Social CRM - De Dagen - Beeckestijn Business School - 25 april2012

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  • CRM is strategically designed to improve interactions between different parties
  • Social CRM - De Dagen - Beeckestijn Business School - 25 april2012

    1. 1. Social CRM StrategieHans Molenaar
    2. 2. Hans Molenaar Marketing WetenschapsprijsWil Wurtz, 2010
    3. 3. Wil Wurtz, 2010
    4. 4. Beeckestijn Business School www.beeckestijn.org4 Beeckestijn is een opleidingsinstituut met 20 jaar ervaring op het gebied van klantgericht management en innovatieve marketing / communicatie  Beeckestijn bundelt kennis uit bedrijfsleven en wetenschap  Korte praktijkgerichte opleidingen  Max 4 maanden  Voor professionals, door professionals Non scholae sed vitae discimus Wil Wurtz, 2010
    5. 5. Opleidingen Beeckestijn5  CRM en klantgericht Management (post HBO en Post Doc)  Digital Marketing & E-commerce (post HBO en Post Doc)  Nima eMarketing-b  Postdoctorale leergang Customer Experience & Multi Channel Management  Post HBO Leergang Social Media  Post HBO Cross Media  Post HBO Sales Management  Post HBO Contact Center Management  Post HBO Customer Service Management  Post HBO Leergang Online Communication & Social PR Wil Wurtz, 2010
    6. 6. Agenda Social CRM Klantgestuurde organisaties Hoe om te gaan met Social CRM strategieWil Wurtz, 2010
    7. 7. “The purpose of a business is tocreate and keep a customer”Peter Drucker, 1954(The Practice of Management)
    8. 8. 8MAAR WAT HEBBEN WEGEDAAN ?
    9. 9. Social Customer Uses new online channels and new communica Trusts in Seeks tion tools advices support to made by connect online with like- acquaintanc minded es and peers strangers The new Reads and creates Social Tends to product Customer buy more reviews, online than product offline rankings and blog posts Wants to provide Expects feedback better about the customer product and experience customer serviceBron: Fabio Cipriani
    10. 10. Evolution of Organizational Mindset ! CRM 2.0CRM 1.0 ! ! ! Interaction Conversation Contribution Employee Customer Employees Customers Transaction Feedback •Innovation is gathered from all employees as they are closely connected to the final customer and to each Innovation comes from one specialized source other via internal web 2.0 tools. Customers are in the  within the company (innovation group) center of the innovation cycle.  Frontline employees communicate targeted •Frontline and non frontline employees engage messages for transactional operations conversations including new customers in the context and rerouting conversations. New set of employee skills needed. Bron: Fabio Cipriani
    11. 11. Evolution of the CRM landscape Bron: Fabio CiprianiCRM 1.0 Social CRM Customer Customer Customer Customer Customer Customer Customer Customer Customer Customer Competitor Supplier / Partner Competitor Supplier / Partner Customer Customer Customer Customer Your company Your company Customer Customer Customer Customer Customer Customer Focus on individual relationship (company to  • Focus on collaborative relationship (engaging a customer, company to partner, etc.) more complex relationship network) Limited view of the customer and his community  • Multiple connections allow better understanding of preferences, habits, etc. the customer and his community  Targeted messages generate value • Conversation generates value
    12. 12. Media communicatieWil Wurtz, 2010
    13. 13. Mass Self-Organization Collaboration Value Business Creation Webs Extended Enterprise Traditional Industrial Age Hierarchy Corporation Physical Knowledge Critical Resources Financial
    14. 14. Klantgerichte organisatie Management Finance R&D Klanten Service Marketing SalesBron: Wil Wurtz 14
    15. 15. Sociale netwerken Management Finance R&D Klanten Service Marketing SalesBron: Wil Wurtz
    16. 16. “The purpose of a business is tocreate a customer, who createcustomers”Shiv Singh (Razorfish), 2010
    17. 17. Social CRM: klantgestuurd Klanten Klanten Management Klanten Finance R&D Service Marketing Sales Klanten Klanten KlantenBron: Wil Wurtz
    18. 18. Klantgestuurde organisatie Klanten Klanten Klanten R&D Klanten Klanten Klanten
    19. 19. KlantgestuurdeProductontwikkeling 1. Individual businesses or sites that channel the power of online crowds 2. Brand-sponsored initiatives or forums that depend on crowdsourcing. Ive included those that are no longer active as well, for reference. 3. Brand initiatives that allow users to customise their products 4. Brand-sponsored competitions/challenges focussed on crowdsourcingBron: Anjali Ramachandranhttp://crowdsourcingexamples.pbworks.com/
    20. 20. Klantgestuurde marketing Klanten Klanten Klanten Marketing Klanten Klanten KlantenBron: Wil Wurtz
    21. 21. Klantgestuurde Marketing Reviews Tell-a-friend Buzz marketing Word-of-mouth marketing Referral marketing
    22. 22. Klantgestuurde Sales: reviews Gestuurde referenties Spontane referenties
    23. 23. Klantgestuurde organisatie Klanten Klanten Klanten Sales Klanten Klanten Klanten
    24. 24. Klantgestuurde sales
    25. 25. Klantgestuurde service Klanten Klanten Klanten Service Klanten Klanten Klanten
    26. 26. Klantgestuurde Service
    27. 27. Prosumers
    28. 28. 32SOCIAL SERVICE,MARKETING EN SALES
    29. 29. Wil Wurtz, 2010
    30. 30. 34HOE GAAN BEDRIJVEN OM METSOCIAL CRM STRATEGIE ?
    31. 31. 36HOE KOMEN WE TOT EENSOCIAL CRM STRATEGIE ?
    32. 32. 37VERSCHILLENDE MOGELIJKHEDEN
    33. 33. 3 mogelijkheden De Gartner manier De Strategische Planning manier De gewoon doen manierWil Wurtz, 2010
    34. 34. 39DE GARTNER MANIER
    35. 35. 42VANUIT STRATEGIE MANIER
    36. 36. Componenten Social CRM Plan43 Business objectives 1. From business Assess Evaluate social media objectives to Social media performance customer objectives marketplace Define social media 2. Define social CRM Define social media mix value proposition strategy Implement customer 3. Implement social experience on social Execute social CRM CRM plan media 4. Profile, measure, Improve Wil Wurtz, 2010
    37. 37. 44WAT WILLEN WE NU EIGENLIJK ?
    38. 38. Klantdoelen BehoudenWerven Ontwikkelen Onderhouden Ontmoedigen Reactiveren
    39. 39. Voorbeelden SMART Social CRM doelstellingen46  Door co-creatie 8 productontwikkelingsideeen per half jaar  Migreer 40% van de klanten naar klantcommunity  Minstens 650 likes op facebook  3% van de klanten participeert actief op weblog  Reageren op alle klachten op twitter binnen 8 uur  Verloop deelnemers op klant community minder dan 15% op jaarbasis  Verbeter klantenservice door 30% van de service door klanten zelf af te laten handelen (klanten helpen elkaar) Wil Wurtz, 2010
    40. 40. 47DE GEWOON DOEN MANIER
    41. 41. Social CRM & Doen Fase 1: Luisteren Fase 2: Conversaties Fase 3: Social Service, Sales en Marketing
    42. 42. 49SUCCES MET UW KEUZE
    43. 43. 50MOCHT U MEER WILLEN WETEN OVER CRM OFCUSTOMER EXPERIENCE MANAGEMENT DAN BENT UVAN HARTE WELKOM OP ONZE PROEFCOLLEGES OFCLINICS VOOR MEER INFORMATIE ZIEWWW.BEECKESTIJN.ORG
    44. 44. ContactHans Molenaarhmolenaar@beeckestijn.orgBeeckestijn Business SchoolPostbus 3333830 AJ UtrechtT +31 (0)88-472 22 30F +31 (0)84-220 79 87E info@beeckestijn.orgW www.beeckestijn.org

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