Bertrand Duperrin's Library tagged → View Popular, Search in Google
"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 ?"
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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 ?
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- 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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"I celebrated Euan’s post by reviewing each point through the eyes of a Community of Practice facilitator. Prior to this I touched on one point called "follow the energy", which is what the spirit of social business design or enterprise 2.0 is all about.
A discussion on G+ led to points about control, managing, leadership, and facilitation; which Luis Suarez has kindly summarized."
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Our software at work is called "Communities" as are many other vendors. This can be too narrow or misleading as lots of our so called "Communities" are not that at all, but instead work spaces, task spaces, etc…see here.
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"Thus, many businesses now realize they’ve lost intellectual control over a seemingly galactic number of social media projects and that there is too much duplication, inconsistency, and poor coordination between them. As a result, organizations are seeking ways to consolidate, optimize, and bring focus to their social media efforts. What’s emerging is something that for lack of a better term I’ll call a Social Business Unit. It’s actual name varies in organizations and might just be a group inside Corporate Communications or it could be a full-out, dedicated Social Business Unit that’s been created as a new organizational entity."
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Now, I should be clear that top-down hierarchy and central control is not the name of the game for a Social Business Unit. In fact quite the contrary, and I’ve previously explored why this is with push vs. pull management models and CoIT. Instead, the Social Business Unit is much more of a facilitator that enables local success by providing needed guidance, best practices, coordination, and occasionally actual resources such as community management and social listening.
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There are many benefits to implementing social networking. Here are some of them:
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There are many benefits to implementing social networking. Here are some of them:
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"Overview: Launching and getting up and running is only half the battle when it comes to CoPs. CoP pundits are constantly advocating new social technologies, new processes, and new metrics. But for a CoP (and its members) to thrive requires embracing a few simple organizational change ideas, and making them concrete, authentic, and fun. The “Sustainable Communities Critical Success Factors” do just that. A sustainable Community of Practice (CoP) demonstrates measurable value to both the organization and CoP participants contributing relevant knowledge, and nourishing lasting and productive relationships. Any CoP, by definition, convenes to cross organizational boundaries, to build a shared body of knowledge, and to network. But a sustainable CoP comes together with a shared sense of passion and applies that to practical outputs. While most COPs fade, sustainable CoPs endure:
* Members express a spirit of volunteerism that beyond their personal objectives and “WIIFM”;
* CoP “working groups” generate relevant products that integrate diverse insights; and
* CoP outcomes show up in corporate metrics, and, ultimately CoP ideas influence corporate planning. "
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1. Regular Real-time Meeting
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When we are ready to officially release an email will go out to nearly 8,000 people, but before that time comes we want to be ready.
To tell you the truth I can’t wait till that time, as we can move on to the next phase of “community consulting”, that is, supporting and facilitating leaders of each community.
In fact I think we have piloted too many communities that we can support and guide, as we are too busy developing, so it’s important we jump on this soon before the water gets cold for some people.
With the successful launch of any new product, it always feels like a good time to step back and enjoy the lull before starting the next new project; however, this is the time when the community manager role accelerates rather than slowing.
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Ongoing Facilitation
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- Content Creation
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This is pretty cool and probably the dream of any online marketeers. Community created content is TRUSTED by the community !
But how can you build trusted "bottom up" content?
Its all about how you facilitate the communities !
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1. We need to build a content trust model
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2. We need to build a reputation model
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I meet with the proposed leader and a couple of key members, and we go through everything, then they may or may not talk to their team before coming back to me to finalise.
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Then I ask the leader to pilot the community with a few key members, this way when it’s opened to more people they can visit and read the content and discussions that have already taken place. The idea is to make it attractive and engaging on the first visit.
The other aspect to this is that the community leader and key members will be proficient users and will be empowered to tackle questions by new users. - 6 more annotation(s)...
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