This document discusses enterprise customer experience. It defines customer experience as the sensations, emotions and perceptions customers have before, during and after using a product or service. It states that enterprise customer experience represents listening to, guiding and engaging customers in the digital world to create personalized experiences. The document discusses how data from digital interactions can provide insights to enhance the customer experience if analyzed and used to inform actions. It also discusses the importance of respecting customers' time, providing accessible information, and ensuring a positive user experience. Finally, it states that social CRM can help integrate insights to improve customer experiences across touchpoints.
Why is social media so important? A look at the statistics courtesy of Fuqua School of Business as well as the different social platforms and how to use them.
https://www.talkdesk.com/resources/webinars/
Ring in the new year with great customer service!
In this slideshow you will find:
- The top 10 customer service trends according to industry leaders.
- Research and data to support these trends.
- Actionable tips of how you can stay on top of the competition.
The Future of Customer Service: From Personal, to Self, to Crowd ServiceSteven Van Belleghem
The corporate world is at full stretch. On the one hand companies must meet ever-growing expectations with regard to customer experience, while on the other hand there’s a need for economic efficiency. The ultimate challenge for the customer service of the future consists in offering improved customer service at a lower cost.
In the years to come, every company will question its customer processes. Any sensible company will strive to create the ideal combination between efficiency and the perfect customer experience. Players who are only active online, such as Amazon.com and Booking.com, boast a highly efficient customer process. Even though their customers rarely come into contact with actual people they still provide a very satisfactory customer experience. Traditional companies have a history of a personal service burdened with a heavy cost structure.
To avoid overstretching, traditional companies must invest in digitization and in forging a personal (emotional) connection with the customer. Technology is opening up new possibilities in this regard but customers also like personal contact. This combination is shaping the future of customer service: a shift to self-service while still keeping things personal. Also, the service package is expanded by involving the customers themselves in the process. The customer-helps-customer philosophy (crowd service) enables companies to be more efficient and improve their service without losing sight of the human aspect. Fifty-five percent of consumers like the idea of other consumers helping them and 58% are prepared to help others . The customer is ready for crowd service.
This paper was written based on my own research (in collaboration with SSI and translation partner No problem!), desk research and discussions with companies. This paper takes a closer look at new trends and evolutions in the field of customer service.
19 CMOs/CEOs Reveal Big Changes in B2B MarketingSiegel+Gale
The document summarizes responses from 19 B2B marketing leaders on how consumerization has changed their behaviors. Key insights include: focusing more on individual buyers and end users rather than just decision makers; simplifying marketing messages; increasing use of social media, mobile, and digital channels; emphasizing useful, shareable content; and shifting to more "pull" marketing approaches. Many noted the need to relate to customers on a human level and optimize experiences for consumer technologies.
What customers really think - 30 stats on customer expectations and attitudes...Andy Hanselman
A compilation of over 30 statistics and trends highlighting customers expectaions and attitudes to customer service and some practical ideas on how to deal with them.
The document provides guidance on using intelligent gifting to shorten sales cycles and close more deals. It discusses how gifts can help sales teams increase connections with prospects, reignite stalled deals, and improve overall effectiveness. The document also outlines considerations for an effective gifting strategy, such as understanding goals, audience, timing, and tracking results. It describes how the SwagIQ tool allows sales teams to send gifts from Salesforce at opportune times to boost sales.
Mobile Marketing Ideas For Small Business OwnersTextMagic
This document discusses 11 killer mobile marketing ideas for small business owners. It emphasizes that text messaging is a huge opportunity, but businesses must avoid annoying customers with pushy sales messages. It recommends having customers opt-in, sending purposeful messages about useful information like appointments or available products, and personalizing messages for each customer based on their interests. The document then provides 11 specific use cases for creative text messaging, like appointment reminders, reservations, notifications, surveys, and customer service. It stresses sending messages that customers would find helpful rather than just sales pitches.
The document discusses connecting with customers in a data-driven world. It argues that while data is important, being human and building trust is fundamental to connecting. It proposes focusing on understanding customer journeys, managing responses to inbound interactions, expressing gratitude, using personalization in mail, empowering frontline staff with data insights, and rewarding customers from the start of the relationship rather than waiting for them to prove their value. The overall message is that reconnecting with customers requires combining data-driven insights with genuinely human behaviors focused on the customer experience.
Why is social media so important? A look at the statistics courtesy of Fuqua School of Business as well as the different social platforms and how to use them.
https://www.talkdesk.com/resources/webinars/
Ring in the new year with great customer service!
In this slideshow you will find:
- The top 10 customer service trends according to industry leaders.
- Research and data to support these trends.
- Actionable tips of how you can stay on top of the competition.
The Future of Customer Service: From Personal, to Self, to Crowd ServiceSteven Van Belleghem
The corporate world is at full stretch. On the one hand companies must meet ever-growing expectations with regard to customer experience, while on the other hand there’s a need for economic efficiency. The ultimate challenge for the customer service of the future consists in offering improved customer service at a lower cost.
In the years to come, every company will question its customer processes. Any sensible company will strive to create the ideal combination between efficiency and the perfect customer experience. Players who are only active online, such as Amazon.com and Booking.com, boast a highly efficient customer process. Even though their customers rarely come into contact with actual people they still provide a very satisfactory customer experience. Traditional companies have a history of a personal service burdened with a heavy cost structure.
To avoid overstretching, traditional companies must invest in digitization and in forging a personal (emotional) connection with the customer. Technology is opening up new possibilities in this regard but customers also like personal contact. This combination is shaping the future of customer service: a shift to self-service while still keeping things personal. Also, the service package is expanded by involving the customers themselves in the process. The customer-helps-customer philosophy (crowd service) enables companies to be more efficient and improve their service without losing sight of the human aspect. Fifty-five percent of consumers like the idea of other consumers helping them and 58% are prepared to help others . The customer is ready for crowd service.
This paper was written based on my own research (in collaboration with SSI and translation partner No problem!), desk research and discussions with companies. This paper takes a closer look at new trends and evolutions in the field of customer service.
19 CMOs/CEOs Reveal Big Changes in B2B MarketingSiegel+Gale
The document summarizes responses from 19 B2B marketing leaders on how consumerization has changed their behaviors. Key insights include: focusing more on individual buyers and end users rather than just decision makers; simplifying marketing messages; increasing use of social media, mobile, and digital channels; emphasizing useful, shareable content; and shifting to more "pull" marketing approaches. Many noted the need to relate to customers on a human level and optimize experiences for consumer technologies.
What customers really think - 30 stats on customer expectations and attitudes...Andy Hanselman
A compilation of over 30 statistics and trends highlighting customers expectaions and attitudes to customer service and some practical ideas on how to deal with them.
The document provides guidance on using intelligent gifting to shorten sales cycles and close more deals. It discusses how gifts can help sales teams increase connections with prospects, reignite stalled deals, and improve overall effectiveness. The document also outlines considerations for an effective gifting strategy, such as understanding goals, audience, timing, and tracking results. It describes how the SwagIQ tool allows sales teams to send gifts from Salesforce at opportune times to boost sales.
Mobile Marketing Ideas For Small Business OwnersTextMagic
This document discusses 11 killer mobile marketing ideas for small business owners. It emphasizes that text messaging is a huge opportunity, but businesses must avoid annoying customers with pushy sales messages. It recommends having customers opt-in, sending purposeful messages about useful information like appointments or available products, and personalizing messages for each customer based on their interests. The document then provides 11 specific use cases for creative text messaging, like appointment reminders, reservations, notifications, surveys, and customer service. It stresses sending messages that customers would find helpful rather than just sales pitches.
The document discusses connecting with customers in a data-driven world. It argues that while data is important, being human and building trust is fundamental to connecting. It proposes focusing on understanding customer journeys, managing responses to inbound interactions, expressing gratitude, using personalization in mail, empowering frontline staff with data insights, and rewarding customers from the start of the relationship rather than waiting for them to prove their value. The overall message is that reconnecting with customers requires combining data-driven insights with genuinely human behaviors focused on the customer experience.
The document presents 10 common myths about customer experience and provides evidence to refute each one. Some of the key points made are:
1) 86% of buyers will pay more for a better customer experience and poor experiences can cause customers to abandon transactions.
2) Customer experience is about more than just marketing - it involves the entire customer journey and meeting customer expectations at every touchpoint.
3) Managing customer experience requires a customer-centric company culture and leadership, not just customer service.
4) Improving customer experience does not need to be expensive and small details can have a big impact on the customer experience.
John Simpson, Kalev Peekna, Cameron Friedlander and Corrie Maguire provide a digital deep dive, equal parts lecture and discussion, designed to help marketers accelerate their digital efforts at the Legal Marketing Association Annual Conference in Austin.
What does it mean to live in a digital-first world? How have leading organizations, such as Boston Consulting Group and Kimberly-Clark, managed to secure buy in for their digital efforts ... and how can law firms do the same? And, maybe most importantly, how do you continuously prove the value/return of a multi-channel approach?
Workshop facilitators John Simpson and Kalev Peekna of One North and Workshop leaders Cameron Friedlander of Kimberly-Clark and Corrie Maguire of the Boston Consulting Group, work to answer these questions and more. Mixing lecture, case studies, exercises and discussion, we explore how we as an industry must utilize digital.
To recruit drivers, lead nurturing should play a large role in your advertising strategy. It allows you to promote your trucking company to driver candidates by giving them useful and relevant content, without "interrupting" them. Lead nurturing is the key forming comfortable relationships with driver prospects, and moving them through the funnel.
This document provides best practices for referral marketing programs based on the experiences of over 500 brands that have partnered with Extole. It recommends:
1. Building a solid foundation for the referral program by setting goals, determining rewards, and measuring results in real time.
2. Testing different reward types and sizes to determine what most motivates customers to refer. Rewards don't alone determine if someone will refer - the right reward provides the extra push.
3. Recognizing customers don't all respond the same and targeting messaging, creative, and rewards to different customer segments. Give opportunities to share where most likely to see it.
The document stresses making referrals part of the brand by prominently
Why the Financial Services need simplicitySiegel+Gale
Customer demand for simplified experiences continues to rise and never more has this been so prevalent in the financial services sector. Hardly surprising considering the complexity of lives today and the sheer volume of critical choices that need to be made on a daily basis.
The most successful brands are wise to the reality that to be loved is not the primary objective. What’s more critical is to be truly essential in the ways that matter most. Defined by knowing how to add value rather than complexity. Respected for delivering simple and straightforward products and services that people actually understand and have need for.
Our EMEA Strategy Director, Liana Dinghile provided insights into the leaders and laggards of the global pack of brands vying for that all-important, but alarmingly elusive, customer favour at the Financial Services Forum Annual Member's Conference. Shedding light on the new disruptors who are rewriting the rules of service delivery and elevating customer expectations to a whole new level by:
- Empowering people
- Reimagining the experience
- Removing friction
In a complex world, #SimplicityPays
How B2B buying and selling will change in 2020Shruti Kapoor
In this eBook, we have tried to answer questions like...
What are some of the new obstacles faced by other sales teams especially after the pandemic and what can you learn from it?
How has the buying process changed in light of COVID-19?
How can sales teams continue to have meaningful conversations?
Is it ok to be cold-calling or emailing prospects right now?
What type of messaging should be used in cold outreach to build relationships without pissing off your prospects?
What can sales, success & marketing teams do together in this time?
With layoffs dominating your team’s LI feed, how do you continue to motivate your sales reps?
Wow service – Social Intelligence Guide for Customer Service Tim Nagels
Social listening can help companies improve customer service by identifying customer complaints and feedback on social media. Tracking issues allows companies to respond quickly to resolve problems. Social listening also provides insights into product reviews and trends that can help optimize products and marketing. Key metrics for social listening programs include response time, time to resolution, response rate, and number of issues identified.
A Recap of 2013 for the Daily Deal, Coupon, and Ecommerce Industries.Marc Horne
A recap of 2013 for the daily deal, coupon, and ecommerce industries presented by http://dailydealbuilder.com. Questions? email us at support@hcdesk.com.
Quantifying Customer Experience - Presented at Customer Experience Design 2013clarityrules
This document discusses the evolution of customer analytics from Eras 1.0 to 4.0. Era 1.0 focused on internal metrics by business unit. Era 2.0 adopted a customer point of view and used metrics like NPS. Era 3.0 linked metrics like NPS to business outcomes. Era 4.0 uses advanced analytics and topological data analysis to generate insights without predefined questions, allowing unexpected discoveries. The document advocates moving from basic reporting to exploring data interactively to generate insights that improve customer experience and business performance.
The Connected Consumer Journey: Navigating The MeleeAleesha Tully
Pre-digital advertisers just didn’t have to deal with the myriad of channels and touch points that we have today. And if you’re responsible for marketing a brand – this can be pretty overwhelming. This presentation takes a look at how simple, human, thinking can add clarity to consumer journey planning.
This document provides tips and strategies for improving sales and marketing in today's economy. It discusses the importance of expanding relationships within organizations, creating urgency, and linking return on investment to emotional benefits. It also provides seven tips for improving cold calling, including sustaining calling efforts, making every call count, using call guides instead of scripts, respecting executive assistants, always being relevant and informed, gaining opt-ins, and following up. Finally, it discusses four levels of customer satisfaction and four strategies for cracking into corporate accounts, including using an objection elimination strategy, shouting out your value proposition clearly, leveraging triggering events, and employing a multi-touch campaign strategy.
Marketing Mistakes that are Killing your SalesDacia Coffey
Your marketing could be sabotaging your sales funnel. For B2B companies, 2/3 of the research is now being done online without the influence of one of your sales people. Not only that, the online attention span is minimal. Simple branding mistakes cost you leads. Find out what the most common marketing mistakes are and how to remedy them to stop the leak of lost sales opportunities.
Marketing in law firms needs to focus on the buyer's journey and engage clients across all touchpoints. Content marketing and understanding each stage of the buying lifecycle is key to driving better lead quality and conversions. Marketing and sales must be aligned based on the client's needs at each stage to improve acquisition and nurture relationships.
This document outlines 10 key marketing trends for 2016 and provides ideas for delivering exceptional customer experiences. It discusses how cognitive technologies will change how businesses engage with customers by understanding them on deeper levels. It also emphasizes the importance of delivering connected customer experiences across channels to meet rising customer expectations. Additionally, it explores how retargeting will reach new levels of sophistication by being more personalized and context-aware across multiple channels. The document also examines how social media and automation will combine to improve the customer journey, and how video will become a more prominent part of marketing strategies.
The document outlines 6 keys to creating a stronger customer experience: 1) think omnichannel by integrating shopping channels, 2) nurture advocates through mutually beneficial relationships rather than just discounts, 3) leverage data insights to understand customers and drive decisions, 4) let consumers control their experience by listening to feedback, 5) personalize the experience in real time through emerging technologies, and 6) anticipate consumer needs by understanding how they interact with the brand across channels. Retailers who can adapt to these consumer-centric strategies will be the most profitable in today's competitive retail environment.
In this webinar you’ll learn:
- Customer Service Top Challenges
- Customer Service Best Practices in Social Media
- How to Provide Smarter Customer Service
How to work like a network: For the marketing leaderOffice
Enterprise Social describes a new way of working that connects individuals through a dynamic network of people and information. This allows employees to respond faster, accomplish more, and work together more effectively. The document discusses how marketers can use Enterprise Social tools like Yammer, SharePoint Online, and Microsoft Social Listening to gain customer insights, streamline collaboration both internally and externally, and grow brand awareness. It provides examples of how companies have leveraged these tools to improve communication, drive innovation, and engage employees as brand ambassadors.
An honest look at how digital and social media can be used to create tangible value for companies, customers and consumers.
Authors:
Magan Arthur & Rob Mallens
With inputs from:
Sumathi Venkitaraman,
Head, Marketing at CustomerXPs Software
www.customerxps.com
The document presents 10 common myths about customer experience and provides evidence to refute each one. Some of the key points made are:
1) 86% of buyers will pay more for a better customer experience and poor experiences can cause customers to abandon transactions.
2) Customer experience is about more than just marketing - it involves the entire customer journey and meeting customer expectations at every touchpoint.
3) Managing customer experience requires a customer-centric company culture and leadership, not just customer service.
4) Improving customer experience does not need to be expensive and small details can have a big impact on the customer experience.
John Simpson, Kalev Peekna, Cameron Friedlander and Corrie Maguire provide a digital deep dive, equal parts lecture and discussion, designed to help marketers accelerate their digital efforts at the Legal Marketing Association Annual Conference in Austin.
What does it mean to live in a digital-first world? How have leading organizations, such as Boston Consulting Group and Kimberly-Clark, managed to secure buy in for their digital efforts ... and how can law firms do the same? And, maybe most importantly, how do you continuously prove the value/return of a multi-channel approach?
Workshop facilitators John Simpson and Kalev Peekna of One North and Workshop leaders Cameron Friedlander of Kimberly-Clark and Corrie Maguire of the Boston Consulting Group, work to answer these questions and more. Mixing lecture, case studies, exercises and discussion, we explore how we as an industry must utilize digital.
To recruit drivers, lead nurturing should play a large role in your advertising strategy. It allows you to promote your trucking company to driver candidates by giving them useful and relevant content, without "interrupting" them. Lead nurturing is the key forming comfortable relationships with driver prospects, and moving them through the funnel.
This document provides best practices for referral marketing programs based on the experiences of over 500 brands that have partnered with Extole. It recommends:
1. Building a solid foundation for the referral program by setting goals, determining rewards, and measuring results in real time.
2. Testing different reward types and sizes to determine what most motivates customers to refer. Rewards don't alone determine if someone will refer - the right reward provides the extra push.
3. Recognizing customers don't all respond the same and targeting messaging, creative, and rewards to different customer segments. Give opportunities to share where most likely to see it.
The document stresses making referrals part of the brand by prominently
Why the Financial Services need simplicitySiegel+Gale
Customer demand for simplified experiences continues to rise and never more has this been so prevalent in the financial services sector. Hardly surprising considering the complexity of lives today and the sheer volume of critical choices that need to be made on a daily basis.
The most successful brands are wise to the reality that to be loved is not the primary objective. What’s more critical is to be truly essential in the ways that matter most. Defined by knowing how to add value rather than complexity. Respected for delivering simple and straightforward products and services that people actually understand and have need for.
Our EMEA Strategy Director, Liana Dinghile provided insights into the leaders and laggards of the global pack of brands vying for that all-important, but alarmingly elusive, customer favour at the Financial Services Forum Annual Member's Conference. Shedding light on the new disruptors who are rewriting the rules of service delivery and elevating customer expectations to a whole new level by:
- Empowering people
- Reimagining the experience
- Removing friction
In a complex world, #SimplicityPays
How B2B buying and selling will change in 2020Shruti Kapoor
In this eBook, we have tried to answer questions like...
What are some of the new obstacles faced by other sales teams especially after the pandemic and what can you learn from it?
How has the buying process changed in light of COVID-19?
How can sales teams continue to have meaningful conversations?
Is it ok to be cold-calling or emailing prospects right now?
What type of messaging should be used in cold outreach to build relationships without pissing off your prospects?
What can sales, success & marketing teams do together in this time?
With layoffs dominating your team’s LI feed, how do you continue to motivate your sales reps?
Wow service – Social Intelligence Guide for Customer Service Tim Nagels
Social listening can help companies improve customer service by identifying customer complaints and feedback on social media. Tracking issues allows companies to respond quickly to resolve problems. Social listening also provides insights into product reviews and trends that can help optimize products and marketing. Key metrics for social listening programs include response time, time to resolution, response rate, and number of issues identified.
A Recap of 2013 for the Daily Deal, Coupon, and Ecommerce Industries.Marc Horne
A recap of 2013 for the daily deal, coupon, and ecommerce industries presented by http://dailydealbuilder.com. Questions? email us at support@hcdesk.com.
Quantifying Customer Experience - Presented at Customer Experience Design 2013clarityrules
This document discusses the evolution of customer analytics from Eras 1.0 to 4.0. Era 1.0 focused on internal metrics by business unit. Era 2.0 adopted a customer point of view and used metrics like NPS. Era 3.0 linked metrics like NPS to business outcomes. Era 4.0 uses advanced analytics and topological data analysis to generate insights without predefined questions, allowing unexpected discoveries. The document advocates moving from basic reporting to exploring data interactively to generate insights that improve customer experience and business performance.
The Connected Consumer Journey: Navigating The MeleeAleesha Tully
Pre-digital advertisers just didn’t have to deal with the myriad of channels and touch points that we have today. And if you’re responsible for marketing a brand – this can be pretty overwhelming. This presentation takes a look at how simple, human, thinking can add clarity to consumer journey planning.
This document provides tips and strategies for improving sales and marketing in today's economy. It discusses the importance of expanding relationships within organizations, creating urgency, and linking return on investment to emotional benefits. It also provides seven tips for improving cold calling, including sustaining calling efforts, making every call count, using call guides instead of scripts, respecting executive assistants, always being relevant and informed, gaining opt-ins, and following up. Finally, it discusses four levels of customer satisfaction and four strategies for cracking into corporate accounts, including using an objection elimination strategy, shouting out your value proposition clearly, leveraging triggering events, and employing a multi-touch campaign strategy.
Marketing Mistakes that are Killing your SalesDacia Coffey
Your marketing could be sabotaging your sales funnel. For B2B companies, 2/3 of the research is now being done online without the influence of one of your sales people. Not only that, the online attention span is minimal. Simple branding mistakes cost you leads. Find out what the most common marketing mistakes are and how to remedy them to stop the leak of lost sales opportunities.
Marketing in law firms needs to focus on the buyer's journey and engage clients across all touchpoints. Content marketing and understanding each stage of the buying lifecycle is key to driving better lead quality and conversions. Marketing and sales must be aligned based on the client's needs at each stage to improve acquisition and nurture relationships.
This document outlines 10 key marketing trends for 2016 and provides ideas for delivering exceptional customer experiences. It discusses how cognitive technologies will change how businesses engage with customers by understanding them on deeper levels. It also emphasizes the importance of delivering connected customer experiences across channels to meet rising customer expectations. Additionally, it explores how retargeting will reach new levels of sophistication by being more personalized and context-aware across multiple channels. The document also examines how social media and automation will combine to improve the customer journey, and how video will become a more prominent part of marketing strategies.
The document outlines 6 keys to creating a stronger customer experience: 1) think omnichannel by integrating shopping channels, 2) nurture advocates through mutually beneficial relationships rather than just discounts, 3) leverage data insights to understand customers and drive decisions, 4) let consumers control their experience by listening to feedback, 5) personalize the experience in real time through emerging technologies, and 6) anticipate consumer needs by understanding how they interact with the brand across channels. Retailers who can adapt to these consumer-centric strategies will be the most profitable in today's competitive retail environment.
In this webinar you’ll learn:
- Customer Service Top Challenges
- Customer Service Best Practices in Social Media
- How to Provide Smarter Customer Service
How to work like a network: For the marketing leaderOffice
Enterprise Social describes a new way of working that connects individuals through a dynamic network of people and information. This allows employees to respond faster, accomplish more, and work together more effectively. The document discusses how marketers can use Enterprise Social tools like Yammer, SharePoint Online, and Microsoft Social Listening to gain customer insights, streamline collaboration both internally and externally, and grow brand awareness. It provides examples of how companies have leveraged these tools to improve communication, drive innovation, and engage employees as brand ambassadors.
An honest look at how digital and social media can be used to create tangible value for companies, customers and consumers.
Authors:
Magan Arthur & Rob Mallens
With inputs from:
Sumathi Venkitaraman,
Head, Marketing at CustomerXPs Software
www.customerxps.com
The Future of Contact Centers Artificial IntelligenceJim Iyoob
It is not possible to have your company everywhere all the time, right? But today’s customers want it fast, they want it good and they want it their way. Your customer will leave you if it’s not their way; you can expect up to 95% of them to tell their friends, family and co-workers about their bad experience. Matt Rocco and I have put in a lot of work together to write “The Future of Contact Centers”.
Accenture's report explains how creating effortless experiences are so simple and easy with our data-driven strategy framework to drive growth. Read more.
COVID-19: The future of organisations and the future of technical communicationEllis Pratt
The COVID-19 coronavirus is having a huge impact on people and organisations. With so many things that could be about to change, how should technical communicators respond? What’s your plan for the future?
In this presentation, we looked at:
How organisations might change during and after the COVID-19 lockdown
What that means for technical communication, and how you can come back stronger than ever
What technical communicators can do to help, and how you can deal with this crisis
How other technical communicators responded when we asked them for their views
The formula to success for digital experiencesSiegel+Gale
In today’s hyper-connected world, finding the right approach to creating digital experiences is no easy feat. It requires balancing customer, partner, and employee needs with brand opportunities and business needs, at all the right touchpoints.
It is more important than ever to align your digital strategy with those age-old, simple questions – the five Ws and the one H. They will increase your potential for happier users and better business outcomes.
So, ask yourself:
Why
Who
Where
What
When
How
Social CRM DeMystified: The Business & Customer Benefits Mzinga
The document discusses social CRM, including its definition, benefits, and how companies can get started with it. Social CRM is defined as transforming the customer experience through collaboration and engagement between customers and businesses. It provides benefits such as reducing costs, improving customer loyalty, and gaining market insights. The document provides examples of how companies have used social CRM and recommends businesses determine goals, recruit champions, focus on value, and monitor efforts.
Our research found that most people define their ideal experience in terms of relevance — getting the information they need quickly and ensuring that they are remembered between and during engagements with a brand. Yet despite customer experience being a top priority for the C-suite, few organizations have a coherent strategy that aligns customer experience against business strategy and then across departments.
Our research found that the key is to use relationships as the foundation for a next-generation customer experience strategy, with touchpoints and journeys remaining practical necessities. The strategy must prioritize experiences that create relevance in the relationship that in the end drives business results. To develop the strategy itself, start by understanding the maturity of your experience strategy formulation and execution capabilities.
From there, the strategy process has four components:
• Understand the next generation customer on a continuous basis.
• Create a vision and guiding principles that connect experience to relationships.
• Prioritize experience initiatives for relevance.
• Align the organization for execution.
To download the full report at no cost, visit http://bit.ly/altimeter-exp-strategy
Social media is about more than just listening to your communities, you have to care about what they say. The Brand Convection Model details the process and thinking around how brands can take masses of online conversations, filter them into intelligence and use this information to effect practical changes within the business that will lead to more sales and happier customers.
It is important to understand the social conversations about your brand — and your competitors and industry. Gain relevant feedback across your marketing, service, and sales campaigns. Track mentions of your brand across all networks — and use these insights to optimize and improve your marketing strategies.
A successful cyberattack can severely damage a business by crippling operations, stealing valuable data, and devaluing a brand, which can potentially cause business failure. When the pandemic hit, most field marketers had to quickly develop new digital strategies to support remote sales. Experts agree that field marketing will play an even bigger role in the buyer's journey and require raising their digital capabilities. This guide explores how field marketing has changed and what strategies experts recommend for the future, noting that while live events will return, digital strategies will remain core.
Event_FST Sydney RT_Transcript FINAL_Q4 14Scott Leader
The document summarizes a discussion between heads of innovation, digital, technology and customer experience from various banking and insurance companies on strategies for transforming to survive and thrive in a digital world.
David Hackshall from Wesfarmers Insurance discusses how technology has led to changes in social behavior and customer expectations, and the need for organizations to focus on customer experience, leverage data to personalize interactions, and build loyalty programs.
Representatives from Commonwealth Bank of Australia, Westpac, TAL, ING Direct and AMP discuss their approaches to driving innovation through initiatives like innovation labs, prototyping, testing ideas quickly, and collaborating both internally and externally.
The document discusses the changing role of sales professionals in the printing industry due to technological advances and changes in how customers obtain information. It argues that salespeople must become more consultative and able to provide expertise across multiple media types rather than just print. The next generation of sales professionals will need skills in areas like marketing, data analytics, and financial understanding in order to advise clients on multimedia campaigns and business challenges. They will need to understand clients' industries and finances, continuously learn, and find creative solutions to complex problems.
The Significance of Digital Channels in Modern Corporate Strategyusmanksheikh
The document discusses the significance of digital channels in modern corporate strategies. It covers topics like why digital strategies are needed for business survival and revenue generation. Digital channels are defined as any electronic medium like web, mobile, social media, and video that allows customer engagement and interaction. The document also discusses how digital has changed organizational landscapes and structures. It emphasizes the importance of social media reputation management and consistency in customer experiences across channels. Personal brand management online is also highlighted as a way to differentiate oneself. Examples of companies that adapted well or poorly to digital shifts are provided.
Sarajit Jha has been appointed as the new CEO and interim managing director of Tata BSS. The document discusses the importance of maintaining a strong pipeline of new and existing clients and customers. It identifies the "7 C's" that are important for winning clients and customers in the current business environment: Credentials, Capability, Case Studies, Collaterals, Comfort, Commercials, and Cloud. Maintaining strength in these seven areas can help businesses qualify leads and nurture relationships.
The document summarizes key insights from the 2014 Total Customer Experience Summit. It discusses how understanding the customer experience across all touchpoints can impact brands. It then provides 8 insights from the summit on improving the customer experience: 1) Build relationships by understanding customer emotional needs, 2) Give customer service representatives authority to resolve issues, 3) Your brand is how customers feel, 4) Save customers time, 5) Use customer feedback to resolve issues and improve, 6) Map the customer journey to find highlights and trouble spots, 7) Engaged employees are brand ambassadors, 8) Iterate improvements continuously. The overall message is that focusing on the customer experience and relationships can impact brands.
The communication and training resource book is actually over 700 pages. I’d like to eventually make it all available online. The book preview is 106 pages and illustrates the use of web-based technology for engaging real-time measures, contribution, and delegated results. The book showcases EmployeeTalk Technology in the process, and examples dialogs and concepts in the application of methods, techniques, and tools. I focus on development in over forty core competencies that can help anyone wanting to grow with their organization. One of the main focuses is on follow-through actions, exercises, and other book readings to help performance growth.
Customer Experience is the superset of sensations, emotions and perceptions felt by your customers before, during and after product or service use. Experiences are created through interactions with things, people and the surroundings. Sharing of experiences happens across both physical and digital worlds, from a smile or a laugh, to a smiley face emoticon. The boundaries between physical and digital are blurring, even merging. Instant feedback, instant photos, instant communications, shared easily, quickly and without hesitation, or forethought. People like to share their experiences with their family, friends, co-workers and in general with the world around them. It is not only possible to capture, understand and learn from all of these digital interactions, but, the future of business just might depend on it and doing so requires planning and execution.
Enterprise Customer Experience represents the people, processes and technology required to listen, guide and engage your customers in the digital world; all towards creating personalized therefore enhanced experiences. Just like the real world, in the digital space, experience cannot be given, but can be designed, enabled and carefully considered. The simple idea is to learn from what is shared, turn it into information, provide insights to people that need it and then actions to be executed, all to further enhance the customer experience. There are a lot of moving parts, including technology as one, along with people and process. The imperative is to start with listening and progress to insights, actions and knowledge.
Each digital interaction creates data, which leads to information that when properly leveraged creates insights. When something is good, can you repeat it, when something is bad, how quickly can it be changed, altered? Each customer interaction is an opportunity to learn and grow. From first Ad impression and Website visit, to product purchase, product use, service interaction, receiving a bill or talking to support, each element has a unique input to, and impact on, customer experience. The technology, how it is used by people and the process required;
The Contact Center of the Future - A Business Context Mitch Lieberman
From Customer Centric to Customer Experience and Customer Journeys the simple premise is to always make the customer is the center of everything you do. The Contact Center needs to evolve to support this vision
The document discusses the rise of the "social customer" - a hyper-connected, vocal, and collaborative buyer who trusts peer recommendations over brands. The social customer expects customization, is critical of brand claims, and is influenced by friends. They represent the extension of traditional customer relationship management (CRM) into social media in response to more socially engaged customers. Managing expectations, transparency, and providing value are keys to relating to the social customer.
Social CRM is an extension of traditional CRM that is focused on customer engagement and relationships through social media and other online and offline channels. It recognizes that customers want to interact with companies based on their own needs and through social networks. Social CRM aims to optimize the customer experience by leveraging customer interactions and feedback across various touchpoints. It involves focusing on people, processes, and technologies to understand and engage customers throughout their relationship with a company.
Social CRM is based on the simple premise that you are able to interact with your customers based on their needs, not your rules. It is an extension of CRM, not a replacement, and among the important
benefits is that it adds value back to the users and customers.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART INDIA MATKA KALYAN SATTA MATKA 420 INDIAN MATKA SATTA KING MATKA FIX JODI FIX FIX FIX SATTA NAMBAR MATKA INDIA SATTA BATTA
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
KALYAN CHART SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
2. Enterprise Costumer Experience Mitch Lieberman 2/17
Executive Summary
Customer Experience is the superset of sensations, emotions and perceptions felt by your
customers before, during and after product or service use. Experiences are created through
interactions with things, people and the surroundings. Sharing of experiences happens
across both physical and digital worlds, from a smile or a laugh, to a smiley face emoticon. The
boundaries between physical and digital are blurring, even merging. Instant feedback, instant
photos, instant communications, shared easily, quickly and without hesitation, or forethought.
People like to share their experiences with their family, friends, co-workers and in general with
the world around them. It is not only possible to capture, understand and learn from all of these
digital interactions, but, the future of business just might depend on it and doing so requires
planning and execution.
Enterprise Customer Experience represents the people, processes and technology required to
listen, guide and engage your customers in the digital world; all towards creating personalized
therefore enhanced experiences. Just like the real world, in the digital space, experience
cannot be given, but can be designed, enabled and carefully considered. The simple idea is to
learn from what is shared, turn it into information, provide insights to people that need it and
then actions to be executed, all to further enhance the customer experience. There are a lot of
moving parts, including technology as one, along with people and process. The imperative is to
start with listening and progress to insights, actions and knowledge.
Each digital interaction creates data, which leads to
information that when properly leveraged creates insights.
When something is good, can you repeat it, when something is
bad, how quickly can it be changed, altered? Each customer
interaction is an opportunity to learn and grow. From first Ad
impression and Website visit, to product purchase, product
use, service interaction, receiving a bill or talking to support, CUSTOMER
each element has a unique input to, and impact on, customer
EX
experience. The technology, how it is used by people and the PERIENCES
process required; that is what we are seeking to describe in
this short paper.
3. Enterprise Costumer Experience Mitch Lieberman 3/17
Data, Time and Respect
Data flows rapidly and takes many forms; its value is
unparalleled within your organization.
Raw data is both a blessing and a curse. The volume and velocity make data management a
required and important discipline. The real value is the information gleaned from data, but
there is a lot of noise as well. Information is properly filtered, analyzed and interpreted
data. Then, to make further progress, information needs to be accurate, timely, contextual
and useful. In the networked world, information disperses like fallen leaves on a windy day.
It was once it was about broadcast, then it progressed to push and pull and now it is about
notifications, aggregation and conversations. What is said is important, but how it is said; tone,
channel and timing is important, as it adds the context. Information flow is complex, almost
chaotic. One person’s information might just be another person’s data or vice versa.
Time is a precious commodity, it needs to be considered and valued. Showing respect for time
is equivalent to showing respect for a person. In the abstract, time is without limits, in reality,
time is finite. A day has twenty-four hours, a week seven days. Attention is the time you have to
make your point, often measured in seconds, on the screen, through a text or in a conversation.
Attention needs to be fought for and it is easily lost. Time spent is an investment, a decision
to part with something that cannot be returned or recaptured. You are considering, right now,
whether to keep reading, I need to be aware of this and respect it.
Do you show respect for people’s time?
Access to information is the lowest common denominator. It is about simplicity in presentation;
consistency across interaction points and it needs to be easy to understand. A positive and
fulfilling user experience, during information access, is the objective and your differentiator.
As you consider how your information is delivered and interpreted, you may not anticipate an
4. Enterprise Costumer Experience Mitch Lieberman 4/17
emotional response, but there is one there. The digital age has raised expectations. People
want and expect answers, quickly, in context and through the channel of their choosing. The
emotions felt during information access and delivery are as critical as the information itself.
Information is remembered, emotions make an impact.
66% of customers say that valuing their time is
the most important thing that a company can do to
provide good services.
Consider the emotional elements, such as the experience or frustration felt by a consumer
digging around your website as they try to find a phone number that you have carefully hidden
to reduce call volume. This is only one example of wasted time, I am sure you can think of
many more. The solution is complex and everyone has an opinion, from the web designer and
business analyst to the CEO. We need to admit that sometimes the executive team can be
overly influenced by recent press and self-proclaimed experts. A little bit of caution is advised.
CUSTOMER COMPANY
TOUCH POINTS
Improving
Experience
Talks about you
Social Media, Media, Corporate Data
LISTENING
5. Enterprise Costumer Experience Mitch Lieberman 5/17
That which executives think “should” be adequate technological capabilities really need to be
collaborative discussions. Organizations need to listen, measure and analyze data in order to
meet expectations, driving a perceived customer experience.
Are you listening or just waiting to talk?
Both customer service and marketing, fall under the Customer Experience umbrella, but too
often take differing approaches to experience. One group is charged with keeping customers
coming back, while the other is charged with creating new customers. Customer perceptions
and experiences felt during all interactions are critically important components of brand image,
both for new and existing customers. How many times do you personally enjoy punching in your
account code and then repeating it to an agent? There is broad agreement that organizations
do look to customer service as a way to drive loyalty, something marketing cares deeply about.
Within customer service it is necessary to expand the focus from inefficiencies in process,
infrastructure and operations to delivering an excellent service experience across all channels.
This is hard work and is more than just technology.
Customer experience is not a process, thus is very hard to manage. An experience is visceral
response, it cannot be given and it is personal. I can prepare the meal, I cannot tell you how
it tastes. However, platforms and applications can and should be used to provide a point
of reference for an individual; I might know your tastes and can alter the meal preparation
accordingly. Using information and insights will help you to lead and guide customers on a
journey. Experiences are human, a response to stimulus, or in some cases lack of stimuli
(think waiting in a line). Experiences are individual, but influenced by groups and community.
An experience might determine future behavior. If the roller coaster made me sick, I am not
going on it again. If a buying experience is bad, a customer service experience frustrating
or a marketing message insulting, the customer will leave and not come back. As marketers,
technologists and leaders, we do our best to design what we hope will be positive experiences.
Key point: technology, platforms and applications can help. However, tools should not be
expected to manage people, nor experiences, tools are guides and enablers.
6. Enterprise Costumer Experience Mitch Lieberman 6/17
“Customer Experience is a team sport”
Kerry Bodine, Forrester
In addition to the tools and technology, marketing, sales, support and even operations will
need to better collaborate and make sure that customer expectations can and will be met.
Expectations are a funny thing; they change. People expect emails to be answered, consumers
expect a high-speed network from our hotel and no one expects food on our next flight (though
we do hope). Can you manage the changing expectations of your customers? How hard is it to
roll out something new?
Your team loves the new stuff, but hates to change
Many organizations will consider design thinking and rapid iterations of ideation and
prototyping. Do you have a platform that can meet this need? Do you have a technology
framework, along with a trained team and a process defined to meet your needs, present and
future? Do you know what your customers are saying? The challenge is to make sure efforts
are coordinated, technology is accessible and data is available across the organization.
Companies need to focus and work very hard to deliver a unified customer experience.
However, unification across today’s multichannel systems, across what are at best loosely
coupled systems and siloed organizational structures is a massive challenge. At best, websites
and contact center conversations fail to reflect key brand attributes. At worst, companies
force customers to wade through disjointed information and repetitive tasks as they move
from channel to channel and interaction to interaction. The root cause is a set of disparate
systems and functional silos that don’t play well together; this will not work in 2013! To unify
experiences across all channels, you need an approach, a strategy, goals and objectives; all
required to enhance their customer’s experience, at each touch-point, with their organization.
Organizations need to think more holistically about social; media, networks and business. Most
companies’ social initiatives have so far focused on marketing and, to a lesser extent, customer
service. Unfortunately, social behaviors that are limited to being fans of brands on Facebook
and asking for help on Twitter are shortsighted tactics with questionable success metrics.
7. Enterprise Costumer Experience Mitch Lieberman 7/17
As competition for time and attention intensifies, companies must fight to gain the advantage.
Only by guiding the consumer through a personalized, intuitive and cohesive experience can a
business hope to provide the information and incentives to produce the conversions necessary
to assure success. Instead, firms most often are saddled with a legacy of loosely coupled
systems and siloed organizational structures that make this challenge nearly impossible to
accomplish. At best, websites and call center conversations fail to reflect key brand attributes.
At worst, companies force customers to wade through disjointed information and repetitive
tasks as they move from channel to channel and interaction to interaction.
The need for an improved experience has become clear in the current digital landscape. It is
no longer just about presenting static content, it is about dynamic personalized experience.
Web Experience Management (WEM), is a discipline specifically focusing on this new approach
to content. The consumer must be guided step by step through the digital experience, across
all platforms and through the community or social media experience. When combined with
information, such as preferences, and context, the content is not only dynamic, it is relevant.
8. Enterprise Costumer Experience Mitch Lieberman 8/17
Social CRM is the Starting Point for Enterprise
Customer Experience
Are we talking about Customer Experience, Customer Service Experience or Social CRM?
Do the differences really matter to anyone other than academics and analysts? Customer
Experience is quite big and cannot be managed (as discussed) any more than relationships can
be managed. Customer Service Experience is also a subset of Customer Experience; Social
CRM exists in the same way, it is part of the solution, integrated within a good Enterprise
Customer Experience framework. Social CRM is the end-game of Social Media and the starting
point for Enterprise Customer Experience.
“Quality in a service or product is not what you put
into it. It is what the client or customer gets out of it”
Peter Drucker
Putting Mr. Drucker’s comments into proper context for this discussion; a Customer
Experience is not what you design it to be, it is what a customer perceives it to be. I would also
add that managing experiences or perceptions is very difficult (Hollywood and Walt Disney can
manage perceptions, most businesses cannot).
The maturation of social media initiatives and programs to Social CRM can and will help by
providing “integrated insights to improve customer experiences”, (IBM IBV). The far-
reaching impact of attempting to manage customer experiences include all of the customer
communication touch points, individual engagement, as well as many many other touch points.
9. Enterprise Costumer Experience Mitch Lieberman 9/17
“Customers interact with a company’s employees
and partners either directly or via some
intermediating technology” Kerry Bodine, Forrester
CRM (Social or not) does not include a display ad, the flavor of the coffee, the water
temperature in the shower nor the firmness of the mattress. However, these elements are all
critical to the customer experience, but removed from the CRM system. Where CRM becomes
important is when it is time to store information that can impact the next interaction, or
understand a current issue in context. If a company is interacting directly with a person, and
the channel of communication is public; aka social media, then the term Social CRM makes
sense. The benefit of social communication, when used correctly, is about proper engagement,
thus needs to be part of the broader communication goals and objectives. A mature Customer
Experience vision is bigger than CRM and Social CRM but does need to include both if the
strategy is to be considered complete.
The constant debate of trying to separate out people and process from technology is tough,
but important. Service excellence is achieved by an almost harmonious dance between the
people, processes and technological components. This can be stated for both Social CRM
and Customer Experience, but each is distinct and has a place.
Cause and Effect
Applications that house customer information should be used to support customer
experiences, such as delivering the right information, at the right time, in context. However,
customer experience cannot drive an internal application, but it should drive requirements,
such as data that could be used to positively impact the experience. Customer Relationship
Management (CRM) applications are often mistaken for Customer Experience applications, but
they are not the same, and caution is advised not to confuse the two.
Lessons learned and listening to voice of the customer can impact what data is stored and
how to act, of course. CRM is an enabling strategy and technology, used by people inside the
organization. Where CRM gets a bad reputation is when people believe that CRM and SFA
(Sales Force Automation) are the same thing.
10. Enterprise Costumer Experience Mitch Lieberman 10/17
They are not the same thing, SFA is an inward focused, manage the pipeline, manage sales
process, manage money and very often does not do much to provide external value. Customer
Experience is an SFA afterthought, it just is!
When your CRM system becomes ‘digitally aware’ or ‘gets Social’ that is the time when the
enterprise is prepared to embrace a modern customer experience. A focused Social CRM
program will embrace those customers who now want to have a say in the boundaries of the
customer / company conversation. Social CRM takes into consideration how, when and where
a company engages in a conversation and the impact to the customer. The word Social is
overused and more often than not the reference is actually to digital communications, shared
publicly.
There is a difference between hearing and listening. It is possible that it is one of those
topics that you do not think too much about, but now that I am bringing it up, it makes sense.
According to the Oxford Dictionary, the definition of hearing is “the faculty of perceiving
sounds” whereas listening is to “take notice of and act on what someone says.” So, hearing is
the physical part, but listening is a cognitive or conscious response to what has been heard.
11. Enterprise Costumer Experience Mitch Lieberman 11/17
Customer gets a better, more
personalized experience
CUSTOMER
TOUCH POINTS
Improved
Experience
Social Media
Talks with you Media
Corporate Data
BI Reporting Collaboration
SOCIAL FILTERED
DATA
Knowledge
Metrics
Management
LISTENING AND
COLLABORATING CRM/BPM
Predictive Document
REAL TIME Analytics Management
ANALYTICS
CMS
Marketing
Automation
12. Enterprise Costumer Experience Mitch Lieberman 12/17
How do these pieces fit together?
Listening is important, but if actions do not result, then it is not really listening at all. If you do
not plan to take any actions based on what you hear, are you really listening? There are many
ways to prove that you are listening. One way is transparency, allowing people to see inside
the organization where they can witness what you are doing. A second, more interesting way
to prove that you are listening is to be open. Open suggests that a consumer cannot only see
through the window, but can walk through the front door and participate in the process. It is
important to make sure that you are doing more than just hearing, in order to do that, you might
need to be more than just be transparent. Monitoring and hearing are pointless if you do not
plan on doing anything about what you find.
The crucial part is that the process must be more than listening or proving that you are
listening. Actions are great, but in order to improve customer experience, you, your team
and the whole organization needs to convert the listening to information that can be used
to collaborate, co-create and engage at a personal level with your customers. This will take
analyzing the data, providing relevant, consistent content, where and when your customers
want it, need it and are expecting it.
13. Enterprise Costumer Experience Mitch Lieberman 13/17
Conclusion
It is time to move beyond what needs to be done
and why it needs to be done.
Some parts of your organization are more advanced than others, some are ready and some
are not. The starting point should be clear. What is less clear is exactly HOW to progress in a
uniform fashion from understanding what needs to be done, to actually doing it. It is time to
progress from departmental Social Media initiatives to organizational digital communication
programs. These programs should have defined and coordinated objectives. As the team and
understanding of the technology mature, Social CRM is next logical step, with both business
and technical integration and a digitally aware customer data model. Internally, CRM will have
certain objectives, but it is time to add customer centricity, directed individual engagement
and customer collaboration to those objectives.
Use Social CRM to set the course for creating better Customer Experiences, through:
Evolve your Organization and execute CRM, across the Enterprise:
14. Enterprise Costumer Experience Mitch Lieberman 14/17
Complete the Enterprise Customer Experience vision, including:
Now you are ready for Enterprise Customer Experience as a defined discipline within your
organization!
15. Enterprise Costumer Experience Mitch Lieberman 15/17
About
Mitch Lieberman
Managing Partner at DRI
Mitch is recognized by his peers as one of the world’s
thought leaders in Social CRM. He is always on the
forefront of ideas, strategies, and technologies.
Mitch’s passion is solving business problems by creating the optimal alignment of
people, processes, and technology. Leveraging his 20 years of experience in product
management, systems architecture (including both transactional and analytical business
applications), implementation services, and strategy development, Mitch guides clients in
many areas.
He has continuously shown his leadership in developing and delivering strategies for creative
solutions that integrate cloud computing, open source software, customer relationship
management (CRM) platforms, and an innovative combination of social media with traditional
CRM offerings. He has now set his sights on aligning these technologies to put the focus back
where it belongs, customers and their experience.
16. DRI is a global consultancy company.
With offices in five countries and successfully
delivered projects worldwide, DRI helps
organizations to foster engagement and enhance
customer experience through digital channels.
DRI has 4 main areas of application focus: Web,
Platforms, Mobile and Emerging Media; all
connected to our CRM, Social CRM and Business
Intelligence solutions.
DRI builds innovative solutions using agile methods
that lead to a perfect match between technology
and functional/business needs.