3. • Social CRM is a business strategy
rather than technology, tools or
platforms
• Social CRM is all about
engagement – drawing customers
into the organization.
• Social CRM enhances rather than
replaces “traditional” CRM
• It’s by defintion customer centric -
the ultimate goal of Social CRM is
building trust and the brand
Harish Kotadia, Ph.D..
Social CRM
4. Partners
Stockholders
Clients
Employees
How can the social business
enhance customer value?
Social Business strategies help us understand the motivations,
experience and objectives of the internal and external
clients of the organization
The Key Question
5. To help us understand the motivations, experience and objectives of the internal
and external clients of the organization
ROI
Real time data
...
Stockholders
Competition
“made in” “made by”
...
The State
Lower entry barriers
Acquisitions, OPA...
Partners
Loyalty
Real costs
...
Clients
The Enterprise
Mobility
Empowerment
...
Employees
The objectives of an IS
6. The objective of Customer
Relationship Management is to
enable companies to build deeper,
more profitable, long term
relationships by reaching
customers with the right message
at the right time by providing
superior customer service
Customer Relationship Management
7. Focus Improve Knowledge Leverage Measure
CRM Processes Explicit Transactions Efficiency
Social CRM Relationships Implicit Interactions Effectiveness
Social Networks Networks Emerging Community Innovation
Quantified Self Individual Self-
Knowledge
“Dasein” Self realization
Transformation Places Layered Ideas Agility
The Answer
8. • How would you define "social business"?
• Which functions of the company are
impacted by social business?
• The article argues that technology does not
change the value of social interactions. With
what "currency" do we measure social input?
• Which four categories of technology are
associated with social business? Give an
example of each.
• How would a "social chief financial officer"
contribute to our understanding of finance?C’est quoi le social CRM ?
The Business of Social Business
9.
10. • Customers are not listening to
what you have to say
• Customers know more about your
business than you do
• Customers create their own
experience
• Customer interactions are complex
and unpredictable
• Customer communities are where
the knowledge is.
Esteban Kolsky
12. Esteban Kolsky
•Understand the concept of an
Experience Continuum
•Deploy the internal, external, and
hybrid communities to close the
loop.
•Design end-to-end processes while
ensuring that there are feedback
•Analyze the feedback collected,
create actionable insights,
implement the necessary changes.
13. • The three most important factors that
influence consumer behavior are :
• personal experience (98%)
• company’s reputation or brand (92%)
• recommendations from friends and family
(88%)
• 41% of customers believe that companies
should use social media tools to solicit
feedback (Cone Business in Social Media
Study, 2008)
• 43% of consumers say that companies
should use social networks to address
customers problems
• Only 7% of organizations understand the
CRM value of social media, according to
the Brand Science Institute, European
Perspective, August 2010
Jacob Morgan
Outside In
14. The Conversation Prism v2.0
• You are at the center of the prism
• The first layer of circles displays the
activity of learning and organizing
engagement strategies…
• The second ring maps specific
authorities within an organization to
provide a competent and helpful
response.
• The third ring represents the continual
rotation of listening, responding, and
learning online and in the real world.
The Conversation Prism
15. • It’s not a question of channels but
of capturing conversations
• Gartner sees SCRM is a
$1B extension of the CRM market
• Jive and Lithium are seen as
market leaders
• Oracle CRM and Salesforce are
niche players
• The importance of hosted
communities
• The future of social analytics
Market Leaders
16. • Planning – “Listen to Learn”
• Presence – “Stake Our Claim”
• Engagement – “Dialog Deepens
Relationships”
• Formalized – “Organize for Scale”
• Strategic – “Becoming a Social
Business”
• Converged – “Business is Social”
“The Evolution of Social Business: Six Stages of
Social Media Transformation.”
Social Business Transformation
17. • KLM has sought to differentiate itself
by offering a superior customer
experience
• Strategy of “Circle of Contacts” to
make its customer relationships as
intimate as possible
• Facebook + Twitter = KLM Surprises
and Fly2Miami
• Staff of 16, 230 000+ fans, wide press
coverage
KLM
18. • Finnish maker of fine cutting tools
• Customer communities of crafting
enthusiasts have transformed the way
this 300-year-old company does
business.
• Brings customers into the product
development process
• Fiskars also leverages these groups of
advocates to market to small retailers
• Virtual + Real events – 6000 members
FIskateers
19. • The Guardian- founded in Manchester over
150 years ago
• Threat of the Internet – consistently lost
money over the last decade
• The Internet itself serves as a metaphor in
helping consumers make better decisions
• “The real measure of our success is what the
industry can create. Not what we can cut.”
Open Platform Case Study
The Gardian
21. • Moving from design to the store front
in less than three weeks
• Benneton, H&M, Topshop, Wet Seal,
Zara
• Collaborative design, social CRM,
electronic store fronts
• Fast fashion retailer Wet Seal used
their technology platform to help
their customers create 50 000
garment designs over the past two
years
Boutique
22. • Why are users are failing to complete proposed
activity?
• Monitor conversion rate using unique visitors and
click-through rates.
• Landing pages provide the biggest challenge to
digital challenges.
• Reduce number of steps to facilitate engagement.
• Reduce the number of fields that require user input.
• Check for leaks: visitors might not be dropping
completely but using other routes.
Cian O' Sullivan
Funnel Analysis
23. • What aspects of your app are influencing the
mindset of your users?
• Monitor the « stickiness » of your message
through number of visits, time spent per
visit, citations and redirects.
• What customer challenges/opportunities are you
addressing?
• What skills and knowledge are you targeting?
• How does your application fit into the story that
your customers are trying to tell?
Social Stickiness
24. • Why your user base does what it does?
• Tracking time and location to map out the
spaces where "what's going on" happens.
• Context is a means of measuring the extent
to which a vision (product, service, idea) can
be shared
• Social spaces are constructed from a vision,
“actors”, repeatable events, and outcomes.
Mapping Context
25. • How does your data elucidate user
behavior?
• Social graphs are the global mapping of
your customer base and how they're
related
• Capture and monitor identity, quality and
structure of relationships with others
• Emergent behaviors – what new business
opportunities might be explored?
Alex Iskold
Emergent behaviors
26. Preparation for tomorrow’s discussion
• Read the article « The Business of
Social Business »
• Map out your case study (story)
(https://padlet.com/leeschlenker/soci
albusiness)
• Populate your own flipboard . Send
the link of your magazine to
lee@lhstech.com
• Follow the Videoscribe tutorials
