Mt115 social2013

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Mt115 social2013

  1. 1. ©2013 LHST sarlSocial CRMMT 115
  2. 2. ©2013 LHST sarlThe Key QuestionPartnersStockholdersClientsEmployeesHow can customer relationshipmanagement enhanceorganizational performance?CRM helps us understand the motivations, experience and objectives of theinternal and external clients of the organizationContent Cases MetricsMethodsIntroduction
  3. 3. ©2013 LHST sarlThe Answer(at least in part)Content Cases MetricsMethodsIntroductionFocus Improve Knowledge Leverage MesureOrganization Processes Explicit Transactions EfficencyCommunity Participation Embedded Innovation EngagementNetworks Relationships Emerging Interactions Effectiveness
  4. 4. ©2013 LHST sarlSocial CRMThousands of « friends »orpartners in the co-creation of value?• “Social CRM is a business strategydesigned to engage the customer ina collaborative conversation in orderto provide mutually beneficial valuein a trusted & transparent businessenvironment.• Its the companys response to thecustomers ownership of theconversation.”Paul GreenbergContent Cases MetricsMethodsIntroduction
  5. 5. ©2013 LHST sarlFive Questions• In which areas do they believe organizationsare investing today in social business?• Which new work activities and capabilities arerequired to make customer communitiessuccessful:?• According to the article, how doorganizations enhance learning through socialbusiness?• Of the examples given of structured innovation,which make the most sense from your point ofview?• Which key issues must be addressed to weavesocial business into the organizational fabric:?C’est quoi le social CRM ?The Business of Social BusinessContent Cases MetricsMethodsIntroduction
  6. 6. ©2013 LHST sarlSocial CRM• Social CRM is a business strategyrather than technology, tools orplatforms• Social CRM is all about engagement –drawing customers into theorganization.• Social CRM enhances rather thanreplaces “traditional” CRM• It’s by defintion customer centric - theultimate goal of Social CRM is buildingtrust and the brandHarish Kotadia, Ph.D..Content Cases MetricsMethodsIntroduction
  7. 7. ©2013 LHST sarlWhat do wehave to know?MT 115
  8. 8. ©2013 LHST sarlWhat is wrong with CRM?“All businesses havealways been social; what’snew is the set ofobservable behaviors andavailable technologies thatenable businesses toleverage these to solvebusiness problems.”~Gil YehudaContent Cases MetricsMethodsIntroduction
  9. 9. ©2013 LHST sarlThe Experience Economy"Experience is knowledge,everything else is information"-- Albert Einstein• Service economy – value comesfrom services embedded in theproduct• Pine and Gilmore argued thatdifferentiation today comes fromcreating “experiences”• Starbucks, Michelin, Hermès,Apple• Companies provide “stages”,managers are “actors”, customersare active “spectators”Content Cases MetricsMethodsIntroduction
  10. 10. ©2013 LHST sarlTrust - in a virtual worldBlind trust "Seeing is believing"Trustworthiness Personal or product basedreputationContextual trust What works in a specialcontextReferred trust Relying on the opinions ofthose we admireVanessa Hall - The Truth About Trust in BusinessContent Cases MetricsMethodsIntroduction
  11. 11. ©2013 LHST sarlHow are we communicating?Content Cases MetricsMethodsIntroduction
  12. 12. ©2013 LHST sarlMobility – acknowledging contextGeographical SocialLongitude ExperienceLatitude NetworksAltitude EventsCan enterprise applications take context into account?Content Cases MetricsMethodsIntroduction
  13. 13. ©2013 LHST sarlStorytelling• Disti Engagement• Disti PAMEngagement• SMB EngagementChallenges Skills RoadmapHow effectively will you tell this story to your business partners?• A story begins withconflict•What businessproblems are wetrying to solve•Transform a conflictinto opportunity?• Why does thissituation exist?•What knowledgeand skills aremissing?• Who are the herosof this story?• How does changingthe roles move thisstory forward?•Is it a question ofpeople, process ortechnology?•What is the nextstep?Content Cases MetricsMethodsIntroduction
  14. 14. ©2013 LHST sarlThe CubeThis story needs toget personal• Disti Engagement• Disti PAMEngagement• SMB EngagementSources ? Results ? Metrics ?Where does this story start?• Where does valuecome form?•Do your sponsorsbelieve in people, process ortechnology?•This is your valuelever• Where are theylooking for proof ofconcept?•Withindividuals, withteams or withcustomers?•This is where youneed to focus• How do they qualifysuccess?•Efficiencyt, utilization, passion?•This is your happyendThe Business ValueMatrix™Content Cases MetricsMethodsIntroduction
  15. 15. ©2013 LHST sarlThe Business Value Roadmap• Embracing NewBusiness Models• Program DesignInput• Drive CostEfficiencies andProfitabilityOptimization• Partner BusinessReviews• Close Management• Disti PerformanceManagement• CPE• Voice of theField/Partner• Inventory/Forecasting• ProcessImprovements• Channel Incentives• Readiness• Channel Health• Sales support/promosCan you weave a silver thread into their successstory?Conflict Characters Storyline• What proof do wehave that they aproblem?•What are theysaying precisely?•This is where yourstory needs to start• What skills andknowlege are holdingthem back ?• What is your role inthis story ?•Tranform yourattributes intobenefits• What is the frame ofthis story?• What does thehoziron look like?•Is your role as avisionary, consultantor helping hand?The Business ValueRoadmap™Content Cases MetricsMethodsIntroduction
  16. 16. ©2013 LHST sarlSCRMMT 115
  17. 17. ©2013 LHST sarlSCRM in six questionsContent Cases MetricsMethodsIntroduction
  18. 18. ©2013 LHST sarlOutside In• The three most important factors that influenceconsumer behavior are :– personal experience (98%)– company’s reputation or brand (92%)– recommendations from friends and family (88%)• 41% of customers believe that companies shoulduse social media tools to solicit feedback (ConeBusiness in Social Media Study, 2008)• 43% of consumers say that companies shoulduse social networks to address customersproblems• Only 7% of organizations understand the CRMvalue of social media, according to the BrandScience Institute, European Perspective, August2010Jacob MorganContent Cases MetricsMethodsIntroduction
  19. 19. ©2013 LHST sarlContent Cases MetricsMethodsIntroduction
  20. 20. ©2013 LHST sarlThe Conversation PrismThe Conversation Prism v2.0• You are at the center of the prism• The first layer of circles displays theactivity of learning and organizingengagement strategies…• The second ring maps specificauthorities within an organization toprovide a competent and helpfulresponse.• The third ring represents thecontinual rotation of listening,responding, and learning online andin the real world.Content Cases MetricsMethodsIntroduction
  21. 21. ©2013 LHST sarlMarket Leaders• It’s not a question of channelsbut of capturing conversations• Gartner sees SCRM is a$1B extension of the CRMmarket• Jive and Lithium are seen asmarket leaders• Oracle CRM and Salesforceare niche players• The importance of hostedcommunities• The future of social analyticsContent Cases MetricsMethodsIntroduction
  22. 22. ©2013 LHST sarlCommon Features of SocialNetworking Applications• Hosting and supporting a branded or private-label community• Monitoring and surveying private-label orindependent social networks• Facilitating the sharing of common B2B orbusiness-to-consumer (B2C) contactsthrough the use of an internal community• Community product reviews to facilitate theonline sales process22Content Cases MetricsMethodsIntroduction
  23. 23. ©2013 LHST sarl2What it means for Customers• Access to more trusted and independentinformation through many-to-manyparticipation.• Personalisation of interactions with anorganization and products or servicesoffering greater control over:– Their own level of engagement with anorganisation– The information they want, rather thanbeing pushed information– A buying process that aligns with abuyers needs• Fulfilling emotional needs.Unhappy /unengagedcustomersHappy /engagedcustomersCustomerAdvocatesCustomersFor LifeContent Cases MetricsMethodsIntroduction
  24. 24. ©2013 LHST sarlCommunities• Member communities reach more internet users (66.8%)than email (65.1%)• Fastest growing sector for Internet use is communities (5.4%in a year)• 43% of consumers say that companies should use socialnetworks to solve the consumers problems (Cone Businessin Social Media Study)• 7% of organizations understand the CRM value of socialmedia according to the Brand Science Institute, EuropeanPerspective, August 2010.• The Three most influential factors for consumers whendeciding which company to do business with are:1. personal experience (98%),2. company’s reputation or brand (92%), and3. recommendations from friends and family (88%)Content Cases MetricsMethodsIntroduction
  25. 25. ©2013 LHST sarlCase StudiesIdea ManagementMarket ResearchMarket LaunchSocial CampaignsPublic RelationsBrand Promotion
  26. 26. ©2013 LHST sarlCase Testimony - Transportation• KLM has sought to differentiateitself by offering a superiorcustomer experience• Strategy of “Circle of Contacts” tomake its customer relationships asintimate as possible• Facebook + Twitter = KLMSurprises and Fly2Miami• Staff of 16, 230 000+ fans, widepress coverageContent Cases MetricsMethodsIntroduction
  27. 27. ©2013 LHST sarlCase Testimony - Consumer products• Finnish maker of fine cutting tools• Customer communities of craftingenthusiasts have transformed the waythis 300-year-old company doesbusiness.• Brings customers into the productdevelopment process• Fiskars also leverages these groups ofadvocates to market to small retailers• Virtual + Real events – 6000 membersContent Cases MetricsMethodsIntroduction
  28. 28. ©2013 LHST sarlCase Testimony – Printed Media• The Guardian- founded inManchester over 150 years ago• Threat of the Internet –consistently lost money over thelast decade• The Internet itself serves as ametaphor in helping consumersmake better decisions• “The real measure of our successis what the industry can create.Not what we can cut.”Open Platform Case StudyContent Cases MetricsMethodsIntroduction
  29. 29. ©2013 LHST sarlCase Testimony – Fashion• Moving from design to the storefront in less than three weeks• Benneton, H&M, Topshop, WetSeal, Zara• Collaborative design, social CRM,electronic store fronts• Fast fashion retailer Wet Sealused their technology platform tohelp their customers create 50 000garment designs over the past twoyearsContent Cases MetricsMethodsIntroduction
  30. 30. ©2013 LHST sarl• Giffgaff - gaelic for mutual givingreflected in their manifesto• Social CRM : member getsmember, eVouchers, goodybags• Customer service is memberdriven• Giffgaff labs – crowdsourcingproduct testing• Payback for miles, cash orcharitiesIntro Application MetricsImpactCase Testimony - Telecommunications
  31. 31. ©2013 LHST sarlCase Testimony - Pharmaceuticals• InnoCentive is an example ofOpen Innovation born out ofnecessity in the PharmaceuticalIndustyr• InnoCentive captures valuebetween "seekers" and "solvers"by exchangint monetary rewardsfor external technical expertise• 64 customers have posted morethan 800 "challenges" in 40disciplines
  32. 32. ©2013 LHST sarlSocialMetricsMT 115
  33. 33. ©2013 LHST sarlFunnel Analysis• Why are users are failing to complete proposedactivity?• Monitor conversion rate using unique visitorsand click-through rates.• Landing pages provide the biggest challenge todigital challenges.• Reduce number of steps to facilitateengagement.• Reduce the number of fields that require userinput.• Check for leaks: visitors might not be droppingcompletely but using other routes.Cian O SullivanContent Cases MetricsMethodsIntroduction
  34. 34. ©2013 LHST sarlSocial stickiness• What aspects of your app are influencing themindset of your users?• Monitor the « stickiness » of your messagethrough number of visits, time spent pervisit, citations and redirects.• What customer challenges/opportunities are youaddressing?• What skills and knowledge are you targeting?• How does your application fit into the story thatyour customers are trying to tell?Content Cases MetricsMethodsIntroduction
  35. 35. ©2013 LHST sarlMapping context• Why your user base does what it does?• Tracking time and location to map outthe spaces where "whats going on"happens.• Context is a means of measuring theextent to which a vision (product,service, idea) can be shared• Social spaces are constructed from avision, “actors”, repeatable events, andoutcomes.Content Cases MetricsMethodsIntroduction
  36. 36. ©2013 LHST sarlSocial graph and emergent behavious• How does your data elucidate userbehavior?• Social graphs are the global mappingof your customer base and howtheyre related• Capture and monitor identity, qualityand structure of relationships withothers• Emergent behaviors – what newbusiness opportunities might beexplored? Alex IskoldContent Cases MetricsMethodsIntroduction
  37. 37. ©2013 LHST sarlAdditional ResourcesContent Cases MetricsMethodsIntroduction

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