Social media is becoming an important channel for customer engagement and support. Contact centers need strategic plans for managing social media interactions. Common challenges include unclear ownership, focus on capabilities over value, and lack of integration across departmental initiatives. Recommendations include obtaining executive support, collaborating across departments, exploring vendor solutions, and acting with sufficient planning but also urgency.
Demystifying Social Business Trends for the Insurance IndustryCognizant
We explore how the insurance industry can embrace social media and networking. Far beyond a mere marketing channel, social business in insurance can be used to recruit employees, design products, collaborate, analyze, and much more.
Report produced for GFT by IESE Business School. November 2012. This paper analyze how the financial services sector can use technologies to improve their client engagement and business processes.
Banks need to adopt social media to remain competitive and relevant to customers. A measured yet active approach allows banks to identify dependencies and plan changes needed to support their social media strategy. Benefits include enhancing brands, low-cost marketing and promotions, reducing costs, and tracking market trends. While branches will still exist, transactions will increasingly occur via social media applications. Social media should be seen as a new communication channel to strengthen customer relationships.
Retail banks need to extend their customer service to every important channel, including social media. This paper describes a model through which banks can plan their social care strategy from concept to launch and elevate their customer engagement to new levels.
Social media and its applications in marketingAndrey Markin
This document discusses social media and its applications in marketing. It defines social media as media for social interaction using web-based technologies. Social media has transformed the purchase funnel by making post-purchase conversations more impactful earlier in the process. The document outlines several functions of social media marketing including brand monitoring, customer relationship management, crowdsourcing, customer support, and promotion. It concludes that companies should incorporate social media marketing into their overall marketing strategy in order to stay competitive.
The Coming Change in Social Media by Social Media TodayElizabeth Lupfer
In a major paradigm shift that is impacting public relations and marketing oranizations, companies are now viewing social media as their front line strategy for customer engagement, immediate contact, and lead generation. This means the software tools we use in the social space will be changing a lot too. This gamebreaker call was based on research developed by our resident trendspotter, Josh Gordon, in Social Media Today's latest free download white paper The Coming Change In Social Media. It's our focus here at Social Media Today to help frame the issues and put them into perspective so that community members can use them as a roadmap and drive the future of social media. Don't get behind the curve.
Demystifying Social Business Trends for the Insurance IndustryCognizant
We explore how the insurance industry can embrace social media and networking. Far beyond a mere marketing channel, social business in insurance can be used to recruit employees, design products, collaborate, analyze, and much more.
Report produced for GFT by IESE Business School. November 2012. This paper analyze how the financial services sector can use technologies to improve their client engagement and business processes.
Banks need to adopt social media to remain competitive and relevant to customers. A measured yet active approach allows banks to identify dependencies and plan changes needed to support their social media strategy. Benefits include enhancing brands, low-cost marketing and promotions, reducing costs, and tracking market trends. While branches will still exist, transactions will increasingly occur via social media applications. Social media should be seen as a new communication channel to strengthen customer relationships.
Retail banks need to extend their customer service to every important channel, including social media. This paper describes a model through which banks can plan their social care strategy from concept to launch and elevate their customer engagement to new levels.
Social media and its applications in marketingAndrey Markin
This document discusses social media and its applications in marketing. It defines social media as media for social interaction using web-based technologies. Social media has transformed the purchase funnel by making post-purchase conversations more impactful earlier in the process. The document outlines several functions of social media marketing including brand monitoring, customer relationship management, crowdsourcing, customer support, and promotion. It concludes that companies should incorporate social media marketing into their overall marketing strategy in order to stay competitive.
The Coming Change in Social Media by Social Media TodayElizabeth Lupfer
In a major paradigm shift that is impacting public relations and marketing oranizations, companies are now viewing social media as their front line strategy for customer engagement, immediate contact, and lead generation. This means the software tools we use in the social space will be changing a lot too. This gamebreaker call was based on research developed by our resident trendspotter, Josh Gordon, in Social Media Today's latest free download white paper The Coming Change In Social Media. It's our focus here at Social Media Today to help frame the issues and put them into perspective so that community members can use them as a roadmap and drive the future of social media. Don't get behind the curve.
According to the Pew Internet & American Life Project half of all adults in the US use social networking sites. Despite its obvious appeal as a marketing channel, social media is far from achieving "equal citizenship" status among the marketing mix, particularly for Business-to-Business marketers. This benchmark report will examine the pressures and challenges social media presents for B2B marketing, and the path taken by top performing companies to achieve success. Aberdeen's research shows that top performing companies have integrated social media marketing with existing, core marketing channels and processes.
Social media aids customer acquisition media buyerplannerRalph Paglia
Many companies are successfully acquiring customers through social media networks. Over 40% of companies have gotten a customer from Twitter or LinkedIn, and over 40% from Facebook. B2C companies tend to get more customers from social media than B2B companies. Frequent blogging is also correlated with higher customer acquisition - 100% of companies blogging multiple times daily got a customer, compared to only 13% of those blogging less than monthly. Business blogs need around 24 articles to start generating significant leads.
Social networking for Customer Contact — Frost & Sullivanelcontact.com
This document discusses social networking for customer contact and service. It outlines how leading enterprises are leveraging social conversations between customers for benefits like sales leads, brand promotion, and product feedback. Early adopters are establishing online customer communities and forums, using social listening platforms to monitor conversations, and building support for customer contacts via social media. While business cases for communities are clear, those for social listening are less so. The market faces challenges like perceptions of social media as non-business and unclear returns from conversation monitoring. Overall, social networking is becoming increasingly important for enterprises, especially large consumer-focused companies.
Early adopters are gaining real economic value from social media investments. Customers who engage with companies over social media are more loyal and spend up to 40% more than other customers. Leading companies approach social media differently than average companies by linking social media efforts to business objectives, organizing efforts across business units, and measuring impact. The long-term winners will take a systematic approach based on principles like linking social media to objectives and measuring loyalty through Net Promoter scores.
Social media is a powerful marketing tool that allows companies to reach millions of potential customers. It differs from traditional marketing in that customers can interact with marketing messages and produce their own content. Major social networks like Facebook and Twitter will continue growing in importance. Some key advantages of social media marketing are low costs, wide reach, and the ability to engage customers interactively. However, measuring effectiveness can be difficult as target audiences are not always homogeneous. Successful social media strategies focus on attracting attention, converting visitors into customers, and transforming past successes into new attraction points.
Social CRM - Functional Architecture and Interactions FlowFabio Cipriani
Building long-lasting links with customer through innovative experience and co-generating value with them
Topics covered:
- Why Social CRM?
- Functional Architecture
- Flow and Value of Interactions
- What are CRM vendors doing to promote Social experience
- Pre-requisites and business questions
This document discusses how social media can empower automotive dealers. It outlines that social media gives dealers the ability to connect with consumers in real time from anywhere. This allows dealers to build relationships and regain power from consumers who now have more information available online. The document then explains that social media is important for building brand awareness, maintaining customer loyalty, interacting with customers, and improving organic search engine rankings. Dealers who effectively use social media can see benefits in increased exposure and sales.
This document discusses how companies can adopt the ethos of social media in their customer engagement strategies. It outlines that social media has become mainstream in Australia, with users spending many hours per month on sites. While companies recognize the marketing opportunity, most struggle to incorporate social media strategically. The document advocates adopting the ethos of social media - transparency, genuineness, relevance and proximity. It provides a three-phase methodology for companies to develop social media capabilities and opportunities in line with this ethos.
Social media's possibilities in business-to-business customer interaction in ...Jari Jussila
Social media offers novel ways for businesses to interact with customers in the innovation process. While businesses perceive opportunities in social media, there is a gap between perception and actual use, especially in B2B contexts. Social media shows the most potential for one-way communication from businesses to customers. Communities and collaborative interactions are seen as less potential, but are core to social media. B2B contexts differ significantly from B2C in innovation, interaction, and customer knowledge creation. More B2B research is needed to understand social media opportunities.
The document summarizes research on how the financial sector views and uses social media. It finds that while many in the sector are interested in social media's potential, fears around compliance, costs, and lack of skills have limited its adoption. Current use is mostly for monitoring rather than engagement. To succeed, the sector needs to embrace social media to rebuild brands and trust, and view it not as a selling tool but a way to revolutionize communications. Measuring return on investment and gaining senior buy-in will be key to increased future use.
The definitive guide to social customer servicealong78
The document discusses the challenges and benefits of social customer service. It notes that customers are increasingly asking customer service questions on social media, yet many companies are unprepared. Ignoring social media can damage brands and lead to loss of customers. However, companies like ODEON that provide effective social customer service see reduced complaints and increased customer loyalty. The benefits of social customer service include improved customer satisfaction, loyalty, and meeting expectations.
Digital economy, characterized by wide access to large volumes of information, immediacy of its circulation as well as ubiquity of online communications, is shaping a new informational ecosystem, where the power of supporters and detractors is multiplied. Democratization brought about by new technologies enables any individual to generate content and create their own communities and audiences.
This context implies important challenges for corporate reputation management, where reputation is understood as a set of collective evaluations that an organization evokes in its stakeholders and that are able to lead to value– generating behaviours. Thus brands may only be successful if they are able to participate in those networks that are interesting for their stakeholders and establish long–term relations, unleashing favourable behaviours. In this scenario, corporate communication is making a U–turn, and companies are likely to face a new challenge – brand journalism, a new way of communication brought about by the influence of the Internet and the proactive attitude assumed by stakeholders.
The present report summarizes the results of the 3rd issue and the previous year, and is a rigorous analysis of comments made voluntarily on the Internet as well as their impact by the dimensions that constitute corporate reputation: Products and Services, Innovation, Finance, Workplace, Citizenship, Leadership and Governance.
The report contains a map of stakeholders that actively use the Internet and the networks that should be taken into account at the time of developing a strategy of positioning on the Internet: the real–time network Twitter, the social network Facebook, the multimedia network YouTube, and the hypertextual network Google. The report identifies relevant content for different audiences and helps to map key reputational risk areas for companies.
"From Likes to Loyalty: The Power of Social Media"Ma Foi Analytics
This paper, based on investigation of distributed writing in the Indian market, expects to highlight the developing significance of social media for advertisers in India by aggregating how a few brands are now harvesting advantages from their ventures and moving beyond just “likes” and “followers”
Twitter has introduced enhanced brand pages that allow companies to customize their profile with features like a prominent tweet, header image, and expanded media. These pages provide a cleaner presentation of brands and improved opportunities for engagement. Marketers should reevaluate their Twitter strategies and budgets to take advantage of these new creative and analytical tools.
The document discusses different generations including Generation X, Millennials (Generation Y), and Digital Natives. Generation X experienced major world events in the late 20th century that shaped their views. They are generally self-sufficient and value work-life balance. Millennials are tech-savvy, family-oriented, and achievement-driven. They seek feedback and guidance. While those born in the digital age are often called "Digital Natives," not all youth are equally comfortable with technology due to environmental factors. Teachers must engage Digital Native students through innovative technology use.
Social Media Strategies Summit: Using Social Media to Generate Leads by Elly ...Elly Deutch Moody
Learn about how you can generate leads for your business using social media from my presentation at GSMI's Social Media Strategies Summit Las Vegas in February 2014. For more information on this presentation, visit http://ellydeutch.com.
The Shared World of Religion, Meditation, Alcohol, Drugs and Sex
A paper to be presented at the Annual Conference for Association of Transpersonal Psychology, Atherton, on Feb 14.
Spirituality in Action: Bringing Transpersonal Psychology to the World in Crisis
This presentation accompanies my Engaging Digital Natives with Web 2.0 conference presentation. Access my wiki for more resources http://jdorman.wikispaces.com/digitalnatives
Technology, Education and Arab Youth in the UAE 2013Janet Martin
Empirical research into digital technology use by Emirati tertiary students, and implications for library services in the region. Data collected 2011/12.
Engaging Digital Natives With Digital Storytelling Jennifer Dorman
This presentation accompanied a full-day training workshop on digital storytelling with Pinnacle Studio 10. Visit http://jdorman.wikispaces.com/digitalstorytelling for more information.
According to the Pew Internet & American Life Project half of all adults in the US use social networking sites. Despite its obvious appeal as a marketing channel, social media is far from achieving "equal citizenship" status among the marketing mix, particularly for Business-to-Business marketers. This benchmark report will examine the pressures and challenges social media presents for B2B marketing, and the path taken by top performing companies to achieve success. Aberdeen's research shows that top performing companies have integrated social media marketing with existing, core marketing channels and processes.
Social media aids customer acquisition media buyerplannerRalph Paglia
Many companies are successfully acquiring customers through social media networks. Over 40% of companies have gotten a customer from Twitter or LinkedIn, and over 40% from Facebook. B2C companies tend to get more customers from social media than B2B companies. Frequent blogging is also correlated with higher customer acquisition - 100% of companies blogging multiple times daily got a customer, compared to only 13% of those blogging less than monthly. Business blogs need around 24 articles to start generating significant leads.
Social networking for Customer Contact — Frost & Sullivanelcontact.com
This document discusses social networking for customer contact and service. It outlines how leading enterprises are leveraging social conversations between customers for benefits like sales leads, brand promotion, and product feedback. Early adopters are establishing online customer communities and forums, using social listening platforms to monitor conversations, and building support for customer contacts via social media. While business cases for communities are clear, those for social listening are less so. The market faces challenges like perceptions of social media as non-business and unclear returns from conversation monitoring. Overall, social networking is becoming increasingly important for enterprises, especially large consumer-focused companies.
Early adopters are gaining real economic value from social media investments. Customers who engage with companies over social media are more loyal and spend up to 40% more than other customers. Leading companies approach social media differently than average companies by linking social media efforts to business objectives, organizing efforts across business units, and measuring impact. The long-term winners will take a systematic approach based on principles like linking social media to objectives and measuring loyalty through Net Promoter scores.
Social media is a powerful marketing tool that allows companies to reach millions of potential customers. It differs from traditional marketing in that customers can interact with marketing messages and produce their own content. Major social networks like Facebook and Twitter will continue growing in importance. Some key advantages of social media marketing are low costs, wide reach, and the ability to engage customers interactively. However, measuring effectiveness can be difficult as target audiences are not always homogeneous. Successful social media strategies focus on attracting attention, converting visitors into customers, and transforming past successes into new attraction points.
Social CRM - Functional Architecture and Interactions FlowFabio Cipriani
Building long-lasting links with customer through innovative experience and co-generating value with them
Topics covered:
- Why Social CRM?
- Functional Architecture
- Flow and Value of Interactions
- What are CRM vendors doing to promote Social experience
- Pre-requisites and business questions
This document discusses how social media can empower automotive dealers. It outlines that social media gives dealers the ability to connect with consumers in real time from anywhere. This allows dealers to build relationships and regain power from consumers who now have more information available online. The document then explains that social media is important for building brand awareness, maintaining customer loyalty, interacting with customers, and improving organic search engine rankings. Dealers who effectively use social media can see benefits in increased exposure and sales.
This document discusses how companies can adopt the ethos of social media in their customer engagement strategies. It outlines that social media has become mainstream in Australia, with users spending many hours per month on sites. While companies recognize the marketing opportunity, most struggle to incorporate social media strategically. The document advocates adopting the ethos of social media - transparency, genuineness, relevance and proximity. It provides a three-phase methodology for companies to develop social media capabilities and opportunities in line with this ethos.
Social media's possibilities in business-to-business customer interaction in ...Jari Jussila
Social media offers novel ways for businesses to interact with customers in the innovation process. While businesses perceive opportunities in social media, there is a gap between perception and actual use, especially in B2B contexts. Social media shows the most potential for one-way communication from businesses to customers. Communities and collaborative interactions are seen as less potential, but are core to social media. B2B contexts differ significantly from B2C in innovation, interaction, and customer knowledge creation. More B2B research is needed to understand social media opportunities.
The document summarizes research on how the financial sector views and uses social media. It finds that while many in the sector are interested in social media's potential, fears around compliance, costs, and lack of skills have limited its adoption. Current use is mostly for monitoring rather than engagement. To succeed, the sector needs to embrace social media to rebuild brands and trust, and view it not as a selling tool but a way to revolutionize communications. Measuring return on investment and gaining senior buy-in will be key to increased future use.
The definitive guide to social customer servicealong78
The document discusses the challenges and benefits of social customer service. It notes that customers are increasingly asking customer service questions on social media, yet many companies are unprepared. Ignoring social media can damage brands and lead to loss of customers. However, companies like ODEON that provide effective social customer service see reduced complaints and increased customer loyalty. The benefits of social customer service include improved customer satisfaction, loyalty, and meeting expectations.
Digital economy, characterized by wide access to large volumes of information, immediacy of its circulation as well as ubiquity of online communications, is shaping a new informational ecosystem, where the power of supporters and detractors is multiplied. Democratization brought about by new technologies enables any individual to generate content and create their own communities and audiences.
This context implies important challenges for corporate reputation management, where reputation is understood as a set of collective evaluations that an organization evokes in its stakeholders and that are able to lead to value– generating behaviours. Thus brands may only be successful if they are able to participate in those networks that are interesting for their stakeholders and establish long–term relations, unleashing favourable behaviours. In this scenario, corporate communication is making a U–turn, and companies are likely to face a new challenge – brand journalism, a new way of communication brought about by the influence of the Internet and the proactive attitude assumed by stakeholders.
The present report summarizes the results of the 3rd issue and the previous year, and is a rigorous analysis of comments made voluntarily on the Internet as well as their impact by the dimensions that constitute corporate reputation: Products and Services, Innovation, Finance, Workplace, Citizenship, Leadership and Governance.
The report contains a map of stakeholders that actively use the Internet and the networks that should be taken into account at the time of developing a strategy of positioning on the Internet: the real–time network Twitter, the social network Facebook, the multimedia network YouTube, and the hypertextual network Google. The report identifies relevant content for different audiences and helps to map key reputational risk areas for companies.
"From Likes to Loyalty: The Power of Social Media"Ma Foi Analytics
This paper, based on investigation of distributed writing in the Indian market, expects to highlight the developing significance of social media for advertisers in India by aggregating how a few brands are now harvesting advantages from their ventures and moving beyond just “likes” and “followers”
Twitter has introduced enhanced brand pages that allow companies to customize their profile with features like a prominent tweet, header image, and expanded media. These pages provide a cleaner presentation of brands and improved opportunities for engagement. Marketers should reevaluate their Twitter strategies and budgets to take advantage of these new creative and analytical tools.
The document discusses different generations including Generation X, Millennials (Generation Y), and Digital Natives. Generation X experienced major world events in the late 20th century that shaped their views. They are generally self-sufficient and value work-life balance. Millennials are tech-savvy, family-oriented, and achievement-driven. They seek feedback and guidance. While those born in the digital age are often called "Digital Natives," not all youth are equally comfortable with technology due to environmental factors. Teachers must engage Digital Native students through innovative technology use.
Social Media Strategies Summit: Using Social Media to Generate Leads by Elly ...Elly Deutch Moody
Learn about how you can generate leads for your business using social media from my presentation at GSMI's Social Media Strategies Summit Las Vegas in February 2014. For more information on this presentation, visit http://ellydeutch.com.
The Shared World of Religion, Meditation, Alcohol, Drugs and Sex
A paper to be presented at the Annual Conference for Association of Transpersonal Psychology, Atherton, on Feb 14.
Spirituality in Action: Bringing Transpersonal Psychology to the World in Crisis
This presentation accompanies my Engaging Digital Natives with Web 2.0 conference presentation. Access my wiki for more resources http://jdorman.wikispaces.com/digitalnatives
Technology, Education and Arab Youth in the UAE 2013Janet Martin
Empirical research into digital technology use by Emirati tertiary students, and implications for library services in the region. Data collected 2011/12.
Engaging Digital Natives With Digital Storytelling Jennifer Dorman
This presentation accompanied a full-day training workshop on digital storytelling with Pinnacle Studio 10. Visit http://jdorman.wikispaces.com/digitalstorytelling for more information.
The document discusses online and social media marketing strategies. It provides tips on search engine optimization (SEO), pay-per-click (PPC) advertising, social media marketing, and combining various digital marketing channels. Specific tactics covered include optimizing meta tags, keywords, links, and content for SEO, as well as tips for writing effective PPC ads, using social media platforms like Facebook, and tracking marketing goals and ROI. The presentation aims to provide practical guidance on developing comprehensive online and digital marketing strategies.
NEW MEDIA as a marketing communication toolMichal Kubicek
This document discusses various new media marketing strategies including social media optimization, search engine marketing, viral marketing, and mobile marketing. It provides examples of using blogs, social media platforms, videos, and mobile applications to engage customers and promote brands online in an authentic way. Key tactics mentioned include finding target audiences on social media, creating online communities, optimizing content for sharing, and encouraging user-generated content.
P&G has significantly fewer social media fans than its brands and seeks to strengthen its brand association and increase sales through a new media marketing plan. The plan involves liking and following P&G brands on social media, creating video clips about P&G for social media, and a Google AdWords campaign for P&G's e-Saver program to drive subscriptions. The budget is $90,000 over one year with goals of increasing fans, clicks, and e-Saver subscriptions.
Digital natives are students who have grown up with technology and formed digital identities from a young age. They are more adept with technology than digital immigrants and have spent thousands of hours using devices for games, phones and TV. To effectively teach digital natives, teachers must increase their own technology use in the classroom as students' brains are stimulated differently by technology compared to traditional methods like books and lectures.
Digital natives, digital immigrants marc prenskyanagabic
This document discusses the differences between digital natives and digital immigrants in education. It begins by introducing the concept of a discontinuity in thinking patterns between today's students, who it calls "digital natives," and older generations of educators, who it calls "digital immigrants." It then asks a series of questions to illustrate how digital natives and immigrants differ in their approach to technology. The document argues that educators need to reconsider both their methodologies and content to better teach digital natives in a way that speaks their "language" rather than expecting students to learn in old ways. It provides examples of using games and engaging methodologies and encourages educators to be creative and learn from their students to develop new "digital native" approaches.
Charlotte Motor Speedway is launching a social media campaign to increase awareness, viewership, and revenue. The campaign will target business professionals aged 25-55 and focus on promoting CMS's corporate offerings and building relationships through social media. The campaign theme is "Life's a race, get on track" and will position CMS as an escape from stress and opportunity for work-life balance. Executions include updating CMS's website and social media channels like Facebook, Twitter, LinkedIn, and a new blogger page and mobile app to engage fans.
E-marketing refers to marketing products and services using electronic media and the internet. It allows companies to connect with consumers globally in inexpensive ways like websites, banner ads, and social media. Some key benefits of e-marketing include lower costs than traditional marketing, the ability to target large audiences, and its interactive and measurable nature. However, limitations include possible scams, an inability to physically see products, and technology issues like slow connections. Popular online shopping sites in India that receive high customer ratings include Flipkart, eBay, Tradus, and Futurebazaar. E-marketing is expected to continue growing significantly in the coming years.
This document provides an executive summary of research conducted by the IBM Institute for Business Value on customer engagement through social media. The research found that while consumers are embracing social media, most do not see it as a way to connect with brands and companies. Instead, customers are pragmatic and want tangible value in exchange for their attention and data on social platforms. The report also uncovered gaps between what businesses think customers want from social interactions and what customers actually report. Overall, the research highlights that businesses need to design social media experiences focused on delivering value to customers, rather than assuming customers want to engage to feel connected to brands.
Early adopters are gaining real economic value from social media investments. Customers who engage with companies over social media are more loyal and spend up to 40% more than other customers. Leading companies approach social media differently than average companies by linking social media efforts to business objectives, organizing efforts across business units, and measuring impact. The long-term winners will take a systematic approach based on principles like linking social media to objectives and measuring loyalty through Net Promoter scores.
One of a few very well researched and written reports on social media. The writers align social to various elements of the customer journey ensuring context throughout. So good stats in here too. Worth the read. [I've made a few highlights to the areas I believe are most pertinent].
Realizing the Potential of Social Media: A Strategy and Approach for InsurersCognizant
- Insurers have begun using social media but have yet to realize its full potential for customer engagement and business benefits. While most insurers are active on platforms like Facebook and Twitter, their interactions are often disjointed and not well-aligned with customer expectations.
- To be more effective, insurers need a clear social media strategy and vision consisting of phased customer engagement. This involves first listening to understand customer needs, then engaging more directly through responses and content, and eventually influencing customers as advocates for the brand.
- Key aspects of a strategy include defining target audiences, desired business objectives, allowable channels, and integration with back-end processes to optimize benefits like improved marketing, sales, and claims handling
Leveraging Social Media to Optimize Sourcing-to-Shelf ProcessesCognizant
As Facebook, Twitter and other social tools go mainstream, retailers must tap these rich pools of consumer-generated data to make more strategic buying, stocking and selling decisions.
Leveraging Social Media to Optimize Sourcing-to-Shelf ProcessesPJ Walker
This document discusses how retailers can leverage social media to improve their "source-to-shelf" processes of product development, buying, and promotions. It outlines challenges with traditional methods, including lack of current consumer data and inability to react quickly to feedback. The document proposes a phased approach for retailers to begin leveraging social media by starting continuous conversations with consumers to gather input on product design and development. This would allow retailers to better meet consumer demands and expectations.
Social Media a platform to increase sales & visibility - WhitepaperNIIT Technologies
Insurers are considering it extremely critical to monitor all social media activity relating to business, products and brands. Though return on investment for social media initiatives can be difficult to measure, the benefits of communicating with clients regularly creates a consistent message. This whitepaper examines the areas where social media has a significant impact.
Not very long ago, social media was a diversion that most business leaders considered a time-waster. But today it's obvious that word-of-mouth has a momentous impact on brands and that social media can be a goldmine of customer insight.
This paper provides perspective on the growth of social interactions in business, Voice of Customer pitfalls, and the role of sentiment analysis to mine customer insight.
You'll learn:
How to capitalize on unstructured and unsolicited feedback
To translate insight into action by integrating social channels into your existing processes
The top business applications for social media
The age of Social Customer is here. Are you ready to engage?
Maybe your customers are just not that into you... Part 1dramaiya
While businesses are fervently
building social media programs to "get closer to customers", a recent IBM study shows that customers may not be as enthusiastic.
Actually, most do not engage with companies via social media simply to feel connected.
It turns out, customers are far more pragmatic.
The document provides an executive summary of a study conducted by IBM on consumers' use and perceptions of social media as it relates to customer relationships. Some of the key findings from the study include:
- While social media usage has grown dramatically, most consumers only interact occasionally and a small percentage regularly contribute content.
- Consumers are primarily using social media to connect with friends and family rather than interact with brands. Tangible value or benefits are expected in exchange for their engagement.
- There are significant gaps between what businesses think motivates consumers to engage via social media and what consumers actually report wanting from these interactions.
- Building trust and transparency is important for businesses seeking to facilitate collaborative experiences through social media
This document provides a summary of research conducted by IBM on consumers' use and expectations of social media as it relates to customer relationships. Some key findings include:
- While social media usage is growing rapidly, most consumers only engage occasionally and see it as a way to connect with friends and family, not brands.
- There are significant gaps between what businesses think motivates consumers to engage via social media and what consumers actually want, which is tangible value or benefits rather than just feeling connected to a brand.
- Consumers are more interested in obtaining discounts, special offers or purchasing through social media interactions rather than advocacy, which many businesses believe social media will facilitate.
From Social Media to Social CRM, IBM Institute for Business ValueIBM Danmark
The document provides an executive summary of a study on social media and customer relationship management. Some key findings from the study include:
- Most consumers use social media to connect with friends and family, not to interact with brands. Only 23% interact with brands on social sites.
- There are three categories of social media engagement: engaged authors (5%), casual participants (75%), and silent observers (20%).
- Consumers expect tangible value in return for their time, attention, and data on social platforms. Companies need to provide experiences that deliver value to customers.
- Privacy concerns and spam are the top reasons consumers are reluctant to engage with brands on social media. Transparent communication is important to drive engagement.
From Social Media to Social SRM - IBM reportBoris Loukanov
Social CRM – the integration of social media with customer relationship management (CRM) strategies – is the next frontier for organizations that want to optimize the power of social interactions to get closer to customers.
From Social Media To Social Crm 1 What Customers WantFriedel Jonker
The document provides an executive summary of a study on social media and customer relationship management. Some key findings from the study include:
- Most consumers use social media to connect with friends and family, not to interact with brands. Only 23% interact with brands on social sites.
- There are three categories of social media engagement: engaged authors (5%), casual participants (75%), and silent observers (20%).
- Consumers expect tangible value in return for their time, attention, and data on social platforms. Companies need to provide experiences that deliver value to customers.
- Privacy concerns and spam are the top reasons consumers are reluctant to interact with brands on social media. Many also cite lack of interest in the brand
It's the end of 2010, and a majority of companies have ventured into social media as a publishing channel. Yet many aren't seeing the results they'd hoped for. That's because of the approach.
This whitepaper explores the concept of Engagement, Influence and Activation as end goals to corporate social media, not as a publishing channel but as a way to better connect, share and interact with your markets.
This document provides an introduction and overview of social listening. It discusses how social listening has evolved from a privacy concern to an adopted practice by half of large enterprises. It outlines various uses of social listening like reputation management, crisis management, customer service, and marketing. While opportunities exist, the document also discusses challenges such as having a clear objective, the right expertise, generating actionable insights, integrating data sources, and disseminating insights to relevant teams. It predicts continued growth and adoption of social listening tools and strategies.
Creating a One to One Dialogue Through Social InteractionC.Y Wong
This white paper discusses how developments in social media provide opportunities for companies to better engage customers and increase conversion rates. It outlines how social activities like games and contests can build loyalty and attract new fans if they appeal to egos, target the right audience, create exciting interactions, and balance freedom with control. The paper also explains how capturing basic information from engaged fans can start a one-to-one communication stream and help convert anonymous fans into customers.
While many companies have adopted social media, few have developed a comprehensive Social CRM strategy. Most companies have some elements of a social media program led by marketing, but struggle to integrate initiatives across functions and establish the key aspects of a Social CRM strategy such as executive sponsorship, governance, guidelines, and sharing customer insights. Companies are using social media primarily for customer communication and engagement but are less focused on capturing customer data and insights. Developing a unified Social CRM strategy and operationalizing it through defined policies, KPIs, and governance remains a challenge for most companies.
From Social Media To Social Crm 2 Reinventing The Customer RelationshipFriedel Jonker
Most companies have embraced social media and see it fundamentally changing how they do business. However, many are still in the early stages of social engagement and are not fully exploiting its benefits. While most have elements of a social media program, few have implemented a fully integrated Social CRM strategy with executive sponsorship, cross-functional governance, and processes for sharing customer insights. Companies face challenges in measuring ROI from social media efforts and mitigating risks, with only about a third effectively analyzing social data or monitoring their brand. Moving from isolated projects to comprehensive Social CRM strategies will be required to truly leverage social media's potential for customer relationships.
Maybe your customers are just not that into you... Part 1dramaiya
While businesses are fervently
building social media programs to "get closer to customers", a recent IBM study shows that customers may not be as enthusiastic.
Actually, most do not engage with companies via social media simply to feel connected.
It turns out, customers are far more pragmatic.
Similar to Frost & Sullivan Social Media Customer Engagement White Paper (20)
Innehåll:
- Affärsmodeller
- KPI:er och Mål
- Anskaffningskostnad vid annonsering
– Performance Marketing
– Programmatic Buying
- Att beräkna Life Time Value
- Analys av kanalstrategin
– Attributionsmodeller
Köpcykeln, kunden och kanalerna. En introduktion till att komma igång med digital marknadsföring och lära dig bli en bättre beställare av digital kommunikation.
I suspect that many of you feel a bit uneasy when thinking about the new digital landscape so today I’d like to start out by looking at traditional marketing from a new perspective. In this presentation I debunk the traditional idea of a linear purchase path, and re-draw it to reflect modern consumers’ behaviors more accurately. Secondly I will inspire you to become better at measuring and quantifying the impact of your marketing efforts.
Digital Management dag 1 - 2014 Berghs School of Communication
Om köpcykeln, innehållsmarknadsföring och kanalstrategier:
Customer Experience Journey
Rätt budskap och innehåll
Content marketing
Context is queen
De digitala kanalerna
Marknadschefer världen över kämpar med att få effekt av sin digitala närvaro i en värld där både beteende och teknik förändras i en osannolik hastighet. Att betala sig till nya kunder är dyrt. Enda sättet att hamna i topp på Google är att generera kvalitetsinnehåll och att göra det regelbundet. Människor gör mer informerade val än någonsin innan de köper en produkt och litar mer på vänner och familj än på annonsörer. Hur ska marknadschefen förhålla sig till dessa trender och förändringar i beteenden?
Innehåll:
- Därför är traditionell marknadsföring på väg bort
- Den nya köpcykeln är ickelinjär
- Vikten av inbound marketing
- Värdet av "content marketing"
- Så skapar man en effektiv marknadsorganisation
Resultaten av lanseringen av vår mobila webb, hur vi har minskat våra annonseringskostnader med 50% och hur vi nyttjar sociala medier i marknadsmixen.
Ehandel, mobilt, PPC, Sociala Medier.
Grundkurs i Analys av Digital Marknadsföring - Berghs 2012Therese Reuterswärd
Spana gärna in min senaste Slideshare: Onlinemarknadsföring - en crash course http://www.slideshare.net/TrulyTherese/berghs-digital-management-15-oktober
Make the world a better place using new media and technology! How can businesses use social media for CSR and sustainability work? A lecture for the Swedish Institute.
Utbildning på Berghs om strategier för onlinemarknadsföring och synergier mellan olika digitala marknadskanaler. Snabbguide till PPC, Affiliate, display, sök, epost, mobilannonsering m.m. Vad ska man tänka på, och vilken affärsnytta erbjuder de olika marknadsytorna på Internet?
The document discusses the benefits of meditation for reducing stress and anxiety. Regular meditation practice can help calm the mind and body by lowering heart rate and blood pressure. Studies have shown that meditating for just 10-20 minutes per day can have significant positive impacts on both mental and physical health.
Om du vill undvika att göra de största tabbarna i sociala medier så är dessa 7 budord ett bra rättesnöre i din strategiska planering och dagliga arbete. På http://trulytherese.se/sociala-mediers-7-budord/ kan du hitta manuset till presentationen.
Tabbar i Sociala Medier - vad vi kan lära oss av misstagen
Frost & Sullivan Social Media Customer Engagement White Paper
1. Social Media Customer
Engagement
Strategic Planning Considerations For Contact
Centre Organisations
www.sitel.com
A
Executive Brief Commissioned By
Proprietary and Confidential
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2. Table of Contents
1. Introduction
2. Social Media Trends and Relevance for Contact Centre
Organisations
a. Customer service and support in Social Media
b. Social Media Channels
c. Social Media in the Enterprise
3. Common Challenges and Pitfalls with Social Media
Customer Support Initiatives
a. Inaction due to unclear ownership and
accountability
b. Focus on capability building instead of business
value creation
c. Misalignment / disconnect between various
departmental Social Media initiatives
d. Lack of integrated project plan for
implementation, support and continuous
improvements
4. Frost & Sullivan Recommendations for Contact Centre
Organisations
Proprietary and Confidential
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3. Introduction
Social Media is rapidly emerging as the next big frontier for
customer engagement and interactions. There are millions of
customer interactions taking place everyday on Social Media sites
such as Facebook, Twitter, YouTube, etc. as well as a vast number
of customer support forums and online communities. This is
projected to grow exponentially over the next 5-6 years as the usage
and number of active users of Social Media sites and forums
continues to grow.
This trend also reflects a fundamental shift from predominantly
company-customer interactions to customer-customer interactions
that influence company-customer relationships. It therefore
becomes imperative for companies to have a sound Social Media
customer engagement strategy.
This Frost & Sullivan Executive Brief commissioned by Sitel discusses
some of the main challenges contact centre organisations are going
to face as they implement Social Media customer support across
various online channels. It also presents our recommendations to
effectively overcome these challenges, while building a strong
foundation for continuous improvements.
Social Media Trends and Relevance for Contact
Centre Organisations
Customer service and support in Social Media
The transformation of the contact centre model from call centres to
multi-media customer service and support has largely been driven
by the evolution and proliferation of the internet, and changing
consumer habits therefrom. This cultural aspect will continue to
transform the strategic and operational role of the contact centre
over the next several years.
Proprietary and Confidential
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4. “Increasingly,
consumers are
relying on each
other instead of the
companies they buy
products and
services from, for
sales and support
related questions”
Figure 1: Evolution of contact centre channels
Social Media emerged as and continues to be a cultural
phenomenon. It is also quickly becoming a business phenomenon.
Increasingly, current and prospective customers are using Social
Media to communicate about the products and services they buy or
intend to buy. These peer-to-peer or customer-to-customer
communications are sometimes happening instead of contacting the
companies who offer the products and services. Leading enterprises
have recognised the importance of tapping into these customer-to-
customer communications. They are following a number of paths to
learn from, participate, support their customers and ultimately find
ways to leverage these social conversations for their business
benefits.
A recent Frost & Sullivan survey of contact centre organisations
identifies the top benefits companies are looking to derive by
supporting and tracking social media customer interactions. It is
interesting to see that contrary to popular opinion that Social Media
is largely relevant only in select industries, business interest in
Social Media customer support is high across a number of industry
verticals, as shown Figure 2 below.
Proprietary and Confidential
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5. “The ability to
monitor and extract
customer
intelligence from
Social Media
customer activity
and interactions
will be a key
competitive
differentiator for
contact centre
organisations”
Figure 2: Business benefits from Social Media customer support
Another noteworthy mention is the opportunity at hand for contact
centre organisations to drive greater business value for sales,
marketing, and product development functions within the
enterprise.
Social Media Channels
Social Media channels relevant to customer interactions broadly fall
under two categories –
1. Customer community/forum on your own website
2. External Social Media sites such as Facebook, Twitter, YouTube,
customer community/forum on external Social Media websites,
etc.
While Social Media customer engagement for most companies began
on external Social Media sites such as Facebook, Twitter, etc, very
quickly companies discovered the various benefits of supporting
customer communities on their own website.
Today, most companies that engage with customers in Social Media
do so in both of these avenues, and more importantly monitor and
extract market intelligence from Social Media customer activity and
interactions using various monitoring and listening tools.
Proprietary and Confidential
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6. Figure 3 shows the industry uptake for Social Media customer
support and monitoring – both for customer communities/forums on
a company’s own website, as well as on external social media sites
such as Facebook, Twitter, YouTube, etc.
Figure 3: Industry uptake for Social Media customer support and
monitoring
It is interesting to see some slight differences in vertical strategies.
For instance, in Communications and Healthcare, more companies
are monitoring customer conversations on Facebook and Twitter
than directly supporting these channels. In Retail and Consumer,
and Financial Services verticals, more companies are supporting
multiple social channels, but fewer are actually monitoring and
extracting market intelligence from these interactions today.
Social Media in the Enterprise
Social Media is not just a contact centre imperative, but also an
important enterprise-wide phenomenon that impacts several
business functions. This includes sales, marketing, customer service,
product development, corporate communications and PR, and
employee communication and collaboration.
Proprietary and Confidential
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7. “Social Media is an
enterprise-wide
movement that
impacts sales,
marketing,
customer service,
product
development,
corporate
communications,
and employee
communication and
collaboration”.
Figure 4: Enterprise uses of Social Media
These business functions have different goals and objectives, and as
a result, what you oftentimes find in an enterprise are various
siloed, departmental initiatives in the Social Media space. Such
asynchronous initiatives present both challenges and opportunities
for customer-facing organisations, particularly contact centres.
We will first discuss some of the most common challenges and
pitfalls with Social Media customer support initiatives, and then
discuss strategies to overcome these challenges.
Common Challenges and Pitfalls with Social Media
Customer Support Initiatives
Inaction due to unclear ownership and accountability
Some companies have strong C-level involvement and oversight in
setting the direction for Social Media customer initiatives, assigning
roles, responsibilities, and champions for various initiatives, and
tasking them with planning, project management, performance and
accountability. Unfortunately, that is not the case for most
organisations.
It is still extremely hard to define and measure the return on
investment (ROI) from Social Media customer initiatives. As a result,
in spite of strong interest in these initiatives, when the time comes
for departmental leaders to take ownership and accountability and
sign off on the investment required, oftentimes these executives are
Proprietary and Confidential
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8. not willing to do so. One department waits for the other to take
action, and in the process no action is taken.
Focus on capability building instead of business value
creation
On the opposite side of the spectrum from lack of any initiative or
action is the trap of focusing on “capability building” versus business
value creation. More often than not this happens when IT gets ahead
of the business and implements a Social Media application such as
say a customer community/forum. There are several scenarios
where this kind of initiative could fail to create business value –
• Several customers start posting negative reviews and comments
on the company’s products and services, and the contact centre
is not adequately equipped or trained to reach out to these
customers and handle their complaints
• Marketing has not created enough content to keep customers
engaged on the website; soon the novelty fades away and along
with it customer activity on the community/forum website
• Accustomed to handling calls for technical support, the
company has not created sufficient and the right kind of tech
support content such as instructional video clips, etc. for the
forum website
• The company’s customers are largely using other Social Media
sites/forums for the same purposes and see no particular reason
to switch or use the company’s customer community/forum
website
Misalignment / disconnect between various departmental
Social Media initiatives
As noted earlier, what you oftentimes find in an enterprise are
various siloed, departmental initiatives in the Social Media space –
sales, marketing, customer service, corporate communications, etc.
implementing their own applications. The result –
• You have applications that don’t talk to each other
Proprietary and Confidential
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9. • Redundant or conflicting customer data is gathered
• A fragmented customer experience across channels
Lack of an integrated project plan for implementation, support and
continuous improvements
Many companies are implementing several departmental Social
Media customer initiatives at the same time. These projects are
competing for the same limited pool of IT resources and lack an
integrated project plan to ensure capabilities are built in a sequence
and timeframe that makes sense to the organisation at large.
Without such an integrated plan, IT often becomes overloaded and
unable to keep up with the demands of the various projects.
Furthermore, such a disjointed approach can result in the
implementation of a specific capability before there is a solid
understanding of the key dependencies that must be in place for the
company to generate value from the capability. An example would
be – building a customer community/forum before the contact
centre systems are upgraded and agents are trained to handle
inbound and outbound Social Media customer interactions.
Frost & Sullivan Recommendations for Contact
Centre Organisations
Plan well and act soon. Social Media strategies require sufficient
planning, but time-to-market is equally important. Accept that
there will be several unknowns. If you try to mitigate every
conceivable risk factor, you will likely miss out on several customer
opportunities.
Social Media listening. Engage a Social Media listening
vendor/service to better understand where your customers are
online; what are they talking about your company and your products
and services; this will help you develop social media strategies
based on data-driven insights.
Proprietary and Confidential
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10. Obtain and maintain executive support. Reach out to C-level
executives early in the planning process. Ask for their involvement
and support; communicate the need to put together a cross-
functional team of Social Media “champions” from relevant
departments – sales, marketing, customer service, corporate
communications, IT – that will closely collaborate on Social Media
initiatives.
Collaborate with other departments. Find out about their current
“Explore Social
Media customer and planned Social Media customer initiatives to better understand
support capabilities how it can impact your organisation. Feedback is a two-way street.
offered by your –
- Contact centre Share your implementation plan roadmaps to understand key
systems vendor
- CRM vendor
dependencies. Where possible, take a joint, collaborative effort to
- Contact centre project planning, implementation, support, and continuous
outsourcer”
improvement methodology.
Explore vendor solutions. Ask your contact centre/CRM vendors
about their Social Media customer support capabilities. Key
capabilities to explore would be –
• Monitoring Social Media conversations about your company’s
products or services
• Building online customer communities/forums
• Handling inbound Social Media contacts
• Handling outbound/proactive Social Media customer contact
• Campaign management, knowledge management, reporting and
analytics
• Continuous improvement methodology
Proprietary and Confidential
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11. About Sitel
Sitel is a global Business Process Outsourcing (BPO)
leader that meets clients’ customer care and
transaction processing needs by providing world-
class solutions from over 52,000 associates in 135+
facilities located in 27 countries.
Sitel provides clients with the strategic insight,
scale and diversity of offerings to ensure the best
return on their customer investment. For more
information, please access www.sitel.com
About Frost & Sullivan
Frost & Sullivan, the Growth Partnership Company,
enables clients to accelerate growth and achieve
best in class positions in growth, innovation and
leadership. The company's Growth Partnership
Service provides the CEO and the CEO's Growth
Team with disciplined research and best practice
models to drive the generation, evaluation and
implementation of powerful growth strategies.
Frost & Sullivan leverages almost 50 years of
experience in partnering with Global 1000
companies, emerging businesses and the
investment community from 40 offices around the
world.
Proprietary and Confidential
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