Home
Bertrand Duperrin's Library tagged → View Popular
Matrix: The Four Social Support Strategies
"The challenge is that these teams are unable to scale, even a support team of ten full time folks at Comcast will have a hard time responding to all customers in all social channels. As a result, expect companies to resort to scalable ways to respond to customers, such as:
The Four Social Support Strategies"
-
1) Do Nothing: Use Legacy Support Channels
-
2) Employee Based Support: Employees Respond to Customers
- 2 more annotations...
'The Purpose of a Business is to Create a Customer'
"Packed full of common sense and combined with a strong sense of business’s responsibility to society, two of my favorite Drucker bumper sticker quotes are ‘Knowledge has to be improved, challenged, and increased constantly, or it vanishes‘ and ‘There is an enormous number of managers who have retired on the job‘, which somehow seem to fit together very well."
-
The 200 page report systematically examines trends across 14 industries, to further explore by industry why return on assets (ROA) for U.S. public companies has declined by 75 percent since 1965. John Hagel has fleshed out on his blog a summary of the key perspectives emerging from their industry analysis under the following headings:
* Deterioration in performance is widespread
* Advances in labor productivity fail to improve return on assets
* Innovation, at least as traditionally defined, does not appear to offer a solution
* Traditional measures of competitive intensity understate the challenge
* Worker passion is at very low levels across all industries -
Twentieth-century institutions built and protected knowledge stocks—proprietary resources that no one else could access.
- 4 more annotations...
5 Impressive Real-Life Google Wave Use Cases
"Should you happen to be one of those people, we’ve got a number of different resources that you can use to get up to speed with Google Wave. This time around, however, we wanted to look at how people are actually using it now. From process modelling and customer service, to project collaboration, annotation, and gaming, the examples listed here highlight the power of the newborn medium, and in part, showcase what we can expect as the platform matures."
What is Social CRM and why it is important
"Social CRM is the business strategy of engaging customers through Social Media for building trust and brand loyalty."
-
Research has shown strong evidence that Social Media Engagement correlates to Financial Performance
-
Engagement is more than just setting up a blog or Facebook profile and letting viewers post comments,
Toute approche entreprise 2.0 doit répondre à un objectif d’affaires clair
"Le livre blanc ne cache pas les problèmes du secteur en citant d’entrée de jeu les chiffres de Gartner où l’on apprend que 70% des implantations de logiciels sociaux à l’interne sont des échecs. Trop d’entreprises, selon Socialtext, ont adopté l’approche entreprise 2.0 seulement pour faire partie de la parade. D’où la nécessité d’établir au départ une stratégie avec des objectifs d’affaires clairs qui peuvent être mesurés d’autant plus facilement."
-
Les départements les plus propices à améliorer leurs processus formels avec des outils sociaux sont ceux où les indicateurs de performance sont peu élevés, où tout le monde procède à sa façon sans savoir comment font les meilleurs d’entre eux et où on réinvente la roue au lieu de profiter du travail déjà accompli.
-
Les départements les plus intéressants pour introduire des processus informels de collaboration en ligne sont ceux où les gens ont beaucoup de difficultés à se coordonner quand le rythme de leurs activités devient trop rapide. Les détails tombent dans les craques faute d’un partage efficace de l’information.
- 4 more annotations...
Corporate is playing a new ballgame
"“Recovery will not be restoration of the pre-recession market. Trying to get back to where we were will be like chasing a red herring,” said Jean Martin, executive director of the Corporate Leadership Council of the Corporate Executive Board, a global business research network"
-
A shift in consumer buying behavior will require sales teams to revisit old assumptions about customers and their needs.
-
There is a need for companies to have more agile risk management strategies.
- 3 more annotations...
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.
-
-
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...
7 enseignements sur le community management, par Chris Preuss, VP de General Motors
"Chris Preuss a le titre de VP GM Global Communications. Il a participé la semaine dernière à un tchat sur le blog bien connu Fastlane. Interrogé sur la stratégie digitale du groupe GM, il nous livre plusieurs réflexions enrichissantes.Si les billets sont légions autour du thème "les 10 commandements d'une bonne stratégie sur les médias sociaux""
-
une présence sur les médias sociaux fait partie de la stratégie globale
-
A cela s'ajoute un élément évidemment décisif : l'appui mais surtout l'implication de la direction : "we've gotten huge support from leadership.". En effet, lorsqu'on observe les nombreux invités qui participent aux discussions sur le blog, on voit que le management n'hésite pas à mouiller la chemise : "Fritz is spending several hours a week answering his blog weekly", confirme CP.
- 2 more annotations...
Social Support: Are Companies Teaching Customers To Yell At Their Friends?
Three Opportunities For Companies To Evolve Customer Support
This isn’t just about rise of social tools, in fact, customers have had bad experiences before. The difference? Their voices were just limited to those they could tell in physical proximity. Rather than think of this as a threat, companies should see this as three distinct opportunities:
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.
-
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.
-
With Enterprise 2.0 tools the asset being leveraged is employees. With Social CRM the asset being leveraged is the customer.
- 1 more annotations...
The Social CRM Virtuous Cycle
In this installment of our Social CRM Blog Series, we’ll be turning from “Why” you should be looking at Social CRM to “How” you should think about it for your own organization. For that purpose, Helpstream developed a concept to help visualize this process—we call the Social CRM Virtuous Cycle:
-
Listening is an essential skill for every business function, and Social CRM gives you an unprecedented opportunity to hear what’s being said—both within your own customer community and throughout the broader Web through social monitoring tools
-
Getting the word out is always high on the marketing agenda—Social CRM is a helpful vehicle for doing this. Word-of-mouth begins with your customers. It is important to make sure your marketing is delivering the right words to the right mouths;
- 3 more annotations...
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.
-
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:
-
Finally, as Paul Greenberg has so eloquently put it, Social CRM is “the company’s response to the customer’s control of the conversation.”
- 1 more annotations...
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.
-
What this means is that SCRM is an extension of CRM, not a replacement for CRM.
-
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.
- 1 more annotations...
Exemple d’utilisation de Twitter chez GM
Vous connaissez Twitter, ce fameux outil de micro-blogging qui permet de partager à peu près tout ce que vous pouvez imaginer en 140 caractères… Pour ceux qui ne connaissent pas encore Twitter, cliquer ici.
Ce matin, j’aimerais vous présenter un article de Ralph Bernstein paru sur le blogue Lean Insider… Est-ce que Twitter est un outil Lean ?
Social CRM: Shifting power and rapid burn
The vague terms “Enterprise 2.0″ and “Social CRM” express a collaboration-centric view of business and work relationships that de-emphasizes traditional command and control boundaries in favor of engaging community.
Inside the enterprise, this philosophy promises the opportunity for workers to pool and share knowledge in exciting new ways, using technologies such as blogs and wikis. Similarly, Web-based software such as YouTube and Twitter let consumers band together, sometimes quite unexpectedly, to form massive, ad hoc influence groups.
These changes hold profound implications for the expression of IT-related problems, which become something quite different from the project-related failure we’ve come to know and love (or hate).
Tips on Innovation & Entrepreneurship From Jeff Bezos
Listening to Jeff Bezos, founder and chief executive officer of Amazon, is like going to startup school where you learn that failure is part of entrepreneurial growth. Whenever I have talked to Bezos in the past, the things that have stuck in my head have been his willingness to be wrong and his unflinching abhorrence of the status quo. At the Wired Business Conference in New York City, Bezos reiterated some of those points in a conversation with writer Steven Levy.
-
“You need a culture that high-fives small and innovative ideas and senior executives [that] encourage ideas,” he said. In order for innovative ideas to bear fruit, companies need to be willing to “wait for 5-7 years, and most companies don’t take that time horizon.”
-
His tip on managing during tough times such as those faced by Amazon during the bust was to communicate more with its employees
- 2 more annotations...
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
-
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.
-
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.
- 1 more annotations...
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.
How Knowledge Can Hurt Innovation
How do you break free from the curse of knowledge? Spending a lot of time with customers helps. The more you listen to what the customer says and doesn't say, the more you can make sure that your intuition is attuned to the customer's knowledge base. Recognizing the curse helps as well. Make a regular habit of asking questions such as, "Is this our view, or the view of our target customer?"
-
The basic problem: people who have deep knowledge about a topic sometimes assume other people have that same knowledge. That can lead to major missteps.
-
How do you break free from the curse of knowledge? Spending a lot of time with customers helps. The more you listen to what the customer says and doesn't say, the more you can make sure that your intuition is attuned to the customer's knowledge base. Recognizing the curse helps as well. Make a regular habit of asking questions such as, "Is this our view, or the view of our target customer?"
- 1 more annotations...
Selected Tags
Related Tags
Sponsored Links
Top Contributors
Groups interested in customers
-
IBP_overview
iBusinessPromoter (IBP) is ...
Items: 13 | Visits: 310
Created by: nmstrategies _
-
“Help Wanted” Positions Offered To Your List
If you’re an Entrepreneuria...
Items: 1 | Visits: 40
Created by: Alex Mandossian
Highlighter, Sticky notes, Tagging, Groups and Network: integrated suite dramatically boosting research productivity. Learn more »
Join Diigo