Leverage social media for customer interaction

Practical IT Research that Drives Measurable Results

Leverage Social Media for Customer Interaction

Info-Tech Research Group 1

Introduction

• Consumers are rapidly adopting social media, yet adoption of social media by
organizations is lagging.
• Most organizations are struggling to define a business strategy for social media
and are unprepared to link it to their CRM strategy.
• IT is unsure of their role and where they can bring value to the table.
• Lack of coordination results in more manual, resource intensive processes that
are difficult to measure.
• Organizational use of social media can bring benefits to marketing, sales and
service when implemented properly.

This solution set will help you:

Assess
Understand Social Compare Social Plan the
Opportunities &
Media Media Vendors Implementation
Strategize


Executive Summary
• Social media customer interaction opportunities exist for marketing, sales, and service
gains.
• Social media provides another channel for organizations to interact with their
customers and customers with each other.
• Consider social media as part of the current customer interaction strategy as
customers will continue to communicate via social media with or without you.
• Link social media to existing customer relationship management solutions.
• Integration can improve information accuracy, reduce manual effort and provide
more in-depth customer insights.
• IT has an important role to play in managing social media infrastructure and security.
• Defining the goals and posting actual content lies with the business side.
• Evaluate vendors in three distinct categories to make sound technology decisions.
• Consider what goals you want to achieve prior to selecting social media services.
• Determine if CRM vendors have begun to offer social media integration.
• Alternatively, pure-play vendors provide social channel aggregators and managers.
• Assess which social media opportunities exist for your organization, build your plan, test
your theories, and grow your interaction level based on your results.
• Secure privacy and integrity by managing organizational use of social media with a
policy.


Road Map

Market Value to Risk
Understand IT’s Role
Overview Organizations Mitigation

Compare Social Media Vendor Segmentation

Strategize Opportunity Assessment Business Plan

Implement Project Planning Securing Privacy & Integrity


Social media is big: Consumers are rapidly embracing social
media services as their communication medium of choice
• Social media services facilitate the
creation and dissemination of user-
generated content.
• Social media services have experienced LinkedIn has users on
explosive growth during the past five every continent
years; consumers are flocking to services
such as Facebook, Twitter, LinkedIn and Social networking is now
YouTube. more popular
• Social media is ubiquitous: consumers than e-mail* Global time spent on
can access social media services from social media is up
their computers, smartphones and video 82%
game consoles. This ease of access has Every minute, over last year*
further fuelled social media adoption. 24 hours
• Adoption of social media began with of video is uploaded to
younger consumers, but sustained YouTube Last year,
growth is taking place across a range of Tweets grew
demographic tiers, from young to old. 1400%
• Social media is displacing traditional e- Facebook’s greatest
channels, such as e-mail, as consumers’ growth has come from
preferred method of interacting with one people aged
another. 35-49*
• Businesses need to understand that
social media is an integral part of their
customers’ lives. *Source: Nielson Online


Users interact with networks to create connections with
individuals with similar interests
• External public social media services, such Social Networks create the
as Facebook, Twitter, and Friend-of-a friend (FOAF) trust model
LinkedIn, comprise extensive networks of
users who are self-organized into groups
and communities.
• Users establish connections directly with
other users to form a personal friends
network.
• Users also join groups and communities that
are organized around attributes such as
products, lifestyles, entertainment, institutio
ns, politics, and geographic locations.
• The Fried-of-a-Friend (FOAF) model
enables interactions beyond direct
connections.
• Trust is a function of connection proximity-
the closer you are, the more trusted you are.

Info-Tech Insight:
Organizations need to be aware of the fact that customers are more likely to trust an opinion of a
product or service of someone within their FOAF model than statements made by the company itself.


Organizations need to move into social media or risk being
leapfrogged by social-media savvy competitors
Social media implementation highest in education
• Over half of the organizations surveyed by and government organizations surveyed
Info-Tech are now using at least one social
media service for marketing, sales or
customer service. Education 78% 22%

• Organizations are realizing the potential Government 65% 35%
value of social media; they need to be in the
same space as their customers and Business Services 55% 45%
stakeholders.
Financial Services 54% 46%
• Education and government organizations
have high deployment rates as they use Trans/Utilities/Comms 53% 47%
social media to connect with stakeholders,
while adoption has been slowest in the Healthcare 50% 50%
primary sector.
Wholesale/Retail 50% 50%
• As with Web 1.0, firms vary in the degree
with which they embrace social media. Manuf acturing 31% 69%
• Organizational size has no impact on
Primary Industry 100%
deployment. Rather, those taking a “wait-
and-see” approach cited high perceived
0% 20% 40% 60% 80% 100%
risks as the number one reason why they
have yet to deploy social media.

“
Implemented Not Implemented
N=134
In the old world, I just did a survey. In the new world, I'm listening to every water

”
cooler conversation out there.
- Jim Sterne, Target Marketing Inc.

Multi-channel customer interaction is not a new concept to
organizations

• Over the past decade, new delivery and
interaction channel options such as e-mail, Customers
chat, Web self-service, kiosks, bulletin
boards, and discussion forums were added to
existing channels.
• Customer interaction management evolved
as a component of larger Customer Conversations Information
Relationship Management (CRM) strategies
in order to coordinate customer interactions
into a hybrid channel strategy, utilizing Communication Channels
multiple interaction channels. Face to
• Organizations then embarked on creating Phone E-mail Web
Face
more sophisticated market coverage models
that employed hybrid channel interaction
strategies.
• These models were optimized around
customers’ affinity for different channels and Marketing Sales Service
the ability of different products and services
to be marketed, sold, and serviced through Customer Relationship Management
these channels.


Social media provides another channel for organizations to
interact with their customers and customers with each other
• Individuals are interacting with each other
and with organizations in the social cloud.
• Organizations must follow their customers, Customers
prospects and partners into this social
media world, as they previously followed
them into the telephony and the 1.0 e-
channel worlds.
• Management resistance to social media will
be overcome with time, just as it was with
e-mail and the Web. Conversations & Information
• The lessons learned from integration of 1.0
e-channels should be leveraged as Communication Channels
organizations add the social media channel Face to Social
into their overall customer interaction Phone E-mail Web
Face Media
management.
• Do not believe those who tell you
that this will require an entire
rebuild of your CRM strategy. It is
simply another interaction channel Marketing Sales Service
to integrate - as you’ve done in the
past. Customer Relationship Management

Customers will interact via social media with or without you – be
aware of the three main implications

“
3 Main Implications:
Social media is there whether we participate or
Brand image can now be not, therefore participation on our company's

”
heavily influenced by the part isn't optional.
entire social cloud, - CIO, Manufacturing
whether the company

“
participates or not
You can use the people who are passionate about
Organizations can leverage your brand effectively, but at the same time, you
both the positive and have to be mindful that there will be others who
negative feedback for will say things that you don’t want. What are you
marketing, sales and going to do? How are you going to deal with that?

”
service - Dr. Nicole Haggerty, Associate Professor

“
IT plays a critical role in
supporting the You have to know what the business model is in
organizational use of the order to dictate what you restrict and what you
social cloud while don't along with knowing what the risk to IT and

”
minimizing risks the infrastructure environment are.
- Thomas Uyehara, IT Director, Independence First
Info-Tech Insight:
Although there are risks that need to be managed when participating, there are also risks to the
organization if they choose not to participate. Conduct an online search for “Motrin Mom” for a
popular example of the power of social media in the absence of company involvement.

Organizations can interact with customers via social media to
achieve marketing, sales, and service gains
• Social media has a number of invaluable 67% of organizations surveyed succeeded in using
applications in marketing, sales and customer social media to enhance their brand image and
service: increase customer share of mind
• Marketing: Social media can be used as
an inexpensive and highly effective Building positive brand image 14 53 12 21

channel for advertising and creating brand
Increasing mind share 12 55 8 24
awareness with customers and prospects.
• Sales: A number of social media services Improving customer satisfaction 7 56 20 18

can be used to prospect for potential
Gaining customer insights 13 38 15 24
clients.
• Service: Social media can be used as an Increasing customer retention 10 38 20 33
avenue for providing service to customers.
Customer acquisition 6 39 16 40

• Achieving social media gains is possible in Reducing cost of service 2 39 24 35
both a B2C, B2B, and G2C context.:
Increasing revenue 6 31 17 46
• B2C organizations can achieve gains across
all areas. 0% 20% 40% 60% 80% 100%
• B2B organizations can particularly benefit
from customer acquisition and the ability Fully achieved Partially achieved Did not achieve Not a goal
to build more meaningful relationships. N=64

“
• G2C, health care, non-profit and education
organizations can leverage social media as There’s an awful lot of benefit for very

”
an integral channel for effectively reaching
little cost.
out to stakeholders and citizens.
- Carol Voss, Marketing Director,
Independence First

CRM is now social: leverage social media to capture more
customer information and build deeper relationships

“
• Social CRM refers to the
hybridization and merging of social Social CRM is taking advantage of
media with CRM. edge infrastructure (social media)
• Social media is a powerful tool for where we have access to
communicating with customers, but communities of interest by linking
relatively few organizations are linking them to the goals of our
social media to their customer infrastructure (CRM) where we
relationship management. have better controls and measures.
• Social CRM is about using Web 2.0 Social media strengthens the
technologies to better understand, relationship in an environment
communicate with and service where the customer is comfortable
customers. and familiar providing us an
• Information is power, and social CRM opportunity to bridge this trust into

”
aims to provide companies with the our organization.
most complete picture of the customer - IT Director, Public Administration
available.

Info-Tech Insight:
Social CRM goes beyond simple databases of customer information - it actively seeks to capture and
analyze customer information and conversations that are available in the social media landscape.


Lack of formality results in manual, resource intensive processes
that are difficult to measure
• Most organizations that have pursued social media initiatives have done so in an ad-hoc fashion
rather than outlining a formal strategy and deploying software solutions.
• Projects are often poorly defined, with little central coordination. In some instances, different
departments or offices are maintaining separate social media “fiefdoms.”
• Outlining a formal social media strategy can enumerate the exact goals to be achieved, illustrate how
those fit into existing CRM strategies and outline the methods and services that will be used to
achieve them.
• Software solutions that integrate with CRM technology reduce the resource intensive processes
required for ongoing social media involvement and keeps projects on track by providing reporting
metrics.

Social media and CRM are often being done Many processes related to social media are being done
without a defined strategy manually, despite the existence of software solutions

N=64


Formally integrating social media and CRM technology pays off
big dividends in goal achievement
• Linking social media to existing customer Organizations that integrated their social
relationship management solutions can media and CRM technology with
improve information accuracy, reduce manual software realized more of their goals
effort and provide more in-depth customer
insights. 69
• Organizations Info-Tech surveyed that
integrated their solutions achieved more +68%
goals as a result.
• Several major CRM vendors are now offering
products that integrate with popular social
networking services (either natively or by
41
providing support for third-party add-ons)
• For example, Salesforce.com now allows
for native integration with Twitter, while
an add-on available for Oracle gathers
real-time information about prospects
by pulling their extended information
from publicly available LinkedIn profiles.
• For companies that have not formally
integrated social media with customer
relationship management, IT should develop
the business case in conjunction with the No Integration Software Integration
applicable “business-side” partner (marketing,
sales etc.). Social Media & CRM Technology N=64


IT has an important role to play in managing social media
infrastructure and security
• IT’s primary role lies in providing IT manages infrastructure and security, while
necessary infrastructure and identifying social media goals and content are typically
and mitigating security concerns. handled by the business side
• Infrastructure support is particularly
Social media technology support 69% 25% 7%
important for businesses looking to link IT
social media platforms with compatible Managing social media security 62% 24% 14%

CRM software solutions. Social media content archival 40% 28% 32%
• While social media services can be
Providing social media reporting 40% 19% 41%
indispensible tools, the services can
propagate malware – requiring IT to Social media and CRM integration 38% 45% 18%

manage security closely. Employees may Monitoring social media sites 20% 35% 44%
inadvertently disclose privileged
Def ining the goals of social media 14% 29% 57%
information over social networks. Business
• IT needs to set policies and access Posting content to social media sites 11% 26% 64%

privileges for social media usage. 0% 20% 40% 60% 80% 100%
• Archiving content, providing reporting, IT Both Business N=64
managing integration and monitoring

“
sites may be joint responsibilities or held
On IT’s role: It’s like having a lawyer in the
by either side.
room… their job is to tell you about the

”
• The push for adoption usually comes
risks and dangers.
from the business (for example, the
marketing or communications - Jim Sterne, Marketing Consultant, Target
department) and thus defining the goals Marketing Inc.
and posting actual content lies with the
business side. Our Social Media Acceptable Use Policy can be found in
the Implement section of this storyboard.

Security and privacy top risks of social media
that warrant IT involvement
• Social media exposes a certain Security and privacy top concerns of
amount of information that can be organizational use of social media
visible to friends of friends. Security 38% 44% 14% 4%

• While this exposure is a key Privacy 36% 44% 14% 6%
mechanism driving value, it can
Inappropriate Content 29% 49% 18% 4%
also create an inappropriate conduit
for information to pass between Time Wastage By Employees 24% 52% 18% 6%

personal and business contacts. Control Over Brand Image 26% 46% 20% 8%

• Tools to establish barriers between Bandwidth 16% 29% 39% 16%
personal and private networks and
tools to centrally manage accounts Increased Costs 5% 31% 50% 14%

are only beginning to emerge. Competitors Poaching Client Lists 12% 22% 36% 30%

• IT involvement for security, privacy,
0% 20% 40% 60% 80% 100%
and bandwidth concerns is of
utmost importance. Signif icant concern Moderate concern Minimal concern Not a concern

“
• The business should define a N=132

strategy that illustrates appropriate The genie is out of the bottle - IT needs to learn what
conduit for content, time wastage, to do to better manage social media usage and work
and brand image concerns. with the business needs to get there; similar to basic

”
'internet access' 10 years ago.
- CIO, Financial Services
Info-Tech Insight:
Implementation maturity impacted perceived risks - organizations that had no social media strategy
rated concerns 28% higher than those with a defined strategy.

Take steps to mitigate potential risks to ensure they
don’t impede project approval
High perceived risks and lack of management buy-in were the top two reasons organizations cited they
have not implemented social media. Take these mitigation steps to safeguard your business plan approval.

Risk
Probability Risk Mitigation Strategy
Category
Risk of employees downloading malware, - Implement policies that indicate appropriate conduct by
Security High
viruses, etc from social media services. employees.
- Implement separate social network accounts for business.
Risk of inappropriate exchange of
- Train employees to never use personal accounts to interact
Privacy High information between personal and business
with business contacts and never use their business
contacts.
account to interact with personal contacts.
Employees representing the organization on - Select the team carefully and ensure they are fully trained
Inappropriate
High social media channels may post something on both official company policy and social media etiquette.
Content
inappropriate to the nature of your business. - Ensure consistent monitoring by business units.
Use of social media for business is linked
Time Wastage - Process for accounting for time spent focused on
Medium intrinsically to personal use and time spent
by Employees organization objectives must be documented.
may not be optimized to meet goals.
Fully participating in social media means - Train every person charged with interacting with customers
Control Over
Medium relying on front-line staff for dissemination of and prospects via social media regarding what constitutes
Brand Image
positive branding. acceptable brand presentation.
Increase in bandwidth needs to support
Bandwidth Low social media efforts, particularly when using - Plan for any bandwidth requirements with IT network staff.
video social media such as YouTube.
- In a public social network, you cannot prevent this. Monitor
Competitors The ability for a competitor to view lists of your own brand as well as monitor competitors. If client
Poaching Client Low clients that have joined your organization’s secrecy must be maintained, then you should use a private
Lists social media groups. social network, not a public network. (SocialText, Lithium,
private SharePoint site, etc.)
- Augment existing customer service responsibilities with
Increased Cost social media requests.
Additional resources may be allocated to
of Servicing Low - If a dedicated resource is not available, dedicate a specific
social media without seeing immediate ROI.
Customers amount of time per employee to be spent addressing
customer concerns via social media.


Road Map






Social CRM vendors fit into three distinct categories
CRM Suites with Social Channel Aggregators
Social Media Services
Social Media Integration and Managers

Social CRM vendors can be categorized into three silos: social media services (i.e. Facebook,
Twitter), CRM suites that feature social media integration (i.e. Oracle, Salesforce.com), and pure-
play social channel aggregators and managers (such as TweetDeck and Socialware). Different
products from the three silos can be brought together to create a cohesive social CRM platform.

Social media services allow consumers to create, manage and
share content with each other
Social Multimedia
Social media services facilitate the creation and dissemination of user-generated
Social networking

content. These services rely heavily on social interaction and content sharing
between users. While all social media services share a dependence on consumer-
driven content, they can be grouped according to their purpose and functionality.
There are four main types of services: social networking, blogging, micro-blogging
and social multimedia.
Social Networking: Social networking services allow users to communicate with
their personal networks. These services rely on the “friend-of-a-friend” model of
social interaction. Users can share a wide variety of information and media with
one another. Prominent social networking sites include Facebook and LinkedIn.
Blogging

Blogging: Blogs (a portmanteau of “web log”) are websites that allow users to
upload text entries and media. Entries are typically displayed in reverse-
chronological order, and often contain ongoing commentary and discussion of
recent events. Prominent blogging services include Blogger and WordPress.
Micro-Blogging: Micro-blogging services are similar to blogging websites, with
the exception that written content is typically limited to a set number of characters.
For example, the popular micro-blogging service Twitter allows users to post
Blogging
Micro-

messages up to 140 characters in length.
Social Multimedia: Social multimedia sites provide an easy way for users to
upload and share multimedia content (i.e. pictures and video) with both their
personal contacts as well as the wider community. YouTube is extremely popular
for video sharing, while Flickr is popular for sharing photo albums.
Multimedia

In many cases, each service does not fit neatly into each category. While Facebook
Social

is focused on social networking, it also provides tools for sharing photo and videos.
Conversely, YouTube includes basic social networking capabilities insofar as users
can add each other as friends. With minor exceptions, creating an account on a
social media service is free… this makes using these services extremely cost
effective.

Facebook is the world’s most popular social networking service;
it is an indispensible tool for connecting with your customers
Facebook has the highest organizational
adoption of any social networking service

Marketing 30%

• Launched in 2004, Facebook is now the world’s most
popular social networking service, boasting over 400 Sales 13%

million users worldwide. If Facebook were a
country, it would be the third largest in the world.
Service 13%
• Users on Facebook can exchange messages, share
photos and video, create event invitations and build
0% 10% 20% 30%
pages dedicated to specific topics or products.
• Many companies have found that maintaining a
presence on Facebook is essential for connecting with
both current and prospective customers.
• As the site’s popularity continues to grow, companies
must follow their customers to the service.
• Companies are also monitoring Facebook to gather
consumer thoughts and perceptions about their
brands. The site can be an invaluable tool for gaining
product marketing insights.


Twitter is a versatile communication channel; the service is
extremely useful for pushing out real-time information
Although relatively new, Twitter has seen
widespread adoption by businesses

Marketing 22%

• Launched in 2006, Twitter is a popular micro-
blogging website that allows users to post short Sales 10%
messages up to 140 characters in length.
• Users can “follow” one another on the site. When a Service 13%
user updates his or her Twitter feed, a notification is
pushed out to everyone following the account. This
0% 10% 20% 30%
makes Twitter an indispensible tool for quickly
disseminating information.
• Twitter has rapidly gained traction as a viable service
for pushing out real-time updates about products and
services, corporate news and information bulletins.
• Many organizations are opening Twitter accounts in
order to better communicate with their customer
bases. Several forward-thinking businesses (such as
Dell) are now using Twitter as an additional avenue
for customer service.


LinkedIn is the “business formal” of social networking; the
service is valuable for B2B lead generation and prospecting
LinkedIn is particularly useful for sales and
marketing, especially in a B2B context

• LinkedIn is a social networking service targeted at Marketing 10%
working professionals. The site is geared towards
building and communicating with professional
Sales 7%
networks (as opposed to services such as
Facebook, which emphasize staying in touch with
family and friends). Service 2%
• LinkedIn features group pages where users can
associate with one another based on characteristics 0% 10% 20% 30%
like career interest or alumni affiliation.
• In addition to giving users the ability to create
individual profiles, the site also maintains several
company profile pages. Users can view company
details such as industry and demographics.
• The site features “LinkedIn Answers”, where users
can pose questions and receive answers from other
members of the LinkedIn community.
• LinkedIn’s rich collection of business profiles makes
it a valuable service for sales prospecting. The site is
also popular as a recruitment tool.


YouTube is the leading video sharing service; it is the unrivalled
medium for building awareness through viral advertising
YouTube is used predominantly for
raising marketing awareness

• Since its inception in 2005, YouTube has rapidly grown
Marketing 11%
to become one of the most popular websites in the
world. The service allows users to upload and publish
video content free-of-charge. Content on YouTube Sales 3%
ranges from home videos to movie trailers to viral
advertising campaigns.
Service 4%
• User accounts on YouTube are referred to as
“channels”. The site provides comprehensive tools for
managing video content, including basic video and 0% 10% 20% 30%
audio editing.
• The site provides a free analytics tool called “YouTube
Insights” that can be used to track the referrers and
demographics of those viewing a video. This makes the
site useful for gathering customer insights.
• YouTube is extremely valuable for hosting video
content such as viral advertisements; because the site is
free, hosting video content on YouTube is more
bandwidth-effective than hosting it locally.
• YouTube provides a channel for distributing video
content for smaller organizations lacking the media
budgets to purchase TV airtime.


Not all social networking services are created equal: some are
more useful than others for achieving certain goals
Different social media services are more effective than others for reaching different
goals. For example, YouTube is useful as an avenue for distributing marketing campaigns,
but it’s of substantially less use for sales functions like lead generation.

Domain Opportunity Facebook Twitter LinkedIn YouTube

Building Positive Brand
Image   
Proven
Marketing Increasing Mind Share     Useful*
Potentially
Gaining Customer Insights      Useful
Gaining Sales Insights   
Sales Increasing Revenue   
Customer Acquisition   
Customer Satisfaction    
Increasing Customer
Service
Retention   
*Proven useful by statistical
Reducing Cost of Service    analysis of real-world
implementations


Incumbent CRM vendors are rapidly integrating social media
with their solutions as they realize its potential value
CRM Suites with Social Media Integration

• Rapid adoption of social media by consumers has driven
most large vendors of CRM solutions to integrate social
media functionality into their products.
• Some vendors (such as Oracle) natively support social
channels, while others (such as Microsoft Dynamics CRM
and SugarCRM) are dependant on third-party tools (like
InsideView) to enable social media functionality.
• While social media integration has been proceeding
quickly, it is still a relatively new direction for most CRM
vendors. As a result, integration hasn’t reached full
maturity yet. This is an area where further development
and refinement can be expected.

Info-Tech Insight:
Due to the rapid adoption of social media by incumbent CRM vendors, the
market for pure-play social channel aggregators and managers will be
smaller than the market for similar Web 1.0 services.


Oracle and Salesforce.com are leading vendors that have
integrated social media into their CRM products
Oracle leverages social media to Salesforce.com provides
drive sales performance. cloud-native CRM solutions.
• Oracle has incorporated social media into its • Salesforce.com provides a comprehensive
sales prospecting and automation solutions. tool set for managing customer conversations
• Currently, Oracle’s Sales Prospector On- in social media space.
Demand pulls potential clients from both • Salesforce can link to Facebook and Twitter.
internal and external data sources. Currently, social media can be used as a
• Third-party plug-ins allow Oracle’s Social channel for lead generation and sales
CRM suites to integrate with services like management, as well as customer service.
LinkedIn, pulling contact information such as
job title and background.


Pure-play vendors provide social channel aggregators and
managers that can be used to harness the power of social media
Social channel aggregators

• With the proliferation of different social media services, a
number of vendors have begun offering pure-play social channel
aggregators and social channel management solutions.
• Social channel aggregators collate and summarize
information from several social media services (for example,
Facebook and Twitter) and allow users to simultaneously update
multiple social media accounts across multiple services. This can
be a tremendous time-saver for both collecting customer insights
as well as publishing information to social media services.
• Social channel managers are applications and vendors that
provide services for managing social channels. For example,
Social channel managers

social channel managers may monitor social media services for
consumer thoughts and perceptions about a particular brand, or
they may provide on-demand analytics for tracking how
consumers are clicking through to the firm’s social media pages.

Info-Tech Insight:
Using a combination of social channel aggregators and managers can
simplify social media campaigns while accumulating useful analytics
and archiving content to meet security needs.


TweetDeck and Socialware are breaking new ground in the
pure-play social channel aggregator and manager market
TweetDeck makes managing multiple services easy Socialware provides numerous value-added
by aggregating Facebook, Twitter & LinkedIn social channel management services
• TweetDeck aggregates feeds from several • Socialware bills itself as the “first social
popular social networking services, and middleware company”, an accurate label
displays them in a unified manner. This given the range of social channel
eliminates having to continuously check management solutions it provides.
multiple social networking sites.
• Presently, TweetDeck supports Facebook, • Socialware Compass is a product that allows
MySpace, Twitter and LinkedIn. companies to implement and automate their
• TweetDeck can also be used to social media policies by providing internal
simultaneously update multiple user access controls, content archival and back-up,
accounts across several different services. content moderation, and analytics for
• TweetDeck’s ability to aggregate and sort monitoring and tracking use of social media
information – combined with its update usage.
functionality – make it a versatile tool for • Subscriptions to Socialware’s services start at
managing social media initiatives. $100 per month.


Insource Performance Solutions uses InsideView to monitor
and gather information from social media channels
• Insource is a business-to-business organization that provides labor and staffing
solutions to companies – primarily focused on manufacturing and distribution.
They employ approximately 2,000 people.
• Instead of approaching social media as a task for individuals, they chose a
monitoring solution that enables their entire sales and business development
teams to deliver a specific message.

Summary:

• Insource was looking for a tool to streamline their sales force’s efforts to gather online information
about prospects and customers.
• They chose InsideView to aggregate information within SugarCRM in a meaningful way that
complements how they go to market. This enables Insource to expand client relationships, search for
new opportunities, and leverage data from social media for prospecting.
• In addition to monitoring brand mentions and actions, InsideView compiles reference connectors that
link Insource’s customers and prospects through LinkedIn, providing insight into relationships that
may be leveraged to increase sales.

“ As we talk with prospects and customers we’re engaging in conversations that are relevant to them
because we are better informed.
These tools are enabling sales and they also, in my view - and I don’t think I’m alone, help us serve
our customers better.

”
And anything that does that is a good investment on our part.
- Chip Meyers, Sales Operation Manager, Insource

Insource relies on InsideView within SugarCRM to provide
the most complete picture of a customer

• Monitoring company name
mentions provides insight
into your clients’ activities and
the conversations in which
they are engaged.

• Information harvested from
social media channels is
integrated into client
records for easy access
without the manual task
of searching across multiple
channels.


InsideView uses LinkedIn to display the connections associated
with members of Insource’s customer database

• LinkedIn network
connections are related to
clients already in your
database for easier
prospecting.


Road Map






Social media opportunities exist in marketing, sales and service

1. Build Positive Brand Image Customers
Marketing

2. Increase Mind Share
3. Gain Marketing Customer
Insights

1. Increase Revenue Conversations & Information
Sales

2. Customer Acquisition
3. Gain Sales Insights Communication Channels
Face to Social
Phone E-mail Web
Face Media
1. Improve Customer
Satisfaction
Service

2. Increase Customer
Retention
3. Reduce Cost of Service Marketing Sales Service

Customer Relationship Management


Share information and listen to customers to improve
brand image and increase mind share
• Social media can be effectively used for
marketing purposes when target customer
segments overlap user demographics.
Customers
The top 3 marketing opportunities are:

1 Positive Brand Image: Organizations can use
social media to promote a positive brand image.
This is particularly important for organizations
generally vulnerable to negative press or
consumer discontent. Interaction Goals:

2
Positive Brand Image
Increased Mind Share
Increased Mind Share. Social media can reach Customer Insights
large audiences at very low monetary cost,
giving organizations another medium to promote Communication Channels
their organization/brand to increase awareness.
Related Research: Getting Social with E-Mail Social Media
Marketing Campaigns

3 Customer Insights: Users discuss experiences
with products/services via social media.
Monitoring social media can provide valuable
feedback on your products as well as on those of
Marketing

competitors for product intelligence. Customer Relationship Management

Connect with new prospects for customer acquisition
and revenue generation
• Social media can be exploited for a variety of
sales purposes when acquisition and sales
can be linked to existing sales processes.
The top 3 sales opportunities are: Customers

1 Increased Revenue: An additional channel for
organizations to provide product and service
information that can convert consumers
researching a product/service into a sale or
encourage future purchases with coupons. Interaction Goals:

2
Increased Revenue
Customer Acquisition: Social media can be Customer Acquisition
Customer Insights
exploited for lead generation, particularly by
leveraging the FOAF model in B2B scenarios.
Many CRM Vendors are linking platforms like Communication Channels
LinkedIn and Facebook to its sales automation Social Media
software to enable sales to leverage referrals
through their business and personal networks.

3 Customer Insights: Consumer buying behaviors
and patterns can be gathered by monitoring
social media sites and then used to design sales
delivery models.
Sales


Engage with your customers via social media to provide more
meaningful service and support for satisfaction and retention
• Social media provides another channel
for organizations to respond to customer
inquiries or service issues. Customers
The top 3 service opportunities include:

1 Improving Customer Satisfaction: Customers
that receive more timely and personal service in
the medium that they prefer will be more
satisfied. Interaction Goals:

2
Improving Customer Satisfaction
Increasing Customer Retention
Increasing Customer Retention. Using social Reducing Cost of Service
media with customers builds barriers to exit
since customers are engaged using a medium
Communication Channels
they prefer – something the organization needs
to offer to remain competitive. Social Media

3 Reducing Cost of Service: Organizations use
social media to quickly and efficiently respond
to customer service issues. The answer to the
problem can be public, making it searchable by Customer Service
other customers that have the same request.

Info-Tech evaluated real-world implementations
across the nine social media opportunity areas
The following slides provide social media cases at a
The Social Media Scorecard:
variety of organizational types. Each case is evaluated
using Info-Tech’s social media scorecard to help you Area of
Opportunity Social Media Goals
understand how success looks for different
organizations.
Marketing Build a positive brand image
We evaluated four organizations across all major Marketing Increase mind share
social media platforms:
• Dell Marketing Gain customer insights
• H & R Block Sales Increase revenue per customer
• Scripps Health
Sales Acquire customers
• State of Vermont
Sales Gain customer insights
The effectiveness of their social media campaigns is
Service Increase customer retention
directly related to goals in the social media
scorecard. Service Increase customer satisfaction
Reduce cost of serving
We also looked at exemplary cases in individual social Service
customers
media channels:
• The Coffee Groundz (Facebook)
These cases are meant to illustrate how
• CME Group (Twitter)
social media can be applied to a variety of
• Zappos (Twitter) organizations. An opportunity assessment
• BooneOakley (YouTube) follows so that you can determine what
• Control Engineering (LinkedIN) areas exist for your specific situation.

Dell is used as the standard by which other social media
campaigns are measured
• Dell Inc. is a multinational information technology corporation that develops, sells and supports
computers and related products and services.
• They are extremely successful across all platforms.
• Their focus is on driving sales and building relationships through enhanced customer service.
• One of the most notable companies to successfully monetize their initiatives, Dell reported
achieving $3 million in revenue directly through Twitter since 2007.

Cross-platform summary:

• Dell’s page includes an app that enables a user to configure a custom laptop, share the resulting
product, and then connect seamlessly with Dell’s online store.
• Also includes an app that connects Facebook fans directly with Dell customer service.

• 27 Twitter accounts include geo-targeted offers for consumers, offers for business, tech support,
customer support, and customer insight aggregation.
• They engage in extensive brand monitoring and customer engagement.

• The videos on Dell’s YouTube channel have been viewed over 4.3 million times.
• Videos are created for both consumer and business audiences, and are used cross-platform with
integration into Facebook and referrals from Twitter.

• Dell uses LinkedIN for employee collaboration and communication as well as recruiting for
global operations. Groups for Dell Certified Specialists are open for networking and discussion.


Dell’s Facebook apps integrate with online sales
and customer service
• Generate brand awareness
through community endorsement by
building apps that are easy to share.

• Increase sales with direct
integration of the app and your
online store.

• A dedicated support team is
recommended to ensure timely
responses to service requests.

• Our testing with Dell revealed
response times of thirty minutes or
less.


Dell’s Twitter streams drive sales and provide customer service

• Measure conversion from each social
media source by providing links to
tracked landing pages.

• Analytics through a URL -shortner such
as http://bit.ly offer insight into
clickthrough rates.


Dell’s comprehensive social media strategy produces wins for
marketing, sales, and service
Dell’s approach of incorporating sales, marketing/branding, and customer service into their social media
initiatives makes their campaigns remarkably successful.

Social Media Goals Associated Activities Achieved
Extensive brand monitoring and rapid response to
Building positive brand image
potentially inflammatory comments

Increasing mind share Outreach activities that keep Dell top-of-mind

Authority granted to CSRs to resolve customer issues via
Improving customer satisfaction
Social Media

Gaining customer insights Aggressively solicit customer opinions

Increasing customer retention Maintains focus on conversation post-sale

Increasing revenue per customer Uptake on special offers is high

Customer acquisition Seamless integration with online store

Unknown; customer service and sales are dominant drivers
Reducing cost of servicing customers
of Dell’s strategy

Info-Tech Insight:
Many of your prospective buyers may already be using web channels; if you neglect to address those
customers using social media, your audience is likely to choose a competitor who is established in
this space.

H&R Block’s approach to social media is driven by service
• H&R Block is a tax preparation company in the United States claiming more than 22
million customers worldwide. They operate offices in Canada, Australia and the United
Kingdom.
• H&R Block relies on social media as an avenue for providing comprehensive customer service.
• They interact with customers by answering tax questions and offering advice.
• They are quick to address and resolve negative experiences people are discussing via social media.


• H&R Block’s Facebook page has over 14,000 fans and is built around customer service and
client engagement.
• They have created apps that are interactive, informative, and easy-to-share.
• Reps quickly and directly respond to both positive and negative comments posted on their wall.

• H&R Block uses Twitter as a powerful customer service tool, engaging in brand monitoring to
ensure that no mention of H&R Block goes unanswered.
• Multiple customer service reps are authorized to use this account to create one stream of
ongoing support.

• Branding and marketing are the primary objectives of H&R Block’s YouTube channel.
• Their videos, a combination of commercials and instructional videos, have been viewed over 1.7
million times.
• They have also completely customized the YouTube interface to be branded consistently with
their website.


H&R Block’s Facebook page is interactive and
motivates users to share content
• Use the tabs of your page as a
mini-website that addresses
user experience first and
branding second.

• Make your tabs relevant to the
problem your customer is
trying to solve.

• Creating a quiz and adding it to
your page requires no special
programming ability.

• This is a quick way to provide fans
with an interactive experience
while promoting your brand in
their news feed.


H&R Block answers questions and solves complaints via Twitter

• Number of followers is an obvious
metric but often is not the meter by
which success on Twitter should
be measured.

• Monitor mentions of your brand so you
can address comments or concerns
whenever people are tweeting about you,
whether they are a follower or not.

• Direct messages can only be seen by
the sender and recipient.

• Communicate via DM sparingly, or
when sensitive information is being
shared, so the rest of the community
can see how engaged and attentive your
organization is.


H&R Block successfully achieves marketing and service goals
H&R Block’s extensive brand monitoring and employee customer service outreach make social media a
powerful tool to reach current and potential customers, as well as increase mind share.

Extensive brand monitoring and rapid response to negative
or damaging remarks to alleviate potential brand impact
Social outreach activities that keep H&R Block top-of-mind
Increasing mind share
when customers are searching for tax advice/information
Authority granted to CSRs to resolve customer issues via
Social Media
Provide opportunities for customer interaction and solicit
Gaining customer insights
opinions
Timely responses to customer questions increases the
Increasing customer retention
likelihood of repeat business
Revenue affected indirectly through customer satisfaction;
Increasing revenue per customer
initiative is not sales-driven
Unknown; although unproven, it is likely that positive
Customer acquisition
branding will affect customers not already engaged
Unknown; customer service is the driver behind H&R Block’s
strategy

Info-Tech Insight:
Organizations whose primary social media driver is improved service can still leverage customer
interaction to increase customer acquisition through shareable content and viral special offers.


Scripps Health uses social media to connect
patients and employees
• Scripps Health is a nonprofit health care system based in San Diego, California.
• The system includes four hospitals and 19 outpatient facilities, and treats a half-million
patients annually through 2,600 affiliated physicians.
• The social media strategy employed by Scripps Health is centered on inviting conversation between patients
and employees, fostering community and generating positive branding opportunities.


• Scripps Health’s Facebook page is intended for both employees and patients.
• The comments on their wall include open-ended discussion questions about medical issues with
responses from employees to encourage debate, as well as posts highlighting employee
contributions and achievements.
• Scripps Health’s twitter account has over 5,000 followers.
• A recent sample showed that approximately 50% of their tweets are in direct reply to someone
who has mentioned Scripps Health in a tweet, with the remainder split between sharing
company news and promoting local events.
• The videos on Scripps Health’s YouTube channel have been viewed more than 79,000 times and
offer a combination of health care news, patient stories, and company news and PR.
• They have created a YouTube group for health-care professionals, a technique that shows
promise in connecting similar-minded organizations for the purpose of increasing visibility.

“
I do consider [our social media efforts] successful, and growing more so everyday. It's a slow
process, but there have been numerous examples of patient experiences that have been made

”
better because we were listening, and then reaching out.
- G. Anderson, Marketing & Communications, Scripps Health

Scripps Health’s Facebook page encourages patient interaction

• Raise the profile of your
organization for visitors to your
Facebook page by highlighting
employee contributions and
company news.

• Encourage employees to become
fans of your page and contribute
to the discussion to enrich the
patient experience.

• Leverage your content across
social media platform by
syndicating content via RSS.


Scripps Health builds community on Twitter and YouTube

• Customer (patient) stories and
testimonials posted on your
YouTube channel are a
natural fit for social media
and should be shared with
your fans/followers across all
social media channels.

• Encourage employees who are tasked
with manning your social media
initiatives to inject personal comments to
add dimension to the conversation.
People follow/friend other people, not
organizations.


Scripps Health demonstrates a solid health-care
social media strategy
Scripps Health’s use of social media to connect patients and employees creates opportunities for effective
conflict resolution and for positive branding within their community.
Focuses on community activities and positive contributions by
employees
Seeks out people who are discussing Scripps Health and
Increasing mind share
initiates conversation, highlights positive comments
The team manning their social media initiatives is able to
provide conflict resolution or refer to someone who can

Gaining customer insights Offers insight into community needs through open discussion

Little indication of follow-up with patients past the initial
Increasing customer retention
conversation
Building awareness and employee retention are more
Increasing revenue per customer
significant

Customer acquisition Unknown; recruiting given high priority

Unlikely; numerous comments from patients are initiated
Reducing cost of servicing customers because the medium is available and are unlikely to have
prompted a phone call or other contact

Info-Tech Insight:
Building community via social media helps connect patients and health care support services for
improved patient satisfaction.

The State of Vermont joined the social media conversation
for marketing gains
• The State of Vermont employs over 7,000 people.
• It had to deal with social media initiatives that were being created independently and without
standard process.
• Their audience was already interacting with non-sanctioned pages and accounts. While the
conversation happening in the social arena was largely positive, it did not leave recourse in the
event of questionable postings.
• The state CIO worked with the Chief Marketing Officer to develop a plan for official pages that
include administrators who monitor communications for objectionable content 365 days a year.

• Official Vermont marketing pages have been created around tourism and state parks, with
3,000 to 5,000 fans.
• The unsanctioned Vermont fan page has over 21,000 fans who are passionate about sharing
their opinions. They are a very engaged community that should be leveraged and not excluded
from official communications.
• Two notable official Twitter streams (VermontGov and VermontTourism) are run by their
respective agencies, with the official account having almost 1,800 followers. This account is
used purely as a broadcast medium.
• Vermont Tourism has 4,400 followers, is following 3,500 people, and is actively engaging in
two-way conversation as well as promotion.
• The videos on Vermont Tourism’s YouTube channel have been viewed over 17,000 times.
• Videos include traditional television commercials and long-form promotional videos created
specifically for this medium.
• In addition to casual browsers, the channel has 59 followers who are attentive and interested:
one recent video garnered 25 views in the first three hours .

Vermont’s Facebook presence is overshadowed
by a pre-existing fan page
Note: This is a fan page in the
original sense of the word: this
page was created, not by
government agencies, but by a fan.

• Harness the motivation of
independent fans who are
inclined to help you with
positive branding.

• Acknowledge their efforts
even when they lie outside
your official strategy.

• Having a sanctioned and
official page satisfies your
need for quality control, but
gaining customer insight
is easier when the
conversation is already
started.


Vermont’s government Twitter account is a one-sided affair,
which limits its effectiveness

• Following a low number of people
limits the amount of noise you
have to filter when interacting
with your audience.

• This is common when a Twitter
account is automated to publish
updates (via RSS, for example)

• The absence of “RT” (re-tweet) or
“@name” tweets indicates that this
account is not interacting with
anyone.

• Use Twitter as a communication
facilitator, not a broadcast
medium for press releases.

Info-Tech Insight:
Limiting the amount of interaction
you have with your audience also
restricts the benefits you can
expect when participating in social
media.

Vermont’s conservative strategy is a safe approach
for positive branding
Limiting the amount of interaction they have with their audience also restricts the benefits Vermont can
expect when participating in social media. They have a solid foundation on which to build.


Building positive brand image Actively positioning Vermont in a positive light

Social media content is increasingly showing up in search
Increasing mind share engines, so it is probable that someone searching for
Vermont will also have access to this content

Improving customer satisfaction When present, fan/follower interaction is prompt

Gaining customer insights Conversation is largely promotional

Increasing customer retention Focus is on brand building

Increasing revenue per customer N/A

Customer acquisition Interactions are occurring with current fans and followers

Unknown; savings may be present if social media is
replacing traditional advertising

Info-Tech Insight:
Developing a social media presence is not an all-or-nothing endeavor. Assess each medium on its own
merits and dedicate resources accordingly.


The Coffee Groundz gives their audience an
online gathering place on Facebook
• The Coffee Groundz is a small business in
Houston, Texas. It has built a strong
Facebook following by promoting in-store
and community events, along with
advertising exclusive special offers for
Facebook fans.
• They currently have over 1,650 fans.
• Their fans are extremely active, posting
photos and videos of events hosted at The
Coffee Groundz.

Social Media Goal
Positive brand image
Increased mind share
Increase customer satisfaction
Gain customer insights
Increase customer retention
Increase revenue per customer
• Encourage participation and
Acquire customers feedback by publishing
photo/video contributions on
Reduce cost of serving customers
your wall.


CME empowers a team of employees relative in size
to their number of followers
• With over 750,000 followers, CME
Group tweets about global economic and
financial news. They are diligent about
responding to their followers and engaging in
conversation despite the volume of tweets.
• They have posted an impressive 6,600 tweets
– and have empowered their employees to
work in a variety of Twitter clients, including
HootSuite, TweetDeck, Twitter for
Blackberry, and OpenBeak.

Social Media Goal
Acquire customers • Reciprocate positive
sentiments by calling out by
Reduce cost of serving customers @name those who are contributing
to your conversation.


Zappos.com has almost 500 employees on Twitter dedicated to
customer service and retention
• Approx 500 Zappos employees are on
Twitter, including the CEO, tasked with
providing exceptional customer service and
positive brand representation.
• Customers can talk directly to a customer
service representative about a previous,
current or future purchase, issues with the
Zappos.com website, or ideas for future
products and improvements.

Social Media Goal
• Be transparent about who is tweeting.
• Zappos.com CEO, Tony Hsieh, has
Acquire customers gained over 1.6 million followers by
Reduce cost of serving customers being open about his position and
sharing unvarnished thoughts about his
company.

BooneOakley builds on the aspects of YouTube’s interactivity
that go virtually untapped by most users
• Ad agency BooneOakley has taken the
interactivity potential of YouTube and turned
it into their website.
• www.BooneOakley.com points to their main
YouTube video, which utilizes the Flash
component of YouTube to link to other videos
that correspond with the different traditional
“pages” of their website.

Social Media Goal
Increase customer retention • Create collateral that takes advantage of the
Increase revenue per customer capabilities of each medium.

Acquire customers • BooneOakley’s site demonstrates the capabilities
YouTube has to transform videos into full-fledged
Reduce cost of serving customers
web content that interacts seamlessly with other
components of your website.

Control Engineering uses LinkedIn groups to connect
and discuss, not to sell
• B-to-B magazine Control Engineering built a
community for engineers that focuses on
members' needs for expertise and in-depth
advice, both from their peers and from easy
access to editorial content.
• The most interesting discussions were then
used as articles in their print publication,
which encouraged subscribers to find and use
the LinkedIn group.

Social Media Goal
• Start a discussion that sparks interaction
Acquire customers with your employee representatives.
Reduce cost of serving customers • If your group gets off track, moderate with
discretion. You may still find valuable
insights in the conversation.

Assess which social media opportunities exist for your
organization with Info-Tech’s tool
Not all organizations will strive to achieve
results in all three areas of opportunity. Use
Info-Tech’s “Social Media Opportunity
Assessment Tool” to determine, based on
your unique criteria, where opportunity
exists for your organization in marketing,
sales and service.

Info-Tech Advice:
1. Remember that departmental goals
will overlap; gaining customer
insight is valuable to sales,
marketing and customer service.
2. The social media benefits you can
expect to achieve will evolve as your
processes mature.
3. Often, organizations jump into
social media because they feel they
have to. Use this assessment to
identify early on what your drivers
should be.


Document your customer interaction management strategy and
achievable opportunities in Info-Tech’s business plan template
Use the results from the opportunity assessment
to build a “Social Media Business Plan” for
the enterprise. Document business justifications
for specific near-term customer interaction
management-related projects.
Info-Tech Advice:
1. Include 2-3 business stakeholders and one person
from IT in the creation of the business plan.
2. Use this framework to quick-start your projects at
the same time that the strategy is being developed.
3. Your social media strategy may be used across many
customer interaction management-related projects.
This document is intended to mature and grow with
subsequent projects.
4. Identify both the potential gains as well as the risks
of social media, and how you plan to mitigate those.

Info-Tech Insight:
If the term social media carries a negative connotation in your organization, then terms like “customer
channel strategy” or “customer interaction management” could be substituted.

Road Map






Build your plan, test your theories, and grow your interaction
level based on your results
Don’t jump into social media all at once; build your plan in stages.

Example Social Media Implementation Timeline Sales, marketing, and
customer service benefits are
Benefits become visible for seen and measured
Little to no measurable benefits marketing and service

One-sided interactions Multi-faceted conversations

• Begin by building your • Build your following by posting • Aggressively seek out brand mentions
Facebook fan page and setting relevant information, asking and provide conflict resolution
up your Twitter account questions, replying to brand • Integrate social media sales efforts
• Focus on following other mentions with your website
people, joining groups, and • Establish your presence on • Social channel manager or aggregator
locating your customers where LinkedIn by creating a discussion implemented to integrate with CRM
they are using social media group suite
• Create a YouTube channel and • Advertise your social media presence
post videos – link to and from in all other collateral: your website,
other social media accounts brochures, business cards, etc.


Use this comprehensive project charter template to keep
multiple departments on the same page
A social media project is a multi-departmental
undertaking that must be managed well to be
successful. Document the process in Info-Tech’s
“Social CRM Project Charter Template” to
ensure project success.

Info-Tech Advice:
1. If you cannot assign FTEs to social media
activities, be sure to clearly outline time
expectations of part-time social media reps.
2. Provide a framework for obtaining and reporting
metrics and project successes.
3. Be prepared to evaluate frequently and reassign
priorities as your project progresses. Your
audience will tell you which opportunities will be
most successful (sales, marketing, and/or
customer service).

Info-Tech Insight:
Due to the rapidly changing nature of social media, project requirements need to be both well-
defined and flexible.

Secure privacy and integrity by managing organizational use of
social media with this policy
The use of external social media within organizations
for business purposes is here to stay. The risk of
inappropriate information transfer between personal
and business contacts must be mitigated by
implementing Info-Tech’s “Social Media
Acceptable Use Policy.”
Info-Tech Advice:
1. Separate employee use of public social networks for
personal purposes from official employee use of these
networks for business purposes.
2. Establish guidelines for privacy settings in user profiles
on public social networks aimed at consumers
(Facebook, MySpace and Friendster).
3. Prohibit installation of additional applications from a
public social network platform’s application partners
without IT approval.
4. It is the responsibility of the business unit to monitor
individual group member activity.
Info-Tech Insight:
Tools to establish barriers between personal and private networks and tools to centrally manage
accounts are only beginning to emerge. Start with the implementation of a paper policy.


Conclusion

• Social media is not a new world: it’s an add-on to existing channels.
• You’ve always been communicating with your customers and social media
provides another medium to leverage.
• Integrating social media and CRM technology is crucial to achieving goals.
• IT’s primary role is managing social media infrastructure and security
• The technology decision involves evaluating vendors in three distinct
categories: social media services, CRM suites, and social channel
aggregators/managers.
• Determine what social media opportunities exist for your organization in
marketing, sales and service.
• Leverage current real-world implementations for lessons learned.
• A social media implementation is a multi-department undertaking that
should be managed with a business plan and project charter.
• Your social media plan should be built in stages.


Appendix

Tools & Templates Associated with This Solution Set:
• Understand
• “Leverage Social Media for Customer Interaction(Video)”
• Strategize
• “Social Media Opportunity Assessment Tool”
• “Social Media Business Plan Template”
• Implement
• “Social CRM Project Charter”
• “Social Media Acceptable Use Policy”
Related Research:
• Customer Interaction Management in a Web 2.0 World
• Public Social Networks for Business: Is a FOAF a Foe?
• Four Companies Benefit from the Friend of a Friend: A Social Networking Saga
• Getting Social with E-Mail Marketing Campaigns
• Social Networking and Recruiting: Reap the Benefits; Reduce the Risks


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