Presentation of Theo Slaats, partner at Deloitte, on "Social CRM" at the IMME Conference in Utrecht on January 22, 2010.

1. Social CRM – Presentation IMME
Theo Slaats – Partner CRM Deloitte
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2. Contents
Social CRM
Social vs. traditional CRM
Cases
Key Take-Aways
Contact information
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3. Social CRM

4. Power of Social Media
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5. Impact of Social Media
Domino’s Pizza gained a lot of media attention when a couple of employees posted
a video of them making pizza
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6. Impact of Social Media
http://www.molblog.nl/bericht/twitter-nekt-actie-laagsteprijsgarantie-albert-heijn/
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7. What is the social customer doing?
Uses new
online
channels and
new
communication
tools Trusts in
Seeks support advices made
to connect by online
with like- friends,
minded peers acquaintances
and strangers
The new
Reads and
creates
Social
product Customer Tends to buy
reviews, more online
product than offline
rankings and
blog posts
Wants to
Expects better provide
customer feedback
experience about the
online and product and
offline customer
service
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8. Web 2.0 provoked an expansion of the R in the CRM
Company / Company Customer / Partner
Company / Competitor Customer / Competitor
Company / Partner Customer / Customer
Company / Customer Partner / Competitor
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9. Social vs. Traditional CRM

10. Lets take a look at the fundamental changes that Social CRM is
introducing to the current, traditional CRM in terms of…
Landscape Channels Processes
• Auction website
Customer Customer
• Video sharing Establishing need
Customer • Phone • Microblogs
• Fax • Podcast
• Email
• Price comparison website
impressions
Customer Customer • Service
• Wikis
Decision
Sharing
• Letters
• Personal contact • Social Networks
+
Customer
Customer
• Company’s website • Blogs
• SMS • Widgets
Competitor Supplier / Partner • Instant Messenger • Photo sharing
Targeting
• Chat • Forums
Expansion
Acquisition
Experience
Customer Customer • Media • Slides sharing
• Reviews and ratings in retail sites Retention
• Social Bookmarking
• Wish lists
Your company • RSS Support processes
Customer Customer Value
Customer Customer Operation processes
Mindset Technology
Monitoring /
Interconnecting tools
! Customer
Conversation /
Collaboration tools Data
mining
Owned
Data RSS Forums
Process Support
! Blogs
Account Management
Contact Management
Activity Management
Lead / Opp Management Widgets
Campaign Management
! Sales Management
Service Management…
Interaction
Tags Ranking
Conversation APIs
Contribution Open Id
Wikis Podcast
Social Networks
Cloud
Computing
Employees Customers
Brand monitoring
services
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11. Evolution of the CRM landscape increases complexity
Traditional CRM 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
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12. Evolution of Customer Touch Points demands new channel
strategy
Traditional CRM Social CRM
• Auction website
• Video sharing
• Phone • Phone • Microblogs
• Fax • Fax • Podcast
• Email • Email • Price comparison website
• Service • Service • Wikis
• Letters • Letters • Social Networks
• Personal contact
• Company’s website
• Personal contact
• Company’s website + • Blogs
• Widgets
• Photo sharing
• SMS • SMS
• Forums
• Instant Messenger • Instant Messenger
• Slides sharing
• Chat • Chat • Reviews and ratings in retail sites
• Media • Media • Social Bookmarking
• Wish lists
• RSS
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13. Evolution of Business Processes changes current process model
Traditional CRM Social CRM
Targeting Establishing
need
impressions
Expansion
Acquisition
Sharing
Decision
Targeting
Expansion
Acquisition
Retention Experience
Retention
Customer Support processes
Marketing Sales Value
Service
Operation processes
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14. Evolution of Organizational Mindset requires strong culture
change
Traditional CRM Social CRM
!
!
!
!
Interaction
Conversation
Transaction Contribution
Feedback
Employee Customer Employees Customers
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15. Evolution of Technology includes social layers
Traditional CRM Social CRM
Monitoring /
Interconnecting layer
Conversation /
Customer Collaboration layer
Owned
Data RSS Data
Process Support Process Support Forums mining
Layer Layer
Account Management Account Management
Blogs Widgets
Contact Management Contact Management
Activity Management Activity Management
APIs
Lead Management Tags Lead Management
Campaign Management Campaign Management Ranking
Service Management Service Management Open Id
Wikis
Sales Management Sales Management
Microblogs
Social
SaaS Networks Podcast /
Video sharing Cloud
Computing
Brand monitoring
services
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16. Cases

17. Consumers, as well as companies themselves, have started to
adopt social media
Inside-to-inside Inside-to-outside Outside-to-outside
communities communities communities
Sharing experiences
Forming communities &
networks
Forming communities &
Forming communities & networks
Raising awareness &
networks
promoting the brand
Providing “community
Sharing knowledge service” or self-help
Providing service
Collaborating Recommending &
Selling
influencing opinions
Reaching talent
Providing information
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18. Case example: connecting like-minded peers Inside-to-inside
communities
to increase collaboration and creativity
• Yammer is a Twitter for companies
• Based on your email domain (e.g.
deloitte.com) you can connect with
other company employees
• The idea behind Yammer is that people
in business will always know what other
people in the company are working on
• As any other Social Platform, Yammer
is growing organically and independent
of internal company efforts
What if I was a Sales Manager preparing a sales pitch?
or a Customer Service employee trying to solve a customer problem?
18
or a Customer asking for directions? © 2010 Deloitte Consulting BV – All rights reserved

19. Case example: Dutch Bank Inside-to-outside
communities
Type: Online Customer Intelligence (OCI)
Case: The OCI tool captures all relevant data from different sources (blogs, forum, communities
and news sites) and present this information in a tag cloud. Based on the tag cloud further
analysis can be made.
CRM: Marketing
Business Value: Cost Reduction, Customer Retention, Stronger Product Positioning, Brand
value
Customer Value: Quick response on customer requirements
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20. Case example: Orange – Customer Service Inside-to-outside
communities
Type: Service Cloud
Case: Customer to Customer Support
CRM: Service
Business Value: Leveraging customer-to-customer support knowledge across
internal and external support channels
Customer Value: Receiving excellent service wherever they are on the web
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21. Case example: Starbucks Outside-to-outside
communities
Type: Idea gapturing
Case: Starbucks gaptured ideas in collaboration with their customers. Starbucks VIP
card and getting a free cup of coffee when buying coffee beans are two examples of
customer-generated idea currently in use
CRM: Marketing (New product development)
Business Value: Starbucks captured in one year more than 70.000 ideas submitted
through the site.
Customer Value: Customer like to have a place to put their creative ideas.
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22. Key Take-Aways

23. Social media presents some risk …
• Substitution
• Reputation
• Intellectual property & confidentiality
• Employee behavior
• Loss of control
• Quality & reliability of information
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24. … yet presents many opportunities
• Brand protection & reputation management
• Customer insights (“Voice of Customer”)
Enhance customer
1 • Marketing effectiveness
relationships • Customer service & associated support costs
• Time to market
Increase employee • Speed of access to internal experts
2 productivity & operational • Collaboration (projects, lean, BPR)
efficiencies • Communication costs
Foster creativity, • Speed of access to knowledge
3 innovation, • Collaboration (internal & external) on innovations
& collaboration • Employee satisfaction
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25. What you can do
1. Research & monitor activity
• Social media is here to 2. Listen & act where appropriate
stay
3. Determine focus (most
• Some interesting pilot relevant business areas &
projects target audience / communities)
• Few companies with 4. Start small (“seed & grow”)
integrated strategy or
concrete business case 5. Measure adoption, then
business value
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26. What we are doing: providing insights through Deloitte research
Why is interactive media (Web 2.0, social
Are you succeeding (tangible &
networking) so important to the world
intangible), & why? Which KPI’s do you
today – business, education, social,
measure?
etc. ?
What is the awareness of this form of What are your lessons learned or best
media in your company at present? Have practices for other companies struggling
you defined a social media strategy? with this topic?
Are you able to show business value yet
(revenue models, growth prospects, Which of your competitors do you see as
profitability, shareholder value creation, an example in this field?
etc.)?
Which departments / areas are most
affected? What about your systems,
processes and people?
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27. Theo Slaats Deloitte Consulting BV
Partner Laan van Kronenburg 2
CRM, Social Media, Cloud Computing 1183 AS Amstelveen
The Netherlands
Tel: +31 88 2886660
Mobile: +31 6 52672525
tslaats@deloitte.nl
www.deloitte.nl/crm
Member of
Deloitte Touche Tohmatsu
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