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"‘Social business’, as IBM deems it, can benefit Human Resources, Customer Services and Product and Service Development.
The key benefit for each area is the improved levels of communication. For HR the increased speed of conversations will result in improved quality. Furthermore the use of social media will result in reduced employee travel and staff training – due to an ease of access to internal knowledge."
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The successful business of the near future will be one that harnesses this trend to deliver improvements in products and services, as well as the customer and employee experience. At the same time, it can expect to realise substantial efficiencies in its business.”
"Yesterday Ben Horowitz published a solid post "When Employees Misinterpret Management," which should have been titled "When Management Misdirects Employees."
He gives three examples, the most fun of which is him trying to get his sales team at Opsware -- the company he and Marc Andreessen famously rode through the bust to a huge, huge win -- to not cram all their sales into the quarter's last week."
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I've long learned to embrace this dynamic at new companies by setting
a) absurdly low base salaries (think $30K to 60K)
b) absurdly high commission structures (10% to 25%)
Why?
It's a filtering mechanism for me to get the most insane, rabid and self-confident sales folks -- and filter out the lame "professionals. -
Those sales folks are death at startups. They lack the drive and creativity to sell new products because they are -- largely -- old, fat dogs.
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"Using social media tools may be a good way to nip some bad PR in the bud when there are consumer revolts over service problems. And it can’t hurt to have a high level executive show that the company is listening to consumer complaints."
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Yet there doesn’t seem to be much of a connection between having customer service reps actively engaged on Twitter, for example, and better customer service results.
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The bottom line is that harnessing every trendy social media tool on the web won’t make much of a difference as long as most customers still have to deal with inneffective call centers and email forms.
Want some old advice? The customer is always right. Okay, now you can stick that in your pocket. Today's best service entrepreneurs are looking beyond old axioms in relating to customers. That's because today's best customer service isn't something that can be faked: it's personalized and it has a personality. Do you have the certainty you can harness all the feedback customers will give your company, act on it, and keep your best customers coming back for more
"You may be the reason your company isn't growing. You are micromanaging — and it's stifling the organization you are trying to build."
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Entrepreneurs cannot avoid getting their hands dirty with the nitty-gritty. That said, decisions and the information necessary to make them should be pushed down the ranks whenever possible
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Successful entrepreneurs know that their time is best spent preparing their employees for potential difficulties and helping those same employees learn from their mistakes. Only then can future mistakes be avoided.
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Take the case of French company FAVI, an autoparts supplier manufacturing copper alloy components. CEO Jean-Francois Zobrist eliminated the personnel department immediately upon taking the helm of the company in 1983. But that wasn’t all he got rid of. Says Zobrist: “I came in the day after I became CEO, and gathered the people. I told them tomorrow when you come to work, you do not work for me or for a boss. You work for your customer. I don’t pay you. They do. Every customer has its own factory now. You do what is needed for the customer.” And with that single stroke, he eliminated the central control: personnel, product development, purchasing…all gone.
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