points to act on.
- While social data trends can be fascinating, if they are off-topic, they probably are irrelevant. It’s important not to become distracted by shiny objects and to stay on mission.
- Dell provides a series of daily, weekly, and monthly reports based on its social intelligence. Reports cover specific topical or announcement daily reports looking at the size, sentiment, locations, who was leading the conversations, etc.
- “We find our listening and tracking of information on the web is often a 'leading indicator' of a product issue that requires our product teams’ attention, such as the need for a new driver or software fix on some hardware issues that emerge over time

Apr

2012

Unstructured data: Challenge or asset?

"Big data, unstructured data, semi-structured data. Data is all over the technology news, and for good reason. It is overwhelming most organizations; requiring new ways to operate to stay competitive; helping to serve customers better; and bringing new products to market faster. "

www.zdnet.com/...6356681

- Preview

bigdata unstructureddatas customers customerservice customerinsight insights customercentricity data knowledge knowledgecapital

According to a recent IBM Survey of 1,500 CEOs, a staggering number of CEOs describe their organizations as data rich, but Insight poor and voice frustration at not being able to transform available data into feasible action plans, let alone detect emerging opportunities.
9 more annotation(s)...
- Particularly disturbing is the inability of companies to effectively manage customer information coming from social media as well as enterprise systems. A recent Coveo survey of 100 customer service executives showed that 85 percent believe their management of unstructured content will determine how effectively and efficiently they’ll be able to serve customers in the future.
- The movement to customer-centric operations—made essential by the vast choices open to consumers and B2B buyers – requires all departments to draw insight from customer information in disparate sources and to share their findings with other areas
- Organizations may confuse data, information and knowledge. Data is useless unless combined with other data to create information. Knowledge is the human capacity to take action facing a complex situation. Collective knowledge is often the most important asset of an organization, which is why it can be referred to it as Knowledge Capital.
- This ability to gain the necessary knowledge to face a complex situation is accomplished by: a) quickly re-assembling the relevant information from all sources and b) identifying the people who possess the knowledge
- Legacy technology to handle unstructured data often attempts to consolidate the data by moving the data into a “system of record,
- The initial challenges with this strategy are summarized here, however the challenges are multiple. Mercurial, unstructured data:
  1. Is unavailable to users during the time it is being curated
  2. Quickly becomes outdated
  3. Continues to proliferate outside of the system of knowledge
- Importantly, the newly “structured,” unstructured data must be presented in interfaces that facilitate human interaction: allowing employees, customers and partners to navigate and make sense of it,
- Fundamentally, time has a direct impact on the cost structure of an organization. If agents, for example, spend too much time solving issues, it has a direct impact on cost
- From an ROI perspective, it’s straightforward. Better access to consolidated, correlated, unstructured data can cut time spent in knowledge-driven activities in half. If 50 percent of a company’s call center time is spent on knowledge-driven activities and the company spends $100 million per year on the call center, at least $50 million of the budget is associated with people spending time trying to figure out answers to problems. Slashing that time in half saves the company $25 million per year.

Jan

2012

Opposer la démarche processus à l'entreprise 2.0 est un mauvais débat

"Nous entendons régulièrement des oracles prédire que désormais, grâce à la magie du 2.0, le monde de l'entreprise ne sera plus jamais comme avant.

Dans cette nouvelle ère, les structures hiérarchiques s'estompent. Les collaborateurs contribuent spontanément à l'innovation grâce aux réseaux sociaux inter-entreprises (les RSE) et grâce à une nouvelle dynamique coopérative. L'intelligence collective se structure spontanément pour traiter des situations de plus en plus complexes. Les ressources de l'entreprise sont spontanément utilisées à bon escient pour traiter des cas de plus en plus complexes et des situations de plus en plus individuelles, c'est l'ère du « Complex Event Management » et du « Case Management ». Dans ce monde, le client s'exprime naturellement et cette expression est représentative de la pensée de tous. Dans ce monde, le client contribue spontanément, directement ou au travers de l'analyse de ses réactions, à la définition des nouvelles offres de produits et de services."

www.allaboutbpm.com/...eprise-20-est-un-mauvais-debat

- Preview

enterprise2.0 socialbusiness process customerinsight socialnetworks

L’écoute de ses clients sur Facebook, sur les forums, sur son propre site requiert la mise en place de dispositifs industriels pour s’assurer que les billets sont analysés, triés, et font l’objet d’un suivi quand cela est nécessaire (cela s’appelle un processus).
Les RSE ne sont efficaces que si l’entreprise met en place un dispositif motivant les collaborateurs de l’entreprise à contribuer, à partager (par exemple, demander à chaque fin de mission à un collaborateur de publier les enseignements d’un projet, de partager les connaissances acquises), à réagir.
4 more annotation(s)...
- Sans processus structuré, les dispositifs 2.0 sont non seulement inefficaces, mais en plus potentiellement dangereux
- Sans processus structuré, les dispositifs 2.0 sont non seulement inefficaces, mais en plus potentiellement dangereux.
- il faut penser les processus du 2.0 et ne pas croire en la génération spontané de la valeur
- Il n’y a pas d’un côté le monde des processus et de l’autre le monde du 2.0, qui au mieux cohabiteraient et au pire s’opposeraient. Il y a le monde de l’entreprise qui doit adapter ses processus et son pilotage pour tirer profit du potentiel du 2.0.

8 Crazy Things IBM Scientists Have Learned Studying Twitter

"A team of IBM researchers spends their days sifting through Twitter. They use live streams of tweets to develop machines that are smarter than the typical computer, an area of study known as "machine learning."

Using these tweets, they've developed technology that allows a machine to understand that some tweets are just background noise and others are newsworthy and important."

www.businessinsider.com/earned-studying-twitter-2012-1

- Preview

ibm cognos customerinsight twitter sentiment sentimentanalysis

IBM scientists have also come up with ways to measure "sentiment" … to identify which tweets are saying something good about something important and which are saying something negative.
After two years of studying Twitter, their work wound up in an IBM social media monitoring product, Cognos Consumer Insight.