The impact of mobile & social consumer asynchronicity

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Mobile and social are changing the way we communicate. The impact on brands will be significant, with many not being able to adapt due to a misdiagnosis of this change, the underlying cause, and how best to respond.

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The impact of mobile & social consumer asynchronicity

  1. 1. mobile + socialthe transformation of consumer-business communications
  2. 2. OUTLOOK • We are going through an unprecedented period of change in consumer behavior and communication preference • The tactics, processes, and systems employed by the enterprise is making the situation worse, not better • A new crop of brands will evolve to own the customer’s mindshare (and their $$$) 2 drumbi.com
  3. 3. EVOLUTION OF METHODS AND CHANNELSFirst public First cell phone call is madedemonstration of thetelegraph First text message sent The telephone is invented1844 1866 1876 1971 1973 1984 1992 1993 1st Permanent telegraph First commercial cell 1st commercial text cable laid across Atlantic First e-mail is sent phone is made message sent available 3 drumbi.com
  4. 4. FASTER PACE OF CHANGE • 2004 – Facebook is launched • 2005 – Launch of geo-based services • 2006 – Twitter is launched • 2012 o Smartphones are the new standard o ~1b FB users o 1 in 4 people check their smartphone every 10 minutes o 40m people check-in o Voicemail is dying we are wrapping asynchronous communications around synchronous interactions! o Landlines are dying 4 drumbi.com
  5. 5. HOW IT IS TODAY THE CURRENT ENTERPRISE Scripts and repeatable Hard-wired through processes, not about automation authenticity or context Designed from the enterprise out And…its designed for this… 5 drumbi.com
  6. 6. • area codes are not an indicator of • we used to pick it up your location the moment it rang, no• designed for you to listen, and input longer true data at the same time • no opportunity for context sharing 6 drumbi.com
  7. 7. THE CUSTOMER EXPERIENCE BAR HAS BEEN RAISED apps, personalized forconnected, WiFi and us, allowing us tocellular, with the ability to shift learn, explore and engagefrom connected to disconnected context, knowing what our friends and community are doing, and sharing our own experiences SMS, FB, Twitter, compliment ing voice calls, all slowly killing voice mail 7 drumbi.com
  8. 8. THE A.D.D.’ing OF CONSUMERS 8 drumbi.com
  9. 9. AND THE RESPONSE multiple games, as many asplay when you want to, not you likewhen you have to its about engagement, not winning social is built in, not an after- thought 9 drumbi.com
  10. 10. THE PROPER FRAMEWORKCorporate CXO’s and call center managers have a fundamental misconception about mobile andsocial, often times considering them as “channels” for interaction. THEY ARE NOT! voice web tablet mobile social email SMS channel form-factor engagementIn our view, mobile is THE form-factor (increasingly). Social is tied to EVERY interaction (a call,physical visit, search, and even phone calls). 10 drumbi.com
  11. 11. DRIVERS ASYNCHRONOUS COMMUNICATIONS MOBILITY CONTEXT AUTHENTICITY COMMUNITY/SOCIAL 11 drumbi.com
  12. 12. ASYNCHRONOUS COMMUNICATIONS • Customers are moving to asynchronous communications • Systems and process are setup for synchronous • Khan Academy, Udemy, Coursera are booming, while college enrollment is flat • We don’t leave voicemail, we text and ask “When can you chat?” • The irony is that both enterprise and consumers want this 12 drumbi.com
  13. 13. MOBILITY • Mobile ≠ APP • Mobile > APP • Yes, your customer is calling from a mobile, web enabled device • Yes, your employees and partners prefer their device, apps and channels over your self-service portal • Our response has been to develop and launch apps, SMS solutions, chat, FB pages, Twitter...largely reacting to market forces • The problem is that offering too many choices without clearly understanding the benefits for customers and knowing how to tailor the experience for mobile will actually weaken KPIs 13 drumbi.com
  14. 14. COMMUNITY • We prefer “community” to social • “It’s all about LIKES and fans!” = Disaster • Focus on short-term ROI is misguided • It’s a layer for every touch-point, from voice, to the Web, to the point of purchase • Addresses two key issues, and has direct tie to authenticity 14 drumbi.com
  15. 15. LATENCY: THE TIME EQUATION • Knowledge is being formed, documented, and propagated outside the enterprise • Brand ambassadors, communities, user groups • KM was designed for enterprise-formed knowledge • Moderated, structured, scheduled • The enterprise is reacting to speed 15 drumbi.com
  16. 16. REACH: THE WORKFORCE EQUATION • Users helping users • Knowledge workers outside the call center • JIT expertise • Social recommendations will out-perform search • The solution is to listen to the community, and give them what they want (it’s not about $$$ or prizes) 16 drumbi.com
  17. 17. “SPEED OVER AUTHENTICITY“ • Forget avatars and bots. When we want to connect with people, we want to talk • I will tell you who I am...tell me who you are • It’s important that you acknowledge that I’ve been heard, by a real person • An auto-response email is NOT the answer • Opportunity for goodwill, or an enemy 17 drumbi.com
  18. 18. OUTLOOK • Our view is that the current pace of customer transformation is unlike anything recorded in history • Much like other transformational events, new leaders will emerge • The results will be devastating for some (remember Sony? Borders? Blockbuster?), and create a windfall for others (i.e. Uber, Geico, ZipCar, USAA, JetBlue) • Massive new opportunity for enterprise solution providers who embrace the change, and create new experiences for their customer’s customer 18 drumbi.com
  19. 19. CONTACT www.facebook.com/getdrumbi www.twitter.com/getdrumbi www.drumbi.com Address: 9541 Irvine Center Drive Irvine, CA 92618 Cell: 949-400-6556 E-Mail: shervin@drumbi.com 19 drumbi.com

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