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Maximizing the value of social service by Tony Krajewski Deloitte
Maximizing the value of social service by Tony Krajewski Deloitte
Maximizing the value of social service by Tony Krajewski Deloitte
Maximizing the value of social service by Tony Krajewski Deloitte
Maximizing the value of social service by Tony Krajewski Deloitte
Maximizing the value of social service by Tony Krajewski Deloitte
Maximizing the value of social service by Tony Krajewski Deloitte
Maximizing the value of social service by Tony Krajewski Deloitte
Maximizing the value of social service by Tony Krajewski Deloitte
Maximizing the value of social service by Tony Krajewski Deloitte
Maximizing the value of social service by Tony Krajewski Deloitte
Maximizing the value of social service by Tony Krajewski Deloitte
Maximizing the value of social service by Tony Krajewski Deloitte
Maximizing the value of social service by Tony Krajewski Deloitte
Maximizing the value of social service by Tony Krajewski Deloitte
Maximizing the value of social service by Tony Krajewski Deloitte
Maximizing the value of social service by Tony Krajewski Deloitte
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Maximizing the value of social service by Tony Krajewski Deloitte

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Deloitte's presentation from the Customer Service Luncheon in Toronto, December 11 2012

Deloitte's presentation from the Customer Service Luncheon in Toronto, December 11 2012

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  • 1. Maximizing the value of Social ServiceTony KrajewskiPrincipal, Deloitte ConsultingDecember 11, 2012
  • 2. People have changed how they work… and they expect you to be social. People want to Socially connected collaborate with the best Individuals are constantly connected to people across their their social networks, resulting in organization and to have increased collaboration, in which real-time access to individuals are influenced by and information, just like they influencers of their peers have in their personal lives. Technically connected Individuals are constantly connected to the Internet through smart, portable, and Connected highly usable devices Active Behaviorally connected Informed Companies are gaining more detailed information about individuals, enabling more compelling engagement through marketing and product/service offerings that are tightly linked to past patterns of behavior2 Copyright © 2012 Deloitte Development LLC. All rights reserved.
  • 3. The environment in which we provide service and support has shifted Social Analytics Social networks have Real-time insights and elevated expectations predictive analytics around customer, suppliers and employee connectivity Security Social Service Privacy Work can now happen anywhere, creating a need The velocity of change is for data and applications to accelerating… be hyper-available Mobility Cloud3 Copyright © 2012 Deloitte Development LLC. All rights reserved.
  • 4. Move the needle on a metric that matters Pick a driver and ask yourself, how will we improve this?4 Copyright © 2012 Deloitte Development LLC. All rights reserved.
  • 5. What capabilities matter? Marketing: Sales: Support: Determining Fit Committing Maintaining & Strengthening Socially Integrated Campaigns Social Lead Management Proactive Social SupportFunctionalCapabilities Core business Product Concepts & Debuts Social Commerce Platform Social Command Center functions enhanced by Social Media Social Sales Social Media Knowledge Base Enterprise Social Collaboration Partner Collaboration Customer CollaborationCollaborationCapabilities Gamification & Behavior Enterprise Social Promotion Management SocialIntelligence Social Monitoring Routing & Responding to Voice of the Customer Competitor’s Customer Intel VoiceCapabilities Digital Content Management Governance & Policies Change Management Social AnalyticsFoundational Capabilities Community Management Integrated Social Tool Suite Social Identity Management
  • 6. Mapping out the journey Social Plan 1. Vision 2. Assess 3. Strategy 4. Roadmap Conduct Define the Social Define the Identify Conduct social strategy — Business social metrics that current State competitive business, Innovation enterprise matter Assessment landscape technology Workshop roadmap analysis and change Social Define Your Social Vision, Strategy and Roadmap Business Blueprint Assess social Prototype Identify the Communicate Reimagine capabilities Identify social capabilities to future-state and evangelize your social using value drivers spark social solution the enterprise personas and innovation architecture transformation use cases6 Copyright © 2012 Deloitte
  • 7. Transforming customer service at YamahaA case study on social customer service
  • 8. Yamaha had their customer data spanning silos …
  • 9. Three key elements to Yamaha’s CCY Project:1. Unified CRM is a must2. Date-driven culture3. Every customer touchpoint
  • 10. Yamaha’s original CRM Functional Architecture Product Social Profile Marketing Web Analytics Registration Data Data Data Marketing Leads/ Campaign Survey Data Contacts Data Salesforce CRM Web Customer Support Email Call Center Case Data Phone
  • 11. Yamaha CCY – Service & Support Makeover• The makeover focused on social media and fixing silo challenges.
  • 12. Service Cloud Console Enhancements …The 7-week effort yielded an updated user interface, designed to increase rep productivity,improve customer data quality, and enhance the customer’s experience with YamahaCustomer Support. • Reps see more info on one Collapsible Customer Highlight Panel screen, reducing clicks and Tabs to display multiple records scrolling, saving time on calls • Reps can have multiple cases and other records open at once, enhancing ability to multi-task • Console warns of unsaved changes, reducing errors and re-work • Emails are auto-matched to customer accounts, and products are registered more quickly, reducing time and increasing accuracy of case Reorganized, streamlined Case creation Detail screens
  • 13. Yamaha’s original CRM Functional Architecture Product Social Profile Marketing Web Analytics Registration Data Data Data Marketing Leads/ Campaign Survey Data Contacts Data Salesforce CRM Web Customer Support Email Call Center Case Data Phone
  • 14. Yamaha’s revised CRM functional architecture Product Social Profile Web Analytics Registration Data Data Data Marketing Leads/ Campaign Survey Data Contacts Data Social New Channel X, Y, Z Web Call Center Case Data Email New data points Phone 1, 2, 3 Salesforce CRM
  • 15. Balance is important More Personal Less Personal Phone Support Twitter, Self Service Facebook, • FAQ’s E-mail • Website – Specs Costs More Cost Less
  • 16. Results• Happier agents• Less clicks• Emails trending down• Holistic customer view
  • 17. Key learnings• Technology is easy, change is harder• You don’t know what you don’t know• Happy agents lead to happy customers• Happy customers lead to interactions and transactions

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