4. CRM Timelime….CRM Timelime….
ContactContact
ManagementManagement
Individual usage
PC based
CRM SuitesCRM Suites
SFA, MA, CSS:
Workgroup
Server based
Early 1990s
Mid 1990s
Today
CRM On-demandCRM On-demand
Browser based
Early 2000s
Social CRMSocial CRM
Mobile CRMMobile CRM
Handheld
Accessible from anywhere
5. Information OverloadInformation Overload
5M Terabytes5M Terabytes of web info (Eric Schmidt –
Google CEO – 2005)
Before…Before…
FacebookFacebook opened upopened up
TwitterTwitter was bornwas born
New generation ofNew generation of mobilemobile
devicesdevices
BlogsBlogs from 20M to …from 20M to …
BrentLeary.com
10. Photo Credit: Rosaura Ochoa Source: Mashable
By 2020, the
amount of data
will have grown
44-fold, to 3535
trilliontrillion
gigabytesgigabytes
11. Social Media is for Leads and Sales
Source: State of Inbound Marketing Report - http://bit.ly/aewfHr
12. BrentLeary.com
State of Small Business, Network Solutions – 2011
9%
12%
45%
58%
36%
26%
Jan2011 (n=184)
Dec2009 (n=89)*
BusinessUseofSocialMediaExpectations
-Among business owners who use/may use social media-
Exceeded expectations Metexpectations Fallenshort of expectations
13. Marketing & Innovation Challenges
BrentLeary.com
State of Small Business, Network Solutions – 2011
Small Business Success Report Card
Importance
Score**
Index
Score*
Grade
OVERALL INDEX SCORE* 73 C-
Sub-Indices
Capital Access 33 67 D+
Marketing & Innovation 23 65 D
Workforce 14 76 C
Customer Service 11 88 B+
Computer Technology 11 75 C
Compliance 8 92 A-
*Index Score is calculated on a 0-100 scale
**Importance Score is calculated proportionally, meaning that the total of the
numbers across all the sub-indices is 100%.
18. Comparison of Ad Hoc and Strategic Users: Track andComparison of Ad Hoc and Strategic Users: Track and
Measure Social MediaMeasure Social Media
Sample Size = 245
24.) How does your currently track, analyze and measure the success of the company's social media efforts?
Small Business
19. How Satisfied Are SMBs with the Results they AreHow Satisfied Are SMBs with the Results they Are
Achieving from Social Media in these Areas?Achieving from Social Media in these Areas?
Small Business
Sample Size = 131
Sample Size = 114
Structured Users
Ad Hoc Users
20. Received an average of 10,000 e-mailsReceived an average of 10,000 e-mails
each month from customers asking abouteach month from customers asking about
motorcycle partsmotorcycle parts
•Blog:Blog: Tie Facebook & Twitter posts, Newsletter
articles, and customer correspondence back to the
Blog.
•Facebook:Facebook: All blog articles are posted on
Facebook, Twitter and Newsletter articles.
•Monitoring NetworksMonitoring Networks: Monitor online activity, as
well as competitors, vendors, and industry
happenings.
•Monthly Newsletter:Monthly Newsletter: The monthly newsletter is
just another way to provide value to customers, and
is closely tied to all forms of social media.
21. Received an average of 10,000 e-mailsReceived an average of 10,000 e-mails
each month from customers asking abouteach month from customers asking about
motorcycle partsmotorcycle parts
•Membership on Facebook has gone from 1,500
fans (12/09) to over 27,000 fansover 27,000 fans.
•1,000% increase1,000% increase in on-line chat traffic (customers
who chat are 4 times as likely4 times as likely to make a purchase
on the site).
•98%98% of customers say they’d recommend the
company to a friend/family member
23. CCRRMM oror CCIIM? CustomerM? Customer InformationInformation MgmtMgmt
Traditional CRM Strategy FocusTraditional CRM Strategy Focus
Centralize Customer DataCentralize Customer Data
Operational EfficiencyOperational Efficiency
ForecastingForecasting
Activity ManagementActivity Management
ReportingReporting
But What About THE CUSTOMER???But What About THE CUSTOMER???
24. Defining CRM… SociallyDefining CRM… Socially
Content
Information
Confidence
Sales process
Conversations
Analyzed to determine success
GENERATE
CONVERT TO FEED TO
CONVERT TO CREATING
Exchanges
Relationships
Customer
Partner
Vendor
Community
Influencer
25. Page 25
What is Social CRM?What is Social CRM?
““Traditional CRM grew out of this need toTraditional CRM grew out of this need to
store, track, and report on critical informationstore, track, and report on critical information
about customers and prospects.about customers and prospects.
Social CRM is growing out of a completelySocial CRM is growing out of a completely
different need -- thedifferent need -- the need to attract theneed to attract the
attentionattention of those using the Internet to findof those using the Internet to find
answers to business challenges they areanswers to business challenges they are
trying to overcome.“trying to overcome.“
--Brent Leary in Inc. magazine--Brent Leary in Inc. magazine
28. 28
““the challenge is that most companiesthe challenge is that most companies
have been wired from the ground up tohave been wired from the ground up to
operate in a world ofoperate in a world of company-company-
controlled communicationcontrolled communication, and, and
they're simply not equipped to engagethey're simply not equipped to engage
in conversations. But, the rules havein conversations. But, the rules have
changed.”changed.”
Greg Gianforte, CEO – RightNowGreg Gianforte, CEO – RightNow
Embracing CMR: Customer Managed RelationshipsEmbracing CMR: Customer Managed Relationships
The good news is that true Social CRM
offers companies a seamless and real-time
view across the many different channels
that customers converse in, new and old
alike. With this view, companies can truly
get to know and proactively care for
their customers, ultimately fulfilling their
brand promises, the social way
32. Real Customer Value DriversReal Customer Value Drivers
32
What makes a
CustomerCustomer
ExperienceExperience
superior for
Customers?
It’s about much
more than price or
incentives – its
about ego and id
35. 35
““2011 will bring an impressive increase2011 will bring an impressive increase
in the amount of customer servicein the amount of customer service
delivered over social networks. Notdelivered over social networks. Not
only will more companies provideonly will more companies provide
service over social channels, butservice over social channels, but
socially-networked customersocially-networked customer
service will take its place alongsideservice will take its place alongside
sales and marketingsales and marketing as aas a
cornerstone of any comprehensivecornerstone of any comprehensive
Social CRM strategy.”Social CRM strategy.”
Alex Bard, CEO – Assistly.comAlex Bard, CEO – Assistly.com
Customer Service Moves toCustomer Service Moves to
ForefrontForefront
In our view, social customer care will nosocial customer care will no
longer be an afterthought or an adjunctlonger be an afterthought or an adjunct
to Social CRMto Social CRM; it will sit squarely at the
core of business strategy alongside other
forms of customer interaction.
36. 36 Social Customer Engagement Index 2011- TheSocialCustomer.comSocial Customer Engagement Index 2011- TheSocialCustomer.com
37. Social Media Customer Care Maturity ModelSocial Media Customer Care Maturity Model
Level
1
Level
2
Level
3
Level
4
ListeningListening
(or ignoring)(or ignoring)
Social MediaSocial Media
BroadcastingBroadcasting
Social MediaSocial Media
MarketingMarketing
Social MediaSocial Media
Customer CareCustomer Care
ProactiveProactive
EngagementEngagement
Occasional reporting
Reactive/surprised by social media
Facebook page and Twitter presence
Broadcast standard marketing via social media
Social Media strategy
Engagement marketing
Scalable engagement process
Teams work queues
Proactive Customer Care
Proactive Sales
Brand dashboarding
Minimal customer care involvement
Managed process
Team activity reports
Social Media Business
Intelligence
Level
5
Cisco, 2010Cisco, 2010
38. Drugstore.com
Using Chat function (what Drugstore.com calls ‘Chat with a Beauty
Advisor’) fromfrom both of its Twitter Accounts (@BeautyAdvisor andboth of its Twitter Accounts (@BeautyAdvisor and
@ Beautydotcom)@ Beautydotcom). As a result:
• Phone-handle time has decreased 15 percentdecreased 15 percent
• Email volume has decreased 30 percentdecreased 30 percent
• Shopping-cart sizes in sales with chat are 10 percent to 2010 percent to 20
percent largerpercent larger than in those without;
• Chat sessions deliver a conversion rate of approximately 25approximately 25
percentpercent; the site’s overall conversion rate is just 6.4 percentoverall conversion rate is just 6.4 percent
Third-quarter sales grew 17 percent, compared to 2 percent
growth in e-commerce overall
Customer satisfaction scores reached 77, among ForeSee Results’
list of the top 15 online retailers
39. AskAsk NOTNOT What Your Customer Can Do For You…What Your Customer Can Do For You…
…… ListenListen to What You Can Do FOR Them!to What You Can Do FOR Them!
LaaS: Listen as a StrategyLaaS: Listen as a Strategy
•Who to listen toWho to listen to
•What to listen toWhat to listen to
•What to listen forWhat to listen for
•How to listenHow to listen
•When to listenWhen to listen
•Responding to what you hearResponding to what you hear
40.
41. One of the main goals in using social media
is to actively listen to the customersactively listen to the customers. And
because all users were automatically invited
to the team’s NBA Draft Party, Warriors
employees had the chance to personallypersonally
meetmeet those who participated in the contest.
The Draft Party wound up being the team’s
biggest to date, with over 4,000 fans in4,000 fans in
attendance.attendance.
•Unveil the new logo in a unique and
creative way
•IncreaseIncrease fan engagement with the brand
•BuildBuild brand loyalty
•DriveDrive awareness and attendance at the
team’s annual NBA Draft Party
•IncreaseIncrease ticket and merchandise sales
42. Increased Followers/Reach
a. 2,500 new Facebook fans in 2in 2
weeksweeks (Over 100,000 new fans100,000 new fans since
June 1)
b. Challenge Page received 900 ‘Likes’
in 2 weeks
c. 1,500 new Twitter followers in 2
weeks (Over 12,000 new followers12,000 new followers
since June 1)
d. Total Twitter reach of more than
120,000 in 2 weeks
e. Over 12,000 views12,000 views of two related
YouTube videos in 2 weeks
Cost: Less than $5,000$5,000
Return: Over $440,000$440,000
Long Term: Continued growth and
engagement
43. 43
Moving beyond the early adopters, weMoving beyond the early adopters, we
will seewill see aa majority of companies inmajority of companies in
2011 start their investments in2011 start their investments in
social listening and engagementsocial listening and engagement,,
and we will also see many leadingand we will also see many leading
brands demonstrate what anbrands demonstrate what an
enterprise wide social strategy looksenterprise wide social strategy looks
like and showing us the power oflike and showing us the power of
getting the voice of the customergetting the voice of the customer
closer to every employee..closer to every employee..Marcel LeBrun, CEOMarcel LeBrun, CEO
Radian6Radian6
Social Listening AND Engagement GoSocial Listening AND Engagement Go
MainstreamMainstream
As social becomes an integral channel,As social becomes an integral channel,
and as insights on who matters, and whoand as insights on who matters, and who
doesn’t become quantified, handling thisdoesn’t become quantified, handling this
efficiently becomes of paramountefficiently becomes of paramount
importance.importance.
44. Listening Makes A DifferenceListening Makes A Difference
The Social Customer Engagement Index, 2011
45. Key Listening ScenariosKey Listening Scenarios
“Voice of Customer” insightsVoice of Customer” insights
Reveal community themesReveal community themes
for message planningfor message planning
Locate where relevantLocate where relevant
conversations are taking placeconversations are taking place
Influencer identificationInfluencer identification
Brand reputation and riskBrand reputation and risk
managementmanagement
Early warning for product andEarly warning for product and
service issuesservice issues
Competitive trackingCompetitive tracking
Monitor conversation trendsMonitor conversation trends
Campaign metrics and
benchmarking
Measure message reach
Community and influencerCommunity and influencer
outreachoutreach
Response to customerResponse to customer
feedbackfeedback
46. BRAND LISTENING MONTHLY REPORTBRAND LISTENING MONTHLY REPORT
EXECUTIVE SUMMARYEXECUTIVE SUMMARY
XYZ Brand positive sentiment at 84%, down 4% from last month
• XYZ appoints former PDQ CEO John Doe highly questioned
• XYZ extends the "maintenance duration" for software from Dec. 31, 2010, to March 31,
2013
XYZ iPad deployment spikes positive sentiment at 88%
• World’s largest enterprise iPad rollout: XYZdeploys 1,000 iPads to employees, favorably
viewed
Sentiment
Volume
Share of Voice
Themes
Nearly 50% of all brand conversation focused on three topics of HHH, new ceo
implications for XYZ, and XYZ “Super App”
39% of all solution conversations around Super App reviews
XYZ continues to make promises, but fails to reveal specifics for 2010
Mobile Sales "Super App“ widely discussed by industry
XYZ brand share of voice increased 1% vs. competitive set this month
Key competitor topics driving SOV
MMM hires former DD CEO Adam Smith
JJJ announces “Power App at JJJ Supercon”
TTT unveils Social Mobile
Outsourcing cloud is a rising theme of conversation on industry blogs
Belief that XYZ and competitors are in good positions to be deliverers of cloud-based services,
changing the landscape of outsourcing as we know it
Industry discussion around “the new age of highly integrated and optimized systems
MBI and JJJ are seen as leaders of this space by analysts/ industry bloggers
47. 47
““““The #1 use case we’re seeing of late
is the triaging, prioritization,triaging, prioritization,
automation and routing of customerautomation and routing of customer
tweets, status updates, and othertweets, status updates, and other
information across the enterpriseinformation across the enterprise.
John Bastone, Global ProductJohn Bastone, Global Product
Marketing Manager, SASMarketing Manager, SAS
Strategic approach to mainstreamingStrategic approach to mainstreaming
social datasocial data
As social becomes an integral channel,As social becomes an integral channel,
and as insights on who matters, and whoand as insights on who matters, and who
doesn’t become quantified, handling thisdoesn’t become quantified, handling this
efficiently becomes of paramountefficiently becomes of paramount
importance.importance.
48. 48
Integrations with other applications areIntegrations with other applications are
driving the decision-making of CRMdriving the decision-making of CRM
consumers. Small businesses especiallyconsumers. Small businesses especially
need a CRM solution that willneed a CRM solution that will seamlesslyseamlessly
share information with their accounting,share information with their accounting,
event planning, marketing and otherevent planning, marketing and other
business tools no matter where they arebusiness tools no matter where they are
workingworking: online, offline, in social networks: online, offline, in social networks
or on mobile systems.or on mobile systems.
Pamela O’HaraPamela O’Hara
President, BatchBluePresident, BatchBlue
Open and CollaborativeOpen and Collaborative
Social media is rapidly increasing inboundSocial media is rapidly increasing inbound
and outbound communication channels. Forand outbound communication channels. For
Social CRM, this meansSocial CRM, this means following threadsfollowing threads
of conversations across live chat toof conversations across live chat to
Twitter to the phoneTwitter to the phone and involving the rightand involving the right
responders -- whether that's customerresponders -- whether that's customer
support, the tech team or the marketingsupport, the tech team or the marketing
director..director..
49. 49
In 2011, once again, mobile CRM –In 2011, once again, mobile CRM –
though more and more incorporatingthough more and more incorporating
social profiles and featuressocial profiles and features - will become- will become
the “thing”. It could be field service orthe “thing”. It could be field service or
consumer based mobile marketingconsumer based mobile marketing
applications or location basedapplications or location based
sales/marketing tools for customers orsales/marketing tools for customers or
smart tools for your sales teams in thesmart tools for your sales teams in the
field. But it will be mobile.field. But it will be mobile.
Paul GreenbergPaul Greenberg
Author, CRM Playa #1Author, CRM Playa #1
It will be MobileIt will be Mobile
Practitioners are going to increasinglyPractitioners are going to increasingly
demand better knowledge managementdemand better knowledge management
toolstools from vendors as the practitionersfrom vendors as the practitioners
realize that their customers – their socialrealize that their customers – their social
customers – are not only demanding greatercustomers – are not only demanding greater
transparency which translates into moretransparency which translates into more
knowledge about the companyknowledge about the company
53. Mobile WebMobile Web
Self-ServiceSelf-Service
Mobile WebMobile Web
ChatChat
Mobile WebMobile Web
GuidedGuided
AssistanceAssistance
Mobile WebMobile Web
Ask AAsk A
QuestionQuestion
Enabling the Mobile Web ExperienceEnabling the Mobile Web Experience
Image Courtesy of RNT
57. The Subscription EconomyThe Subscription Economy
We think years from now businessesWe think years from now businesses
will find themselveswill find themselves buying less andbuying less and
less products, and subscribing moreless products, and subscribing more
and more to servicesand more to services, whether, whether
software services [like] Googlesoftware services [like] Google
applications, or transportation servicesapplications, or transportation services
like a Zip car, or computing power fromlike a Zip car, or computing power from
Storage, or collaboration from Box.net.Storage, or collaboration from Box.net.
We think the world isWe think the world is
shifting to ashifting to a
subscription-basedsubscription-based
economy.economy.
Tien Tzuo, Founder, ZuoraTien Tzuo, Founder, Zuora
58. 58
It takes a community to raise aIt takes a community to raise a
customercustomer
59. No Website Model…In The FacebookNo Website Model…In The Facebook
EraEra
We decided, not only do we want to
practice what we preach, but it’s the
right move for the company
strategically. Our customers areOur customers are
already on Facebook, LinkedIn andalready on Facebook, LinkedIn and
TwitterTwitter; that is why they come to us in
the first place. What better way to serve
them than in a highly targeted
personalized and social environment?
I think [social media]I think [social media]
pages are the newpages are the new
websites, especially ifwebsites, especially if
you are a small oryou are a small or
midsized company.midsized company.
Clara Shih, CEO – HearSayClara Shih, CEO – HearSay
Author, The Facebook EraAuthor, The Facebook Era
62. 0.3
0.7
1.9
2.52.5
EmailPhone/
click to
call
*-100
Customer
Communities
On-line
self-
service
IVRWeb
chat
Community-based customer support can offerCommunity-based customer support can offer
significant cost savings, as well as other benefitssignificant cost savings, as well as other benefits
Support
community
90%+ less
costly than
phone
SOURCE: Gartner/Avaya, Linksys; McKinsey analysis
Benefits beyond direct
cost savings
▪ Increase customer
satisfaction and loyalty
▪ Drive increased revenue
(e.g., through
recommendations)
▪ Increase productivity of
support staff with
knowledge base created
by community
▪ Identify issues early on
with new products
▪ Get inputs for future
products
Cost per contact
$ per contact
63. The Customer Experience is SocialThe Customer Experience is Social
Friends of
friends
Social
web
Your
Community
www Site
Your
Brand
Competitor A
Competitor B
InfluencersFriends
Your
www
Site
Your
Contact
Center
Earned Hosted Owned
Relationships Conversations Processes
Competitor C
64. 64
Companies will struggle with the privacyCompanies will struggle with the privacy
issue. We’ll begin to recognize the powerissue. We’ll begin to recognize the power
of being able to "connect the dots" withof being able to "connect the dots" with
respect to people and their online profilesrespect to people and their online profiles
and see some creative businessand see some creative business
applications. But,applications. But, this power will makethis power will make
consumers increasingly uncomfortableconsumers increasingly uncomfortable
(as evidenced by the recent news around(as evidenced by the recent news around
Sony, Epsilon, etc.)Sony, Epsilon, etc.)
Dharmesh Shah, Co-founderDharmesh Shah, Co-founder
HubspotHubspot
Privacy concerns will intensifyPrivacy concerns will intensify
We'll learn that success in social media issuccess in social media is
not about auto-pilotnot about auto-pilot (the troubling example
being all the auto-follow twitter software out
there), but about power-steering. We'll start
to see tools that don't replace genuine
conversations and connections -- but just
make the process easier and take some of
the manual labor out.
65. Expectations of the Social CustomerExpectations of the Social Customer
2008 Cone Business in Social Media Study2008 Cone Business in Social Media Study
93%93% of Americans believe a company
should have a presenceshould have a presence in social
media
85%85% believe a company should not
only be present but also interactinteract
with its consumers via social mediawith its consumers via social media
56% of American consumers feel
both a stronger connectionstronger connection with and
better servedbetter served by companies when
they can interact with them in a
social media environment.
Key points:
Flexible deployments across the Small, Midmarket and Large deployment customer demographics.
Microsoft CRM provides a server architecture that is designed for the sized deployments of its customers.
In our view, social customer care will no longer be an afterthought or an adjunct to Social CRM; it will sit squarely at the core of business strategy alongside other forms of customer interaction.
Give Saturn as an example here (crap cars but a great, unique customer experience) ; Apple Store experience unique vs most electronic retailers (Genius check-out/no line ups; consultation appointments; space reflects Apple brand – as does the online presence) – added next layer of consumer affinity to already great products; applied this to developer community as well, stimulating App development (at a much higher rate than RIM)
Gartner says:
Consumers' perceptions are that Consumers competing brands are increasingly similar. Only 21% of the 444 brands in
Brand Keys annual Customer Loyalty Engagement Index survey had any points of product or service
differentiation that were meaningful to 18-to-65-year-old consumers.
Brand differentiation is becoming less about the physical attributes of a product or the terms and conditions of
a service. The availability of the product or service and its pricing provides less differentiation as organizations
become more global. Organizations are using the same suppliers, hiring the same executives and educating
their employees at the same universities. It is inevitable that differences will diminish and this can be seen by
comparing Brand Keys study in 2003, when 30% of the brands in that study had meaningful product or service
differentiation.
As a result, customers' buying decisions are becoming less influenced by rational factors and more by
emotional factors, particularly for wealthier consumers. The more emotional the buying influences are, the
more customer loyalty depends on the emotional relationship that the customer has with the supplier.
Action Item: Focus on how to differentiate the brand based on the customer experience. But beware of relying
too much on charismatic company figureheads (such as Martha Stewart and Richard Branson) to achieve the
goal. They will be unable to sustain differentiation in the long term — after they have gone .
Truly Loyal Customers also want companies to listen to their ideas for product design and improvement (Ford F-Series) – and would love to be engaged by the company in brand building, as they feel they are pro-actively doing this already and would like to be recognized for it
Defintions:
Id = the part of the psyche, residing in the unconscious, that is the source of instinctive impulses that seek satisfaction in accordance with the pleasure principle and are modified by the ego and the superego before they are given overt expression.
Ego = Psychoanalysis . the part of the psychic apparatus that experiences and reacts to the outside world and thus mediates between the primitive drives of the id and the demands of the social and physical environment.
Id, ego, and super-ego are the three parts of the psychic apparatus defined in Sigmund Freud's structural model of the psyche; they are the three theoretical constructs in terms of whose activity and interaction mental life is described. According to this model of the psyche, the id is the set of uncoordinated instinctual trends; the ego is the organised, realistic part; and the super-ego plays the critical and moralising role.[1]
Even though the model is "structural" and makes reference to an "apparatus", the id, ego, and super-ego are functions of the mind rather than parts of the brain and do not necessarily correspond one-to-one with actual somatic structures of the kind dealt with by neuroscience.
The concepts themselves arose at a late stage in the development of Freud's thought: the structural model was first discussed in his 1920 essay "Beyond the Pleasure Principle" and was formalised and elaborated upon three years later in his "The Ego and the Id". Freud's proposal was influenced by the ambiguity of the term "unconscious" and its many conflicting uses.
The terms "id," "ego," and "super-ego" are not Freud's own. They are latinisations by his translator James Strachey. Freud himself wrote of "das Es," "das Ich," and "das Über-Ich"—respectively, "the It," "the I," and the "Over-I" (or "Upper-I"); thus to the German reader, Freud's original terms are more or less self-explanatory. Freud borrowed the term "das Es" from Georg Groddeck, a German physician to whose unconventional ideas Freud was much attracted (Groddeck's translators render the term in English as "the It").[2]
Contents
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In our view, social customer care will no longer be an afterthought or an adjunct to Social CRM; it will sit squarely at the core of business strategy alongside other forms of customer interaction.
Drugstore.com is an example of a company that has successfully integrated social channels into their customer service processes to create more intimate customer relationships. And their success began with listening….
In our view, social customer care will no longer be an afterthought or an adjunct to Social CRM; it will sit squarely at the core of business strategy alongside other forms of customer interaction.
In our view, social customer care will no longer be an afterthought or an adjunct to Social CRM; it will sit squarely at the core of business strategy alongside other forms of customer interaction.
In our view, social customer care will no longer be an afterthought or an adjunct to Social CRM; it will sit squarely at the core of business strategy alongside other forms of customer interaction.
In our view, social customer care will no longer be an afterthought or an adjunct to Social CRM; it will sit squarely at the core of business strategy alongside other forms of customer interaction.
Take your existing web customer service to the mobile web…Same experience, different devices
Furniture retailer Arhaus has also turned to the iPad to deliver a new customer process and improved experience.
Arhaus is outfitting their 52 delivery drivers with iPads that come equipped with applications displaying images that help customers with ideas/options for setting up their new furniture. Open delivery, the driver hands the iPad over to the customer, where a “welcome” application guides the customer through an on-boarding process. Additionally, there are applications that integrate with workforce management systems. So if a piece of furniture arrives at a customer’s house with a problem, the driver can order a replacement piece right from the iPad.
While there is an initial investment, the long-term benefits include:
Cost Savings: Arhaus anticipates an annual savings of $100,000 by reducing paper and related operational expenses.
Going Green: The iPad helps the Arhaus operations team reach their goal of going paperless. Arhaus has a long history of green initiatives. In addition to using wind energy, recycled paper and soy-based ink for its catalog production, Arhaus has never used wood from endangered rainforests in creating products, focusing instead on renewable resources, plantation-grown hardwoods and recycled materials.
Improved Customer Service: Due to the real-time, web-based receipt system TOA is developing for the iPad app, if product damage is found when Arhaus delivers an item the warehouse will immediately be notified and a replacement will be sent on the next truck. This is a first in the retail furniture industry.
Ease of Use: The iPad's large surface area touch screen and single button are easier for drivers to use on the road.
Brand Image: The iPad's sleek, cutting-edge technology will present a sophisticated image to Arhaus' upscale clientele.
Publishing (content creation) is transference of data. Create as many ways in [as you can] for as many different kinds of tastes or different kinds of people. You need lots of doorways into your project.
Here is the customer is asking the Community
In our view, social customer care will no longer be an afterthought or an adjunct to Social CRM; it will sit squarely at the core of business strategy alongside other forms of customer interaction.