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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."
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Research has shown strong evidence that Social Media Engagement correlates to Financial Performance
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Engagement is more than just setting up a blog or Facebook profile and letting viewers post comments,
Maximizing Business Value from Enterprise 2.0 through Fun & Motivation
"I am a strong believer that organizations, should focus and facilitate the use of these tools in order to maximize organizational benefits. To drive value, I've often referred to the engagement factors and in this post I wanted to focus on ons of the factors, "Motivation".
How do we address motivation? Do we adopt the "build it and they will come" approach? No. But what about Wikipedia? it seems like complete "self-organization" has made it successful. But consider that only 1% of the people who visit Wikipedia actually contribute content. That's alright with a population set of the world, but 1% of your company may not be enough and if you have specific objectives you may need to motivate others to participate"
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In fact, bigger incentives causes worse results for cognitive tasks.
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Fun, as a design principle shouldn't be overlooked as it impacts the application design from look and feel, through context, content and process. It also should be addressed when designing events leveraging social computing technologies
Social Media Strategy Framework in 11 languages
"Given the extreme popularity of our Social Media Strategy Framework, we decided to translate it into other languages. The translations have been serialized on my blog over the last couple of weeks, and here they are compiled into a single post."
Missing Voices: Why Employees Are Afraid to Speak Up At Work
"So why aren’t employees speaking up? And when they do, what are they saying, and to whom? And what’s the danger to the company when it’s not listening to employee voices?
Burris sought to answer these questions in an ongoing study in which he and his colleagues are surveying more than 3,000 employees at 11 different credit unions around the country about their experience in speaking up at work."
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“There’s lots of research that shows when employees don’t feel involved in the workplace, they tend to withdraw. They don’t engage in all the extra activities that aren’t required for the job, such as helping a coworker, staying late or taking on extra responsibilities. It’s not the formal, required part of the job, but it’s certainly necessary for the organization to succeed.”
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Many employees say they don’t speak up to their boss because of fear of repercussions. But are workers just being paranoid? Burris’ research says no.
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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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Why Your Employees Act Like Employees
People follow their leader's example. Have you looked in the mirror lately? Do you use a respectful tone when interacting with your employees and customers? Does your summer wardrobe look more like cruise wear than business attire? Take a close look at yourself, before passing judgment on others.
Launch of Social Media Strategy Framework
Today we launch our Social Media Strategy Framework. This provides guidance and a frame on how organizations can approach engaging with social media, following in the tradition of our highly popular frameworks such as Web 2.0 Framework, Future of the Media Lifecycle, and Influence Landscape.
An alternative way to define IT project results
IT projects need define a combine the engineering work to be done and the results that they create. Doing so requires more than giving the project a business based name. Here are a few steps for an alternative way to define an IT project.
Combining these three ideas, when companies pay to execute a project, it’s not the project they want, it’s the result. They want more revenue generating customer relationships, not processes around a CRM system or even the capability to look up customer names. What they want is the result.
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First, companies don’t pay for activities, they pay for results. As explains in the blog post http://blogs.gartner.com/mark_mcdonald/2009/06/30/activities-vs-results—the-difference-makes-all-the-difference/From this post.
Second, those results come from changing capabilities which are a more powerful definition of the business. So it’s the capability people want. http://blogs.gartner.com/mark_mcdonald/2009/07/02/capability-is-more-powerful-than-process/
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Results can be defined in the following ways:
How Cisco uses Social Media
Gibson opened her talk with a statement that captures the essence of social media at Cisco.
“In a world where everything is open, we value openness and transparency.”
There are three ways that Cisco uses social media especially blogs to drive customer engagement:
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While Cisco is very focused on ROI, there are no standard metrics, so it uses a variety of metrics. For example: they look at the free media impressions from social media activities and measure how much does that would have cost them to assess cost savings. However, since social media is resource and management-intensive, the cost for it is still fuzzy.
HR 2.0: Talents manage their careers alone while corps are blind
Times are changing. There’s no doubt about the fact that corps must change too, because employees (particularly younger ones) already did…And if you’re not able in your HR function to understand their moves and these new behaviors, you’ll be “out of the market” for them, leading you to fights, misunderstandings, and desertion. Human resources like stocks? No. But like assets, yes, and the ability to move with them empowers your role and the trust they’ll have, to drive their career (tip: zapping behavior is normal today, there’s no “career plans” anymore, in long term, by crisis and unknown situations). Even if you’re dealing with this, let’s consider it IN the corp, vs moves to competitors. Could you accept giving assets for nothing to competitors? No. Why would it be different with executives…?
The Pitfalls of Community Management
Top pitfalls to avoid while managing a community:
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1. The community is failing to engage with its members.
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2. Overtly pushing a brand message or product to community members.
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Gary Hamel’s Management 2.0 : Moonshots for Managers
If you’re a professional manager, here’s a question for you: What’s the obstinate, knotty management problem you’re working to solve—the one that bedevils your organization, that lies beyond the boundaries of best practice, and has no obvious solution? In other words, are you working on anything that might advance the state of the art in a fundamental way? Are you aiming to fundamentally improve the technology we use to mobilize human resources to productive ends—that is, the technology of management? If no, why not?
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Adaptability: In a world that is all punctuation and no equilibrium, organizations of all sorts must become as adaptable and resilient as they are focused and efficient. The problem: Typical management processes reflexively favor more of the same and discourage pre-emptive change.
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Innovation: In globalized markets, where companies must compete with “everyone from everywhere for everything” as the 2008 book “Globality” puts it, across-the-board innovation is the only protection from the Schumpeterian winds of creative destruction. The problem: Most management processes were built to promote conformance and alignment rather than contrarian thinking and bold experimentation.
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Nouvelle génération, nouvelle relation
La relation entre les jeunes employés et leur employeur n'est plus la même. L'arrivée de la génération Y bouleverse les façons de faire des entreprises.
Gensler Survey Measures Connection Between Workplace Design and Business Performance | Dexigner
Companies providing workplaces that are more effective for knowledge work are seeing higher levels of employee engagement, brand equity, and profit, with profit growth up to 14 percentage points greater than those with less effective work environments.
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Our research indicates that if organizations provide work settings that support today's dynamic ways of working, they can reduce real estate and improve their company's performance at the same time - they can do more with less."
Social media can drive employee engagement
When your employees know that your customers hate your company it can turn any work place into a toxic cesspool of dissatisfaction. Who wants to work for a company that is always seen as doing wrong and having to justify oneself?
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By using social media you break down the wall, or at least punch holes in it so people can see through, remember to succeed with social media you need to act like a human, not a corporate robot. Below are my thoughts on how using social media will effectively addresses each one of Hertzberg’s motivation factors.
Research brief links engagement, business improvement to internal use of Web 2.0
# 52% of organizations that adopt blogs, wikis, and social networking tools (among others) achieved best-in-class performance levels compared to 5% for those that didn’t. (Note to Aberdeen: I would have liked a definition of “best-in-class.")
# The same tools were used within organizations that achieved an 18% year-over-year improvement in employee engagement. Companies that didn’t use these tools grew engagement by a mere 1%.
Gartner Asks - Are You Generation X, Y or V?
There are four levels of engagement in this new Generation V. Each level is related to the extent to which a customer engages with other customers and the level of engagement a business must have to enable them:
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What Are The 5 Social Business Factors? | socialutions
The Five Factors (Enrichment, Empowerment, Engagement, Enablement, Enticement) previously discussed are the vocal point of transformation for today’s business leaders. These five factors represent the new business paradigm of the networked world.
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