Blog reference: At this point I invite you to read the attached white paper, which covers additional benefits and implementation stages for using SCRM to build a competitive advantage. FYI, I helped develop this whitepaper for my client Morley (www.morleynet.com), a great partner for managing contact centers as they do so for several Fortune 500 companies.
WNS provides social media customer service solutions to help companies address customer queries and complaints on social media platforms. The document discusses how customer service has evolved from primarily phone calls and letters to include various online channels like email, chat, and social media. It notes that many customers now first access companies through their websites or social media instead of calling. The document then provides recommendations for how companies can begin using social media for customer service, including monitoring conversations to understand customer needs, setting up social media customer service workflows, and continuously improving the process over time based on analytics.
Social media has transformed how people consume and share information. It allows many-to-many conversations rather than one-way broadcasts. Big brands use social media to target customers, create buzz, learn from customers, and align online strategy. Why brands should use social media is to multiply reach, align strategy with one online channel, generate more traffic, humanize the brand, and increase awareness. Effective social media strategies involve monitoring conversations, responding rapidly, designing campaigns to encourage sharing, and leading consumers toward long-term changes. Measuring social media impact requires coordinating data, tools, technology, and talent across functions.
This document discusses how social networking and mobile commerce have changed customer expectations and business dynamics. It notes that customers now have unlimited access to information and can instantly share it. This is changing how products are sourced, manufactured and distributed, making business more complex. The document introduces IBM's approach called "Smarter Commerce", which places the customer at the center of business operations. Smarter Commerce uses insights from social and mobile commerce to enhance customer value across the commerce cycle.
Social commerce combines e-commerce and social media by allowing customers to interact with each other and share opinions and recommendations about products online. It can drive new visitors to retail websites, increase customer engagement on the site, and boost conversion rates. Retailers can integrate social commerce features like reviews, ratings, photos, videos and forums to provide a more social and interactive shopping experience for customers online.
Social Business Transformation - How customers change your enterprise DNARick Mans
Rapid changes in consumer behavior, fuelled by the ever increasing popularity of social media and the adoption of consumer technologies in the workplace, urge companies worldwide to rethink their positions. People spend more and more time online to connect and interact with friends, to publish opinions, and to purchase goods and services. Employees share their views online, strengthening or weakening the corporate brand.
Social Media is human interaction in a virtual world. Social Media is strongly related to topics such as social networking, social collaboration, micro blogging, co creation, crowd sourcing, content sharing and reputation management.
The essence of social media is human interaction. Transforming your company to benefit from new ways of human interaction, is not about a technology push, lead by new tools, new architectures and new platforms. It is a true transformation of the way you conduct business, how you relate and interact with your customers, your stakeholders and your employees. It is about being part of a huge ecosystem, where your clients, employees, and business partners are all visibly and actively interconnected.
These changes offer exciting opportunities to all enterprises. Opportunities to increase revenue, strengthen brand, reduce costs, attract the right employees, and deliver products and services according to the wishes of their customers.
This document discusses marketing as service design and provides three examples:
1) Dollar Shave Club uses a subscription model to provide shaving supplies at lower prices than competitors, saving customers up to $300 per year. They engage customers for feedback on new products.
2) Kellogg's My Special K platform offers personalized lifestyle content, weight tracking tools, and shopping integrations to support customers as a "shape management brand".
3) Philips' Lifeline medical alert service now has a Caregiver app to alert family/friends if a user falls and needs help, including their medical information and a group messaging service.
This document provides 12 strategies for using social media to build customer relationships for retailers:
1) Add social bookmarking to all website pages to allow easy sharing.
2) Consider launching a community section on the website to encourage conversation.
3) Start blogging to add personality and drive search traffic.
4) Join Twitter to communicate with customers efficiently.
Matt King Email Marketing Core Concepts And Best Practice (Sept09)bestmarketing
Here are some key elements of a successful email marketing strategy:
1. Define target markets. Clearly identify your primary target markets based on demographics, interests, behaviors.
2. Understand each market. Research each market to understand their unique needs, pain points, motivations. What differentiates your offering for each group?
3. Develop personas. Create fictional representations of ideal customers to personify each market and guide messaging.
4. Create a content plan. Map out a series of relevant, targeted emails you'll send to each market over time based on their needs.
5. Segment your lists. Organize your subscriber lists so you can send the right messages to the right people.
6.
WNS provides social media customer service solutions to help companies address customer queries and complaints on social media platforms. The document discusses how customer service has evolved from primarily phone calls and letters to include various online channels like email, chat, and social media. It notes that many customers now first access companies through their websites or social media instead of calling. The document then provides recommendations for how companies can begin using social media for customer service, including monitoring conversations to understand customer needs, setting up social media customer service workflows, and continuously improving the process over time based on analytics.
Social media has transformed how people consume and share information. It allows many-to-many conversations rather than one-way broadcasts. Big brands use social media to target customers, create buzz, learn from customers, and align online strategy. Why brands should use social media is to multiply reach, align strategy with one online channel, generate more traffic, humanize the brand, and increase awareness. Effective social media strategies involve monitoring conversations, responding rapidly, designing campaigns to encourage sharing, and leading consumers toward long-term changes. Measuring social media impact requires coordinating data, tools, technology, and talent across functions.
This document discusses how social networking and mobile commerce have changed customer expectations and business dynamics. It notes that customers now have unlimited access to information and can instantly share it. This is changing how products are sourced, manufactured and distributed, making business more complex. The document introduces IBM's approach called "Smarter Commerce", which places the customer at the center of business operations. Smarter Commerce uses insights from social and mobile commerce to enhance customer value across the commerce cycle.
Social commerce combines e-commerce and social media by allowing customers to interact with each other and share opinions and recommendations about products online. It can drive new visitors to retail websites, increase customer engagement on the site, and boost conversion rates. Retailers can integrate social commerce features like reviews, ratings, photos, videos and forums to provide a more social and interactive shopping experience for customers online.
Social Business Transformation - How customers change your enterprise DNARick Mans
Rapid changes in consumer behavior, fuelled by the ever increasing popularity of social media and the adoption of consumer technologies in the workplace, urge companies worldwide to rethink their positions. People spend more and more time online to connect and interact with friends, to publish opinions, and to purchase goods and services. Employees share their views online, strengthening or weakening the corporate brand.
Social Media is human interaction in a virtual world. Social Media is strongly related to topics such as social networking, social collaboration, micro blogging, co creation, crowd sourcing, content sharing and reputation management.
The essence of social media is human interaction. Transforming your company to benefit from new ways of human interaction, is not about a technology push, lead by new tools, new architectures and new platforms. It is a true transformation of the way you conduct business, how you relate and interact with your customers, your stakeholders and your employees. It is about being part of a huge ecosystem, where your clients, employees, and business partners are all visibly and actively interconnected.
These changes offer exciting opportunities to all enterprises. Opportunities to increase revenue, strengthen brand, reduce costs, attract the right employees, and deliver products and services according to the wishes of their customers.
This document discusses marketing as service design and provides three examples:
1) Dollar Shave Club uses a subscription model to provide shaving supplies at lower prices than competitors, saving customers up to $300 per year. They engage customers for feedback on new products.
2) Kellogg's My Special K platform offers personalized lifestyle content, weight tracking tools, and shopping integrations to support customers as a "shape management brand".
3) Philips' Lifeline medical alert service now has a Caregiver app to alert family/friends if a user falls and needs help, including their medical information and a group messaging service.
This document provides 12 strategies for using social media to build customer relationships for retailers:
1) Add social bookmarking to all website pages to allow easy sharing.
2) Consider launching a community section on the website to encourage conversation.
3) Start blogging to add personality and drive search traffic.
4) Join Twitter to communicate with customers efficiently.
Matt King Email Marketing Core Concepts And Best Practice (Sept09)bestmarketing
Here are some key elements of a successful email marketing strategy:
1. Define target markets. Clearly identify your primary target markets based on demographics, interests, behaviors.
2. Understand each market. Research each market to understand their unique needs, pain points, motivations. What differentiates your offering for each group?
3. Develop personas. Create fictional representations of ideal customers to personify each market and guide messaging.
4. Create a content plan. Map out a series of relevant, targeted emails you'll send to each market over time based on their needs.
5. Segment your lists. Organize your subscriber lists so you can send the right messages to the right people.
6.
This document discusses how branded communities can benefit companies by enabling customer engagement and driving product discussions. It provides examples of how communities have helped lower support costs, leverage word-of-mouth marketing, gather customer insights for new products, and engage entire user bases. The bottom line is that customer communities can improve the customer experience and generate valuable customer contacts across the lifecycle.
Ripple6™ helps marketers and publishers implement their business strategy through social media. The company provides an enterprise white label social media platform to create consumer engagements and relationships, enhance social marketing, generate consumer insights, and facilitate commerce and collaboration. It is easily customized to incorporate a brand's look and feel for integration into an existing web site or to create an entirely new site. Ripple6 a wholly-owned subsidiary of Gannett Co., Inc. (NYSE: GCI), is based in New York and its list of clients and partners includes P&G, Meredith Corporation, and General Mills. For more information, go to www.Ripple6.com.
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.
This document discusses strategies for public relations to help brands emerge from the crowded communication landscape. It provides the following key points:
1. PR can develop brand conversations for free by engaging product users, potential buyers, complainers, brand evangelists, and employees.
2. PR has more credibility than advertising and can educate customers directly through developing key messages and engineering media content.
3. PR helps brands educate consumers about their products, defend against issues and competitor attacks, develop stakeholder loyalty, and build brand communities.
4. The document outlines various PR tools and infrastructure needed for effective brand communication, such as cyber PR, media management, and message management.
5. The new strategic communication model
awesomize.me, launched in Jan of 2012, is the social b2b2c (business 2 business 2 consumer) to help both the consumers and the enterprise to connect and manage their brand leveraging the power of rating by the community. The platform is a powerful social interaction engine that will help users to determine intelligently and effectively their quality vs quantity fans, friends, followers, and clients online.
Customer Insight is a Key Benefit of Social Customer Service , Ronan Gillen, ...Our Social Times
Customer Insight is a Key Benefit of Social Customer Service. Social media is becoming an expected channel for customer service. When companies don't respond to complaints on social media, 88% of customers say they would be less likely to do business with that company in the future. eBay's social customer service volumes are growing as customers realize eBay provides social customer service and eBay's social media fan base grows. Social customer service delivers insights that can drive changes to products, policies, and processes based on direct customer feedback.
The digital revolution has transformed how consumers think about and engage with pharmaceutical brands. People now share their experiences and opinions about brands online through blogs, reviews and social media. This allows for more two-way dialogue between consumers and brands. For pharmaceutical brands to leverage digital media, they must foster participation, make room for consumer input, and ensure their online and offline presence is aligned with their mission. Market research firms also need new tools and approaches to evaluate digital brand-building activities and capture both immediate consumer responses and long-term brand strategies.
Learn more at www.wdcep.com/business-in-dc/marketing-your-business/
Doing Business 2.0 is an education seminar that features content from the WDCEP's Doing Business in DC publication.
2020 Social Decoding The Social In Social CRM2020 Social
The document discusses social media and social CRM strategies. It provides examples of how Dell leveraged different social media platforms like blogs, forums, Facebook, Twitter, and ideation platforms to engage customers at different levels. It also summarizes Dell's social media policies and workflows. The document outlines Dell's evolution from reactive to proactive social media strategies and how they built online communities around shared interests. It compares old campaign-centric approaches to new community-centric approaches for scaling passion.
This document discusses trends in retail and the future of retail. It notes that retail is split into three segments: early adopters, those doing "enough" with apps and likes, and those who hope social trends go away. It outlines three broad trends retailers should follow: combining online and offline experiences to deliver the same brand promise across channels; focusing on customer service that delights customers; and using augmented reality to enhance the shopping experience. The future of retail involves an integrated customer experience, empowered employees, and using social data to drive decisions. Bricks and clicks can work if the customer experience is consistent across channels and stores provide value through passionate employees and social insights.
This document summarizes the services of a social media marketing agency. It discusses how they help clients drive traffic, nurture leads, and convert sales through social media management, content creation, social listening, analytics, and paid advertising. They take an integrated approach across platforms like Facebook, Twitter, blogs and more. The agency is part of a larger family of technology companies that allows for full-service digital solutions.
This document discusses how to leverage local marketers to exponentially increase brand value. It identifies six segments of local marketing based on how organizations engage customers locally. The segments range from those where the local marketer depends heavily on the national brand to drive traffic, to those where the local marketer's own brand is primary. Understanding which segment an organization fits helps determine the optimal engagement approach between corporate and local marketers. Doing so ensures both parties have clear roles to maximize brand impact and sales at the local level.
Community conference 2011 - Dell, Bill JohnstonSeismonaut
This document discusses creating sustainable value through social media. It outlines Dell's journey with social media over five years, experiments, and lessons learned. Key insights include:
1) Social media improves engagement, provides solutions, and boosts loyalty across the customer lifecycle from awareness to post-purchase support.
2) Listening is critical for understanding customers and markets. Social media also provides insights to improve products, marketing, and operations.
3) While direct sales impacts can be measured, social media value is multi-dimensional, including influence on purchase, increased attention, loyalty, and other less direct impacts.
4) For Dell, social media affects all business units and stages of the buying process, not
This document discusses the rise of social media and its impact on traditional media and businesses. It notes that social media has empowered average consumers to publicly support or criticize companies, shifting power from businesses to customers. Only 1% of social media users create most of the content, while most just consume it. It advises businesses to listen to customers, involve them in product design, and find ways to interact with online brand communities in order to benefit from social media rather than be harmed by negative publicity on these platforms.
This document summarizes a presentation about using social media as a customer relationship management (CRM) tool. It discusses how social media requires a strategic approach and how brands can extend their value by engaging on different social platforms. While social media offers opportunities to engage with customers, many companies still struggle with cross-departmental collaboration, resources, and buy-in from upper management to fully leverage social media within their overall marketing strategy. The presentation emphasizes that social media should be integrated into a company's relationship marketing but that becoming a social CRM leader will take time.
The document discusses the concept of "Conversational Capital", which hypothesizes that consumers are more likely to talk about and advocate for brands and experiences that are personally meaningful to them. It identifies eight "engines" that can amplify a consumer's experience and make it more worthy of sharing, such as rituals, customization, stories, and sensory experiences. Implementing Conversational Capital involves designing experiences that incorporate these elements to encourage positive word-of-mouth promotion through social conversations.
1) The document discusses how the meaning of the word "share" has shifted from a virtue to a click, prompting the question of whether brands could rediscover the virtue of sharing.
2) It then summarizes the results of a large global survey examining attitudes towards different types of brand sharing behaviors in various countries including India.
3) The survey found that most Indian respondents want brands to share more and those who perceive brands as sharing have stronger purchase and recommendation intent. Certain sharing behaviors like sharing values and history were particularly impactful in India.
The document discusses corticosteroids and anabolic steroids. Corticosteroids are produced in the adrenal cortex and include glucocorticoids and mineralocorticoids. They regulate processes like stress response, immune response, and inflammation. Anabolic steroids are synthetic derivatives of testosterone that promote muscle and bone growth. Both have important therapeutic uses but also carry health risks with prolonged or improper use such as infections, liver damage, and psychological side effects.
Steroids are drugs that can physically change one's appearance, attitude, and life. They are used by many athletes, bodybuilders, and people with medical conditions to build muscle and prevent muscle breakdown, but can have dangerous side effects like shrinking testicles, liver tumors, heart issues, and violent behavior. Both men and women use steroids, but they are not necessary to gain strength or improve performance and can negatively impact health and sports.
Steroids are a class of hormones related to testosterone that build muscle by increasing protein synthesis. They are commonly used by athletes to improve performance in sports like weightlifting, baseball, cycling, and football, but long-term use can have serious health risks such as infertility, enlarged heart, high blood pressure, liver damage, and aggression. Cycling involves taking high steroid doses for several weeks and then discontinuing use for several weeks or months.
This document discusses how branded communities can benefit companies by enabling customer engagement and driving product discussions. It provides examples of how communities have helped lower support costs, leverage word-of-mouth marketing, gather customer insights for new products, and engage entire user bases. The bottom line is that customer communities can improve the customer experience and generate valuable customer contacts across the lifecycle.
Ripple6™ helps marketers and publishers implement their business strategy through social media. The company provides an enterprise white label social media platform to create consumer engagements and relationships, enhance social marketing, generate consumer insights, and facilitate commerce and collaboration. It is easily customized to incorporate a brand's look and feel for integration into an existing web site or to create an entirely new site. Ripple6 a wholly-owned subsidiary of Gannett Co., Inc. (NYSE: GCI), is based in New York and its list of clients and partners includes P&G, Meredith Corporation, and General Mills. For more information, go to www.Ripple6.com.
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.
This document discusses strategies for public relations to help brands emerge from the crowded communication landscape. It provides the following key points:
1. PR can develop brand conversations for free by engaging product users, potential buyers, complainers, brand evangelists, and employees.
2. PR has more credibility than advertising and can educate customers directly through developing key messages and engineering media content.
3. PR helps brands educate consumers about their products, defend against issues and competitor attacks, develop stakeholder loyalty, and build brand communities.
4. The document outlines various PR tools and infrastructure needed for effective brand communication, such as cyber PR, media management, and message management.
5. The new strategic communication model
awesomize.me, launched in Jan of 2012, is the social b2b2c (business 2 business 2 consumer) to help both the consumers and the enterprise to connect and manage their brand leveraging the power of rating by the community. The platform is a powerful social interaction engine that will help users to determine intelligently and effectively their quality vs quantity fans, friends, followers, and clients online.
Customer Insight is a Key Benefit of Social Customer Service , Ronan Gillen, ...Our Social Times
Customer Insight is a Key Benefit of Social Customer Service. Social media is becoming an expected channel for customer service. When companies don't respond to complaints on social media, 88% of customers say they would be less likely to do business with that company in the future. eBay's social customer service volumes are growing as customers realize eBay provides social customer service and eBay's social media fan base grows. Social customer service delivers insights that can drive changes to products, policies, and processes based on direct customer feedback.
The digital revolution has transformed how consumers think about and engage with pharmaceutical brands. People now share their experiences and opinions about brands online through blogs, reviews and social media. This allows for more two-way dialogue between consumers and brands. For pharmaceutical brands to leverage digital media, they must foster participation, make room for consumer input, and ensure their online and offline presence is aligned with their mission. Market research firms also need new tools and approaches to evaluate digital brand-building activities and capture both immediate consumer responses and long-term brand strategies.
Learn more at www.wdcep.com/business-in-dc/marketing-your-business/
Doing Business 2.0 is an education seminar that features content from the WDCEP's Doing Business in DC publication.
2020 Social Decoding The Social In Social CRM2020 Social
The document discusses social media and social CRM strategies. It provides examples of how Dell leveraged different social media platforms like blogs, forums, Facebook, Twitter, and ideation platforms to engage customers at different levels. It also summarizes Dell's social media policies and workflows. The document outlines Dell's evolution from reactive to proactive social media strategies and how they built online communities around shared interests. It compares old campaign-centric approaches to new community-centric approaches for scaling passion.
This document discusses trends in retail and the future of retail. It notes that retail is split into three segments: early adopters, those doing "enough" with apps and likes, and those who hope social trends go away. It outlines three broad trends retailers should follow: combining online and offline experiences to deliver the same brand promise across channels; focusing on customer service that delights customers; and using augmented reality to enhance the shopping experience. The future of retail involves an integrated customer experience, empowered employees, and using social data to drive decisions. Bricks and clicks can work if the customer experience is consistent across channels and stores provide value through passionate employees and social insights.
This document summarizes the services of a social media marketing agency. It discusses how they help clients drive traffic, nurture leads, and convert sales through social media management, content creation, social listening, analytics, and paid advertising. They take an integrated approach across platforms like Facebook, Twitter, blogs and more. The agency is part of a larger family of technology companies that allows for full-service digital solutions.
This document discusses how to leverage local marketers to exponentially increase brand value. It identifies six segments of local marketing based on how organizations engage customers locally. The segments range from those where the local marketer depends heavily on the national brand to drive traffic, to those where the local marketer's own brand is primary. Understanding which segment an organization fits helps determine the optimal engagement approach between corporate and local marketers. Doing so ensures both parties have clear roles to maximize brand impact and sales at the local level.
Community conference 2011 - Dell, Bill JohnstonSeismonaut
This document discusses creating sustainable value through social media. It outlines Dell's journey with social media over five years, experiments, and lessons learned. Key insights include:
1) Social media improves engagement, provides solutions, and boosts loyalty across the customer lifecycle from awareness to post-purchase support.
2) Listening is critical for understanding customers and markets. Social media also provides insights to improve products, marketing, and operations.
3) While direct sales impacts can be measured, social media value is multi-dimensional, including influence on purchase, increased attention, loyalty, and other less direct impacts.
4) For Dell, social media affects all business units and stages of the buying process, not
This document discusses the rise of social media and its impact on traditional media and businesses. It notes that social media has empowered average consumers to publicly support or criticize companies, shifting power from businesses to customers. Only 1% of social media users create most of the content, while most just consume it. It advises businesses to listen to customers, involve them in product design, and find ways to interact with online brand communities in order to benefit from social media rather than be harmed by negative publicity on these platforms.
This document summarizes a presentation about using social media as a customer relationship management (CRM) tool. It discusses how social media requires a strategic approach and how brands can extend their value by engaging on different social platforms. While social media offers opportunities to engage with customers, many companies still struggle with cross-departmental collaboration, resources, and buy-in from upper management to fully leverage social media within their overall marketing strategy. The presentation emphasizes that social media should be integrated into a company's relationship marketing but that becoming a social CRM leader will take time.
The document discusses the concept of "Conversational Capital", which hypothesizes that consumers are more likely to talk about and advocate for brands and experiences that are personally meaningful to them. It identifies eight "engines" that can amplify a consumer's experience and make it more worthy of sharing, such as rituals, customization, stories, and sensory experiences. Implementing Conversational Capital involves designing experiences that incorporate these elements to encourage positive word-of-mouth promotion through social conversations.
1) The document discusses how the meaning of the word "share" has shifted from a virtue to a click, prompting the question of whether brands could rediscover the virtue of sharing.
2) It then summarizes the results of a large global survey examining attitudes towards different types of brand sharing behaviors in various countries including India.
3) The survey found that most Indian respondents want brands to share more and those who perceive brands as sharing have stronger purchase and recommendation intent. Certain sharing behaviors like sharing values and history were particularly impactful in India.
The document discusses corticosteroids and anabolic steroids. Corticosteroids are produced in the adrenal cortex and include glucocorticoids and mineralocorticoids. They regulate processes like stress response, immune response, and inflammation. Anabolic steroids are synthetic derivatives of testosterone that promote muscle and bone growth. Both have important therapeutic uses but also carry health risks with prolonged or improper use such as infections, liver damage, and psychological side effects.
Steroids are drugs that can physically change one's appearance, attitude, and life. They are used by many athletes, bodybuilders, and people with medical conditions to build muscle and prevent muscle breakdown, but can have dangerous side effects like shrinking testicles, liver tumors, heart issues, and violent behavior. Both men and women use steroids, but they are not necessary to gain strength or improve performance and can negatively impact health and sports.
Steroids are a class of hormones related to testosterone that build muscle by increasing protein synthesis. They are commonly used by athletes to improve performance in sports like weightlifting, baseball, cycling, and football, but long-term use can have serious health risks such as infertility, enlarged heart, high blood pressure, liver damage, and aggression. Cycling involves taking high steroid doses for several weeks and then discontinuing use for several weeks or months.
The document discusses the dangers of steroid use among young people. It describes the three main types of steroids, the pressures that can lead to use, perceived benefits like increased strength and muscle growth, and serious health side effects like liver damage, cancer, acne, and mental health issues. The side effects are illustrated with graphic photos of acne scarring and male breast growth. Stories are shared of pro wrestler Chris Benoit who killed his family during a roid rage episode and NFL player Ed Gantner who committed suicide after battling steroid-induced depression. Alternatives to steroids for fitness goals are suggested like diet, exercise, and hard work.
Steroids share a common cyclopentanoperhydrophenanthrene ring structure and include various hormones. They can be classified as sterols, bile acids, cardiac glycosides, or steroid hormones. Steroid hormones include glucocorticoids, mineralocorticoids, androgens, estrogens, and progestogens which help control various metabolic and developmental processes. Several identification tests can be used to identify specific steroids like cholesterol, bile acids, and cardiac glycosides based on color changes produced from reactions with different reagents.
Anabolic steroids are synthetic hormones that are similar to testosterone. While commonly used by bodybuilders to build muscle, steroids are increasingly abused by other groups like military personnel seeking increased strength. Long-term steroid abuse can have serious health risks like liver or kidney failure and increased heart attack risk. Treatment involves behavioral therapy and medication to manage withdrawal symptoms since sudden discontinuation can cause side effects. Whether steroids should be included in the war on drugs is debated as abuse levels are uncertain outside of professional sports and steroids do not produce the same type of high as other drugs.
Corticosteroids are synthesized by the adrenal cortex and have glucocorticoid and mineralocorticoid actions. They are used for their anti-inflammatory, immunosuppressive, and electrolyte regulating properties. Common corticosteroids used include hydrocortisone, prednisone, and dexamethasone. They are administered topically, orally, intramuscularly or intravenously. Dental procedures on patients taking corticosteroids require stress reduction and adequate pain control to prevent adrenal insufficiency. Management of adrenal insufficiency involves glucocorticoid administration, IV fluids, and hospital transfer if unconscious.
The document discusses steroids, which are cyclical organic compounds composed of 17 carbon atoms arranged in four rings. Steroids include cholesterol, sex hormones like testosterone and estradiol, bile acids, and drugs like dexamethasone. They are classified based on the substituent group at carbon 17 and include classes like sterols, sex hormones, cardiac glycosides, bile acids, and sapogenins. Specific steroids discussed in more detail include testosterone, estradiol, progesterone, and various androgens and glucocorticoids.
The document discusses systemic steroids, including:
1. Steroids are produced by the adrenal cortex and include glucocorticoids, mineralocorticoids, and androgens which are derived from cholesterol.
2. Common therapeutic uses of glucocorticoids include respiratory diseases like asthma, rheumatological diseases, and as anti-inflammatory drugs.
3. Long term steroid use can cause adverse effects like weight gain, high blood pressure, easy bruising, infections, osteoporosis, and psychiatric issues like depression. Regular monitoring is important with steroid therapy.
This document provides information about steroids, including their structure, classification, identification tests, and history. It can be summarized as follows:
Steroids have a basic structure of 17 carbon atoms arranged in four fused rings, including three six-membered rings and one five-membered ring. They are classified based on their C-17 substituent into groups like sterols, sex hormones, cardiac glycosides, and bile acids. Common identification tests for steroids include the Liebermann-Burchard test and Salkowski reaction. The history of steroids research is traced from the early isolation of cholesterol in the 1920s-1930s to the elucidation of their structures and roles in physiology in later decades
Customers in Control: The ROI of Listening to your Customers' NeedsConnie Bensen Lund
This document discusses how social media monitoring can improve customer service by listening to customer conversations online. It outlines that customers are openly sharing their experiences and that social media allows for two-way conversations between customers and companies. While social media on its own does not improve customer service, it provides a way for companies to better understand customer needs and respond appropriately. The document also notes that free social media monitoring tools have limitations and that comprehensive tools are needed to effectively track all relevant online conversations about a brand.
Singley + Mackie provides various social media services including community management, analytics and reporting, Facebook application development, video production, and promotions. They aim to help brands grow their marketable base through engagement and conversions. As a virtual agency, they employ strategic and creative experts around the world to design effective social media campaigns.
Persuasion Along the Path to Purchase: Engaging Consumers in the Age of Digit...Saddle Ranch Digital
This document discusses how digital out-of-home (DOOH) media can be used to engage consumers along their path to purchase. It defines consumer engagement and outlines its importance in today's digital landscape. The document then discusses five key elements of effective consumer engagement strategies using DOOH media: knowing your audience well, creating an engaging experience, adding value, making emotional connections, and building loyalty through curiosity. It also provides guidance on how to build a winning engagement strategy using geo-targeting and transmedia approaches, and how to maximize return on investment through achieving objectives and enhancing consumer experience and engagement.
The document summarizes key trends in social commerce from the 2010 Social Commerce Summit. It discusses how:
1) Most social commerce begins with brands experimenting in their social media strategies to engage customers and gather feedback.
2) Customers are closer than ever to producers and expect transparency in brand communications and product development.
3) While ROI varies, social media engagement must be consistently measured to improve strategies over time.
4) Successful brands make the most of unique influencers and customer conversations to improve products, services, and sales.
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.
Building a Connected Brand: How Brands Become Publishers in a Real-Time Marke...iCrossing
Brands, media, and audiences used to have distinct roles in the marketing relationship. Today those roles overlap, creating new opportunities and expectations. People are now their own publishers of opinions, experiences, and preferences. They share those sentiments with each other in social spaces. Media properties are now playing host to serious conversations, with readers functioning as active contributors to the story. Brands are realizing that audiences are demanding more of them than simply shouting about their products and services — they are now expected to share back. As these forces blur together, the roles and expectations for brands, media and audiences will continue to change. Find out more at http://www.icrossing.com
Brands As Publishers - Digital Brand Strategy at iCrossing, a Hearst CompanyRob Garner
The document discusses how brands must evolve into media platforms and adopt an always-on marketing approach to succeed in today's connected world. It emphasizes that brands need to focus on listening to audiences, creating engaging content, and continuously measuring their performance. The document provides a framework called "The Connected Marketing Playbook" that guides brands through essential activities like creating a customer listening program to understand audiences and engaging audiences through content and community.
Building a Connected Brand: How Brands Become Publishers in a Real-Time Marke...Alisa Leonard
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Morley using social crm to build competitive advantage
1. Interactive
Using Social CRM to Build Competitive Advantage
Imagine a company that can interact with a consumer across multiple brands and touch
points, understand the interests, passions and preferences of that consumer, and provide
the consumer with relevant experiences at his/her preferred touch point(s).
Developing this capability into a global center of excellence requires establishing a
consumer relations communications hub that can identify individual consumers and
manage these interactions across its touch points. It also requires a shift from “inside
out” communication and processes to “outside in,” where the consumer is not only a
user of the product, but also its developer, salesperson and publicist.
Driving Consumer Value
In their book Strategy From the Outside In: service offerings for each individual
Profiting From Customer Value (July 2010), consumer. By 1998 Pine and Gilmore
professors George Day of the Wharton welcomed us to the “experience
School and Christine Moorman of the economy” and told us that we could drive
Fuqua School challenge companies consumer satisfaction by creating unique
to create consumer value by standing experiences, many of which were made
in the consumer’s shoes and viewing possible by mass customization.
everything the company does through
As consumer satisfaction and mass
the consumer’s eyes. They believe that
customization merged, Customer
consumer value is driven by a company’s
Relationship Management (CRM) was
ability to engage in a collaborative
born. We now had a systematic approach
conversation with the consumer.
to building the value of a consumer by
Social media and social networking are listening to and recording the consumer’s
creating the opportunity for an increasingly preferences in order to produce a product
direct dialog with consumers. Facilitating specific to the consumer’s needs. However,
these conversations requires identifying this approach was too often practiced as a
consumers and their experiences across data-driven efficiency exercise where the
internal and external touch points, and company makes the rules and defines
then making each engagement relevant to the channels of communication.
each consumer. This is all made possible
Enter the era of social media and the
through Social CRM.
birth of the online “community.” MySpace
How Did We Get Here? (2003), Facebook (2004), Twitter (2006),
Foursquare (2009) and the personal
Ever since Xerox discovered that its
blog have all contributed to encouraging
“completely satisfied” consumers were
the never-ending flow of personal
six times more likely to repurchase than its
information now available for those who
merely “satisfied” consumers, companies
care to listen. Today’s consumers are
have sought to understand the connection
blogging, posting, tweeting, checking
between consumer satisfaction and loyalty.
in and crowd sourcing in a deliberate
About the same time, in 1992, Joe Pine effort to broadcast their interests to an
introduced us to “mass customization” ever-growing constituency of fans.
and asked us to think about using
computers to customize product and
Moving People to Move Mountains®
2. CRM TRANSITIONS TO Social CRM
The company (sales and accounting) The global online community that expresses
Who and its customers. an interest in the company or its products.
The company creates customer
What service processes. The company supports its social community.
When The company operates on its
timetable during business hours.
The company operates on the
community’s timetable – 24/7.
Where The company has pre-defined
channels to address customer needs.
The company is fluid and communicates
through the community’s preferred channels.
Why The company focuses on
transactions as the KPI.
The company focuses on community
relationship building as the KPI.
The company sees things from the The company sees things from the outside
How inside out and interacts with customers in and lets the community’s perspective
based on company needs. guide its interactions.
Social CRM is the real-time art of listening What has changed is the environment for
to this constantly growing community, achieving these goals. Through the use
recording their interests, passions and of Social CRM, companies can engage
preferences, and engaging with them directly with their consumers and better
on their terms. In this new paradigm, understand and record their interests,
the consumer makes the rules, defines passions and preferences.
the channels and leads a collaborative
Social consumers can become truly
discussion regarding the goods and
collaborative partners helping to build and
services they desire.
deliver better products and services. This
How Is the Current deeper engagement drives loyalty, thus
Environment Different? strengthening ties with your brand and
increasing your competitive advantage.
While it is easy to be overwhelmed
Further, as Social CRM extends its reach,
by this flood of information, focused
local engagements help build the global
companies are still asking the “outside in”
community, and access to a global
question: “How can I completely satisfy
community helps bring innovation and
my consumer and develop an evangelist
information to local markets.
that will carry my message to other
consumers?” The answers are largely
the same: “…the consumer makes the rules,
• Create a great product. defines the channels and leads a
• Surround it with relevant services. collaborative discussion regarding
• Have a plan for fantastic service the goods and services they desire.”
recovery.
• Provide the additional intangibles that
set you apart.
2
3. The Story of Julie Jones
CRM
Imagine that Julie Jones, consumer of newspapers, buys an online subscription to
The Wall Street Journal (WSJ). In the process of signing up for the paper, she gives
her basic demographic information. The WSJ now knows her name, that she lives
in Ridgefield, Connecticut, and that she works at General Electric. This last piece of
information was optional, but Julie wanted to record it as part of her profile.
As an online subscriber, the paper lets Julie “personalize” her
WSJ home page by identifying stocks that she watches and
industries that she follows. As a result, every time she logs
onto the WSJ website, the stocks that she follows are listed in
their own column along with links to news stories about both
the companies and the industries that she follows.
In this example, the WSJ has used data that Julie supplied
to customize the way that it delivers its product to her. The
hope is that, by helping her sort through the news more
efficiently, the WSJ is raising her satisfaction regarding its
product/service offering.
That’s how CRM is practiced; it is data driven, it flows out from the company to the
consumer and it is communicated through a company-defined channel.
Social CRM
Owned Media
Now let’s advance the story a bit and say that Julie is one of the 500 million people
who has a Facebook account, and one of the places that she likes to visit within
Facebook is The Wall Street Journal Fan Page. During a recent visit, she feels
compelled to comment on a story that really moved her. At the end of her post,
Julie mentions that she was trying to send the story as an e-mail, but the system
lost her contacts.
Later that day, much to her surprise, Julie gets an e-mail that
reads: “Sorry to hear that the system lost your contacts. We
checked into it and found that we were able to retrieve them
for you, so we put them back into your profile. Hope this
helps. Please let us know if there is anything else that we
can do for you.”
In this scenario, we assume that the WSJ practices Social CRM and has a
proactive consumer relations contact center. If so, it is able to engage Julie and
complete a service recovery operation. If Julie is like most consumers, this will
strengthen her relationship with the WSJ beyond what it would have been had the
problem not occurred.
That’s how Social CRM is practiced; rather than a data-driven prompt to serve
Julie, the WSJ responded to a social event prompt. Rather than being initiated by
the company, it is initiated by Julie. Rather than delivering a response through a
company-chosen communications channel, it is through a communication channel
chosen by Julie.
3
4. Earned Media
Let’s move our story forward by assuming Julie was so impressed with the
customer service that she received that she posts the story on her Facebook page
where her 130 friends can see it. A colleague at GE sees it
and posts it on a professional blog that she maintains. Once
there, it generates a string of responses. Eventually a story
line develops around the idea of using the WSJ to research
companies before going on sales calls. Someone even jokes
that the WSJ should sell a service called “Everything you need
to know before setting foot inside a prospect’s business.”
Social Market Research – “Listening”
To make things interesting, let’s assume that the WSJ employs sophisticated
listening technology, and that by listening, the WSJ picks up the Facebook post
and the blog post. Let’s further imagine that the blog story fits into a growing
segment of WSJ subscribers who seem to be using the WSJ to research
prospective or existing clients.
Note that by monitoring owned media and listening to earned media, the WSJ is
able to gain insights into how its product is being consumed.
Centralized Consumer Relations Hub
If Dow Jones has a centralized communications hub, it could leverage these
capabilities across all of its media properties as a global center of excellence.
Supporting this effort would be a single database composed of CRM data, contact
center engagements that include phone calls, web chats and e-mails, and social
engagements that include Facebook, Twitter and blogging. Thus, all of Julie’s
interactions with the WSJ would be available.
Returning to our story, imagine that the WSJ uncovers an
insight that seven percent of all Dow Jones consumers
are using its publications to search for information about
prospective or existing clients. Dow Jones decides to label
this “friendly intelligence,” and builds a new intelligence
gathering tool across all of its publications.
In addition to the WSJ’s promotional efforts, a contact engagement professional
posts a comment on the blog that Julie’s friend maintains that reads: “We read
your post about the Journal and are thrilled to hear that your friends are using
it to research companies. We wanted to make sure that they know their Journal
subscription entitles them to use any of our other publications at no additional
cost. If they go to the WSJ home page they can find links to our new intelligence
gathering tools. Good luck with the prospecting!”
So at the end of our story we see how Social CRM is practiced:
• It is relationship driven rather than data driven.
• It is directed by the consumer rather than the company.
• It is communicated through channels that are chosen by the consumer.
• It is used to gather intelligence, develop insights, and launch or adjust
product offerings.
• It is a facilitation tool for a company that looks to its consumers as the critical link
in creating products and services that lead to high levels of customer satisfaction.
4
5. Facts to Consider
• The fastest growing sector of Internet Step 1: Start Listening
use is communities (+5.4% in a year). As you establish a social presence,
Nielsen, “Global Faces on Network engage in social market research and
Places” listen to what consumers are saying about
• Member communities reach more each brand, both inside and outside
Internet users (66.8%) than e-mail of your owned communities. This is an
(65.1%). Nielsen, “Global Faces on important step, as most consumers reside
Network Places” outside of your owned communities
• The average Facebook user has 130 (typically five to 10 times the population of
friends, is a member of 80 different a brand’s self-identified communities).
communities and creates 90 pieces of
When people tweet, blog or post on social
content each month. Facebook
sites, they are presenting a slice of their
• By 2010, over 60% of Fortune 1000
lives to a community. They essentially
companies will have some form of
reveal how they use each brand and the
online communities deployed for CRM
reason behind their usage. In the past,
purposes. Gartner Group, “Business
this type of derived demand information
Impact of Social Computing on CRM”
was only available through extensive
conjoint analysis in a test environment.
“It is the combination of social Today, we can actively listen and build an
market research layered onto understanding of individual consumers by
traditional CRM data that provides using their own words.
the ultimate power to deliver relevant
This program also taps into the macro
experiences at optimal touch points
discussions surrounding the parent brand
and with appropriate frequency.”
portfolio as it relates to specific issues
such as “quality, health, innovation,
environment and trust.” These can then
Building the Social CRM Model be benchmarked against competitors.
Creating a global consumer relations The centralized knowledge base becomes
communication hub as a center of a key asset to identifying patterns,
excellence requires truly knowing each discovering breakthroughs and driving
client individually and being able to product innovation.
interact with each appropriately. The Step 1 Goals
recommended method for accomplishing • Mine all of the online and social
this combines the traditional profiling of conversations across the parent brand
a CRM model with actively listening to portfolio on owned and earned social
consumers and identifying influencers media (e.g., blogs, message boards,
while they are interacting within their social networks, media and news sites).
respective communities. It is the • Track each brand independently for data
combination of social market research accuracy.
layered onto traditional CRM data that • Collect available profile data from each
provides the ultimate power to deliver online conversation including users’
relevant experiences at optimal touch hobbies, interests, demographics (age
points and with appropriate frequency. and gender), geographics and ethnicity.
This is achieved at even lower costs as • Merge all of the user profiles into one
consumers also become ambassadors common profile database.
and assist each other with tips, anecdotes
and information on the brand.
5
6. awareness and cross-use linkage of
brands. Step 3 is the stage at which
specific campaigns and strategies can be
developed through ideation.
Step 3 Goals
In Step 3, our goal is to gain insights by
identifying:
• Cross-correlated consumer profiles (i.e.,
users of multiple brands)
• Consumer interests across the portfolio
and between brands (e.g., dieting and
weight loss are the primary purchase
drivers for brands A, B and C)
• Consumer demographics across the
One of the benefits of taking this first portfolio and between brands (e.g.,
step comes from establishing individual Hispanics desire brands C, D and F
profiles of people who are interested in because of reasons X and Y)
your company. Social market research • The mindset of the consumer (e.g., X%
gives us an independent method of of brand-A, -B and -C consumers love
identifying consumers. It also gives us country music)
greater insight into the true motivators of • Influencers across the portfolio and
each individual’s brand preference. Finally, between brands (identify and leverage
it provides us with an effective opportunity influencers where they reside)
to listen to how people view competitive • Other high-value insights that inform
products and the service offerings that strategic decision-making
surround them.
Step 4: Program Development & Testing
Step 2: Integrate CRM Basic Social CRM engagements start
In Step 2, we take existing CRM with responding to the social prompts
information developed at the brand level, that arise from listening to the owned and
including the consumer contact centers, earned social media in Step 1. This level
and combine it with the profiles that we of engagement requires the development
are developing through active listening. In of a database of answers and customer
many cases, we are able to identify people service contact center training that
who exist in both data sets and combine enables quick and accurate responses to
their records into highly accurate and these prompts.
detailed profiles on a common information
technology platform. Additional engagement opportunities are
drawn from gaining insights into the social
Step 2 Goals market research that accompanies Social
• Identify internal consumer databases CRM. Here we are looking to stay ahead
• Collect data of both the market and our competition.
• Unify CRM profiles and Social CRM By using insights gained from this
profiles in one common database process, companies can make changes
to their communications plans and then
Step 3: Connect Data Points
test the public reaction to those changes.
This newly integrated, robust database
Product launches, commercials and social
allows us to look at the entire experience
initiatives can all be tested through this
continuum and develop the relevant
centralized resource by providing real-time
experiences, optimal touch points
monitoring of public sentiment.
and frequency that will increase
6
7. Social CRM
Social “earn
Media ed”
ene pro
onv files
e/c Listening
gag
en
Program
Integrate
Development
CRM
& Testing
Connect s
dev fi l e
elo Data pro
p insig ned”
hts Points “ow
Winning the Race to Completely
Satisfy Our Consumers
We believe that Social CRM is the logical anticipating consumer needs, literally
outgrowth of customer relationship contacting them before they contact us.
management. In fact, we believe that this
Turning this capability into a competitive
is exactly what the early pioneers in the
advantage requires the establishment of
field were looking for – a way to listen to
a consumer relations communications
the consumer, record what they want and
hub that can listen and engage across
give them a better product at each turn
all brands and all touch points. By
of the cycle. All signs point to the early
accomplishing this, we can better serve
success of this effort to positively impact
our consumers by anticipating their needs
individual brands. However, the biggest
and driving their satisfaction levels closer
gains seem to point toward centralizing
to the ideal of “completely satisfied.”
the function and “gathering all the trees so
that you can see the forest.” It is here that As has often been observed in the social
a company’s ability to leverage insights media space, it is not always the big that
can truly result in the development of eat the small, but rather the fast that eat the
competitive advantage. slow. Social CRM has the unique ability of
keeping companies one step ahead in the
Social CRM allows us to observe how
race to satisfy their consumers.
consumers interact with multiple brands
across multiple touch points. It allows us
to understand the interests, passions and
preferences of consumers and gives us the For more information, please contact:
knowledge to provide each consumer with Louis Furlo Jr.
relevant experiences, at the optimal touch Regional Vice President
points and with the appropriate frequency.
187 Danbury Road
This model of consumer relations is fast Wilton, CT 06897
becoming the dominant paradigm for T 203.354.0971
F 203.354.0976
louis.furlo@morleynet.com
www.morleynet.com
7