Era of The Social Customer 2010.

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This is a short version of Social CRM 2010 that shows how the social customer dominates the business ecosystem. It provides multiple examples of what companies are doing about it. AND it has a soundtrack , creative commons licensed music from Maria Daines called Rollin'

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Era of The Social Customer 2010.

  1. 1. Welcome to the Era of the Social Customer<br />21st Century Edition<br />
  2. 2. The Social Customer<br />
  3. 3. The Social Customer<br />
  4. 4. The Social Customer<br />
  5. 5.
  6. 6.
  7. 7. The Social Customer<br />This is a SOCIAL transformation that impacts all institutions – business among them – not exclusively<br />
  8. 8. The Social Customer<br />Sea change in use of technology<br />Gen Y first generation to spend more time on the ‘Net than watching TV<br />96% on social network<br />Will outnumber baby boomers by 2010<br />Implications for marketing staggering<br />74% of all adults on the web are engaged with a social network/community<br />
  9. 9. The Social Customer<br /><ul><li>The Social Customer – The Establishment</li></ul>Social networks as active participants in effecting change (blogosphere, podcasting)<br />Collaboration between company & customers to provide useful value for each<br />Personal value chain subsumes enterprise value chain<br />The social customer is increasingly a mobile customer<br />Conversant with the tools – which are inexpensive<br />
  10. 10. The Social Customer<br />Source: A Typology of Information & Communication Technology Users – Pew Internet & American Life Project<br />
  11. 11. The Social Customer<br /><ul><li>Using Social Networks
  12. 12. Nielsen Online research “Global Faces on Networked Places” (March 2009):
  13. 13. Fastest growing sector for Internet use is communities and blog sites (5.4% in a year)
  14. 14. Member communities reach more Internet users (66.8%) than email (65.1%)</li></li></ul><li>The Social Customer<br />Edelman Trust Barometer<br />2003 – “A Person Like Me” – 22%<br />2004 – “A Person Like Me” – 51%<br />2005 – “A Person Like Me” – 56%<br />2009 – “A Person Like Me” – 58%<br />Most trusted source moved from non-connected (to corporation) experts to “a person like me.”<br />Customers demand authenticity & transparency now<br />
  15. 15. The Social Customer<br />Traditional ads – trusted by 14% (Marketing to the Social Web, Larry Weber)<br />Peers – trusted by 90% (Nielsen Global Online Consumer Survey, 2009)<br />
  16. 16. The Social Customer<br />Conversation is controlled by the customer<br />Review sites<br />Yelp<br />Social networks/communities<br />Service complaint oriented – Planetfeedback<br />Get Satisfaction<br />LinkedIn<br />Facebook pages<br />Social Media Properties<br />User generated content – video, audio, blogs etc.<br />Blogs (200 million)<br />34% post brands & product opinions<br />Podcasts<br />Geek Brief TV<br />
  17. 17. The Social Customer<br />Source: Brian Solis<br />
  18. 18. The Social Customer<br />BUSINESSWEEK, DECEMBER 19, 2005<br />&quot;Companies used to focus on making new, better, or cheaper products and services....Now the game is to create wonderful and emotional experiences for consumers around whatever is being sold. Its the experience that counts, not the product.&quot;<br />“People…want capabilities and options, not uniform products…business is there to provide the tools.”<br />“The Knowledge Economy is giving way to the Creative Economy...” (Knowledge has become a commodity so the solution is to) &quot;focus on innovation and design as the new corporate core competencies.&quot; <br />
  19. 19. Social CRM Definition<br />
  20. 20. The Social Customer<br />From CRM to Social CRM<br />&quot;CRM is no longer just a model for managing customers but one of customer engagement&quot;<br />
  21. 21. The Social Customer<br />Social CRM<br />“SocialCRM is a philosophy & a business strategy, supported by a technology platform, business rules, workflow, processes & social characteristics, 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.”<br />
  22. 22. The New Business Model<br />
  23. 23. The New Business Model<br /><ul><li>Concentrate on what your customers want, not on the dizzying array of places they converse.
  24. 24. Each customer wants a personalized experience…
  25. 25. Understand their relationship with you exists because they appreciate the experience
  26. 26. But how do you begin to “know” customers?</li></ul>First, learn how they interact with you.<br />Ultimately, the tools for the customer to manage their own experience are paramount<br />Give them access to information that allows them to make informed, empowering choices which thus, provide value<br />
  27. 27. The New Business Model<br />The users and producers become partners/collaborators<br />Which means insight about your partner, rather than data on your customer becomes the mindset. <br />The business moves to be an aggregator of products, services, tools and experiences, rather than simply a producer of goods and services for sale<br />The user is an advocate of the experience and, directly and by extension, the company<br />
  28. 28. New Business, Little Fella<br />
  29. 29. Community retailing<br />Multiple brands<br />Established (Adidas, Vans)<br />Independent (The Kazbah)<br />Community of 800,000<br />Own clothing line (Sons of Liberty<br />
  30. 30. Helps indie designers sell their wares<br />Promotes and advertises to the community<br />Recruit to the community and recruit from the community <br />
  31. 31. Street Teams<br />Sign up, get unique code<br />Get friends to buy on the site using unique code<br />Discounts plus points for Street Team member<br />Street team member can upload photos, videos, earn points (community themes)<br />Return is cash & free clothes<br />1% of their network = 15% of their revenue<br />Over 8000 advocates on street teams<br />
  32. 32. Transformative Social CRM Models<br />
  33. 33. The New Sales Model<br />New approaches to lead generation (non-traditional social sources) (community participation)<br />Better handling of opportunities (Employee engagement) (Oracle Social CRM, Lotus Connections)<br />Need for competitive differentiation of a new kind but through organizational knowledge & sales intelligence (InsideView)<br />Reputation, influence, persuasion<br />Based on customer insight<br />
  34. 34. The New Customer Service Model<br />What do you do – Customer Service Models<br />Agent based call centers (Ayava, Genesys, Siebel, Amdocs)<br />Process based CRM (Sword-Ciboodle)<br />Community driven customer service (Helpstream, RightNow)<br />Customer experience focused call customer service (Kana)<br />Web self service (RightNow)<br />
  35. 35. The New Marketing Model<br />Authenticity and trust is what matters – more than even the “consistency” of the message <br />
  36. 36. The New Marketing Model<br />Because the model is built on trust, the reputation of the company, not the message, becomes the brand<br />That means, both the perception but also the actual quantified assessment of the marketing practices as certified by third parties (TRUSTe, etc.)<br />The practical side would be an authenticated or accredited message that is validated by the ISP or whoever is transmitting it.<br />Marketing becomes the center point for engagement of the customer<br />Messages are not to be pushed at the customer about products and services;<br />Marketing uses the media tools that are available to engage the customer<br />But with authenticity (Walmart & Edelman screw-up)<br />
  37. 37. Case Study: Proctor & Gamble<br />300 brands<br />23 of those brands $1 billion and up (e.g. Charmin, Crest, Folgers, Downy, Pringles, Tide)<br />2 billion consumers affected w/6 billion as goal<br />160 countries reached<br />One of 30 companies on the Dow Jones Industrial Average (DJIA)<br />
  38. 38. Case Study: Proctor & Gamble<br />“We have to create a great experience every time you touch the brand, and the design is a really big part of creating the experience and the emotion. We try to make a customer’s experience better, but better in her terms.”– A.G. Lafley, CEO Proctor & Gamble<br />“I think its value that rules the world. There’s an awful lot of evidence across an awful lot of categories that consumers will pay more for better design, better performance, better quality, better value and better experiences.”– A.G. Lafley, CEO, Proctor & Gamble<br />
  39. 39. Case Study: Proctor & Gamble<br />Focused around the co-creation of value and user communities<br />Sales/Marketing<br />Vocalpoint – 600,000 moms<br />Tremor – 225,000 teens<br />Research<br />Innovation Network – 80,000 scientists<br />Technology entrepreneur networks<br />Benefits?<br />In 2001 – 20% of ideas, products, technologies external<br />In 2004 – 35% of ideas, products, technologies external<br />In 200X – 50% of ideas, products, technologies external<br />Virtual design, 3D simulation<br />
  40. 40. Case Study: Proctor & Gamble<br />Perhaps the most innovative company in the U.S. when it comes to understanding of the benefits of customer ecosystem<br />They emphasize the “desired consumer experience” as their primary design focus<br />Taste, smell, feel of products – not just utility<br />Connect & Develop program<br />Moving technology and ideas between cross-functionally<br />Crest Whitestrips involved oral care unit (whitening teeth), corporate R & D (film technology), and fabric/home care (bleach experts)<br />Tie the effort to working with consumers too<br />50 technology entrepreneurs who scour for external resources including customers<br />Use of ethnographers to try to understand the activities of individuals in the context of social anthropology<br />
  41. 41. Case Study: Proctor & Gamble<br />Contemporary Marketing<br />Secret Sparkle body spray products launched Feb. 2005<br />Not campaign focused<br />Blog SparkleBodySpray.com launched May 2005<br />12,000 visitors per week<br />25 minutes per visitor per visit<br />Four teenage authors under identities of Vanilla, Tropical, Peach, Rose (4 body spray names)<br />Music, fashion, sports, dating, parties<br />Interactive activities e.g. building dream date (choice of males) that you can send to a friend<br />
  42. 42. Case Study: Procter & Gamble<br />It went from this in 2005….<br />….to this in 2007<br />
  43. 43. Case Study: Procter & Gamble<br />Results?<br />0.8% of the $10.4 billion antiperspirant/deodorant market by July 2005<br />Do the math - $83 million in five months<br />
  44. 44. But They Didn’t Forget the New 12-13 Year Olds!<br />
  45. 45. CaseStudy: Procter & Gamble<br />Say hi to BeingGirl.com<br />
  46. 46. Getting Results: Creating Advocates<br />
  47. 47. Advocacy<br />“Advocates are what you aim for optimally when you build your customer strategy. You settle for loyalty. Advocates are your partners, not just your clients. It works so much better that way.” -Paul Greenberg, CRM at the Speed of Light, 4th edition<br />
  48. 48. Advocacy<br />Advocates are created through continuous:<br />Engagement (conversation)<br />Transparency (visibility)<br />Authenticity (honesty, straightforward behavior)<br />
  49. 49. Advocacy<br />Approach to Advocacy - Strategy<br />Value Proposition<br />Creation of experiences and tools with products and services designed to appeal to a commonwealth of interest based on unique insights<br />Customer Strategy <br />Outreach to customers/potential advocates <br />Property development for customers – communities, tools, products, services available via company<br />Godin: Date your customers<br />Continuous Effort<br />Ongoing feedback, outreach, data tracking, program development<br />Constant desire for customer insight – not just data collection<br />
  50. 50. The Metrics of Advocacy<br />Net Promoter Score<br />F. Reichheld: “The one question that you need to ask your customer is ‘Would you recommend my company to someone you know?”<br />Measured against the detractors to come up with score.<br />Has its own advocates and detractors<br />Referrals as metrics<br />Word of Mouth most influential 42.6% (BigResearch 2006)<br />David’s Bridal – 46% of all business WOM<br />PwC “hearing the whispers” – social metrics<br />
  51. 51. The Metrics of Advocacy<br />V. Kumar<br />Customer Lifetime Value (CLV)<br />Customer Referral Value (CRV)<br />Customer Brand Value (CBV)<br />Measuring Social Customer Value<br />The Social Customer <br />
  52. 52. KLM Club China<br />
  53. 53. THANK YOU<br />Author: CRM at the Speed of Light (4th Edition, February 2009)<br />President: The 56 Group, LLC<br />Managing Partner/CCO: BPT Partners,<br />EVP: National CRM Assn.<br />Co-Chair: Rutgers CRM Research Center<br />Named #1 CRM Influencer (Non Vendor) by InsideCRM 2007<br />Named #1 CRM Blogger 2005, twice in 2007 by TechTarget and InsideCRM&InsideCRM 2008<br />CRM Magazine 2008 Top Influencer<br />PGreenblog: http://the56group.typepad.com<br />Email: paul-greenberg3@comcast.net<br />Twitter: http://www.twitter.com/pgreenbe<br />Facebook: http://www.facebook.com/pgreenbe<br />Cell phone: 703-338-0232<br />

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