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Service is the new marketing
The document discusses the importance of social service in modern marketing, emphasizing that customers now expect support through social media channels. It highlights the risks associated with the transition to social service, including operational uncertainties and the need for businesses to adapt to changing customer expectations. Additionally, it provides insights into best practices for implementing social service strategies effectively.
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Service is the new marketing
- 1. Service is thenew Marketing Best Practices for Social Service Lauren Ingram, Salesforce.com Tristan Bishop, Symantec Drew Downard, Salesforce.com Rob Rose, Deloitte
- 2. Safe harbor Safeharbor statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or implied by the forward- looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of product or service availability, subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services. The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of intellectual property and other litigation, risks associated with possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-Q for the most recent fiscal quarter ended July 31, 2012. This documents and others containing important disclosures are available on the SEC Filings section of the Investor Information section of our Web site. Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.
- 3. Lauren Ingram Product Manager,Salesforce for Twitter & Facebook @LNIngram lningram.com
- 4. ¡Viva la Revolución!Cloud, Mobile, Social 2010 s Social Cloud Computing 2000 s Mobile 1990 s Cloud Cloud Computing Computing 1980 s 1970 s Client/Server 1960 s Mainframe Mini Computing Computing Computing Number of users: 10X 100X 1,000X 10,000X 100,000X
- 5. Grow Customer Satisfactionwith Social Service Cloud . Mobile . Social
- 6. Social is TransformingCustomer Connections Drew Downard Rob Rose Adam Menzies Tristan Bishop Sales Engineer, Salesforce.com Principal Consultant, Consultant, Director of Digital Strategy, Symantec Deloitte Deloitte How Social is Changing Service Creating a Strategy Social Service in Action
- 7. Why Social ServiceMatters Drew Downard Principal Sales Engineer, Salesforce.com
- 8. Your Customers ShareMore than Ever Before Having a problem with… Great article on… Love the Device isn’t new… Cool working… video… Frustrating Customer interaction… service can’t help me…
- 9. Customers Will LeaveAfter a Poor Service Experience 86% Customers stop doing business after one negative interaction Frustrating Experiences Lack of context Not personalized Slow, inaccurate answers Low quality of interaction Not on channel of choice Source: Harris Interactive, 2009 Customer Experience Impact Report
- 10. Customers Expect ServiceThrough Social Channels 57% of People Who Have an Issue With a Product or Service Search Online First 50% of Facebook Users & 80% of Twitter Users Who Post a Service Issue Expect a response in Under 24 hours 20% of the Fortune 500 are currently interacting with customers on Facebook 58% of people who tweeted about a bad experience never received a response Source: http://dailyinfographic.com/social-customer-service-infographic#
- 11. Even the BestBrands Learning The Hard Way
- 12. Service is theNew Marketing • Customers are Broadcast Media Outlets • Craft the Message with Outstanding Service Every Time • Payoff: Customers Will pay 21% Premium for Brands That Provide Great Social Service Source: http://thesocialskinny.com/99-new-social-media-stats-for-2012/
- 13. How Do ITake Control of That Message • What Do I Do? • How Do I Get Started? • What Are Industry Best Practices?
- 14. Rob Rose Principal Consultant @rorose63 http://bit.ly/robRose
- 15. Service is thenew Marketing Plan. Listen. Learn. Act. Dreamforce 2012
- 16. Service is thenew… everything. What aspects matter to you? Product Trials Community Social Route & Respond Customer Partner & Debuts Management Monitoring to Intel Collaboration Collaboration Socially Integrated Campaigns Digital Content Management Social Gamification Social Analytics & Behavior Marketing Social Management Intelligence Foundation Collaboration Capabilities Governance Voice of the Social Commerce & Policies Competitor's Customer Platform Social Integrated Social Command Center Tool Suite Voice of the Customer Social Enterprise Social Promotion Sales Social Identity Management Enterprise Social Collaboration Social Support Proactive Social Sales Social Support Social Media Knowledge Base Social Lead Management Copyright © 2012 Deloitte Development LLC. All rights reserved.
- 17. The cycle ofsocial support Plan Value Collaborative Operational Culture Efficiencies Act Listen Customer Engagement Learn
- 18. The cycle ofsocial support Plan Value Collaborative Operational Culture Efficiencies Act Listen Customer Engagement Deloitte Managed Analytics Learn
- 19. Move the needleon a metric that matters Pick a driver and ask yourself, “how will we improve this?” Value Map by Deloitte Consulting LLP SHAREHOLDER VALUE (Practical paths to increasing shareholder value & ROIC) Revenue Growth Operating Margin Asset Efficiency Expectations Price Selling, General & Cost of Goods Property, Plant Receivables Company External Volume Realization Administrative Sold & Equipment Inventory & Payables Strengths Factors (SG&A) (COGS) (PP&E) Improve Improve Improve Improve Improve Acquire New Retain and Leverage Income- Strengthen Customer Corporate/ Development & Logistics & Service Improve Improve Receivables & Improve Improve Grow Current PP&E Inventory Managerial Execution Customers Customers Generating Assets Pricing Interaction Shared Service Production Provision Efficiency Efficiency Payables Effectiveness Capabilities Efficiency Efficiency Efficiency Efficiency Efficiency Accounts, Product & Product & Demand & Notes & Service Innovation Service Innovation Cash / Asset Management Supply Management Measure specific benefits and corresponding Marketing & Advertising IT, Telecom & Networking Product Development Logistics & Distribution Real Estate & Infrastructure Finished Goods Interest Receivable Business Planning Operational Excellence Marketing & Account Price increase in shareholder value Equipment & Work in Accounts, Notes & Program Partnership & Sales Management Optimization Sales Real Estate Materials Merchandising Systems Process & Interest Delivery Collaboration Raw Materials Payable Customer Human Service Business Relationship Retention Service & Resources Production Delivery Performance Strength Support Management Procurement Cross-Sell / Order (Excluding Agility & Up-Sell Fulfillment & Production Flexibility Billing Materials & Merchandise) Business Management Financial Management Copyright © 2012 Deloitte Development LLC. All rights reserved.
- 20. What Capabilities Matter? Marketing: Sales: Support: Determining Fit Committing Maintaining & Functional Strengthening Capabilities Socially Integrated Campaigns Social Lead Management Proactive Social Support Product Concepts & Debuts Social Commerce Platform Social Command Center . Social Sales Social Media Knowledge Base . Collaboration Enterprise Social Collaboration Partner Collaboration Customer Collaboration Capabilities Enterprise Social Promotion Gamification & Behavior Management Social Social Monitoring Routing & Responding to Intel Intelligence Voice of the Customer Competitor’s Customer Voice Capabilities Digital Content Management Governance & Policies Change Management Social Analytics Foundational Capabilities Community Management Integrated Social Tool Social Identity Management Suite
- 21. Don’t worry…it’s aJourney Roadmap smaller than it appears in the rearview mirror… The case for change The target state The path forward Expected results Copyright © 2012 Deloitte Development LLC. All rights reserved.
- 22. Deloitte’s Social MaturityModel Select Social Enterprise Capabilities as focus areas Inactive Emergent Adequate Mature Innovator Gap analysis shows where Assess Current and Goal Maturity Levels to realize value growth Sample actions give examples of immediate, actionable direction Copyright © 2012 Deloitte Development LLC. All rights reserved.
- 23. Demo Plan. Listen. Learn.Act. Dreamforce 2012
- 24. Best Practices forSocial Service Tristan Bishop Director of Digital Strategy, Symantec @KnowledgeBishop KnowledgeBishop.com http://www.slideshare.net/knowledgebishop
- 25. Actionable Internet Mentions™(AIMs) 1. Social media, external blog or external forum mention 2. Created by a customer, partner, competitor or prospect 3. Provides business value to Symantec AIM ™ is a term created and trademarked by Symantec 25
- 26. What We DoToday: Find, Classify and Assign AIMs™ 1. Case: Request for help resolving real-time issue 2. Query: Question that doesn’t require support resource 3. Rant: Insult that merits brand management consideration 4. Rave: Praise from Symantec brand advocate 5. Lead: Pronouncement of near-term purchase decision 6. RFE: Request to enhance a product with a new feature 7. Fraud: Communication from an unauthorized provider of Symantec products
- 27.
- 28.
- 29. Recap: AIM™ TriageProcess Blogs Message boards Configuration CRM profiles interactions history transactions preferences Symantec Case Employee Query Response Rant Review Rave Product 1 Lead RFE Product 2 Fraud Product 3
- 30. Next Up: SalesforceService Cloud Integration Social CRM Workflow: Support • Radian6 pulls in social posts of all types, including Cases • SCRM team classifies posts using Radian6 Engagement Console • Social Hub creates SFDC Objects for Support cases • Support agents respond in SFDC Service Cloud
Editor's Notes
- #5 HERE’S THE SPACEWe were born cloud.. And we’re *here* today – social Engaging ApplicationsConnectedExperiencesSocialFeedsTouch-basedTransparentOrganizationsSocial’s transforming the way we interact – with each other, and with businesses – in the same way cloud made that transformation.. We noticed this trend -- first people, now business are moving to the cloud. Cloud, social, and mobile technologies have transformed the way people connect with each other And now they’re changing the way people connect with businesses – or want to connect with businesses
- #6 And the social service is a great place to get started (gets you into listening, marketing (ala service = marketing), sales..)
- #7 INTRODUCTION TO THE PRESENTATION As business and people move to the cloud, we see social – fueled by cloud technologies (built by companies born cloud! ;) - changing the way customers interact with each other, and with the businesses that serve them (talk to the slide). Businesses that are able to turn these new technologies and expectations to their advantage are able to succeed and grow more quickly, while others may get left behind. What this means for you, on a practical level, is twofold: -- first, you need to know about the trends, and about what’s happening in the marketplace. That’s why you’re here (and we’re so glad you’re here!))– to learn what next year’s customers are looking for, in service, in marketing – and to learn what this year’s customers are looking for, now. You’re here to learn hear about things to avoid, and places you may want to go next. --- Drew is going to speak a bit about responding to customers on the channel they’ve chosen, and he’ll talk about why that’s valuable, and about what customers are expecting today. -- second, you need to evolve a strategy; how do I, as a company, want to respond to the changing market and our customers’ expectations in a way that fits with our core philosophy and our technological approach – all while staying in budget, and sounding reasonable to my execs? -To that end, one of our great partners, Deloitte, is here to speak about the way they guide their customers toward success with social service. Now, as they’ll be the first to tell you, social service is not one-size-fits-all; there are as many right (and wrong) approaches as there companies. Rob and Adam are here to talk about the high end, and about some of the topics they cover with their customers. We also have a giant printed version of a roadmap they’ve done, at the back of the room. We certainly don’t expect everyone in the room will need each and every piece of this roadmap – we hope it will serve as a jumping-off point for conversations with your own team and managers. Finally, to put theory into practice, we have Tristan Bishop here from Symantec – he’ll talk about how they approach social service, and about some of the technologies they use to
- #9 Get updated numbers….We are all sharing more content and commentary than ever before on our social networks. There are over 400 million Tweets per day and billions of posts on blog and forums!Anybody not posted an update to facebook, picture to flickrNot just clickling the like button and sharing things they’re happy about…Also sharing things they aren’t - having problems with a product, frustrating experiences they’ve had with customer service agents…
- #10 - What if somebody asks for help on your corporate facebook page and you don’t respond – or the issue isn’t responded to quickly? 86% of people say they’d stop doing business after one negative interaction And one of the categories they choose as negative experience is not having service provided with the channel they choseWhat does Channel of choice mean? Basically means, if they call in and you don’t answer the phone or they post a tweet or to your facebook page looking for service and you don’t reply or don’t reply through the same channel Remember - 3x as expensive to acquire a new customer as retain one Source: http://befoundonline.com/what-we-think/articles-points-view/social-customer-service
- #11 - Competitors not doing it – huge potential for them to use service as a marketing differentiator Brands we see every year at the top of the JD Power best service rankings know this and are doing it - LL Bean / Zappos – respond to social media inquiries and isues within 24 hours – Zappos average 54 minutes.
- #12 Even the biggest brands are learning this the hard way – open with united, tell one other story don’t need to tell all three? Progression – started small, got big, didn’t have ability to counter…?United – the original social media service disaster – who’s heard of the YouTube video “United Breaks Guitar? Back in 2008. Anybody who hasn’t, suggest you google it.Not like United is the only one. Several of the worlds biggest brands – Belkin, Unilever, Paypal - even last month for example Progressive had their handling of a policyholder death case come back to bite their brand in the backsideIf you aren’t listening and engaging through social media you not only miss out on what people are saying, but like Comcast said, the ability to take these detractors and turn them into promoters Leave them unresponded to – people just see the negativeSee you involved and engaged, perceive your company
- #13 What that means is that Service is the new marketing Every customer like Bob is a potential broadcast media source with a reach of millions The old marketing model is being turned on it’s head. Can’t hire ad Agencies or buy air time to craft the messages these sources communicate Can’t buy air time or hire ad agencies to craft the messageThe way we craft Bob’s message is by providing a positive experience every time we interact with him through the channels that he chooses. If Bob isn’t happy, we go out of our way to take him from being a detractor and turn him into a promoter What’s the payoff? If not losing customers isn’t enough how’s about this? Surveys have shown that customers will pay
- #14 How do we do that? How do we start to control that Social Media message?As customers social media awareness and practices mature we usually find that they progress outward along this maturity model, starting with monitoring, moving forward to engaging with customers on a one off basis and finally moving onto automation.Next up -Rob – walk through a tool Deloitte has developed to assess your organizations current level of social maturity, and provide a detailed framework they use to help organizations develop their social support processesWith that, here’s Rob…..Bring key messages back around to a summary….?
- #20 Focus on the value - What’s the business value I can expect from Social Service part aspect of Social Business? Think about what you want to achieve and identify tactics to move the needle on those metrics. Alternatively, what are the issues you are facing, why are they of concern, what isn’t working the way you want it to?This value map accelerates the connection among actions you can take via Salesforce.com Enabled Business Programs and shareholder value & ROIC. It is intended to help you focus on the things that matter most and find practical ways to get them done.Sales — Sales Cycle Time, Sales Volume, Sales Revenue, New Customer GrowthCustomer Service — Customer Satisfaction, Issue Resolution Time, Customer Retention, New Customer GrowthProduct Development — Launch rate, design cost, time to market, success ratesOperational Efficiencies — Reduced SG&A, reduced COGS, Improved Inventory Turns, Improved Cash Conversion Rate
- #21 Dreamforce ’12 Place Mat (Back) & Capability Map Wall Hang