Social Business Forum 2012 Milan Presentation in which I pull together a number of concepts such as Branding in Service Dominant Logic, JTBD, Customer Flow, Journey Mapping, organising for Experience at Touchpoints Optimisation and the link to Social Business. Trying put SB in a wider context to make sense of why it matters

1. Social CRM – Insight into the Customer Journey
Mark.Tamis@touchflows.com
Mark Tamis http://marktamis.com
@MarkTamis #scrm #socbiz #e20

2. A Communications Revolution

3. Social Media – Anytime, Anywhere, Anybody

4. What has changed ?

5. The greatest danger in times of turbulence
is not the turbulence;
it's to act with yesterday's logic.

6. Jobs To Be Done and Desired Outcomes
You Don't Want
a Drill,
You Want
a Hole in the Wall

7. Performance and perception expectations

8. Outcome Expectations

9. From Goods-Dominant to Service Dominant Logic

10. 1900s-1930s : Individual Goods-Focus Brand Era
CRM Augmented Engagement
Brands as Identifiers: Brands constituted a way for
customers to identify and recognize goods on sight.
Brand value was embedded in the physical goods
and created when goods are sold (output
orientation).
Brands, therefore, were operand resources and had
value-in-exchange. Individual goods were branded
to potential customers who remained passive in the
brand value creation process

11. 1930s-1990s : Value-Focus Brand Era
Brands as Functional Images: Creating unique brand
images became key in an increasingly competitive
environment. Customers selected brands to solve
externally generated consumption needs. Brands
were part of the market offering.
Brands as Symbolic Images: Goods were seen as
increasingly similar in terms of their utilitarian
attributes. Consequently, brands were selected to
solve internally generated consumption needs.
Brands were independent of the actual market
offering

12. 1990s-2000s Relationship-Focused Brand Era
Brands as Knowledge : Customers constitute operant
resources and thus active co-creators of brand
value. Brand value is the perception of a brand’s
value-in-use to the customers
Brands as Relationship partners : Brands have
personality that makes customers form dyadic
relationships with them. Brand value co-creation
process is relational and thus requires a process
orientation.
Brands as Promise : Internal customers (employees)
are important brand value co-creators and operant
resources

13. 2000s - : Stakeholder-Focus Brand Era
Brands as Dynamic and Social Processes: This most
recent era highlights that not only individual
customers but also brand communities and other
stakeholders (all stakeholders) constitute operant
resources. Thus, it highlighted that the brand value
co-creation process is a continuous, social, and
highly dynamic and interactive process between
the firm, the brand, and all stakeholders.

14. Customer and Business Value Co-creation
Desired Outcomes for Customer and Business

15. Tangibles to Intangibles
The Experience Economy
Exchange is fundamentally, primarily about the
intangible rather than the tangible.
This focuses the organization on the solution
that the customer is seeking
The tangible content cost of their product
becomes smaller and smaller and the brand
rises in value and importance

16. Propaganda to Conversation
Service-dominant logic argues that
communication should be characterized by
conversation and dialog. This approach
should include not only customers, but also
employees and other relevant stakeholders
that may be affected by service exchange. All
stakeholders need to be part of the market
dialog.

17. Capabilities and Collaboration
Feedback & analysis
Capabilities Service Customer &
Business Business &
Vision & Customer Business
Strategy Intelligence Outcomes
Value Portfolio
Proposition

18. Cross-Touchpoint Experience Management

19. Flow is completely focused motivation- Csikszentmihalyi

20. In flow, the emotions are not
just contained and channeled,
but positive, energized, and
aligned with the task at hand
Flow could be described as a
state where attention, motiva-
tion, and the situation meet,
resulting in a kind of
productive harmony or
feedback
Mihaly Csikszentmihalyi

21. Customer Journey Mapping

22. Reduce Frictions In The Customer Flow

23. Service-Design logic is driven by an innate purpose of
doing something for and with another party,
and is thus customer-centric and customer responsive

24. The Experience Continuum

25. Actionable Insights

26. The Links In The Service-Profit Chain
Source : HBR Putting the Service-Profit Chain to Work

27. Social CRM Framework 2.0

28. The Collaborative Value Chain
Channels
The Consumers Social
Partners & &
Collaborative Customers Networks
Suppliers Communities
Enterprise
Employees
Source : Esteban Kolsky & Mark Tamis

29. Everyone Impacts The Customer Flow