Bertrand Duperrin's Library tagged → View Popular, Search in Google
"Many of us in business have heard the popular aphorism, "People are your greatest asset." Some of us may even believe it. But is this sentiment reflected in our corporate cultures and the way our leaders lead? For the most part, no — and there's a reason for that. "
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What is the primary purpose of a business organization? To assemble a group of people, who previously may have had no association, and empower them to accomplish productive work toward the organization's objectives
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Social media ushers in new ways to enhance your greatest asset, because it is about empowering people to collaborate at unprecedented scale
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"Ask any sales leader how selling has changed in the past decade, and you'll hear a lot of answers but only one recurring theme: It's a lot harder. Yet even in these difficult times, every sales organization has a few stellar performers. Who are these people? How can we bottle their magic?"
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Relationship Builders focus on developing strong personal and professional relationships and advocates across the customer organization. They are generous with their time, strive to meet customers' every need, and work hard to resolve tensions in the commercial relationship.
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- Challengers use their deep understanding of their customers' business to push their thinking and take control of the sales conversation. They're not afraid to share even potentially controversial views and are assertive — with both their customers and bosses.
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"In looking at different definitions with different perspectives and a business lens, the one above made the most sense to me. After 16 months, it was time to revisit a diagram created for “A Guide to Understanding Social CRM”. I will not go so far as to call my earlier work wrong, naïve is a better descriptor. The evolution diagram contained my thought process at that time. Without over using the concept, my own thinking has evolved."
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For starters, the term ‘Social’ has become a blocker of progress. The attempted isolation of the social components from CRM do both concepts a disservice. The Social CRM discussion has pushed CRM into a bit of corner. How can a relationship exist without social elements?
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- We do not need to evolve to SCRM, we simply need to evolve CRM
- To say that Social CRM means everyone is a bit over simplistic
- While we would like to believe it is all about customer defined processes, it is not that simple
- To believe that customers can set their own hours is great in theory, but let’s be real.
- It is not simply about the number of channels, rather when and how people use the channels
- The transaction will never go away, it needs to become a stop along the journey, somewhere near the middle.
- CRM does need to become outside in, but it does not need to become Social CRM in order to get there.
I think trying to define something is a very good exercise to understand what you are dealing with or what you are trying to do it for. It also helps to communicate internally. And regardless of what many say, I don’t think there are enough definitions of (Social) CRM, at least not good ones.. But that is a personal opinion, not relevant to today’s post.
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I think trying to define something is a very good exercise to understand what you are dealing with or what you are trying to do it for. It also helps to communicate internally. And regardless of what many say, I don’t think there are enough definitions of (Social) CRM, at least not good ones.. But that is a personal opinion, not relevant to today’s post.
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- (Social) CRM as a process (or function)
- (Social) CRM as a strategy
- (Social) CRM as a philosophy (or mindset or logic)
- (Social) CRM as a (cap)ability
- (Social) CRM as a technology
- (Social) CRM as a practice (or as practices)
Regardless of the definition you’ll read or try to tweak, it will be one that fits into the following 6 (valid and viable!) concepts of CRM:
OR, as a combination of all or some of the above concepts, in a non-alphabetical order.
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"Now businesses and organizations are seeking to adapt to the Social Web and incorporate this big switch in human behavior and cultural habits into their operations and strategies. At IBM — and consultancies such as Dachis and Altimeter — this new stratagem is often referred to as “social business.” It entails more than just business use of social software and networks for external purposes such as marketing. In the fuller view, social business is about re-shaping organizations to become more collaborative, communal and capable in fostering human relationships. Not surprisingly, such a new frontier is right in the wheelhouse of the strategy & transformation consulting services offered by Global Business Services (GBS), the part of IBM I work in."
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our relationships (with colleagues and customers) are forged on trust, a shared sense of purpose and a willingness to share and build on each other’s ideas. In this sense I think you could say that a social business strives to be a much more human (and humane) kind of entity.
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On this score, my informal social contract with IBM is pretty great — I’m not just able to devote time and energy to strategic sharing and innovating in social media, I am generally recognized and rewarded for leading by these examples.
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"Relationships drive business. Within the chaotic crush of interaction data coming off the Internet, smart mobile devices, Social Media, and Communities, is pure customer relationship gold. Three CRI (Customer Relationship Intelligence) metrics distill the gold—Relationship Value, the “effect” in relationship cause-and-effect; Interactions, the “cause;” and Variable Interaction Cost."
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Customer retention is even more of a mystery--no one is in charge. And that is where the MONEY is! Some 80% of revenue comes from repeat business and referrals, only 20% comes from new customers typically.
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"Trust makes networks work. When trust is high among members of a network, there’s a wonderful cohesiveness and capacity to get work done. When trust is low and relationships are plagued by suspicion, networks collapse into brittle organizational structures that rarely offset their operational costs in real world outcomes."
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People who trust each other more easily forgive each other for the bumps that inevitably arise from working together. That’s network resilience
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When people trust each other, it’s easier to respond to change in a smart, coordinated way. That’s network flexibility.
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The world of networking continues to expand. For years, people have been encouraged to build a strong, wide personal network to get information and keep connected. Facebook, LinkedIn, Google and other Internet sites have made everything about this task easier than ever. In particular, they have made access to long-lost friends, colleagues and acquaintances as easy as a few keystrokes. Now with relative ease, people can reactivate what may have seemed like dead connections.
Are those reconnections valuable — particularly in terms of the world of work?
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Now, though, what used to happen only rarely — at reunions or chance encounters — can happen after a memory, a whim and minimal effort. Moreover, not only are reconnections so much easier to make; it turns out that the old presumption that dormant ties have no value was wrong. Reconnecting dormant ties provides a whole host of benefits, many of them unexpected.
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In the past, the main obstacle to reconnecting was search costs.
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"What if your employees sat around writing about their personal lives on your company’s internal blog?"
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Not according to a new academic study by an associate professor at New York University’s Stern School of Business, Anindya Ghose, and two colleagues from Carnegie Mellon, Param Vir Singh and Yan Huang. Along with sharing information about work tasks, blogging at work pulls employees closer to one another, builds relationships, and over time, increases productivity.
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Especially since a lot of workers were not just blogging about work; they were blogging about non-work concerns as well. At the same time, companies were wrestling with whether to impose rules on how employees used the blogs. Should workers be precluded from chronicling their leisure activities?
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"The integration of social media and CRM technology will give businesses an unprecedented ability to build deep relationships with their customers within a few years, according to analyst Gartner."
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But many businesses are missing out because they view social networking as another sales and support channel, rather than a way of understanding their customers,
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Over the past decade CRM has been about management of the customer. With social media, its about relationships.
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"Je ne vais essayer de faire qu’une seule chose dans ce texte, commenter et expliciter la phrase suivante :
» les technologies relationnelles produisent des relations grammatisées « "
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Le concept de grammatisation permet de définir des époques et des techniques qui apparaissent et qui ne disparaissent jamais (en aucun cas l’informatique ne fait disparaître la lecture et l’écriture, c’est au contraire une archi-lecture qui change les conditions de la lecture et de l’écriture).
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Aujourd’hui, nous sommes dans un stade du devenir algorithmique qui se caractérise par le fait, tout à fait stupéfiant, que l’on peut écrire pour des « lecteurs » qui ne sont plus des hommes mais des machines
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"The SAP BusinessObjects Social Network Analyzer came out last year, combining business intelligence with relationship data to create a “social intelligence” solution. It’s a prototype from the SAP BusinessObjects Innovation Center. It can combine information from HR systems, CRM systems, project databases, committee attendee lists, distribution lists, and any other other system that contains relationships between people."
"I explained my current interest in social capital and asked Stewart which organisations he thought had strong capabilities that resulted mainly from the relationships between their people, ie capabilities built on social capital, rather than the people themselves, ie human capital, or processes, technologies etc."
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To do this effectively, Booz needs to be able to get teams forming quickly and working seamlessly, getting people on the same page very fast.
Booz pioneered knowledge management but it fell into disrepair and they got into bad technologies - their knowledge system was email sharing stuff on peoples’ hard drives. They’re now getting into 2.0 technologies.
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In addition, the firm recognises that people can’t deliver if reward systems aren't set up to support delivery across practices and geographies. So you have to remove barriers and incentivise usage
"Bolting an "S" onto the CRM seem to make it harder not better. Of course in the days of Social Media companies need to do something. But sCRM seems to be the opposite direction. sCRM seems to be accelerating the disaster we have on the sales side. "
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The worst are the ones who still promote the "low touch sales model".
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We are customer data admins, not customer relationship managers. We manage the theoretic aspects of the relationship but I am about 10-20% of my business hours with a customer - at best
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While these perceptions are typically not found at the top of IT or business organizations, they are prevalent in the trenches where the work gets done. And they need to be addressed. Without effective internal collaboration between IT and the rest of the business, technology will continue to be underutilized and the potential under-realized. How, for example, can companies leverage collaborative technologies when the teams tasked with exploiting the tools have difficulty collaborating?
The result is that a lot of people in the workforce have a pretty narrow view of what the word “colleague” means. It’s important to broaden that definition and cultivate relationships with people in other fields. Here’s why.
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Expanding your definition of who you count as a colleague is not just a petty semantics game. It will help shape the way you interact with people, and could lead to more meaningful relationships where none would otherwise exist
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But by sticking to familiar ground you’re only doing yourself a disservice in the end.
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1. Structural diversity and centrality of social networks are positively correlated with performance for both individual consultant and project teams.
2. Strong ties to powerful individuals, such as access to executives, is positively correlated with work performance, however having many weak ties to management is negatively correlated with work performance.
3. A team with strong ties to the management can be beneficial for work performance, having many managers working on the same project exhibits an inverted U-shape relationship with performance.
4. Participating in projects with the appropriate social capital can boost consultants‘ work performance in addition to their own social capital.
The ROI on “connections” depends on what we do, create or solve with our connections which in turn creates a relationship. Get it?
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