Social CRM – Insight into the Customer Journey                                 Mark.Tamis@touchflows.comMark Tamis        ...
A Communications Revolution
Social Media – Anytime, Anywhere, Anybody
What has changed ?
The greatest danger in times of turbulence            is not the turbulence;     its to act with yesterdays logic.
Jobs To Be Done and Desired Outcomes                                        You Dont Want                                 ...
Performance and perception expectations
Outcome Expectations
From Goods-Dominant to Service Dominant Logic
1900s-1930s : Individual Goods-Focus Brand Era     CRM Augmented Engagement Brands as Identifiers: Brands constituted a wa...
1930s-1990s : Value-Focus Brand EraBrands as Functional Images: Creating unique brand  images became key in an increasingl...
1990s-2000s Relationship-Focused Brand EraBrands as Knowledge : Customers constitute operant  resources and thus active co...
2000s - : Stakeholder-Focus Brand EraBrands as Dynamic and Social Processes: This most  recent era highlights that not onl...
Customer and Business Value Co-creation            Desired Outcomes for Customer and Business
Tangibles to IntangiblesThe Experience EconomyExchange is fundamentally, primarily about the  intangible rather than the t...
Propaganda to ConversationService-dominant logic argues that  communication should be characterized by  conversation and d...
Capabilities and Collaboration                             Feedback & analysis                            Capabilities   S...
Cross-Touchpoint Experience Management
Flow is completely focused motivation- Csikszentmihalyi
In flow, the emotions are notjust contained and channeled,but positive, energized, andaligned with the task at handFlow co...
Customer Journey Mapping
Reduce Frictions In The Customer Flow
Service-Design logic is driven by an innate purpose ofdoing something for and with another party,and is thus customer-cent...
The Experience Continuum
Actionable Insights
The Links In The Service-Profit Chain                               Source : HBR Putting the Service-Profit Chain to Work
Social CRM Framework 2.0
The Collaborative Value Chain                               Channels                                 The                  ...
Everyone Impacts The Customer Flow
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Social CRM – Insight into the customer decision journey Mark Tamis

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Transcript of "Social CRM – Insight into the customer decision journey Mark Tamis"

  1. 1. Social CRM – Insight into the Customer Journey Mark.Tamis@touchflows.comMark Tamis http://marktamis.com @MarkTamis #scrm #socbiz #e20
  2. 2. A Communications Revolution
  3. 3. Social Media – Anytime, Anywhere, Anybody
  4. 4. What has changed ?
  5. 5. The greatest danger in times of turbulence is not the turbulence; its to act with yesterdays logic.
  6. 6. Jobs To Be Done and Desired Outcomes You Dont Want a Drill, You Want a Hole in the Wall
  7. 7. Performance and perception expectations
  8. 8. Outcome Expectations
  9. 9. From Goods-Dominant to Service Dominant Logic
  10. 10. 1900s-1930s : Individual Goods-Focus Brand Era CRM Augmented Engagement Brands as Identifiers: Brands constituted a way for customers to identify and recognize goods on sight. Brand value was embedded in the physical goods and created when goods are sold (output orientation). Brands, therefore, were operand resources and had value-in-exchange. Individual goods were branded to potential customers who remained passive in the brand value creation process
  11. 11. 1930s-1990s : Value-Focus Brand EraBrands as Functional Images: Creating unique brand images became key in an increasingly competitive environment. Customers selected brands to solve externally generated consumption needs. Brands were part of the market offering.Brands as Symbolic Images: Goods were seen as increasingly similar in terms of their utilitarian attributes. Consequently, brands were selected to solve internally generated consumption needs. Brands were independent of the actual market offering
  12. 12. 1990s-2000s Relationship-Focused Brand EraBrands as Knowledge : Customers constitute operant resources and thus active co-creators of brand value. Brand value is the perception of a brand’s value-in-use to the customersBrands as Relationship partners : Brands have personality that makes customers form dyadic relationships with them. Brand value co-creation process is relational and thus requires a process orientation.Brands as Promise : Internal customers (employees) are important brand value co-creators and operant resources
  13. 13. 2000s - : Stakeholder-Focus Brand EraBrands as Dynamic and Social Processes: This most recent era highlights that not only individual customers but also brand communities and other stakeholders (all stakeholders) constitute operant resources. Thus, it highlighted that the brand value co-creation process is a continuous, social, and highly dynamic and interactive process between the firm, the brand, and all stakeholders.
  14. 14. Customer and Business Value Co-creation Desired Outcomes for Customer and Business
  15. 15. Tangibles to IntangiblesThe Experience EconomyExchange is fundamentally, primarily about the intangible rather than the tangible.This focuses the organization on the solution that the customer is seekingThe tangible content cost of their product becomes smaller and smaller and the brand rises in value and importance
  16. 16. Propaganda to ConversationService-dominant logic argues that communication should be characterized by conversation and dialog. This approach should include not only customers, but also employees and other relevant stakeholders that may be affected by service exchange. All stakeholders need to be part of the market dialog.
  17. 17. Capabilities and Collaboration Feedback & analysis Capabilities Service Customer &Business Business &Vision & Customer BusinessStrategy Intelligence Outcomes Value Portfolio Proposition
  18. 18. Cross-Touchpoint Experience Management
  19. 19. Flow is completely focused motivation- Csikszentmihalyi
  20. 20. In flow, the emotions are notjust contained and channeled,but positive, energized, andaligned with the task at handFlow could be described as astate where attention, motiva-tion, and the situation meet,resulting in a kind ofproductive harmony orfeedback Mihaly Csikszentmihalyi
  21. 21. Customer Journey Mapping
  22. 22. Reduce Frictions In The Customer Flow
  23. 23. Service-Design logic is driven by an innate purpose ofdoing something for and with another party,and is thus customer-centric and customer responsive
  24. 24. The Experience Continuum
  25. 25. Actionable Insights
  26. 26. The Links In The Service-Profit Chain Source : HBR Putting the Service-Profit Chain to Work
  27. 27. Social CRM Framework 2.0
  28. 28. The Collaborative Value Chain Channels The Consumers Social Partners & & Collaborative Customers Networks Suppliers Communities Enterprise EmployeesSource : Esteban Kolsky & Mark Tamis
  29. 29. Everyone Impacts The Customer Flow

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