Our second #SocialBreakfast at Your Social Agency about social care and customer centric strategies. How to turn your business socially matured. This was the topic of our social breakfast workshop where banks, insurances, FMCG, retail and real estate participated presented by Victor Madueno and Your Social agency. Maturity models help businesses plan their digital transformation within digital and social, by applying new business and organisational models. Your Social is a strategic and creative social agency, with offices in Breda (NL) and Dubai (UAE) part of Oxyma Group.

1. Social Care: The Next Frontier
The evolution of traditional business models

2. Who is Your Social

3. The Oxyma Group

4. The services we offer

5. Our Passion is Social Success

6. Clients we already share this passion with

7. AGENDA
1. Who is Your Social
2. Why social care
3. What is social care
4. How to be customer centric
Break & Networking
5. Maturity model framework
6. Measuring social care performance
7. Global case studies
8. Conclusions

8. Why social care

9. Our customers live in a
multi-screen
world

10. They are getting used
to doing things
digitally

11. And they expect an
answer quickly

12. 65% of customers believe
that social media will drive
a faster response

13. We are optimally
organised to give answers
quickly

14. We adapt our processes to ensure
timely, efficient and excellent
social care

15. We harness data from our
customers to add value to the
customer relationship

16. We will have to listen to
the conversations around
our brand

17. And identify the customer
journey and information
needed in each phase to
provide excellent customer
experience

18. We are available for our customers
when they are online

19. And create social
service content to meet
their information needs

20. We will have to move from a
reactive or proactive to a
predictive brand

21. What is Social Care

22. Social care is customer service
done on and through social media

23. Involving all the organisation’s
departments to address solutions

24. Simplify the relationship that users
have with brands through social
media channels

25. We will need to offer
omni-channel
customer care

26. Technology is our ally to
drive personalisation

27. Creating 360 degree
customer profiles

28. And add value by using
predictive data

29. To be customer centric
and help our customers
before they have an
active need for help

30. Customer Centric

31. Being customer centric is about
the experience, not just the product

32. Innovation means as well the way
we interact with customers, and
adding value to them

33. The biggest hassle of flying is not
the flight. It is going through the
airport quickly.
Delta just eliminated the check-in
to get you faster to the flight.

34. The biggest hassle of cabbing is
not the taxi.
It is waiting for a cab.
Uber has significantly reduced
waiting time for a cab.

35. The biggest hassle of shipping is
not the box. It is going to the
postal service.
Amazon eliminates the need to go
to the postal service with arranged
pick up.

36. The biggest hassle of buying a car
is not the car.
It is going through the dealer
Peugeot lets you buy a car entirely
online by visiting a converted
phone booth

37. The biggest hassle of dealing with
your bank is waiting queues and
IVRs
Emirates NBD allows you to deal
with the bank through a chatbot

38. Social care brings value and
innovation to the way we listen,
resolve and learn

39. Maturity Model

40. Phases of Maturity
Inactive Reactive Proactive Predictive
Social media presence with
minimum content in just few
channels
Does not listen or react to
opportunities and complaints,
just conversational management
when they talk to us only
Very low response rate and high
response time
Preparing for social care, but
customer care still happens
through traditional channels
Social presence has settled
down and content
marketing has increased
Social care channels start
to take off and response
rate has increased
Minimum social listening,
direct mentioning or
hashtags
Social care is reactive and
primarily based on
inbound questions and
complaints
Social care is proactive and
used to actively engage with
consumers. From complaints
management to relationship
building
Generates more interactions
from one conversation
Through active social listening
can spot opportunities and
complaints within the earned
media spectrum
Customer care is omni-channel
and based on predictive data and
analytics offering consumers help
before the need for help arises

41. Maturity Model Framework
Inactive Reactive Proactive Predictive
Goal
§ Understanding how customers
use social channels for
customer care
§ Prioritise strategic goals for
social care
§ Amplify existing customer care
efforts through the use of social
media
§ Improve conversation and feedback
§ Improve customer relation
§ Understanding the customer journey
§ Adding brand value based on
customer behaviour.
§ Deciding on next best activity to
help customers before they have a
need for help
Data &
metrics
§ Offline customer data, like
demographics, contact details,
policy details
§ Basic social data as questions,
comments, reviews.
§ Response time and rate
§ Storage of high level customer
feedback
§ Sentiment
§ Customer satisfaction
§ Net promoter score through social
media
§ Insights lead to adaptive and
predictive customer care strategy
§ Social data harvested, stored and
combined with CRM to create 360
customer profile
§ Omni-channel analytics
§ Customer lifetime value
§ Customer feedback loop
Channels
§ No presence or little presence
on social channels
§ Focus on 1 or 2 social channels § All social channels § Omni-channel
Organization
& resources
§ Agency support in planning
for social care
§ No formal processes and
responsibilities for social care
§ Basic social care team consisting
of customer care representatives
§ Processes and responsibilities
defined for social care
§ Centralised social care activities
§ Knowledgeable team for proactive
social care (relationship building,
sales, leads, marketing)
§ Processes and responsibilities adapted
to proactive social care
§ Centralised organisational model
§ Digital team with digital skills
(combination customer and data
roles)
§ Hub & spoke organisational model
Tooling &
technology
§ Traditional customer care
tools, like helpdesk, call center
and self service tools
§ Live-chat tools
§ Social media monitoring &
conversation tool for direct
questions and comments
§ Continuous social media monitoring
for proactive conversation
management and reputation & risk
management
§ Social media management systems
incl. content creation
§ Omni-channel tooling (CRM,
analytics, social)
§ Innovative technology (chat bots,
AI)
§ Data management platforms

42. Social Media Organisational Model
Ad hoc connections
within the organisation
manage
content marketing and
social care
One department
controls all efforts,
supporting
departments
A central team
coordinates content
and care, but
empowers others to
participate (spokes)
Central and multiple
hub teams within
GEOS coordinate
content and care
Each employee is
empowered to act on
behalf of the brand
Decentralised Centralised Hub & Spoke Multiple Hub &
Spoke
Holistic

43. Inactive
Reactive
Proactive
Predictive
Budget
Time
Level of digital
transformation
Digital Transformation Path

44. Pillars of our Strategy
1. 2.
3.
ROI
4.
1. Knowing– who is the brand target audience, what are
their shared interests and desires?
2. Reaching – who and where are our customers and
how do we reach them using social care?
3. Engaging – how do we interact with our customers
and drive engagement?
4. Servicing– what role will service through social media
play for the brand as a social care brand?
Knowing
EngagingServicing
Reaching

45. Organisation Processes & Guidelines
People Tools
• Centralised organisational
model
• Social care part of customer
care
• Social hub
• Social media policies
• Social media care
• Social media
management systems
• Platform owned tools
• Workflow and
cooperation
• Social roles and
responsibilities and FTEs
• Social trainings and
knowledge
Plan
Act
Do
Check
Deeper customer engagement
More effective and relevant customer care
Effective and efficient customer conversations
Integrated community strategy
Effective customer care operations and governance
Positive Business Outcomes
Organisational Needs

46. Measuring Performance

47. From Inactive to Predictive
Customer
Care
Publishing &
Management
Listening
Reporting &
Measuring
CRM /
sCRM
1. Inactive - use of social media natively on the channel.
Without active listening, just conversational management
and native reporting.
2. Reactive – use of social channels through publishing and
management tools. Advertising included. Social care done
when users mention the brand or hashtags.
3. Proactive – use of robust tools to centralise almost all
functionalities. Social listening to spot opportunities outside
our brand spectrum.
4. Predictive – full brand integration within All-In-One tool.
Using all capabilities from reporting and sCRM tools to
support the digital strategies.

48. What is a perfect scenario
1. 24/7 support through social channels, wherever our
customers are. Social care team in centralise swifts
2. First acknowledge within 10 minutes
3. Escalation and resolution within 1 hour
4. Response rate will grow as the maturity model
moves from inactive to predictive – from 0 to 100%
5. Number of responses and resolutions will depend on
the industry and markets we are in

49. Customer Centric Strategy
OFFLINE
DATA
COLD SALES
CALL CENTRE
MOBILE STAND
EVENTS
Data
Center &
CRM
CLIENTS
AUDIENCES
MARKETS
SERVICES
COMPETITORS
TRENDS
ONLINE
DATA
Content Marketing
Influencer Marketing
Campaigns
Content Publishing
Audience Management
Paid Media Advertising
Content Curation & UGC
Dynamic Audience
TARGETING
DISTRIBUTION
Localization at Scale
Behavioral Hypertargeting
Case Management
Brand Care
Customer Care
Community Care
Real Time Marketing
SALES
B2C B2B
B2C

50. Global case studies

51. Global case studies
Emirates Airlines social care
Inactive Reactive Proactive Predictive
Before 2012 Emirates
Airlines had an account
on Facebook only where
they used to attract new
travelers and generate
travel intention to Dubai.
Without social care
presence or strategy
All is a learning process
Beginning with 50
transactions per day via
Facebook private message in
2012
Split social media presence,
marketing and social care
Today, the airline’s
consultants handle more
than 1,000 queries a day via
the two social media
channels.
With 24h support
They split between
conversational management
and social care
”Our social media customer
service complements other
existing channels so
customers can reach us in
the way they find most
convenient.”
No matter which country or
channel you are, accessible
everywhere at any time, in 14
languages
March 2012 August 2012 January 2015 2016

52. Global case studies
KLM is pretty big. It operates in 65 countries and
takes 26m passengers each year. Producing content is pretty
easy; people like planes, they're amazing.
They have 130 dedicated social customer care employees,
social payment for customers, flight attendants supplied to take
social enquiries offline and an updating Twitter header
displaying average response times.
KLM receives around 35,000 questions every week on social
media. 75% of these are on Facebook, with the other 25%
predominantly on Twitter.
KLM social care

54. Global case studies
When our content and social care strategy
reaches reactive stage we will have to do social
listening and monitor what happens on the
corporate channels.
Through this listening we will achieve two
things:
- Create a culture of social care directly on
our specific channels
- Support the content marketing team and
reduce their implications on the care side
Social listening and cross channel active social
care - spotting conversations with our corporate
account or between other users - is what makes
outbound strategies effective and efficient.
Social care support - cross channel

55. 55
JetBlue:
Twitter is a channel where customers
expect quick responses. As a result, you’ll
likely want to respond to mentions and
inquiries quickly. Many companies
dedicate full-time employees with the task
of responding to customers and potential
customers on Twitter.
Xbox is another great case study of social
care, where customers ask technical
questions and social care is so responsive
they solve the issues within minutes. Gamers
can’t wait. Xbox, knowing their community,
meets their response time
Global case studies
Social care done the right way

56. 56
Global case studies
Social media risk management – British Airways case
FINDINGS:
British Airways lost the suitcase of this Twitter user’s father,
and what did he do? He promoted a tweet that was seen by
76,000 users. Not only going to customer service within the
terminal is enough, going on social media to make a public
complaint is done in 2 out of 10 cases.
But promote a tweet is going the extra mile to reach
thousands of people and harm the brand as much as possible.
To make things worse, BA failed to respond to the promoted
tweet for eight hours.CONCLUSIONS:
Having a dedicated team 24/7 is really needed for certain
businesses. Mostly with those where the customers can be
using the company at anytime of the day: Airlines, Banks,
Insurance, Healthcare, eCommerce, etc.
Our social care has to lead by example and not just preach
about us doing it. We will need to show them we are who
we say we are. And if done correctly, people will start
generating buzz and word of mouth about us, driving
advocacy and future sales.

57. 57
Global case studies
FINDINGS:
When companies and brands activate their social care
option, the users will be more likely to use it.
If they use it and there is an immediate response, the
perception of the service will be brilliant, converting
them into advocates.
On the other hand, if they make use of it but the
company is not responsive or avoids using the social
care to solve the problem, what happens is totally the
opposite.
CONCLUSIONS:
Once we open social care, guidelines need to be put in
place. All social care needs to be solved within the
channel it starts, unless it needs escalation and a
higher customer agent needs to step in. Here more
options of personal and a social approach can be
implemented, like Whatsapp social care. Or a final
phone call to solve the issue after the use of social
care.
Social media risk management – Cigna case

58. Conclusions

59. Social Care
happens on social media, escalations and
resolutions, depending on the level of
complaints, can be taken off social

60. Customers
need fast and human acknowledgement from
the brand. Resolution can take longer, but
they need to feel there is someone behind the
channel

61. Listening
is mandatory to understand who is talking,
about what are they talking, how can we
support and where do we need to support

62. Maturity
comes with planning and strategy

63. Measuring
and analysing the performance drives growth
and scalability. Without tools the maturity
takes longer