Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Service is the new marketing

3,907 views

Published on

A presentation from the Salesforce Dreamforce 2012 conference, showing how service is the new marketing. The presentation offers best practices for social support from Deloitte and from Symantec.

Published in: Technology, Business
  • ⇒ www.WritePaper.info ⇐ is a good website if you’re looking to get your essay written for you. You can also request things like research papers or dissertations. It’s really convenient and helpful.
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Great reminder of knowing and serving our customers is always the top priority.
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here

Service is the new marketing

  1. 1. Service is the new MarketingBest Practices for Social ServiceLauren Ingram, Salesforce.com Tristan Bishop, SymantecDrew Downard, Salesforce.com Rob Rose, Deloitte
  2. 2. Safe harbor Safe harbor statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or implied by the forward- looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of product or service availability, subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services. The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of intellectual property and other litigation, risks associated with possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-Q for the most recent fiscal quarter ended July 31, 2012. This documents and others containing important disclosures are available on the SEC Filings section of the Investor Information section of our Web site. Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.
  3. 3. Lauren IngramProduct Manager, Salesforce for Twitter & Facebook @LNIngram lningram.com
  4. 4. ¡Viva la Revolución! Cloud, Mobile, Social 2010 s Social Cloud Computing 2000 s Mobile 1990 s Cloud Cloud Computing Computing 1980 s 1970 s Client/Server 1960 s Mainframe Mini Computing Computing Computing Number of users: 10X 100X 1,000X 10,000X 100,000X
  5. 5. Grow Customer Satisfaction with Social Service Cloud . Mobile . Social
  6. 6. Social is Transforming Customer ConnectionsDrew Downard Rob Rose Adam Menzies Tristan BishopSales Engineer, Salesforce.com Principal Consultant, Consultant, Director of Digital Strategy, Symantec Deloitte DeloitteHow Social is Changing Service Creating a Strategy Social Service in Action
  7. 7. Why Social Service MattersDrew DownardPrincipal Sales Engineer, Salesforce.com
  8. 8. Your Customers Share More than Ever Before Having a problem with… Great article on… Love the Device isn’t new… Cool working… video… Frustrating Customer interaction… service can’t help me…
  9. 9. Customers Will Leave After a Poor Service Experience 86% Customers stop doing business after one negative interaction Frustrating Experiences Lack of context Not personalized Slow, inaccurate answers Low quality of interaction Not on channel of choice Source: Harris Interactive, 2009 Customer Experience Impact Report
  10. 10. Customers Expect Service Through Social Channels 57% of People Who Have an Issue With a Product or Service Search Online First 50% of Facebook Users & 80% of Twitter Users Who Post a Service Issue Expect a response in Under 24 hours 20% of the Fortune 500 are currently interacting with customers on Facebook 58% of people who tweeted about a bad experience never received a response Source: http://dailyinfographic.com/social-customer-service-infographic#
  11. 11. Even the Best Brands Learning The Hard Way
  12. 12. Service is the New Marketing • Customers are Broadcast Media Outlets • Craft the Message with Outstanding Service Every Time • Payoff: Customers Will pay 21% Premium for Brands That Provide Great Social Service Source: http://thesocialskinny.com/99-new-social-media-stats-for-2012/
  13. 13. How Do I Take Control of That Message• What Do I Do?• How Do I Get Started?• What Are Industry Best Practices?
  14. 14. Rob RosePrincipal Consultant @rorose63 http://bit.ly/robRose
  15. 15. Service is the new MarketingPlan. Listen. Learn. Act.Dreamforce 2012
  16. 16. Service is the new… everything.What aspects matter to you? Product Trials Community Social Route & Respond Customer Partner & Debuts Management Monitoring to Intel Collaboration Collaboration Socially Integrated Campaigns Digital Content Management  Social  Gamification Social Analytics & Behavior Marketing Social Management  Intelligence  Foundation Collaboration Capabilities Governance Voice of the Social Commerce & Policies Competitors Customer Platform Social  Integrated Social Command Center Tool Suite Voice of the Customer Social Enterprise Social Promotion Sales Social Identity Management  Enterprise Social Collaboration Social Support Proactive Social Sales Social Support Social Media Knowledge Base Social Lead Management Copyright © 2012 Deloitte Development LLC. All rights reserved.
  17. 17. The cycle of social support Plan Value Collaborative Operational Culture Efficiencies Act Listen Customer Engagement Learn
  18. 18. The cycle of social support Plan Value Collaborative Operational Culture Efficiencies Act Listen Customer Engagement Deloitte Managed Analytics Learn
  19. 19. Move the needle on a metric that mattersPick a driver and ask yourself, “how will we improve this?” Value Map by Deloitte Consulting LLP SHAREHOLDER VALUE (Practical paths to increasing shareholder value & ROIC) Revenue Growth Operating Margin Asset Efficiency Expectations Price Selling, General & Cost of Goods Property, Plant Receivables Company External Volume Realization Administrative Sold & Equipment Inventory & Payables Strengths Factors (SG&A) (COGS) (PP&E) Improve Improve Improve Improve Improve Acquire New Retain and Leverage Income- Strengthen Customer Corporate/ Development & Logistics & Service Improve Improve Receivables & Improve Improve Grow Current PP&E Inventory Managerial Execution Customers Customers Generating Assets Pricing Interaction Shared Service Production Provision Efficiency Efficiency Payables Effectiveness Capabilities Efficiency Efficiency Efficiency Efficiency Efficiency Accounts, Product & Product & Demand & Notes & Service Innovation Service Innovation Cash / Asset Management Supply Management Measure specific benefits and corresponding Marketing & Advertising IT, Telecom & Networking Product Development Logistics & Distribution Real Estate & Infrastructure Finished Goods Interest Receivable Business Planning Operational Excellence Marketing & Account Price increase in shareholder value Equipment & Work in Accounts, Notes & Program Partnership & Sales Management Optimization Sales Real Estate Materials Merchandising Systems Process & Interest Delivery Collaboration Raw Materials Payable Customer Human Service Business Relationship Retention Service & Resources Production Delivery Performance Strength Support Management Procurement Cross-Sell / Order (Excluding Agility & Up-Sell Fulfillment & Production Flexibility Billing Materials & Merchandise) Business Management Financial Management Copyright © 2012 Deloitte Development LLC. All rights reserved.
  20. 20. What Capabilities Matter? Marketing: Sales: Support: Determining Fit Committing Maintaining &Functional StrengtheningCapabilities Socially Integrated Campaigns Social Lead Management Proactive Social Support Product Concepts & Debuts Social Commerce Platform Social Command Center . Social Sales Social Media Knowledge Base .Collaboration Enterprise Social Collaboration Partner Collaboration Customer CollaborationCapabilities Enterprise Social Promotion Gamification & Behavior ManagementSocial Social Monitoring Routing & Responding to IntelIntelligence Voice of the Customer Competitor’s Customer VoiceCapabilities Digital Content Management Governance & Policies Change Management Social AnalyticsFoundationalCapabilities Community Management Integrated Social Tool Social Identity Management Suite
  21. 21. Don’t worry…it’s a Journey Roadmap smaller than it appears in the rearview mirror…The case for change The target state The path forward Expected results Copyright © 2012 Deloitte Development LLC. All rights reserved.
  22. 22. Deloitte’s Social Maturity Model Select Social Enterprise Capabilities as focus areas Inactive Emergent Adequate Mature Innovator Gap analysis shows where Assess Current and Goal Maturity Levels to realize value growth Sample actions give examples of immediate, actionable direction Copyright © 2012 Deloitte Development LLC. All rights reserved.
  23. 23. DemoPlan. Listen. Learn. Act.Dreamforce 2012
  24. 24. Best Practices for Social ServiceTristan BishopDirector of Digital Strategy, Symantec @KnowledgeBishop KnowledgeBishop.comhttp://www.slideshare.net/knowledgebishop
  25. 25. Actionable Internet Mentions™ (AIMs)1. Social media, external blog or external forum mention2. Created by a customer, partner, competitor or prospect3. Provides business value to Symantec AIM ™ is a term created and trademarked by Symantec 25
  26. 26. What We Do Today: Find, Classify and Assign AIMs™ 1. Case: Request for help resolving real-time issue 2. Query: Question that doesn’t require support resource 3. Rant: Insult that merits brand management consideration 4. Rave: Praise from Symantec brand advocate 5. Lead: Pronouncement of near-term purchase decision 6. RFE: Request to enhance a product with a new feature 7. Fraud: Communication from an unauthorized provider of Symantec products
  27. 27. Radian6 Engagement Console
  28. 28. Global Triage Monitoring
  29. 29. Recap: AIM™ Triage Process Blogs Message boards Configuration CRM profiles interactions history transactions preferences Symantec Case Employee Query Response Rant Review Rave Product 1 Lead RFE Product 2 Fraud Product 3
  30. 30. Next Up: Salesforce Service Cloud IntegrationSocial CRM Workflow: Support • Radian6 pulls in social posts of all types, including Cases • SCRM team classifies posts using Radian6 Engagement Console • Social Hub creates SFDC Objects for Support cases • Support agents respond in SFDC Service Cloud

×