1) The document discusses implementing a social CRM strategy in 7 steps: defining the end goal, doing a gap analysis, outlining core components, setting measurements, establishing governance, gaining buy-in, and iterating the process. 2) It recommends laying out the strategy with a mission, vision, goals, and objectives. Measurement should focus on key performance indicators rather than "social ROI". 3) Governance is important for ongoing success through operating rules, compliance, and legal maintenance to prevent short-term gains but long-term failures.

1. sketching social crm
esteban kolsky
thinkJar

2. implementing social CRM
1. first, consider end result (why are you doing this)
2. second, compare to your business (gap analysis)
3. third, lay out the basic components (core strategy)
a. mission
b. vision
c. goals
d. objectives
4. fourth, measurement (how do you know if it worked)
5. fifth, setup governance (how to manage it)
6. sixth, get buy-in (always important)
7. seventh, implement and start again (iterative process)

3. end result is a social (collaborative) business
R&D PLM KM CRM ERP …
social business platform
integration engine
rules engine reputation engine
collaboration engine
channels (social or not)
communities


4. 
communities
community
management
“social” analytics
engine
social crm
actionable layer unit
system-of-record
integration layer
erp
crm
scm
record
social crm stack
systems of

5. five areas (one tool) for gap analysis
People present
5
goal
4
3
2
Measurement Process
1
0
Governance Technology


6. Count Von Moltke
Moltke The Elder
“no plan of operations extends
with certainty beyond the first encounter
 with the enemy’s main strength”

7. improving on a classic strategy
 6

8. laying out a strategy
• many different methodologies
– not the time to learn a new one, or try to
• either pick one that is already in place, or
that your organization agrees with (separate)
• if you can’t pick one – a classic is
– mission
– vision
– goals
– objectives


9. need to create a strategy?
• mission – business needs
• vision – what does it look like when done
• goals – numbers to feed mission, vision
– what numbers will show if done right
• objectives – other non-number benefits
– customer satisfaction, employee retention
• make sure it flows forward
– measurement – what, when, how, and why
• feeding the goals
– governance – operations, detailed document


10. shifting metrics in customer-centricity


11. before we start with measurement
• there are no new metrics to monitor,
measure, or worry about (effectiveness)
• new metrics are operational in nature,
efficiency-centric (new channel, right?)
• social roi, or the “return on…” anything is a
sleigh of hand
• continue the focus on kpi (always) and make
sure you correlate efficiency to effectiveness
and strategic


12. interaction as an experience


13. social measurement is volume


14. customer centric feedback model


15. governance
• governance is
– maintenance
– operating rules and regulations
– compliance
– legal
• governance is imperative
– may succeed without it, but only short term
– if failure, excellent reference to backtrack and
find better ways to redo and succeed
• goal is ongoing success, nothing else


16. management buy-in
• not about roi
– Justifying project management doesn’t want
– focus on solving pain, problem
– bottom line it
• make money (new revenue, tied to tracking)
• save money (real cost savings, use examples)
• no intangibles (gravy, cherry on top, awesome)
• find and retain executive sponsors
– shared personal goals, beyond survival
• small-piece-by-small-piece approach


17. Its’ the journey, not the destination
 16