The document discusses how connecting social media and customer data can improve organizations' service delivery. It argues that linking these two sources of information allows organizations to gain real-time insights into customer needs and sentiment. This integrated view of customers can then be used to personalize services, identify at-risk customers, and improve overall service performance. The key is to treat social media as a source of input about customers and leverage existing customer data to determine the best ways to respond to and serve customers.
The document discusses how organizations can move from a risk-focused strategy to a more customer-centric strategy using data. It explains that with increased data from sources like social media, customers now have more choices and expect personalized experiences. It recommends that companies gain a multidimensional understanding of customers using data from various sources and statistical models to predict customer behaviors and segment customers. This allows companies to develop customized products and services tailored to individual customer needs and maximize customer satisfaction and profitability.
Review of A Service Computing Manifesto : The Next 10 YearsAdi Purnama
This manifesto outlines a vision for the next 10 years of service computing. It defines service computing as the creation and delivery of IT services through the combination of computing devices, software components, and web-based resources. The document proposes that service computing can bridge the gap between IT and business services. It identifies several key areas for future research, including service design, composition, crowdsourcing-based reputation systems, and applications involving the Internet of Things. The ultimate goal is to guide and propose directions for advancing service computing over the next decade.
Determining Strategic Value of Online Social Engagementsinventionjournals
Over the past few decades social networking connections through individuals and open publishing in general have rapidly became a popular tool for maintaining relationships, communicating and expanding businesses. Individuals invest hours in building social capital and their social identify (SID) via online engagements. We present a methodology to quantify the multitude of artifacts that can be derived from online social engagements and develop a framework that measures the value of an individual's online social engagements. ASID value is used to deliver a score for each individual user; a score that will assist you in understanding your return on investment (ROI)and social capital from your online social networking activities. The framework creates a score to support and determine which specific engagements add and increase your personal value chain. This score can provide benefit to users for career, personal, and business opportunities.
This document discusses how traditional banks are facing competition from digital banks and fintech companies. It argues that banks need to transform by (1) improving digital engagement with customers to better understand them, (2) participating in ecosystems with other digital partners to provide and consume new services, and (3) applying technologies like cloud, analytics, and cognitive computing to improve efficiency and security. The document provides examples of how banks can remain relevant to customers and be present in their lives through hyper-personalized marketing and content.
Deriving Business Value from Social NetworksInfosys
How do some people sway public opinion where others fail? What's the secret behind personal influence? How important are connections? These have become all-important questions in our age of social networking. Social networks have expanded the influence of connections to unimaginable proportions. Clearly, there is business value to be derived from networks. It's no wonder then that the science of social networks has kindled interest among industry think tanks and corporate executives.Read more: http://bit.ly/Njs9MX
Social media conference - Matt Poelmans Opening-up.eu
This document outlines a new model of engagement between the public sector and civil society called "Citizenvision 2.0". It proposes new rules of engagement that shift from a supply-oriented model to one focused on demand, interaction, and citizens as co-producers. The model is based on defining quality requirements, measuring citizen satisfaction, and facilitating participation. This will help reform public services to be more collaborative and solve issues like debt through innovative solutions and social support. The lessons are that social media should be used to listen to society rather than just disseminate information, and that citizen views should be considered equally valuable to expert opinions.
Until recently, VOC was mostly quantitative in nature and mainly structured according to the terms of the organisation, apart from the one customary verbatim question at the end of most surveys that represents qualitative data.
The partiality towards quantitative data made things simple, because it required very simple database structures and it presented you with numbers you could take averages of to draw a pie chart. As your VOC information became more sophisticated, you could start asking questions like “how does A predict B?” Most customer experience (CX) players are very good at this.
But how does qualitative data fit into this picture? Since qualitative data can potentially be coded quantitatively, it begs the question that at what point does qualitative data become quantitative? Qualitative data tends to present itself as unstructured data, and to make meaning of this data it is necessary for us to structure it.
But what is unstructured data and what isits potential use in VOC programmes?
The document discusses how organizations can move from a risk-focused strategy to a more customer-centric strategy using data. It explains that with increased data from sources like social media, customers now have more choices and expect personalized experiences. It recommends that companies gain a multidimensional understanding of customers using data from various sources and statistical models to predict customer behaviors and segment customers. This allows companies to develop customized products and services tailored to individual customer needs and maximize customer satisfaction and profitability.
Review of A Service Computing Manifesto : The Next 10 YearsAdi Purnama
This manifesto outlines a vision for the next 10 years of service computing. It defines service computing as the creation and delivery of IT services through the combination of computing devices, software components, and web-based resources. The document proposes that service computing can bridge the gap between IT and business services. It identifies several key areas for future research, including service design, composition, crowdsourcing-based reputation systems, and applications involving the Internet of Things. The ultimate goal is to guide and propose directions for advancing service computing over the next decade.
Determining Strategic Value of Online Social Engagementsinventionjournals
Over the past few decades social networking connections through individuals and open publishing in general have rapidly became a popular tool for maintaining relationships, communicating and expanding businesses. Individuals invest hours in building social capital and their social identify (SID) via online engagements. We present a methodology to quantify the multitude of artifacts that can be derived from online social engagements and develop a framework that measures the value of an individual's online social engagements. ASID value is used to deliver a score for each individual user; a score that will assist you in understanding your return on investment (ROI)and social capital from your online social networking activities. The framework creates a score to support and determine which specific engagements add and increase your personal value chain. This score can provide benefit to users for career, personal, and business opportunities.
This document discusses how traditional banks are facing competition from digital banks and fintech companies. It argues that banks need to transform by (1) improving digital engagement with customers to better understand them, (2) participating in ecosystems with other digital partners to provide and consume new services, and (3) applying technologies like cloud, analytics, and cognitive computing to improve efficiency and security. The document provides examples of how banks can remain relevant to customers and be present in their lives through hyper-personalized marketing and content.
Deriving Business Value from Social NetworksInfosys
How do some people sway public opinion where others fail? What's the secret behind personal influence? How important are connections? These have become all-important questions in our age of social networking. Social networks have expanded the influence of connections to unimaginable proportions. Clearly, there is business value to be derived from networks. It's no wonder then that the science of social networks has kindled interest among industry think tanks and corporate executives.Read more: http://bit.ly/Njs9MX
Social media conference - Matt Poelmans Opening-up.eu
This document outlines a new model of engagement between the public sector and civil society called "Citizenvision 2.0". It proposes new rules of engagement that shift from a supply-oriented model to one focused on demand, interaction, and citizens as co-producers. The model is based on defining quality requirements, measuring citizen satisfaction, and facilitating participation. This will help reform public services to be more collaborative and solve issues like debt through innovative solutions and social support. The lessons are that social media should be used to listen to society rather than just disseminate information, and that citizen views should be considered equally valuable to expert opinions.
Until recently, VOC was mostly quantitative in nature and mainly structured according to the terms of the organisation, apart from the one customary verbatim question at the end of most surveys that represents qualitative data.
The partiality towards quantitative data made things simple, because it required very simple database structures and it presented you with numbers you could take averages of to draw a pie chart. As your VOC information became more sophisticated, you could start asking questions like “how does A predict B?” Most customer experience (CX) players are very good at this.
But how does qualitative data fit into this picture? Since qualitative data can potentially be coded quantitatively, it begs the question that at what point does qualitative data become quantitative? Qualitative data tends to present itself as unstructured data, and to make meaning of this data it is necessary for us to structure it.
But what is unstructured data and what isits potential use in VOC programmes?
This document discusses how information technology is transforming human services delivery by enabling virtual integration of services. Key points:
- IT is allowing service distinctions to dissolve, improving access and holistically addressing client needs. It enables combining funding and better integrating provider services.
- Examples of virtual integration initiatives include "one-stop shopping" for employment services and "no wrong door" approaches for education. These aim to provide coordinated, cross-organization services and information to clients.
- Major trends are emerging like real-time access to comprehensive community service information through initiatives like 211, and coordination of client data sharing between providers through integrated case management systems. These aim to streamline access and referrals across separate organizations.
Enhancing customer experience through Digital TransformationYASH Technologies
Is digital transformation only about digitizing existing services? It is much more than just that. Read more to understand the importance of digital core in today's era.
This document discusses the shift from the traditional web to the social web, where users engage in more complex online interactions and activities. It introduces Davai's approach to predictive user modeling based on analyzing users' activity streams on social networks to generate models that can predict user demographics, behaviors and interests. Key areas of investment include online marketing, personalized content and context-aware mobile services, with all services being permission-based and providing value to users. Davai analyzes social network communication and uses machine learning on activity stream data to generate predictive user models that classify users into interest and response categories.
Social media impact on service brand reinforcementAndrey Markin
1. Social media can help address issues of intangibility and quality inconsistency for services by allowing consumers to share their consumption experiences.
2. This collective sharing of experiences can help form consumer perceptions of a service's "package" and quality before purchase, decreasing uncertainty.
3. By integrating social media and recommendations, companies can further decrease consumer uncertainty and reinforce their brand.
Nonprofits are increasingly moving from static websites focused on messaging to more interactive websites designed to engage constituents. Characteristics of interactive websites include things like communities, user-generated content, personalized content, and tools to engage across sites. While this shift requires investment, dynamic websites can increase donor affinity and lifetime value by providing rewarding online experiences similar to commercial sites, and integrating online and offline fundraising strategies can strengthen donor relationships through multiple channels.
Trends and Frameworks for Interactive Success... A strategic interactive approach for taking businesses to their customers by listening, sharing and providing timely and relevant services and support.
Overview of major factors in big data, analytics and data science. Illustrates the growing changes from data capture and the way it is changing business beyond technology industries.
1) Support exists to ensure the value of IT services to users and is focused on business needs rather than technology.
2) As automation hides technical complexity, users' focus has shifted from "how to make things work" to "what can be done". This increases demand for support.
3) Support must rely on user communities to provide signals on emerging needs and supplement support capabilities.
As the notion of Web-enabled self-service matures, organizations must be sensitive to customer expectations for relevant information and problem resolution across channels in order to optimize costs and deliver a consistent user experience.
The document discusses the concept of "Living Services", which are services designed to constantly learn and adapt in real time based on user data and behaviors. It advocates for a data + design approach where machine learning and data science are combined with design thinking to build services that can deliver personalized, contextual experiences. Key aspects of building Living Services include defining goals, capturing the right user data, identifying triggers for adaptation, creating detailed user profiles, and establishing a framework to flexibly change the experience for each user based on their needs and environment.
The document discusses transitioning from spreadsheets to a customer relationship management (CRM) system. It defines CRM and explains the benefits of implementing a CRM for non-profits. It outlines the process of getting a CRM system, including defining requirements, evaluating products, selecting a partner, managing the project, and maintaining the system after implementation. The overall goal is to capture relationships with constituents to better serve communities.
The document discusses how community clouds can transform businesses in 10 ways by connecting customers, employees, and partners. It provides examples of how community clouds can cultivate customer loyalty, reduce customer service costs, increase employee productivity, and optimize partner networks. Community clouds keep stakeholders engaged and informed, streamline processes, foster collaboration, and help businesses grow by connecting the right people and information.
Every day, enterprises across the globe are engaged in two key activities: delivering effectual effects and building decisions that create impact. If you are in the big business of building enterprises that will be more valuable in future than present your decisions need to be driven by smarter data.
Companies today are witnessing a huge explosion in data availability - 90% of the world’s data was formed in the most recent years. Structured, semi- structured and unstructured data across internal business systems and external sources like social
media, market data and syndicated study are now creating an incredible opportunity to construct insights, therefore leading to intelligent decisions. However, as this data is generally available to an enterprise’s competitive set, only those who have a vision for
leveraging this intellect and are adept will eventually out-compete others.
Salesforce and ServiceNow Integration - SynQsivadevaki9
Empower Sales teams to win more deals by Salesforce & ServiceNow integration.
Do this easily using SynQ, the leading integrating platform for ServiceNow
Doubling Your Donor Base in a 2014 World- The Social Media "KISS Version" MSP Digital Marketing
Donor behaviors have changed. So too have media formats and communications technologies. Most nonprofits feel they should get more from their social media efforts, but they've not evolved their approach plans as yet. Here are some pointers for modernizing the social media and cross media communications plan. If you'd like our help in any way I am more than HAPPY to elaborate on any of these points.
This document describes a hybrid recommendation system used at LinkedIn that generates "virtual profiles" to address cold start problems. Virtual profiles augment item profiles by inheriting rich features from members who have shown interest in that item. The system extracts features from user profiles to generate primary profiles for items, and then generates virtual profiles for items by selecting top features from affiliated user profiles using mutual information. An experiment on LinkedIn's community recommendation problem found virtual profiles outperformed collaborative filtering and improved recommendations for new users.
This document describes a hybrid recommendation system used at LinkedIn that generates "virtual profiles" to address cold start problems. Virtual profiles augment item profiles by inheriting rich features from members who have shown interest in that item. The system uses a content-based filtering approach, extracting features from user and item profiles to create indexes and queries. It generates virtual profiles for items by selecting the most informative features from interested user profiles based on mutual information. An experiment on LinkedIn community recommendations found virtual profiles outperformed collaborative filtering, especially for new users.
Your Challenge:
Implementing a shared services model is a difficult process to undertake, and is comprised of many different components. Becoming a shared services provider is comparable to becoming a vendor and most IT groups don’t have the capabilities to easily make the transition.
Most companies look to achieve cost reductions through offering a shared services model. Adopting a shared services model doesn’t always result in these intended cost reductions. Simply combining the operations of two IT organizations doesn’t necessarily result in economies of scale and cost efficiencies. Before leaping forward with your shared services implementation, determine if the project will deliver value to your organization.
Our Advice - Critical Insight:
Implementing a shared services model needs to be viewed as more than simply extending a current service to other sites. The organization providing services essentially turns into a vendor. As a vendor, think of the IT service you’re offering as the “product.”
Remember that there are people, process, and technology capability pre-requisites to successfully becoming a shared services provider. These capabilities are not typical for the average IT shop, and need to be taken into consideration when you look to transition to a shared services model.
Our Advice - Impact and Result:
Before jumping into the implementation of your shared services project, assess your customer requirements and your current people, process, and technology capabilities to assess whether your organization is ready to implement a shared services model.
Understand the financial implications of moving to a shared services model prior to implementing. Make sure there is a strong case for implementation.
This document discusses how information technology is transforming human services delivery by enabling virtual integration of services. Key points:
- IT is allowing service distinctions to dissolve, improving access and holistically addressing client needs. It enables combining funding and better integrating provider services.
- Examples of virtual integration initiatives include "one-stop shopping" for employment services and "no wrong door" approaches for education. These aim to provide coordinated, cross-organization services and information to clients.
- Major trends are emerging like real-time access to comprehensive community service information through initiatives like 211, and coordination of client data sharing between providers through integrated case management systems. These aim to streamline access and referrals across separate organizations.
Enhancing customer experience through Digital TransformationYASH Technologies
Is digital transformation only about digitizing existing services? It is much more than just that. Read more to understand the importance of digital core in today's era.
This document discusses the shift from the traditional web to the social web, where users engage in more complex online interactions and activities. It introduces Davai's approach to predictive user modeling based on analyzing users' activity streams on social networks to generate models that can predict user demographics, behaviors and interests. Key areas of investment include online marketing, personalized content and context-aware mobile services, with all services being permission-based and providing value to users. Davai analyzes social network communication and uses machine learning on activity stream data to generate predictive user models that classify users into interest and response categories.
Social media impact on service brand reinforcementAndrey Markin
1. Social media can help address issues of intangibility and quality inconsistency for services by allowing consumers to share their consumption experiences.
2. This collective sharing of experiences can help form consumer perceptions of a service's "package" and quality before purchase, decreasing uncertainty.
3. By integrating social media and recommendations, companies can further decrease consumer uncertainty and reinforce their brand.
Nonprofits are increasingly moving from static websites focused on messaging to more interactive websites designed to engage constituents. Characteristics of interactive websites include things like communities, user-generated content, personalized content, and tools to engage across sites. While this shift requires investment, dynamic websites can increase donor affinity and lifetime value by providing rewarding online experiences similar to commercial sites, and integrating online and offline fundraising strategies can strengthen donor relationships through multiple channels.
Trends and Frameworks for Interactive Success... A strategic interactive approach for taking businesses to their customers by listening, sharing and providing timely and relevant services and support.
Overview of major factors in big data, analytics and data science. Illustrates the growing changes from data capture and the way it is changing business beyond technology industries.
1) Support exists to ensure the value of IT services to users and is focused on business needs rather than technology.
2) As automation hides technical complexity, users' focus has shifted from "how to make things work" to "what can be done". This increases demand for support.
3) Support must rely on user communities to provide signals on emerging needs and supplement support capabilities.
As the notion of Web-enabled self-service matures, organizations must be sensitive to customer expectations for relevant information and problem resolution across channels in order to optimize costs and deliver a consistent user experience.
The document discusses the concept of "Living Services", which are services designed to constantly learn and adapt in real time based on user data and behaviors. It advocates for a data + design approach where machine learning and data science are combined with design thinking to build services that can deliver personalized, contextual experiences. Key aspects of building Living Services include defining goals, capturing the right user data, identifying triggers for adaptation, creating detailed user profiles, and establishing a framework to flexibly change the experience for each user based on their needs and environment.
The document discusses transitioning from spreadsheets to a customer relationship management (CRM) system. It defines CRM and explains the benefits of implementing a CRM for non-profits. It outlines the process of getting a CRM system, including defining requirements, evaluating products, selecting a partner, managing the project, and maintaining the system after implementation. The overall goal is to capture relationships with constituents to better serve communities.
The document discusses how community clouds can transform businesses in 10 ways by connecting customers, employees, and partners. It provides examples of how community clouds can cultivate customer loyalty, reduce customer service costs, increase employee productivity, and optimize partner networks. Community clouds keep stakeholders engaged and informed, streamline processes, foster collaboration, and help businesses grow by connecting the right people and information.
Every day, enterprises across the globe are engaged in two key activities: delivering effectual effects and building decisions that create impact. If you are in the big business of building enterprises that will be more valuable in future than present your decisions need to be driven by smarter data.
Companies today are witnessing a huge explosion in data availability - 90% of the world’s data was formed in the most recent years. Structured, semi- structured and unstructured data across internal business systems and external sources like social
media, market data and syndicated study are now creating an incredible opportunity to construct insights, therefore leading to intelligent decisions. However, as this data is generally available to an enterprise’s competitive set, only those who have a vision for
leveraging this intellect and are adept will eventually out-compete others.
Salesforce and ServiceNow Integration - SynQsivadevaki9
Empower Sales teams to win more deals by Salesforce & ServiceNow integration.
Do this easily using SynQ, the leading integrating platform for ServiceNow
Doubling Your Donor Base in a 2014 World- The Social Media "KISS Version" MSP Digital Marketing
Donor behaviors have changed. So too have media formats and communications technologies. Most nonprofits feel they should get more from their social media efforts, but they've not evolved their approach plans as yet. Here are some pointers for modernizing the social media and cross media communications plan. If you'd like our help in any way I am more than HAPPY to elaborate on any of these points.
This document describes a hybrid recommendation system used at LinkedIn that generates "virtual profiles" to address cold start problems. Virtual profiles augment item profiles by inheriting rich features from members who have shown interest in that item. The system extracts features from user profiles to generate primary profiles for items, and then generates virtual profiles for items by selecting top features from affiliated user profiles using mutual information. An experiment on LinkedIn's community recommendation problem found virtual profiles outperformed collaborative filtering and improved recommendations for new users.
This document describes a hybrid recommendation system used at LinkedIn that generates "virtual profiles" to address cold start problems. Virtual profiles augment item profiles by inheriting rich features from members who have shown interest in that item. The system uses a content-based filtering approach, extracting features from user and item profiles to create indexes and queries. It generates virtual profiles for items by selecting the most informative features from interested user profiles based on mutual information. An experiment on LinkedIn community recommendations found virtual profiles outperformed collaborative filtering, especially for new users.
Your Challenge:
Implementing a shared services model is a difficult process to undertake, and is comprised of many different components. Becoming a shared services provider is comparable to becoming a vendor and most IT groups don’t have the capabilities to easily make the transition.
Most companies look to achieve cost reductions through offering a shared services model. Adopting a shared services model doesn’t always result in these intended cost reductions. Simply combining the operations of two IT organizations doesn’t necessarily result in economies of scale and cost efficiencies. Before leaping forward with your shared services implementation, determine if the project will deliver value to your organization.
Our Advice - Critical Insight:
Implementing a shared services model needs to be viewed as more than simply extending a current service to other sites. The organization providing services essentially turns into a vendor. As a vendor, think of the IT service you’re offering as the “product.”
Remember that there are people, process, and technology capability pre-requisites to successfully becoming a shared services provider. These capabilities are not typical for the average IT shop, and need to be taken into consideration when you look to transition to a shared services model.
Our Advice - Impact and Result:
Before jumping into the implementation of your shared services project, assess your customer requirements and your current people, process, and technology capabilities to assess whether your organization is ready to implement a shared services model.
Understand the financial implications of moving to a shared services model prior to implementing. Make sure there is a strong case for implementation.
Semelhante a Using the social web to re-define the quality, efficiency and speed of delivery of services, november 2014 (20)
The Impact of Work Stress and Digital Literacy on Employee Performance at PT ...AJHSSR Journal
ABSTRACT :This research aims to analyze the correlation between employee work stress and digital literacy
with employee performance at PT Telkom Akses Area Cirebon, both concurrently and partially. Employing a
quantitative approach, the study's objectives are descriptive and causal, adopting a positivist paradigm with a
deductive approach to theory development and a survey research strategy. Findings reveal that work stress
negatively and significantly impacts employee performance, while digital literacy positively and significantly
affects it. Simultaneously, work stress and digital literacy have a positive and significant influence on employee
performance. It is anticipated that company management will devise workload management strategies to
alleviate work stress and assess the implementation of more efficient digital technology to enhance employee
performance.
KEYWORDS -digital literacy, employee performance,job stress, multiple regression analysis, workload
management
Factors affecting undergraduate students’ motivation at a university in Tra VinhAJHSSR Journal
ABSTRACT: Motivation plays an important role in foreign language learning process. This study aimed to
investigate student’s motivation patterns towards English language learning at a University in Tra Vinh, and factors
affecting their motivation change toward English language learning of non-English-major students in the semester.
The researcher used semi-structured interview at the first phase of choosing the participants and writing reflection
through the instrument called “My English Learning Motivation History” adapted from Sawyer (2007) to collect
qualitative data within 15 weeks. The participants consisted of nine first year non-English-major students who learning
General English at pre-intermediate level. They were chosen and divided into three groups of three members each
(high motivation group; average motivation group; and low motivation group). The results of the present study
identified six visual motivation patterns of three groups of students with different motivation fluctuation, through the
use of cluster analysis. The study also indicated a diversity of factors affecting students’ motivation involving internal
factors as influencing factors (cognitive, psychology, and emotion) and external factors as social factors (instructor,
peers, family, and learning environment) during English language learning in a period of 15 weeks. The findings of
the study helped teacher understand relationship of motivation change and its influential factors. Furthermore, the
findings also inspired next research about motivation development in learning English process.
KEY WORDS: language learning motivation, motivation change, motivation patterns, influential factors, students’
motivation.
STUDY ON THE DEVELOPMENT STRATEGY OF HUZHOU TOURISMAJHSSR Journal
ABSTRACT: Huzhou has rich tourism resources, as early as a considerable development since the reform and
opening up, especially in recent years, Huzhou tourism has ushered in a new period of development
opportunities. At present, Huzhou tourism has become one of the most characteristic tourist cities on the East
China tourism line. With the development of Huzhou City, the tourism industry has been further improved, and
the tourism degree of the whole city has further increased the transformation and upgrading of the tourism
industry. However, the development of tourism in Huzhou City still lags far behind the tourism development of
major cities in East China. This round of research mainly analyzes the current development of tourism in
Huzhou City, on the basis of analyzing the specific situation, pointed out that the current development of
Huzhou tourism problems, and then analyzes these problems one by one, and put forward some specific
solutions, so as to promote the further rapid development of tourism in Huzhou City.
KEYWORDS:Huzhou; Travel; Development
UR BHatti Academy dedicated to providing the finest IT courses training in the world. Under the guidance of experienced trainer Usman Rasheed Bhatti, we have established ourselves as a professional online training firm offering unparalleled courses in Pakistan. Our academy is a trailblazer in Dijkot, being the first institute to officially provide training to all students at their preferred schedules, led by real-world industry professionals and Google certified staff.
2. Why the social web & service delivery?
For those organizations which link the social web to their service delivery data
and systems, the benefits in improvements to service delivery efficiency,
accountability and customer satisfaction are there for the taking.
3. Why the social web & service delivery?
Making this connection is the essential first step to extract more value from the
social web in the provision of services, and create powerful, real-time feedback
systems.
4. Why the social web & service delivery?
The new focus needs to be on how to use the real-time intelligence available
from the social web effectively, quickly and systematically to improve and grow
services and improve the efficiency with which they are delivered.
6. Knowing customers’ needs through the
social web
Two discrete worlds need to be brought together:
Social
Customer web
Service
delivery
7. Knowing customers’ needs through the
social web
Two discrete worlds need to be brought together:
Customer
The technology now exists to make this a reality.
Service
delivery
Social
web
8. Knowing customers’ needs through the
social web
Without this, the quality of insights devolves to meaningless, tactical “noise”
measurements.
9. Knowing customers’ needs through the
social web
The key is in knowing where to deploy valuable resources to maximize returns,
so that the value of being able to react almost instantly to signals received from
customers is magnified and accelerated.
10. Knowing customers’ needs through the
social web
Organizations can now systematically plug the “instant insights” of the social
web into their existing service planning and fulfilment worlds,
to create a single view of that often-elusive bigger customer picture,
and then to take the right action more quickly, in a more directed fashion.
11. Connecting the social web to
organizations
In a world in which customers are connected through social media to
organizations,
the delivery of services becomes more efficient, effective and faster.
12. Connecting the social web to
organizations
In a world in which customers are connected through social media to
organizations,
the delivery of services becomes more efficient, effective and faster.
At the heart of this is the new ability to personalize individual experiences,
to make them relevant and timely,
and do so in a way that can be scaled.
13. Connecting the social web to
organizations
If these insights plug into existing data, connecting into this integrated view are
details that can include:
• the capture and understanding of individual needs
14. Connecting the social web to
organizations
If these insights plug into existing data, connecting into this integrated view are
details that can include:
• the capture and understanding of individual needs
• service delivery
15. Connecting the social web to
organizations
If these insights plug into existing data, connecting into this integrated view are
details that can include:
• the capture and understanding of individual needs
• service delivery
• awareness of customer sentiment
16. Connecting the social web to
organizations
If these insights plug into existing data, connecting into this integrated view are
details that can include:
• the capture and understanding of individual needs
• service delivery
• awareness of customer sentiment
• new service lead indicators
17. Connecting the social web to
organizations
If these insights plug into existing data, connecting into this integrated view are
details that can include:
• the capture and understanding of individual needs
• service delivery
• awareness of customer sentiment
• new service lead indicators
• the opportunity to create and deliver new services
18. Think of social media
as providing the input
triggers (insights or
reactions)…
…and existing data
as providing the
best output triggers
to act on that insight
19. Think of social media
as providing the input
triggers (insights or
reactions)…
…and existing data
as providing the
best output triggers
to act on that insight
whether that be an instant service call,
20. Think of social media
as providing the input
triggers (insights or
reactions)…
…and existing data
as providing the
best output triggers
to act on that insight
whether that be an instant service call, more effective scheduling of services,
21. Think of social media
as providing the input
triggers (insights or
reactions)…
…and existing data
as providing the
best output triggers
to act on that insight
whether that be an instant service call, more effective scheduling of services,
the pursuit of overdue payments,
22. Think of social media
as providing the input
triggers (insights or
reactions)…
…and existing data
as providing the
best output triggers
to act on that insight
whether that be an instant service call, more effective scheduling of services,
the pursuit of overdue payments, or the gathering of customer sentiment for
use in new product or service development.
23. Making connections
The first step is to connect databases with the comments taking place across
the social web.
24. Making connections
The first step is to connect databases with the comments taking place across
the social web.
Next comes the start of the interpretation of these conversations, with a
systematic profiling of these individuals from the information they have chosen
to place into social media.
25. Making connections
The first step is to connect databases with the comments taking place across
the social web.
Next comes the start of the interpretation of these conversations, with a
systematic profiling of these individuals from the information they have chosen
to place into social media.
The result is a new set of data, now enriched with profiles loaded with relevant
triggers and insights.
27. Transforming understanding
Organizations can understand better those key events in customers’ lives that
provide early signals about customers’ particular situations.
28. Transforming understanding
Organizations can understand better those key events in customers’ lives that
provide early signals about customers’ particular situations.
The level of detail reflects the information posted into the social web by the
individual.
29. Transforming understanding
Organizations can understand better those key events in customers’ lives that
provide early signals about customers’ particular situations.
The level of detail reflects the information posted into the social web by the
individual.
It’s a rich data set that, when plugged into existing data, allows decisions to be
made about how best to connect customers to the right services at the right
time through the right channel.
31. Transforming understanding
Organizations no longer have to rely on historical data to make decisions about
the future.
They now have valuable real-time data that strengthen the quality and depth of
their understanding of customers.
32. Being closer to customers means
improved service delivery performance
Connecting existing data to the social web closes and tightens the integrated
services loop, and triggers an improvement in service delivery at every level.
33. Being closer to customers means
improved service delivery performance
The result is context, meaning and insight. Organizations can more easily
identify the right people to talk to, leading to improvements in service delivery
and better management of costs.
34. Being closer to customers means
improved service delivery performance
By finding and understanding the right people, organizations can offer a better,
more interesting and personalized experience to the right people, and increase
these numbers.
35. Being closer to customers means
improved service delivery performance
They can provide services with a clear difference to the right people at the right
moment.
36. Being closer to customers means
improved service delivery performance
They can provide services with a clear difference to the right people at the right
moment.
They can identify which individuals are at risk, and take appropriate action.
37. Being closer to customers means
improved service delivery performance
They can provide services with a clear difference to the right people at the right
moment.
They can identify which individuals are at risk, and take appropriate action.
They can discover which individuals influence others, work to engage them as
ambassadors, and find other influential people who can do the same thing.
38. Being closer to customers means
improved service delivery performance
By connecting content, people and services in the social web, and connecting
all these to existing internal systems and processes,
organizations can close the gap between themselves and the customers they
serve,
and drive real measurable value from the social web.