This document summarizes the results of a benchmark study on social media usage in customer contact centers (CCCs) in Canada. Twenty-seven CCCs participated in the study by completing a 29-question survey. The study collected data on the enterprises' profiles, their use of social media and objectives, the impact of social media, and social media usage statistics. Most participating enterprises were located in Quebec, had between 101-1000 customers, and less than 100 employees. The majority used Facebook and Twitter to achieve objectives like customer experience and visibility. Marketing departments were usually responsible for social media management.

1. Benchmark Study
Social Media Usage in the CCC
Triad Benchmark Club
May 2013

2. Table of Contents
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Ø Enterprise profile at this public study
Ø Choice of SM and positioning of the enterprise
Ø Values and impact
Ø Statistics on SM usage
Ø Available resources and issues
Ø Potential involvement of the CCC

3. Ø This study was conducted with 27 participants whose
customer contact centres (CCCs) are based in Canada.
Ø Data was collected using a questionnaire composed of
29 questions.
Ø The collected data is up to date as of the first quarter of
2013.
Methodology
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4. Section 1: Enterprise profile
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Location of your enterprise in Canada?
81%
7%
4%
4% 4%
Quebec Ontario Manitoba
Nouveau-­‐Brunswick Colombie
Britannique

5. Section 1: Enterprise profile
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Total number of enterprise’s customers?
19%
7%
11%
7%
7%
7%
15%
15%
11%
Unknown
Less
than
100
101
to
1
000
1
001
to
10
000
10
001
to
50
000
100
000
to
200
000
500
000
to
1
000
000
1
000
0001
to
5
000
000
5
000
000
or
more

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Total number of employees?
Section 1: Enterprise profile
30%
22%
22%
15%
7%
4%
Less
than
100
101
to
500
501
to
2
000
2
001
to
10
000
10
001
to
20
000
40
000
or
more

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Indicate the sector that best describes the activities of the
enterprise or division.
Section 1: Enterprise profile
1
1
1
2
2
2
2
3
3
3
3
4
Products
distribu>on
Healthcare
Energy
and
public
services
Insurance
Non-­‐profit
organiza>on
Consumer
goods
Services
Telephony
/
Telecommunica>ons
Governmental
/
Ins>tu>onal
Corporate
services
Food
and
drink
Banking
and
financial
services

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Indicate the customer segments supported by the enterprise
or division.
Section 1: Enterprise profile
56%
18%
26%
Both
B2C
and
B2B
Business-­‐to-­‐business
Business-­‐to-­‐consumer

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What are your business hours for answering customers via
SM?
Section 1: Enterprise profile
6
a.m.
to
12
p.m.
12
p.m.
to
6
p.
m.
6
p.
m.
to
9
p.
m.
9
p.m.
to
12
a.
m.
1
a.
m.
to
6
a.
m.
Closed
#
%
#
%
#
%
#
%
#
%
#
%
Monday
22
81%
26
96%
11
41%
7
26%
4
15%
0
0%
Tuesday
22
81%
26
96%
11
41%
7
26%
4
15%
0
0%
Wednesday
22
81%
26
96%
11
41%
7
26%
4
15%
0
0%
Thursday
22
81%
26
96%
11
41%
7
26%
4
15%
0
0%
Friday
22
81%
26
96%
9
33%
7
26%
4
15%
0
0%
Saturday
8
30%
10
37%
8
30%
5
19%
3
11%
17
63%
Sunday
7
26%
9
33%
7
26%
5
19%
3
11%
18
67%

10. Section 2: Choice of SM and positioning of the enterprise
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How long has your enterprise been in contact with its
customer base through SM?
26%
19%
37%
15%
4%
Less
than
1
year
1
year
2
years
3
years
4
years

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Name the social media in wich your enterprise is active
(posted on your website).
Section 2: Choice of SM and positioning of the enterprise
78%
74%
59%
59%
44%
30%
15%
4%
Facebook
TwiTer
You
Tube
LinkedIn
Google
+
Blogs
or
internal
forums
Others
My
Space

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Which 3 primary business objectives is your enterprise
looking to achieve through its SM presence?
Section 2: Choice of SM and positioning of the enterprise
11%
11%
11%
26%
37%
44%
67%
81%
By
obliga>on,
to
follow
our
compe>tors
Revenue
Other
reason
Lower
cost
of
interac>ons
Addi>onal
source
of
informa>on
Communica>on
channel
for
public
opinion
management
Customer
experience/loyalty
Visibility/marke>ng

13. Section 3: Value and impact
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— Question 12: Please indicate if your enterprise uses SM for
the following activities:
7%
15%
15%
19%
22%
26%
37%
41%
44%
52%
63%
70%
70%
Other
reason
(please
specify)
Development
of
new
products/services
Personalized
management
of
products/services
Sales
with
coupons
or
discounts
Technical
support
Customer
surveys
Community
ac>vi>es/involvement
Discussion
forums
Informa>on/training
videos
Staff
recruitment
Customer
service
Mass
communica>on
Promo>ons/contests

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Which sector of the enterprise is responsible for social media
management?
Section 3: Value and impact
4%
4%
4%
4%
7%
15%
22%
41%
Communica>ons
Human
resources
Web
services
Sales
Shared
responsibility
Social
media
team
Customer
contact
centre
Marke>ng

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Approximately how many followers/fans are part of your
various online communities?
Section 3: Value and impact
30%
7%
15%
4%
11%
4%
26%
4%
Less
than
500
500
to
1
000
1
001
to
5
000
5
001
to
10
000
10
001
to
20
000
20
001
to
50
000
50
001
or
more
Not
yet
assessed

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— Proportion of followers /fans vs customers
Section 3: Value and impact
44%
26%
30%
4%
Less
than
1%
from
2%
to
5%
6%
and
more
Not
yet
assessed

17. Section 4: Statistics on SM usage
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How many resources are assigned to monitor and/or answer
social media users that communicate directly or indirectly
with your organization?
All
parEcipants
Removed
excepEon*
Average
3,5
2,5
Median
2
1,5
Maximum
30
8
Minimum
0
0
*Removed
a
par>cipant
with
30
employees
assigned
to
monitor/answer

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For every mention of your organization in SM, in what
proportion will your SM agents intervene or answer
comments/questions from the community?
Section 4: Statistics on SM usage
7
2
6
2
3
1
6
Not
yet
assessed
91
to
100%
81
to
90%
71
to
80%
21
to
30%
11
to
20%
0
to
10%

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How many answers/interactions in social media are handled
by your organization on a monthly basis?
Section 4: Statistics on SM usage
59%
15%
4%
11%
7%
4%
Less
than
100
100
to
500
501
to
1
000
1
001
to
5
000
10
001
or
more
None,
we
only
perform
monitoring
ac>vi>es

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When answering or following-up on SM interactions, what is
the percentage distribution of contact methods used?
Section 4: Statistics on SM usage
Using the
same MS
channel
41%
Several
methods used
59%

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What is your average handle time (in hours) for answering in
the following media:
Section 4: Statistics on SM usage
Average
Median
Maximum
#
Facebook
4,08
0,50
30,00
25
TwiOer
1,95
1,00
12,00
24
LinkedIn
3,38
0,25
30,00
20
Blog/Forum
0,43
0,25
4,00
12

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Does your organization encourage crowd sourcing among members of
your community by involving known « super-users » in customer
service or technical support?
Section 5: Available resources and issues
19%
74%
7%
Yes
No
Uncertain

23. Section 5: Available resources and issues
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Does your organization evaluate the unit cost of your
interventions in social media?
7%
85%
7%
Yes No Uncertain

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Do you expect the use of social media to result in reduced
volumes of the following types of contacts?
Section 5: Available resources and issues
1
4
5
8
9
13
Other
Chat
sessions
Outbound
calls
Inbound
calls
Email
Not
yet
assessed

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What 3 major skills are looked for in social media agent
profiles?
Section 5: Available resources and issues
Skill
%
Excellent
wri>ng
skills
in
French
and/or
English
67%
Experience
with
interac>ons
in
social
media
52%
Capacity
to
write
short
texts
to
summarize
issues,
s>mulate
and
develop
loyalty
48%
Capacity
to
interpret
the
situa>onal
context
of
comments
to
adapt
their
response
44%

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How do you ensure the quality of interactions on SM?
Section 5: Available resources and issues
AcEvity
%
More
complex
or
sensi>ve
materials
are
reviewed
before
being
sent
63%
We
have
a
documented
quality
assurance
program
with
standards,
procedures
and
evalua>on
grid
of
social
media
interac>ons
(real-­‐>me
or
delayed)
37%
Interac>ons
are
checked
only
in
case
of
a
complaint
in
the
community
22%
WriTen
material
and
files
provided
by
social
media
agents
are
monitored
in
real-­‐>me
19%

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What methods does your enterprise use to mitigate potential
risks associated with the use of SM?
Section 5: Available resources and issues
AcEvity
%
Developing
internal
policies
and
procedures
regarding
the
use
of
social
media
81%
Training
on
social
media
policies
for
all
staff
involved
in
social
media
management
59%
Secure
systems
and
access
codes
for
staff
interven>ons
in
social
media
52%
Tracking
customer
interac>ons
37%
Assessment
under
way
22%
No
mi>ga>on
method
for
the
moment,
we
only
perform
monitoring
ac>vi>es
4%

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Has the introduction of SM had a positive or negative impact
on customer satisfaction levels?
Section 5: Available resources and issues
41%
59%
Posi>ve
impact
Not
measured

29. Section 6: Potential involvement of the CCC
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Is the CCC the primary contributor in content sharing and/or
dissemination through SM?
Yes
26%
No
74%

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Why is the CCC the primary contributor involved in social
media contact management?
Section 6: Potential involvement of the CCC
CCC
is
in
social
media
contact
management
because...
7/27
High
volumes
of
contacts
are
more
adapted
to
the
CCC's
opera>onal
context
6
CCC
business
processes
lead
to
op>mized
contact
management
and
quality
6
CCC
is
the
entry
point
for
our
customer
contacts,
more
complex
cases
are
redistributed
to
appropriate
departments
5
CCC
opera>ng
hours
allow
for
quicker
answers
to
community
members
3

31. Questions
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32. Thank You for Participating
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Pierre Marc Jasmin - MBA
President and strategic advisor
TRIAD SERVICES
2360, Notre-Dame West, suite 312
Montreal (Quebec) H3J 1N4
(514) 931-0663 ext 226
pmjasmin@servicestriad.com
www.servicestriad.com
@TriadTiger