Social Business
The Amaté platform
Social CRM
May 27th 2015
- Preliminary Draft -
http://DSign4Value.com
I. Conflict
II. Social Business
III. The Experience
Economy
IV. Case Studies
Experience
Economy
CasesSocial
Business
Confl...
©2013 L. SCHLENKER
Partners
Stockholders
Clients
Employees
How can the social business
enhance customer value?
Social Busi...
©2013 L. SCHLENKER
Experience
Economy
CasesSocial
Business
Conflict
Focus Improve Knowledge Leverage Measure
CRM Processes...
"Experience is knowledge,
everything else is information"
-- Albert Einstein
• Service economy – value comes
from services...
• Alvin Toffler in Future Shock (1971)
talked about the “experiential
economy”
• Four phases – agrarian, industrial,
servi...
Where does value come from - mass production, personalization, activities,
or memories?
Pine and Gilmore
Experience
Econom...
©2013LHSTsarl
Organizational rigidity Organic growth
Clearly defined functions Connectivity is the key
Organizational
boun...
Blind trust "Seeing is believing"
Trustworthiness Personal or product based
reputation
Contextual trust What works in a sp...
Thousands of « friends »
or
partners in the co-creation of value?
• “Social CRM is a business strategy
designed to engage ...
• How would you define "social business"?
• Which functions of the company are
impacted by social business?
• The article ...
• The three most important factors that
influence consumer behavior are :
• personal experience (98%)
• company’s reputati...
• Social CRM is a business strategy
rather than technology, tools or
platforms
• Social CRM is all about
engagement – draw...
Experience
Economy
CasesSocial
Business
Conflict
The Happy End
Challenges Skills Roadmap
• A story begins with
conflict
•What business
problems are we trying
to solve
•Tra...
• Disti Engagement
• Disti PAM
Engagement
• SMB Engagement
Sources ? Results ? Metrics ?
Where does this story start?
• Wh...
• Profitability: Profitability measures the added value of an organization in
comparing the cost of its resources with tha...
• Customers are not listening to
what you have to say
• Customers know more about your
business than you do
• Customers cr...
Esteban Kolsky
Experience
Economy
CasesSocial
Business
Conflict
Esteban Kolsky
•Understand the concept of an
Experience Continuum
•Deploy the internal, external, and
hybrid communities t...
The Conversation Prism v2.0
• You are at the center of the prism
• The first layer of circles displays the
activity of lea...
• It’s not a question of channels
but of capturing conversations
• Gartner sees SCRM is a
$1B extension of the CRM
market
...
Experience
Economy
CasesSocial
Business
Conflict
• Planning – “Listen to Learn”
• Presence – “Stake Our Claim”
• Engagement – “Dialog
Deepens Relationships”
• Formalized –...
• KLM has sought to differentiate
itself by offering a superior
customer experience
• Strategy of “Circle of Contacts” to
...
• Finnish maker of fine cutting tools
• Customer communities of crafting
enthusiasts have transformed the way
this 300-yea...
• The Guardian- founded in Manchester
over 150 years ago
• Threat of the Internet – consistently lost
money over the last ...
• Moving from design to the store
front in less than three weeks
• Benneton, H&M, Topshop, Wet
Seal, Zara
• Collaborative ...
• Why are users are failing to complete proposed
activity?
• Monitor conversion rate using unique visitors
and click-throu...
• What aspects of your app are influencing the
mindset of your users?
• Monitor the « stickiness » of your message
through...
• Why your user base does what it does?
• Tracking time and location to map out
the spaces where "what's going on"
happens...
• How does your data elucidate user
behavior?
• Social graphs are the global mapping
of your customer base and how
they're...
Experience
Economy
CasesSocial
Business
Conflict
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Social crm

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  • Social Media Platforms. For social business activities that must connect with the world at large, these represent all the many social networks and communities that exist, from Facebook and Twitter down to the most obscure vertical or industry-specific community site.External Social Business Services. These are the services that the company has deliberately crafted to engage the world. This can be community-powered solutions made from scratch or services such as social media marketing or crowdsourcing that taps into existing communities. These can include social product development, social marketing, Social CRM, B2B communities, and an endless variety of other social business services over time.Service Delivery. While mobile-first is something that I’m now starting to see as a strategy from large company CIOs, the Web is still the biggest market though that will change in the next year. A large percentage of social business solutions will require a native mobile app going forward as well as distribution through a consumer or enterprise app store. There are now even social app stores from major vendors. Cloud delivery is increasingly the preference for most new vendor-provided (non-internally developed) social business solutions. Consumerization is having aprofound impact on how applications of all kinds are developed, acquired, and used today and this is transforming service delivery of social business as well.Social Foundation. An effective social business has a set of consistent identities for its workers across all social apps as well as powerful and effective discovery and search mechanisms that are fully federated and take a look at the entire link ecosystem of the organization. That social apps produce linked data that can be accessed by search engines, other apps (social or otherwise) has been validated as one of the most important aspects of social architecture. This is so vital I will be devoting an upcoming research effort on this. However, I find that there is often very poor emphasis on creating a healthy social data ecosystem so it’s emphasized on this view. The bottom line: Much of the longer-term ROI comes from keeping social data open, analyzable, and discoverable over time. Finally, a potent listening, analytics, and social business intelligence capability (within and outside the business) has become an essential capability to create, typically located inside the social business unit or center of excellence (CoE.)Systems of Engagement. These are the primary social environments within the organization, as well as departmental social apps. These typical include a social intranet, an enterprise social network or ESN (Jive, Connections, SharePoint + Newsgator are the most common), unified communications platform (with support for social media), and even e-mail, which is very common and convenient on-ramp, off-ramp for social notifications and related activities, though it must be integrated with care. Social apps are often connected with the ESN’s activity stream and is a primary integration point with systems of record. The OpenSocial standard continues to show promise along with feeds and open APIs to bridge the engagement world with the transaction world as part of a well-organized yet lightweight integration effort.Systems of Record. Long the bastion and core competency of IT departments, systems of record are now being reconciled with the engagement world. Connecting vital supply chain, ERP, human resources, and customer relationship management systems with the unstructured work in the organization is essential and has been a major realization in the Enterprise 2.0 community over the last year. Social business must be connected to the lifeblood of data and transactions in the company to improve collaboration, reduce data duplication and inaccuracy, and to use social as the connective tissue for real, on-the-ground work.
  • Social crm

    1. 1. Social Business The Amaté platform Social CRM May 27th 2015 - Preliminary Draft - http://DSign4Value.com
    2. 2. I. Conflict II. Social Business III. The Experience Economy IV. Case Studies Experience Economy CasesSocial Business Conflict
    3. 3. ©2013 L. SCHLENKER Partners Stockholders Clients Employees How can the social business enhance customer value? Social Business strategies help us understand the motivations, experience and objectives of the internal and external clients of the organization Experience Economy CasesSocial Business Conflict
    4. 4. ©2013 L. SCHLENKER Experience Economy CasesSocial Business Conflict Focus Improve Knowledge Leverage Measure CRM Processes Explicit Transactions Efficiency Social CRM Relationships Implicit Message Effectiveness Social Networks Networks Emerging Interactions Innovation Quantified Self Individual Self- Knowledge “Dasein” Self realization Transformation Places Layered Ideas Agility
    5. 5. "Experience is knowledge, everything else is information" -- Albert Einstein • Service economy – value comes from services embedded in the product • Pine and Gilmore argued that differentiation today comes from creating “experiences” • Starbucks, Michelin, Hermès, Apple • Companies provide “stages”, managers are “actors”, customers are active “spectators” Experience Economy CasesSocial Business Conflict
    6. 6. • Alvin Toffler in Future Shock (1971) talked about the “experiential economy” • Four phases – agrarian, industrial, service an now experience • Examples of Walt Disney, AOL, Starbucks, IBM • Tranformational “Memory” itself becomes the product — the "experience". Pine and Gilmore Experience Economy CasesSocial Business Conflict
    7. 7. Where does value come from - mass production, personalization, activities, or memories? Pine and Gilmore Experience Economy CasesSocial Business Conflict
    8. 8. ©2013LHSTsarl Organizational rigidity Organic growth Clearly defined functions Connectivity is the key Organizational boundaries Boundaries are thin and permeable Corporate strategy Strategy is in the network Product development cycle Solution selling Experience Economy CasesSocial Business Conflict
    9. 9. Blind trust "Seeing is believing" Trustworthiness Personal or product based reputation Contextual trust What works in a special context Referred trust Relying on the opinions of those we admire Vanessa Hall - The Truth About Trust in Business Experience Economy CasesSocial Business Conflict
    10. 10. Thousands of « friends » or partners in the co-creation of value? • “Social CRM is a business strategy designed to engage the customer in a collaborative conversation in order to provide mutually beneficial value in a trusted & transparent business environment. • It's the company's response to the customer's ownership of the conversation.” Paul Greenberg Experience Economy CasesSocial Business Conflict
    11. 11. • How would you define "social business"? • Which functions of the company are impacted by social business? • The article argues that technology does not change the value of social interactions. With what "currency" do we measure social input? • Which four categories of technology are associated with social business? Give an example of each. • How would a "social chief financial officer" contribute to our understanding of finance? C’est quoi le social CRM ? The Business of Social Business Experience Economy CasesSocial Business Conflict
    12. 12. • The three most important factors that influence consumer behavior are : • personal experience (98%) • company’s reputation or brand (92%) • recommendations from friends and family (88%) • 41% of customers believe that companies should use social media tools to solicit feedback (Cone Business in Social Media Study, 2008) • 43% of consumers say that companies should use social networks to address customers problems • Only 7% of organizations understand the CRM value of social media, according to the Brand Science Institute, European Perspective, August 2010 Jacob Morgan Experience Economy CasesSocial Business Conflict
    13. 13. • Social CRM is a business strategy rather than technology, tools or platforms • Social CRM is all about engagement – drawing customers into the organization. • Social CRM enhances rather than replaces “traditional” CRM • It’s by defintion customer centric - the ultimate goal of Social CRM is building trust and the brand Harish Kotadia, Ph.D.. Experience Economy CasesSocial Business Conflict
    14. 14. Experience Economy CasesSocial Business Conflict
    15. 15. The Happy End Challenges Skills Roadmap • A story begins with conflict •What business problems are we trying to solve •Transform a conflict into opportunity? • Why does this situation exist? •What knowledge and skills are missing? • Who are the heros of this story? • How does changing the roles move this story forward? •Is it a question of people, process or technology? •What is the next step? Experience Economy CasesSocial Business Conflict
    16. 16. • Disti Engagement • Disti PAM Engagement • SMB Engagement Sources ? Results ? Metrics ? Where does this story start? • Where does value come form? •Do your sponsors believe in people , process or technology? •This is your value lever • Where are they looking for proof of concept? •With individuals, with teams or with customers? •This is where you need to focus • How do they qualify success? •Efficiencyt, utilization, passion? •This is your happy end The Business Value Matrix™ Experience Economy CasesSocial Business Conflict
    17. 17. • Profitability: Profitability measures the added value of an organization in comparing the cost of its resources with that of the products and/or services. • Utilization: Utilization focuses on the extent to which company resources are employed at any given time. • Quality: Quality has been defined variously as ‘conformance to standards” as well as ‘client satisfaction’ • Innovation: Innovation can be understood in the context of an organization’s ability to react to real or perceived changes in the market or in the economy. • Passion: Passion represents the affective response of people to their work environment. • Effectiveness: Effectiveness can be viewed as an output-input ratio that addresses the question of “doing the right things” to meet customer needs and objectives. Experience Economy CasesSocial Business Conflict
    18. 18. • Customers are not listening to what you have to say • Customers know more about your business than you do • Customers create their own experience • Customer interactions are complex and unpredictable • Customer communities are where the knowledge is. Esteban Kolsky Experience Economy CasesSocial Business Conflict
    19. 19. Esteban Kolsky Experience Economy CasesSocial Business Conflict
    20. 20. Esteban Kolsky •Understand the concept of an Experience Continuum •Deploy the internal, external, and hybrid communities to close the loop. •Design end-to-end processes while ensuring that there are feedback •Analyze the feedback collected, create actionable insights, implement the necessary changes. Experience Economy CasesSocial Business Conflict
    21. 21. The Conversation Prism v2.0 • You are at the center of the prism • The first layer of circles displays the activity of learning and organizing engagement strategies… • The second ring maps specific authorities within an organization to provide a competent and helpful response. • The third ring represents the continual rotation of listening, responding, and learning online and in the real world. Experience Economy CasesSocial Business Conflict
    22. 22. • It’s not a question of channels but of capturing conversations • Gartner sees SCRM is a $1B extension of the CRM market • Jive and Lithium are seen as market leaders • Oracle CRM and Salesforce are niche players • The importance of hosted communities • The future of social analytics Experience Economy CasesSocial Business Conflict
    23. 23. Experience Economy CasesSocial Business Conflict
    24. 24. • Planning – “Listen to Learn” • Presence – “Stake Our Claim” • Engagement – “Dialog Deepens Relationships” • Formalized – “Organize for Scale” • Strategic – “Becoming a Social Business” • Converged – “Business is Social” “The Evolution of Social Business: Six Stages of Social Media Transformation.” Experience Economy CasesSocial Business Conflict
    25. 25. • KLM has sought to differentiate itself by offering a superior customer experience • Strategy of “Circle of Contacts” to make its customer relationships as intimate as possible • Facebook + Twitter = KLM Surprises and Fly2Miami • Staff of 16, 230 000+ fans, wide press coverage Experience Economy CasesSocial Business Conflict
    26. 26. • Finnish maker of fine cutting tools • Customer communities of crafting enthusiasts have transformed the way this 300-year-old company does business. • Brings customers into the product development process • Fiskars also leverages these groups of advocates to market to small retailers • Virtual + Real events – 6000 members Experience Economy CasesSocial Business Conflict
    27. 27. • The Guardian- founded in Manchester over 150 years ago • Threat of the Internet – consistently lost money over the last decade • The Internet itself serves as a metaphor in helping consumers make better decisions • “The real measure of our success is what the industry can create. Not what we can cut.” Open Platform Case Study Experience Economy CasesSocial Business Conflict
    28. 28. • Moving from design to the store front in less than three weeks • Benneton, H&M, Topshop, Wet Seal, Zara • Collaborative design, social CRM, electronic store fronts • Fast fashion retailer Wet Seal used their technology platform to help their customers create 50 000 garment designs over the past two years Social Business CasesExperience Economy Conflict
    29. 29. • Why are users are failing to complete proposed activity? • Monitor conversion rate using unique visitors and click-through rates. • Landing pages provide the biggest challenge to digital challenges. • Reduce number of steps to facilitate engagement. • Reduce the number of fields that require user input. • Check for leaks: visitors might not be dropping completely but using other routes. Cian O' Sullivan Experience Economy CasesSocial Business Conflict
    30. 30. • What aspects of your app are influencing the mindset of your users? • Monitor the « stickiness » of your message through number of visits, time spent per visit, citations and redirects. • What customer challenges/opportunities are you addressing? • What skills and knowledge are you targeting? • How does your application fit into the story that your customers are trying to tell? Experience Economy CasesSocial Business Conflict
    31. 31. • Why your user base does what it does? • Tracking time and location to map out the spaces where "what's going on" happens. • Context is a means of measuring the extent to which a vision (product, service, idea) can be shared • Social spaces are constructed from a vision, “actors”, repeatable events, and outcomes. Experience Economy CasesSocial Business Conflict
    32. 32. • How does your data elucidate user behavior? • Social graphs are the global mapping of your customer base and how they're related • Capture and monitor identity, quality and structure of relationships with others • Emergent behaviors – what new business opportunities might be explored? Alex Iskold Experience Economy CasesSocial Business Conflict
    33. 33. Experience Economy CasesSocial Business Conflict

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