Social CRM: Towards Enhanced Customer Relationship Management by MSL Global

Social CRM

Towards enhanced Customer Relationship Management

Social CRM

Table of contents Foreword Executive summary Introduction

B 1.1 1.2 1.3

Social CRM: a reality today, an imperative for tomorrow A fundamental trend A necessity A threat?

4 5 6 8 8 10 11

C Social CRM: an opportunity for companies 2.1 Companies must play an active role in the debate, not just be a part of the ecosystem 2.2 The virality principle affects every department within a company

D 3.1

18 18 18

Revolutions sparked by Social CRM Augmented customer knowledge 3.1.1 Information ownership policies 3.1.2 An endless flow of information – using it will be complex but not impossible! 3.2 Social influence as a factor in listening to the customer 3.3 Social influence as a factor in augmented customer segmentation 3.3.1 Participation: a social influence criterion 3.3.2 Social influence: a new segmentation criterion

12 13

19 20 22 22 23

E Getting to grips with Social CRM 4.1 Understanding the change in Customer Relationship Management processes 4.2 In-depth modeling of the organization of your company 4.3 Evaluating the effectiveness of Social CRM 4.3.1 Who still talks about ROI? 4.3.2 Delivering the right information to different audiences 4.3.3 Return on objective (ROO) and key performance indicators (KPI) as tools to measure “Social ROI”

F Social CRM technologies are mature 5.1 The challenge: intelligent integration of Social CRM and traditional CRM 5.2 Overview of existing technologies

40 40 42

28 29 34 34 35 36

6.1 6.2 6.3

Essential elements of a Social CRM strategy The 5 fundamentals of Social CRM 6.1.1 Reciprocity 6.1.2 Reactivity 6.1.3 Consistency 6.1.4 Transparency 6.1.5 Engagement in a true corporate approach The truth about a few Social CRM myths Some strategic advice to get you started

44 44 44 44 45 45 45 46 47

H 7.1 7.2 7.3

Social CRM tomorrow The challenge of identifying customers “Your products are social” “Your staff is social”

48 48 48 49

Conclusion About Acknowledgements

50 51 52

Foreword “Markets are conversations” was the prophecy of the Cluetrain manifesto1 at the end of the last century. In this forward-looking book on marketing, published when the Internet was in its infancy, the authors were already highlighting the inexorable move towards a rebalancing of the power struggle between a company and its customers.

DIGITAL IDENTITY

Ten years later Paul Greenberg, regarded as one of the pioneers of CRM, defined the emergence of Social CRM as “the company’s response to customers seizing power and dominating the conversation”. We have come full circle: consumers have taken control. Brands are the subject of thousands of simultaneous conversations and must fight to make themselves heard.

Stanislas Magniant,

Head of Digital, EMEA MSLGroup

In the extremely fluid and unstable world of social media, Social CRM is not the latest marketing “trend” or simply an elevation of traditional CRM, kitted out with a fashionable adjective. It is the adaption of companies’ organization and brands’ communication to a new Customer Relationship Management landscape. E-reputation and community management – still very new and evolving disciplines – are generally perceived as communication-related functions and activities. Social CRM goes further: it has made its way into the heart of current thinking in Commercial Management, Customer Services, Communications, IT, etc.

Twitter account @ msl_group

Mail stanislas.magniant@consultants.publicis.fr

Sites : www.mslgroup.com

Social CRM aims to solve the fundamental dilemma of how to make human-scale marketing “scalable

Social CRM is changing the scale and perspective of brand involvement in social media. What was once a Communications department issue is now becoming an organizational challenge for any company that claims to be “customer-centric”. Social CRM is the connection between social media and a company’s internal and external communication systems. The question for companies is no longer whether to engage with social media, but rather how to engage with it. Companies that have already started implementing Social CRM strategies rapidly see the impact on their internal processes.

DIGITAL IDENTITY Eric Lévy-Bencheton,

Social CRM aims to solve the fundamental dilemma of how to make human-scale marketing “scalable”. The combined expertise of Atos Consulting and MSLGroup in Communications and Management Consultancy sheds a new light on Social CRM strategy implementation and its impacts.

Partner, Sale & Marketing / Customer Relationship Management practice, Atos Consulting

Compte Twitter

Stanislas Magniant, Head of Digital, EMEA, MSLGroup Eric Lévy Bencheton, Partner, Practice Sales & Marketing / Customer Relation Management,

@scrm_elb

Atos Consulting

Mail

White paper translated from the French “Social CRM : vers la Relation Client augmentée”, published Nov. 2011.

Eric.levy-bencheton@atos.net

Sites : www.fr.atosconsulting.com http://www.pearltrees.com/t/social-crm/ id3058044

Social CRM

http://cluetrain.com/book/95-theses.html

“Once a company designs how it will engage with customers, it needs the organizational capabilities to deliver: adding staff, building a social-media network infrastructure, retooling customer care operations, or altering reporting structures” (McKinsey Quarterly http://www.mckinseyquarterly.com/article_print.aspx?L2=16&L3=20&ar=2834)

Executive summary The recent explosion in social media usage, combined with the transformation of the consumer into a “consum’activist”, has permanently changed the relationship between a company and its customers.

These days, the customer experience is often made public: “consum’activists” no longer hesitate to use social media to voice their views. Their views have a major impact on the purchasing decisions of others within their social circle and companies are unable to control them.

This loss of control means that companies must change in order to stay in touch with their customers – the question is not whether they should change, but how.

Following the example set by customers, companies have positioned themselves on the social media landscape. This is creating a large number of access points for consumers, who do not hesitate to make themselves heard.

There is a very small window to adapt: we are facing a tidal wave that is moving much faster than previous Customer Relationship Management evolutions during the 1990s or the more recent emergence of the Web. You only have two to three years to act.

We are facing a huge new phenomenon, but also new opportunities: when the social media virality principle is utilized to its full extent, what you lose in terms of control, you gain in terms of quality and frequency of the relationship.

Who has not dreamt of obtaining better information, improving customer segmentation according to personal influence, and working on the effectiveness of Communications strategies? Who has not dreamt of continuously securing business opportunities, and more qualified ones? Who has not dreamt of improving their customer service handling by capitalizing on new social channels?

In order to survive the rapid upheavals created by social media and to capitalize on these opportunities, companies must ask themselves serious questions and update their technology accordingly to ensure they are ready for this new revolution - Social CRM.

Social CRM

INTRODUCTION

More and more companies are taking a stand on Social CRM. There is a proliferation of press articles and blog postings on the subject1. But it is still difficult to find a definition of Social CRM that everybody can agree on. This is no doubt the nature of great changes: we experiment before we theorize. The document you are now reading is intended to be practical rather than academic. To delineate the subject more clearly, we offer a frequently-used definition of Social CRM to make it easier to understand the initiatives in this area and how to get the most of it. It is Paul Greenberg’s2 definition, a recognized authority, speaker and experienced practitioner in the field of CRM3: “Social CRM is a philosophy and a business strategy supported by a technology platform, business rules, workflow, processes and social characteristics, designed to engage the customer in a collaborative conversation in order to provide mutually beneficial value in a trusted and transparent business environment. It’s the company’s response to the customer’s ownership of the conversation.”4 No trace of the words “Web”, “social network”, “blog” or “2.0” in this definition. But Social CRM is unequivocally linked to the explosion in content production by Internet users and to the relationships established between them via social media. It has merely detonated an inevitable phenomenon: markets have become conversations and, in the future, conducting a relationship with customers will mean entering this realm in order to engage in a dialogue with them. Beyond the “communication” dimension, Social CRM revitalizes the entire relationship between companies and their customers. This is based on a deep-seated change in brand attitude (highlighting transparency, sincerity and even a certain form of modesty) and on new types of relationship that place particular emphasis on this idea of a conversation. A company that wants its engagement with Social CRM to succeed must first ask itself some searching questions about processes, organization, technology, and financial and human resources. This is the “philosophy and strategy” element of Paul Greenberg’s definition. There is no room for improvisation: just as there are firmly established methods and processes for managing telephone calls or incoming e-mails, there must be methods and processes for Social CRM. Augmented Customer Relationship Management does not mean having a Facebook page or Twitter account purely for one-way communication, or to imitate competitors. This document uses analyses of flagship initiatives to highlight the innovative nature of Social CRM by demonstrating how it can transform or complement other CRM channels. First we will see that Social CRM is already a reality, done by some companies on a daily basis. We will explore the reasons that motivate companies to enter into these new conversations with their customers. This will enable us, as a second step, to understand what Social CRM is changing in terms of the practice of Customer Relationship Management. Finally, we will discuss the various best practices that are beginning to emerge in this field and the traps to avoid. In the course of our analysis, we will strengthen this overview of Social CRM by including the views of SCRM experts and practitioners, companies, tool editors, consultants, academics, etc. Together they will provide, if not the keys to the door, then at least the tools for reflection so that your organization too can successfully engage in fruitful conversations with customers.

The term “Social CRM” has been identified as a trend in searches carried out on Google since April 2010:

Social CRM

http://www.google.com/trends?q=%22social+crm%22&ctab=0&geo=all&date=all&sort=0

http://the56group.typepad.com/about.html

Author of “CRM at the speed of light, Social CRM 2.0 Strategies, Tools, and Techniques for Engaging Your Customers”, McGraw-Hill, 2009 (4th edition).

«CRM is a philosophy & a business strategy, supported by a technology platform, business rules, workflow, processes & social characteristics, designed to engage the customer in a collaborative conversation in order to provide mutually beneficial value in a trusted & transparent business environment. It’s the company’s response to the customer’s ownership of the conversation.» http://the56group.typepad.com/pgreenblog/2009/07/time-to-put-a-stake-in-the-ground-on-social-crm.html http://www.cluetrain.com/book/index.html

What is the difference between social media and social networks? Before discussing Social CRM in more details, it is important to point out the difference between social media and social networks. Social media are tools which facilitate interactions, collaboration and sharing of content between Internet users. Social networks focus in particular on relationships between an individual and his or her contacts. They are a sub-component of the large toolkit represented by social media.

THE MAIN TYPES OF SOCIAL MEDIA

SOCIAL MEDIA

Social networks

Blogs

Facebook, Twitter, Google+, Linkedln, Viadeo, ...

Wordpress, Tumblr, Blogger, Posterous, ...

Forums

Multimedia sharing platforms

PhpBB, Bbgraph, ...

Youtube, Dailymotion, Vimeo, LastFM, Flickr, ...

Collaboration tools

Quora, Yahoo Answers, Wiki-Answers, Wikipedia, Delicious, ...

Social CRM

1 Social CRM a reality today, an imperative for tomorrow 1.1/ A fundamental trend there are plenty indicators that quantify a company’s use of social crm. According to a survey conducted by IBM in October 2010*, nearly 80 % of companies have a social

media presence and most use social media for Customer Relationship Management purposes.

WHAT IS YOUR COMPANY DOING WITH SOCIAL MEDIA TODAY ?**

Communicate with customers

74% 65%

Respond to customer questions

60%

Promote events

52%

Generate sales leads

50%

Sell products / services Solicit customer reviews

48%

Capture customer data

46%

Brand monitoring

46%

Customer research

43%

Recruit employees

43%

Employee-to-employee interactions

41%

Solicit customer ideas

40%

Provide support

40% 38%

Expert insights/thought leadership

37%

Training/education

35%

Customer-to-customer interactions

27%

Vendor or partner communications

Social media usage by companies

*S urvey questioned 351 executives from 8 large industrialized and emerging countries (USA, UK, France, Germany, India, China, Brazil, Australia). ** Note : n-351. Not shown in figure. “I don’t know” 9 percent and “Others” 2 percent. Source : IBM Institute for Business Value analysis. CRM Study 2011

Social CRM

This survey of 351 business leaders from the major developed and emerging countries also gives some idea of how working with social media is perceived. Nearly 70% of the executives who took part said that their company

would be perceived as “disconnected” if it did not engage with social media, while half of respondents said that their organization reaches customers better thanks to social media.

Percentage of companies with a profile on a social site*

79%networking sites Social

79%

Media sharing sites

55%

Microblogging sites

52%

Wikis

48%

Blogging sites

45%

Social review sites

36%

Social bookmarking sites

31%

18%

37%

41%

45%

10%

52%

12%

55%

Have a profile/presence

14%

Do not have a profile/presence

Don’t know

Penetration of social media usage in companies

Nevertheless, social media presence and activity do not mean true integration with the overall company’s CRM process. Many studies demonstrate this, including the study by the Brand Science Institute (European study, 2010) which reveals that only 7% of companies have really understood the value of social media for

CRM. So there is real scope for improvement … The SugarCRM1 study conducted in January 2011 goes even further, pointing out that only 26% of companies integrate information retrieved from social media with their existing CRM data. They are aware of this gap as 72% said that they plan to do this within the next year.

http://www.sugarcrm.com/crm/about/press-releases/20110118surveyscrm.html

The professional view:

accelerating CRM trends “The first CRM evolution centered on the widespread use of call centers and sales force automation (SFA) lasted 10 years. The second evolution, based on the Internet and more globally, on multichannel marketing, took 5 years. We believe that the current Social CRM revolution will take a maximum of 2 to 3 years to become a practice used by the majority of companies.” Eric Lévy-Bencheton – Partner, Practice Sales & Marketing / Customer Relationship Management, Atos Consulting

*N ote : Numbers rounded to equal 100 percent. Source : IBM Institute for Business Value analysis. CRM Study 2011

Social CRM

1 1.2/ A necessity It is easy to explain a company’s keen interest in social media, whether this is expressed through true integration with CRM or, as is most commonly the case to date, by a desire to achieve this. Whether they like it or not, it is in the interest of all companies to engage in Social CRM

Facebook has 750

processes without delay, simply because they need to be where their customers are. This universal catchment area is increasingly located in social media. The figures below are highly persuasive:

million active members worldwide

80% of French Internet users use at least one social network (uniform distribution across socio-professional categories and age profiles)

80% of consumers want a dialogue with brands on the Internet 78% of Internet users trust recommendations posted on social media by their peers

(compared with just 14% for advertisements)

74% of Internet users have a more positive image of brands that engage in conversations on social media

Sources : https://www.facebook.com/press/info.php?statistics and “The Comscore 2010 Europe Digital Year” and Médiamétrie

Social media, a mass phenomenon for customers

Companies are faced with the challenge of adapting and evolving to meet the needs and demands of these new “social” customers.

It is not only social networks that influence purchasing decisions: for example, 21% of Internet users decide to buy a product after reading a blog.* If we know that 33% of French people consult blogs at least once a month**, we can measure the commercial impact of this social medium.

The expert view:

don’t forget good old discussion forums “Forums are not dead – in fact, they are much more effective. Conversations in social networks are light, but are much longer and go into far more depth in forums. There, you ask questions and get answers. This doesn’t happen in social media, where people express themselves without necessarily expecting a reaction.” Frédéric Cavazza, Fredcavazza.net

* Source : emarketer 2009 * * Source : Médiamétrie 2009

Social CRM

1.3/ A threat? When companies start to take an interest in Social CRM they often wonder how they can use social media to open up a new channel of communication and exchange about their brand. They do not realize that customers have not waited for them: they have already started the conversation on the new open forum - social media. If companies and brands do not answer, there is a danger that they will simply be excluded from discussions that affect them more than anything else.

The most important thing is to listen actively and to respond: companies must abandon the fantasy of controlling conversations about their brand. Nowadays, consumers themselves decide which platforms they want to use to voice their comments. These platforms come in various forms, as the diagram below shows.

OVERVIEW OF SOCIAL MEDIA

Overview of social media by field of use, 2011 (by Frédéric Cavazza)

Several striking facts emerge from this breakdown of social media into 7 families: acebook and Google are present on all the usage fields F listed and dominate the social media ecosystem Platforms which are extremely popular one day may quickly disappoint if they do not meet the expectations of the social customer, while new players are constantly appearing* The social medium itself is not important – the important thing is the usage potential (i.e. the opportunities) it offers.

At one time, people would first approach a company’s customer services department if they had a problem or question. Today, this behavior has changed. When customers experience a product for the first time or make their first purchase, their instinct is increasingly to approach community platforms on the Internet to share that experience and ask for help or advice. Customers are gradually becoming accustomed to using Facebook or Twitter to get support or register a complaint. Not taking this into account could be fatal for companies1.

Companies can no longer channel discussion and must implement tools and processes that enable them to be in direct contact with consumers so they can react accordingly. The rules of the game have changed: where Customer Relationship Management is concerned, companies offer their products, customers call the shots.

Want Customer Service? Complain on Twitter : http://www.smartmoney.com/spend/family-money/want-customer-service-post-your-complaint-on-twitter/

*F or example, Rupert Murdoch bought MySpace for nearly 600 million dollars in 2005 but it was sold for barely 35 million in June 2011. Facebook tops the social networks these days, but will Google + change the landscape?

Social CRM

2 Social CRM: an opportunity for companies 2.1/ Companies must play an active role in the debate, not just be a part of the ecosystem Social CRM is a response to the behavior of “consum’activists”. It puts the customer back at the heart of corporate strategy, using social media as the vector to this new approach. It goes much further than Social Marketing. It no longer encourages loyalty purely through transactions or marketing, but also through relationships and conversations. This new approach rests on four pillars: engagement, conversation, participation and content distribution.

The challenge for companies is to reconstruct relationships within the ecosystem created by consumers, and to become a proactive player in the conversational network of social media.

CHANGES IN CUSTOMER/COMPANY RELATIONSHIPS

From transactional... Personalized marketing

• Q uality of Customer Relationship Management often measured as the operational quality of the transaction • Intermittent contact with customers Company

Mass Marketing

Brand

• Q uality of Customer Relationship Management measured throughout the life cycle • C ontinuous contact • Increase in the number of relationships maintained by the brand

Push

Social CRM

... to relational and conversational

Collaborative & interactive

2.2/ The virality principle affects every department within a company The intrinsic characteristics of social media, such as participation, freedom of expression and accessibility, mean that customers are free to voice their opinions independently of the sales pitch. The figures* below illustrate the power of the link between customers created by this new channel: 7 8% of Internet users say that they trust recommendations from consumers that are published on social media (compared with 14% for conventional advertisements)

4% of Internet users say they are influenced by the 7 opinion of a peer in a forum or on-line discussion, more than by a straightforward promotion in the form of topdown communication 3 8% of consumers say they have changed their mind after reading a negative opinion on social media Customers no longer hesitate to use social media before any other channel in order to obtain information, express and disseminate their opinions, both positive and negative, to the entire community.

Satisfied customers tell three friends, angry customers tell 3,000 Pete Blackshaw, author of the book of the same name**

We should not believe that controversy originates in social media: they are more likely to be the sounding board. The most damaging, sensitive or simply amusing pieces of information will experience the most consistent virality.

improvement, this viral propagation principle is just one of several fantastic opportunities that can be exploited through Social CRM.

This revolution in conventional customer interaction channels must be seen as a real opportunity to reinforce the customer/company relationship. The information made available through these new channels is far richer and more immediate, due, without doubt, to the inherent virality effect of social media. It represents an enormous pool of opportunities for all functions within a company.

â&#x20AC;˘ Effective handling of customer dissatisfaction

Whatever the business process, from effective handling of customer dissatisfaction to increasing customer loyalty, content distribution or sales strategies effectiveness

A dissatisfied customer who is not dealt with by a company will stimulate churn within the community. By contrast, a dissatisfied customer who is helped by the company as part of an effective conversational relationship will produce the opposite effect by talking about his or her experience. This may therefore prompt some dissatisfied customers to return as satisfied or even loyal customers.

CORRELATION BETWEEN CUSTOMER SATISFACTION AND CHURN RATE Satisfaction index

Social customer Traditional customer Churn rate (%)

* Sources: Nielsen Trust and Advertising Global Report and MĂŠdiamĂŠtrie Fevad * * Satisfied Customers Tell Three Friends, Angry Customers Tell 3,000, Crown Business, 2008

Social CRM

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Social CRM

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Its new loyalty program rewards consumers who link their Facebook, Twitter and/or Foursquare accounts to their loyalty card. The company’s customers can continue to use their normal loyalty card to gain points for each dollar spent and at the same time collect additional points on each transaction if they have linked their “social” accounts (+1 point/account).

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• Enriching your loyalty programs If we focus on customer loyalty, we find two approaches: traditional loyalty programs based on discount vouchers, loyalty points and special promotions, and engagement programs focused on building a history between the customer and the brand. The key to Social CRM is to combine these approaches by increasing transactional value through conversations. This will help building long-term relationships with customers and increase their engagement with the promise of tangible benefits.

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Example of the impact of Social CRM on the consumer*

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10%

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Consumers who recommended the brand to their friends

• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

20%

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30%

• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

40%

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50%

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60%

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70%

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80%

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USA - Holiday period (from 31 October 2010 to 1 January 2011) The Retail Consumer Report 2011 - RightNow

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EXAMPLE OF CUSTOMER DISSATISFACTION HANDLING VIA SOCIAL MEDIA (Twitter, Facebook, Yelp, Citysearch, etc)

• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

* Source : Harris Interactive for Rightnow • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

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http://www.clickz.com/clickz/column/1691476/consumer-affairs-the-new-advertising-department

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Customers who are satisfied with the customer service they have received will not hesitate to tweet about it.

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13 sep

• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

drnorth dnorth @KLM Thanks - I just got through on the phone line and it’s being sorted out now. Thanks for the kind attention.

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Il y a 4 heures

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curns Jon Curnow I never publicly thanked @KLM for the speedy response to my tweets on Monday. Nice service, thanks!

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In addition to dealing with dissatisfaction, listening to social media means companies do not just pick up on irritated or disappointed customers but also any positive comments that would normally never reach customer services. In other words, Social CRM is the ideal way of creating a win-win discussion between the two par-

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2 ties: customers achieve an optimum level of satisfaction because their expectations have been heard and acted upon, while the company gains a better understanding of its customers and strengthens its links with them. Now more than ever, customer service is developing into the spearhead of marketing via social media1.

cornpankakes Mallory LeNoir Got my camera back, and it’s as good as new!! #thanks SONY :)

1 sep

bethleg Elizabeth Telg Waited 20 mins in the @starbucks drive thru and they treated me to a free drink! #worthit #greatcustomerservice #thanks!

07 août

sarahperkins618 Sarah Perkins Great customer service experience with @BofA_Help! Thanks guys :)

Il y a 19 heures

Consumers who posted a complaint or negative comment and were contacted by the company Consumers who withdrew their complaint or negative comment after being contacted by the company

turned their negative comments into a positive recommendation after being contacted

Consumers who have become loyal to the brand and made more purchases

A very interesting example is Tasti D-Lite, which stands out because of the particularly innovative nature of its loyalty program. This American manufacturer of frozen desserts is the first to propose changing its traditional PAP (points-based loyalty program) to a system based on the SNAP platform (Social Network Appreciation Platform).

In exchange, a message is automatically generated on their profile and they can be located automatically at Tasti shops on Foursquare.

I just earned 5 TastiRewards points at Tasti D-Lite HQ http://myTasti.com/ 30 minutes ago from pcAmerica Tasti D-Lite TastiRewards

Retweet

BJ_Emerson BJ Emerson

Checkin History A history of what you’ve been up to... click the [x] to delete unwanted checkins

Thu Jan 7

Tasti D-Lite HQ - I just earned 8 Tasti Rewards points at Tasti D-Lite HQ http://mytasti.com/ [X]

11:49 AM

Thu Jan 7

Tasti D-Lite HQ - I just earned 8 Tasti Rewards points at Tasti D-Lite HQ http://mytasti.com/ [X]

4:16 PM

The Tasti D-Lite social loyalty program

It is too early to say whether and to what extent this Social CRM program will prove more effective in term of building customer loyalty, but some preliminary results are already extremely positive. For example, the customer participation rate is high and the automatically generated messages on participants’ social accounts tend to be reposted.

This initiative, which will no doubt be copied many times over, makes remarkably good and continuous use of the virality effect of social media and of the power of the customer reward concept.

The professional view:

extending the customer experience into social networks

“Salesforce has worked with Disney to create a system that will enable them to store Facebook applications in the cloud. Disney fans can then install these from the Disneyland page. Salesforce does not develop the applications. It supplies the infrastructure to media agencies and they exploit it for their own purpose. We’re always amazed to see the creativity of our customers! In the case of Disney, for example, fans can use an application to prepare for a visit to a park, share their souvenir photo album, etc. The aim is to create a relationship with the brand in the true sense an experience”. Alexandre Dayon, Executive Director CRM, Salesforce

Social CRM

2 Social media can be used to gain a clearer understanding of an individual’s profile, their history and their environment. This enables companies to create a closer and

more intimate relationship with the individual, encouraging brand loyalty. Bank of America is doing just this.

The professional view:

F-banking, a new way of building customer loyalty for banks “Facebook has already overtaken e-mail as a communication tool. For banks, it is inevitably becoming an important communication channel along with traditional methods of customer communication. It is also a more human, personal collaboration space. In the United States, as soon as children leave home, the family becomes more fragmented. There is no incentive for them to stay with the same bank. Hence, the need has arisen to create an online “family bank” space, to maintain a privileged relationship. Facebook becomes a channel that allows a different type of relationship in the sense that it is much more targeted than traditional channels”. Alexandre Dayon, Executive Director CRM, Salesforce

• Content distribution Social CRM is a lever of choice for the acquisition of new customers. Brands can use social media to provide information about the launch of new offers, events and competitions, and can count on their friends and followers to relay their message. Audiences are increasingly attracted to the sites, blogs, Facebook pages and Twitter accounts of brands, increasing the visibility of the brand’s products and services. At one time, launching a viral marketing campaign was like throwing a bottle into the sea: companies could not keep track of how their cam-

paigns were progressing. But with social media they can monitor progress very accurately by following mentions, retweets, bookmarking, likes and other +1 comments. By targeting the most relevant influencers in their market, brands can take advantage of a sounding board and follow the progress of their message using social monitoring tools. The larger the circle of influence of the customer in question, the more worthwhile these efforts will be. These ambassadors are the driving force behind Social CRM, the means by which information is propagated.

With Social CRM, everything in a marketing and communication campaign can be quantified (number of hits, message transfers, etc.) with accurate statistics on what was liked or not liked Louis-Serge Real Del Sarte, Director of E-reputation & Community Management, Ginger Group

Social CRM

Even outside coordinated campaigns, social media are a way of reinforcing the on-line presence of brands and “top of mind” awareness among consumers. If the editorial content published is relevant, original or amusing, it will be passed on. Prospects can always contact a company directly if they wish to find out more about what it can offer. • Effectiveness of sales strategies Social media profoundly change the behavior of consumers/buyers, which in turn impacts on the interaction with a company’s sales force. They are an endless source of pre-purchase information. Previously, prospects had

to obtain information from the company directly. Now they can get pre-sale advice from users like themselves, who are not subjected to the brand’s sales pitch. 91% of buyers say their on-line purchases are influenced by comments from consumers* and 21% of Internet users decide to buy a product after reading a blog**. Internet users can easily acquire an excellent understanding of a company’s products and services because, as informed consumers, they are less susceptible to the “ready-made” pitch from a salesperson. Social media quite simply represent an additional sales channel that a company neglects at its peril.

The professional view:

the best Social CRM fruits have yet to be picked

“Social CRM can increase customer loyalty and facilitate a closer relationship. Customer loyalty means market share. Companies that don’t go down this route will lose out in terms of sales. We are still on a rising trend where the practice of Social CRM is concerned. It hasn’t reached its peak yet”. Alexandre Dayon, Executive Director CRM, Salesforce

* Source : JC Williams Group * * Source : E.Marketer

Social CRM

3 Revolutions sparked by Social CRM Social CRM requires companies to re-examine the traditional concept of CRM. This involves a change in attitude. It takes the form of three paradigm shifts in the organization and management of customer relations and is geared

towards “augmented Customer Relationship Management”. This new step involves three aspects of CRM: customer knowledge, listening to customers and customer segmentation.

3.1/ Augmented customer knowledge Customer knowledge is an essential key factor for successful Customer Relationship Management. Until recently, it was thought that this area had reached maturity. Unique customer repositories and customer databases (datamarts) were regarded as fully mature, allowing information to be grouped and structured. This information could be descriptive information about customers, data about their transactions, segmentations, score types, etc. Social media offer an unprecedented opportunity to take advantage of many additional types of information, but we face two main obstacles: data ownership policies implemented by some players are often restrictive, but subject to unilateral changes a considerable volume of data is involved

3.1.1/ INFORMATION OWNERSHIP POLICIES A number of solutions are available to help companies overcome some of the difficulties referred to above.

Creating dedicated spaces for companies enables them to collect information that they have the right to use for their own benefit. This means that they can continue to use data obtained from discussion forums, blogs, LinkedIn space, or even Facebook applications. However, there are often restrictions on identifying customers which make it impossible for customer knowledge to be augmented with social information. One way of overcoming this is to consider the customer’s journey as part of an overall logical process in the following cycle: marketing campaigns ➤ website ➤ social networks. Web Analytics and Social Analytics technologies are mature enough to make it possible in the future to track customers throughout the cycle and link up their identity, email, web information and other information obtained from social media. The only remaining pitfall is the laxity of some big players in social media, notably Facebook, in terms of user data policies.

The professional view:

when social media learn the rules of business

“Companies sometimes tell us they fear what they perceive as the instability of the main social media in terms of terms and conditions, confidentiality agreement, user engagement, etc. Today, this risk is declining due to large social media’s movement towards activities’ monetization. Social media are increasingly becoming part of the global ecosystem of a new, booming economic industry: “Social Business.” As a business community, this industry will rely on a certain number of predictable behaviors that all players in the ecosystem will be able to use as a foundation on which to build relationships. The convergence of objectives and interests between companies that are starting to engage with social media and social media that are becoming more and more like companies is rapidly proving the skeptics wrong”. Eric Levy-Bencheton, Partner, Practice Sales & Marketing / Customer Relationship Management, Atos Consulting

Social CRM

3.1.2/ A N ENDLESS FLOW OF INFORMATION – USING IT WILL BE COMPLEX BUT NOT IMPOSSIBLE! Existing technologies are capable of gathering social information and linking it to customer information. But how will this data be used? The challenge for companies is to know how to make sense of the data and capturing the tweets or comments that have the most significance for the company.

Existing applications and powerful semantic text recognition technologies are on hand to overcome this challenge. But we still need to know how to define the relevant elements to be traced and the ad hoc processes, so that this raw material can be structured into a logical system geared towards action. We are facing a qualitative leap in customer information that will enable us to collect and exploit a wealth of contextualized information.

The professional view:

the best defense against abuse is the user “Being followed by a brand on Twitter or installing a Facebook application for that same brand may mean that customers information will appear on a company’s CRM databases without their knowledge. Would the mad dreams of marketers seeking unlimited customer knowledge (beyond the bounds of what is reasonable) then be realized? Even if they were, we would be wrong to underestimate the clear-sightedness of social media users. Most of them are highly capable of identifying infringements of their right to confidentiality. Companies who cross the line must be warned: they run the risk of creating a negative buzz that could be very detrimental to their image.” Eric Levy-Bencheton, Partner, Practice Sales & Marketing / Customer Relationship Management, Atos Consulting

Social CRM

3 3.2/ Social influence as a factor in listening to the customer Immensely popular? Totally unappealing? Suggestions for improvement? Companies have no idea what will trigger their next brand “buzz”. Fortunately, tools are available to help them identify the messages that may be circulating on the subject*. But beyond the tools, companies should be demonstrating their willingness to listen. All they need to know is: who should they be listening to? A study published

by Meteor Solutions in April 2010 shows that 1% of social media users are capable of generating more than 20% of all traffic into a website1. So identifying these “influencers” will increase the effectiveness of a company’s communication processes. It will naturally want to focus its CRM efforts on these influencers.

social graphs: the pattern of social relationships between people4

A term popularized by Facebook, the “social graph” essentially refers to the global mapping of an individual’s circle of influence2. Social media are allowing us to go further still by analyzing the “interest graph” of an individual, which defines the connections linking him to other individuals who share the same interests3.

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Direct Relationship

Person

* See chapter 5

Social CRM

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Social Link

Social graph or social Grail?

Indirect Relationship

http://mashable.com/2010/04/15/social-media-influencers/

http://www.cbsnews.com/stories/2010/04/21/tech/main6418458.shtml

http://techcrunch.com/2011/02/17/levchin-and-gurley-say-that-next-big-company-will-capture-the-interest-graph/

Sources : Dion Hinchcliffe. http://web2.socialcomputingmagazine.com

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THE INDIVIDUAL, AT THE INTERSECTION OF THE SOCIAL GRAPH AND THE INTEREST GRAPH

If the same individual is registered on different social media, he will appear at the center of several social and interest graphs. This emerging area is based not only on our networks of friends but also on people who are â&#x20AC;&#x153;likeâ&#x20AC;? us, and it is hoped that it will provide a wealth of data to strengthen and enrich Social CRM processes in the coming years.

social graph

INDIVIDUAL

My relationship network

Social CRM captures messages on social media, enabling large amounts of quantitative and qualitative data to be collected and processed internally. This makes it possible

interest graph People with the same tastes and interests

to establish very precise personalized profiles for sales and Customer Relationship Management purposes.

Social CRM

3 3.3/ Social influence as a factor in augmented customer segmentation 3.3.1/ P ARTICIPATION: A SOCIAL INFLUENCE CRITERION “Social influence scoring” values the most active and visible users of social media. So the first thing to consider is the phenomenon of participation inequality on social media.

Three main types of behavior were formally recognized in 2006 and set out in the “90-9-1” rule by Jakob Nielsen, a Danish expert in IT ergonomics and Web page usability:

SOCIAL MEDIA PARTICIPATION PYRAMID DEVELOPED BY JAKOB NIELSEN • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

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of individuals start conversations

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contribute to the conversation • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

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90%

follow the conversation

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These percentages are not exact; they simply reflect current participation trends for most social media.

The professional view:

Twitter as an exception

“There are many reasons why Twitter is a unique social networking site, but one in particular stands out: the exceptional levels of participation of its community of users. Several studies, including BarracudaLabs (2010), show this difference in levels of participation by comparing different social networks: - 27% of users had posted at least 10 tweets between June and December 2009, equivalent to an increase of 29% during this period - only 34% of users had never tweeted.” Guillaume Vincent, Consultant Practice Sales & Marketing / Customer Relationship Management, Atos Consulting

Social CRM

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It is important not to under-estimate the impact and benefits of passive audiences. These audiences bring members of the community together who constantly demand high-quality interactions and whose participation impacts on other members of the community.

Even if participation levels cannot be changed, there are ways to encourage people to engage more in dialogue:

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Encourage contribution:

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• reward contributors • set up a contribution monitoring system

Participation

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Make it easier to contribute: • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

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• optimize platform ergonomics • simplify browsing for users

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Promote contribution:

• g ive extra prominence to the best contributors • s hare the responsibilities of the community

Feeling of belonging

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3 factors to bear in mind to improve participation levels

Nielsen’s distribution lays bare a strong tendency that needs to be taken into account: by overweighting the most active 10% of customers in their Social CRM activities, companies can rely on them to link into the other 90%. This influence is beneficial both to brands, allowing them to zero in on market developments, and also to consumers.

3.3.2/ SOCIAL INFLUENCE: A NEW SEGMENTATION CRITERION Companies have implemented different segmentation techniques to deal with targets (prospects or customers) that are as diverse as the targeted individuals themselves: The following illustration of CRM segmentation provides an overview of the techniques being used, focusing on the best customers, or those with the greatest potential:

Which lead strategic market?

Strategic segmentation

E.g.: senior citizens

Which product/service offers at what price?

Marketing/usage segmentation

E.g.: working population, conventional people, anxious people, etc.

Which CRM approach?

CRM segmentation Segmentation effectiveness

E.g.: gold, silver, bronze

(means vs value)

Different segmentation approaches

Social CRM

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3 For a long time now, we have been observing that a number of companies are integrating social influence into the way they deal with customers. Until now, this weighting has only concerned a limited number of people in welldefined circles, such as media celebrities (journalists in particular) and political figures, etc. The development of social media means this trend is now extending to all contacts within companies, allowing full advantage to be taken of social influence circles across entire communities.

This personalized approach that is sometimes referred to as V.I.B. (Very Important Bloggers) and is generally adopted for PR and marketing campaigns, is continuing and spreading beyond the “happy few” of the blogosphere. The development of social networks and the multiplication of comments posted on Twitter and Facebook in favor of or against certain brands means that companies must now give greater consideration to the influencing power of virtually all consumers.

The introduction of blogs several years ago has seen this “over-weighting” logic spreading to certain bloggers, who are considered influencers or prescriptive authorities due to their audiences (particularly in the high-tech or fashion industries).

Evaluating this influencing power by listening to and analyzing consumers via social media and taking into account consumer-activist power, will improve traditional segmentation techniques. This is illustrated in the diagram below:

EVALUATING THE POWER OF SOCIAL INFLUENCE

Number of relationships

Level and quality of participation

Number of messages and distributed content, responses, value added for the community; comments, etc.

Position on the social graph Little influence, expert channel, connection, leader/guru, etc.

This diagram shows that, contrary to common belief, audiences are only a single aspect of overall influence on social media. A position of expertise in a very inter-

Social CRM

connected community can be far more influential than a strong audience in a community that is not very active, where people do not know each other.

Social influence scoring: can influence be rated? The evaluation or, more specifically, the “rating” of an Internet user’s influence on social media is the subject of continuing and in-depth debate amongst e-reputation and digital marketing professionals. In practice, the influence’s evaluation – a loosely-defined concept based on both quantitative aspects (audience, reputation) and qualitative aspects (expertise) – is just as much an art as it is a science. Over the last few years, attempts have been made to develop an algorithm to calculate levels of influence, with varying degrees of success. It wasn’t that long ago that Technorati was considered the oracle of influence - a blogosphere PageRank*. When Twitter and Facebook arrived on the scene, other attempts to develop universal indicators emerged, such as MBlast, PeerIndex, Twitalyzer and Klout. The latter rapidly made its mark as the current yardstick indicator. Taking into account more than 30 evaluation criteria collected via ten or so baseline social media sites (Twitter, Facebook, Youtube, LinkedIn, Flickr, Blogger, etc.), the Klout algorithm has become the de facto yardstick for calculating social influence scores. Like all yardsticks, it is not perfect and has a number of weak points, particularly with regard to the evaluation of qualitative criteria** and the analysis of feelings. However, it does provide a standard indicator and a decision-making support tool for the Communications analysts and professionals who use it. The algorithm fulfills the initial ambition of its creator, which was to develop a “Nielsen of social media”. Klout scoring is now integrated into the majority of community management platforms to facilitate the process of prioritizing, filtering and qualifying contacts via social media. Does this mean that a high Klout score is necessary to get quality customer service? Whether it is or it isn’t, this type of segmentation – irrespective of social media - is already a reality in most traditional CRM systems and is standard in management protocols used by community managers for branding***. The influence score calculated by Klout or any other influence measuring company provides a practical tool for systematizing and “computerizing” factual information. Ultimately, it is up to the companies themselves, in line with their resources and sales strategy, to avoid getting into a “two weight, two measurements” system and to focus on building relationships with their customers.

* PageRank lists the score attributed by Google to each Web site indexed by its search engines. ** According to the quantitative criteria used by Klout, this would give singer Justin Bieber more influence than President Obama or the Dalai Lama. * ** K lout’s website does not beat around the bush and invites users of aservice to publish their score in order to receive better customer service.

Social CRM

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Augmented customer segmentation combines relational segmentation with a social influence score and evolves in the following way:

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AUGMENTED CUSTOMER RELATIONSHIP MANAGEMENT SEGMENTATION

“Customer”:

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Silver

Influential

Social influence score (simplified)

(simplified)

Not very influential

Bronze

Augmented CRM segmentation

...

gold/ VERY INFLUENTIAL

silver/ VERY INFLUENTIAL

Bronze/ INFLUENTIAL

gold/ INFLUENTIAL

...

… 27 possible levels! Consolidation is necessary to reveal 3 or 4 strategic consumer segments.

Social CRM

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Very influential

Gold

Traditional relational segmentation

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So a “gold” customer at the top of relational segmentation model would not necessarily maintain his status as a VIP consumer in augmented customer segmentation if he did not have a high enough social influence score. On the other hand, a “bronze” customer with a high social score

could present strong entry lead opportunities. The difficulties and expertise would lie in combining and weighting these two factors from the new customer segmentation model.

The professional view:

if you love me you’ll follow me… right into my databases “Disney’s Facebook application allows the company to access customer data thanks to the authorization they are requested to give. This is what is interesting in these types of applications. When customers install a Facebook application, they are at the same time authorizing the information displayed on their profiles to be made available to the company. By authorizing the application, the user automatically enters a company’s CRM tool. This means that companies can see all user interactions, the different applications they have installed on Facebook and possibly even how they have been used”. Alexandre Dayon, Executive Director CRM, Salesforce

Social CRM

4 Getting to grips with Social CRM Companies adopting a Social CRM approach are taking a strategic step and will need to consider the necessary

upstream requirements and appropriate tactical adjustments carefully.

4.1/ Understanding the change in Customer Relationship Management processes It is not about applying “standard” customer service processes to an additional channel, i.e. social media. What is needed is a review of all processes. One of the key tools in “traditional” customer service is the call script, which not only helps agents to respond effectively to customers’ problems - and manage call handling time - but may also

assist them in making other potential sales. But social media customers are often looking for an “authentic” dialogue, as opposed to the scripted dialogue delivered by contact center agents. So companies will need to adapt their conversations with customers so that they are more in line with the general tone of an exchange.

Professionalizing your social media presence requires the right tools to optimize the growing flow of interactions but also the right organization to get the most out of it. Anthony Poncier, Poncier.org/blog/

Opting for social CRM is without a doubt a long-term commitment. As Loïc Le Meur, founder of Seesmic, points out: “Social CRM should be a daily and ongoing practice. It is not a series of campaigns that need to be implemented. To consider it as such would be a gross error of judgment. Long-term Social CRM is proving more worthwhile than several one-off marketing and advertizing campaigns.» Companies need to find the right balance between steadfastness and speed - a balance which is at odds with firmly entrenched procedures. A flexible approach to social support is essential.

Social CRM

In “conventional” customer support processes, a certain number of validation steps are necessary. With social media, it is vital not to end up with too many steps as this may result in “loss” of a customer who is expecting greater reactivity than in traditional media.

Forget the old measures: the Social Customer Manifesto - I want to have a say. - I don’t want to do business with idiots. - I want to know when something is wrong, and what you’re going to do to fix it. - I want to help shape things that I’ll find useful. - I want to connect with others who are working on similar problems. - I don’t want to be called by another salesperson. Ever. (Unless they have something useful. Then I want it yesterday.) - I want to buy things on my schedule, not yours. I don’t care if it’s the end of your quarter. - I want to know your selling process. - I want to tell you when you’re screwing up. Conversely, I’m happy to tell you the things that you are doing well. I may even tell you what your competitors are doing. - I want to do business with companies that act in a transparent and ethical manner. - I want to know what’s next. We’re in partnership… where should we go? Source : The Social Customer Manifesto, Christopher Carfi1

http://manifestoproject.com.au/christopher-carfi-the-social-customer-manifesto/

4.2/ In-depth modeling of the organization of your company Changes in the landscape of CRM processes should always prompt changes in how a company organizes its functional departments, particularly (but not exclusively) the customer service department.

Companies facing potential re-organization of their departments (Customer Services, Marketing, Communications, IT) should think about the social media strategy they are going to adopt so they can make suitable adjustments to the measures they plan to implement. This will vary for different companies depending on the level of social media maturity they have reached and how willing they are to open their doors to it.

The majority of companies are either still in the pre-social or connected phase but progress to social maturity can be very speedy. A global approach within the company is needed so that the strategic augmented Customer Relationship Management level can be achieved Eric Levy-Bencheton, Partner Practice Sales & Marketing / Relation Client, Atos Consulting

Social CRM

4 SOCIAL MEDIA MATURITY SCALE OF COMPANIES

The company ...

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Strategic

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Engaged

Connected • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

Experimental

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Pre-social

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No move towards social media.

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Some experimentation with main social media. Usage focuses mainly on communication using the “push and passive” approach. • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

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Transition to a phase of active communication, although it is still not conversational and lacks an overall strategic vision.

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The different stages are designed to draw companies into the world of Social CRM gradually. A company could decide to continue to base its customer services on traditional channels. Or it could set up a team to respond to customer • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

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Start of relational and conversational usage of social media. • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

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The social CRM model is integrated as an information silo into the different functions of a company with a limited level of industrialization.

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These companies have managed to exploit social media on an industrial scale in a coordinated and integrated approach to augmented Customer Relationship Management, involving customers in all the key departments of the company, i.e. Sales, Marketing and Customer Services. • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

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“Each company can have its own Social CRM policy relevant to its internal characteristics (organization, culture, resources, targets, global Communications and Marketing strategy, etc.) and external ones (expectations, conversations, support, etc.). There is no such thing as a single practice that can be applied to all companies and no set rules in terms of organization. The existing corporate structure and culture can be used as a starting point to determine how the various steps can be optimized and the strategy developed at a pace appropriate for the company. It is unrealistic to simply ignore previous structures and start afresh. Functional departments within companies will all have to go digital to accommodate the dominance of digital media in the job people are now doing. The steps should thus be implemented cross-functionally. This means integration of Social CRM, conversations, Internet users and new interactive media at the very heart of company relational processes. Both the tool-related and the internal strategies need to be defined”.

Social CRM

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requests posted on social media, create communities of users to encourage them to converse interactively, or even use specific tools to automate customer support on social media.

Social CRM for every company

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The expert view:

Cédric Deniaud, Mediassociaux.fr

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Social CRM has an impact on multiple areas of a company: Marketing, Customer Services, Communications, HR, etc. So the responsibility for implementing it is often distributed

across different teams pragmatically, particularly in the early stages. This raises the question of task-sharing and overall consistency.

The professional view:

a social media hub at Air France to improve coordination

“We started using Social CRM as a pilot scheme with Air France Music in March 2010. We organized this project in an ad hoc way and it is being implemented by the Communications and Brand Services departments. Our official Facebook page was created a little later, in July 2010, much more straightforwardly. It now has more than 400,000 followers. Our community management system is a 50/50 joint ownership project run by the Communications and e-Marketing departments. To manage it, we have set up a «social media hub» at corporate level which will comprise of four community managers. What is important at this stage of the process is voluntary participation. Although we still do not have an official structure on paper, we soon expect to start making a fair amount of progress in terms of organization.” Marina Tymen, Community Manager / Press Relations Manager Corporate AIR FRANCE KLM

The following table shows how Social CRM processes are distributed across a company:

Communication

Marketing

Sales

Customer services

Increasing brand reputation and visibility

Improving retention rates

Generating qualified leads

Monitoring online conversations

Online and offline campaign-mixing as part of a global strategy

Understanding customers in real time and tailoring offers to their precise needs, based on the Social Graph

Increasing contact avoidance by transferring knowledge to communities

Managing and measuring e-reputation

Encouraging experience-sharing and feedback, rewarding influencers

Capturing sales opportunities by identifying leads in community real time

Capitalizing on customer knowledge to enhance and correct support services for customers

Utilizing brand ambassadors as word-of-mouth potential

Monitoring consumer reactions to improve the effectiveness of marketing campaigns

Using communities to develop lead identification programs

Reducing response time to crisis situations and complaints

Improving the quality of services (speed, relevance, etc.)

Some of the Social CRM challenges posed in the different departments of a company

Social CRM

The professional view:

Best Buy, an example of successful Social CRM linking up the entire company

“Best Buy started to follow the discussions it was generating on forums and blogs from 2007. I joined the company in February 2008 and we opened our first forum in September of the same year. To establish the ethical rules on publication quickly and efficiently, we forged links with our legal departments (HR and PR) and received a great deal of support. We now have about 15 “community connectors” who communicate online, completely transparently, for the Best Buy account, including in French and Spanish. We listen to the majority of questions from our customers online and sometimes even produce short videos with our responses. For example, we had a number of calls from customers in Latin America who wanted to find out about arrangements for delivery or pick-up from stores. So we made a short video in Spanish with our response and have since noticed a decrease of 50% in the number of calls received on this matter. The Twelpforce* teams use the same customer monitoring tool as the CRM team and are physically located within the other customer service teams, which is important. We also use other monitoring tools to follow conversations about Best Buy, some of which are free and others not. To join the Twelpforce team, the following requirements generally apply: a minimum of 6 months’ experience working in a contact center, plus 4 weeks’ training on procedures and some experience of face-to-face contact with customers in our stores. The members of the team come from a variety of backgrounds and are aged between 20 and 50.” Gina Debogovich, Best Buy Community Manager

Even if Social CRM is everywhere, once a certain volume of social interactions is reached companies can no longer manage without a dedicated social CRM team. This team must be in constant contact with other functional departments, in particular the department to which it is directly attached, which is usually also responsible for defining

* Twelpforce is the name given by BestBuy to an open conversation platform set up on Twitter in June 2009. So far, 3000 employees have been exchanging opinions, questions and advice with consumers.

Social CRM

the overall social media strategy (for example, the Communications or Online department, as in the case of Air France). It must also maintain regular contact with the departments that can provide input on customer knowledge and that can benefit from social media feedback, such as the Marketing department.

The professional view:

community management and Social CRM “For companies, the process of adapting to social media involves at least three stages. The first stage, level zero, is doing nothing, or very minimal monitoring. The company starts passive social monitoring as part of a «look but don’t touch» approach. The second stage involves detecting changes and analyzing them. This includes data-mining, integration of the new channel in the marketing strategy, managing the e-reputation of the brand, etc. The third stage, after monitoring and analysis, is responding to the phenomenon by engaging in conversations. Everything depends on this stage. There are several ways for companies to engage in conversations, such as creating their own blog, a Twitter feed or a Facebook page. the fact that there is a range of options generally means companies will need two or three community managers who can ensure the continued visibility of the company on social media. They are responsible for replying to comments and interacting with customers. There is a fourth stage that is emerging. Here, community management becomes scalable with a real team of community managers responsible for interacting with a potentially large numbers of people. The time will come when flow management systems need to be implemented, e.g. when managing the communication flow becomes too big of a task for just two or three people. This is where the real transition occurs - from community management to Social CRM.” Stanislas Magniant, Head of Digital, EMEA, MSLGroup

All the experts consulted warn against the pitfalls to be avoided. For example, if a dedicated team is set up to implement a structured Social CRM process, this must

not be at the expense of inter-departmental collaboration, which is absolutely vital for success. Thierry Spencer, founder of Testntrust, explains:

The professional view:

inter-departmental work is the key to Social CRM success

“A Social CRM project has more chance of being successful if it is multi-disciplinary and managed by several individuals working in different functional departments across the company. It is important for companies to reach a certain level of dialogue and integration between departments including Communications, HR, Marketing and General Management. So Communications could for example manage the Facebook fan page and HR the Twitter feed, while Marketing could administer the database and manage e-mail requests and media investments, etc. If companies do not organize themselves properly, they risk wearing customers down. The worst Social CRM practice is still incoherence. A bad Social CRM practice increases the risk of brand disloyalty on the part of customers. Customers become a blur for companies faced with very large quantities of collected data. This is why it is necessary to identify specifically those customers that the company really needs.” Thierry Spencer, co-founder of Testntrust

Social CRM

4 4.3/ Evaluating the effectiveness of Social CRM 4.3.1/ WHO STILL TALKS ABOUT ROI? In 2011, measuring the effectiveness of Social CRM to justify investments in the new contact channel became one of the key issues for companies. A recent survey carried out on 140 international companies has confirmed this trend1.

Henry Ford explained that “the two most important factors of all do not appear on the company balance sheet: his reputation and his workforce.” Social media are in harmony with the “Fordist vision” - they are a projection of human relationships. The notion of Return On Investment (ROI) is not relevant because relations are not quantifiable in the same way as a financial investment.

Source « Developing a Social Strategy» AltimeterGroup,June 2011 http://www.slideshare.net/AmplifyFest/jeremiahowyangamplifypresentation

The ROI for social media is that your company will still exist in 5 years’ time ! Erik Qualman, author of Socialnomics: How Social Media Transforms the Way We Live and Do Business

Cédric Deniaud (Mediassociaux.fr) makes it clear that “Return on Investment or Return on Objective (ROO) is still very much dependent on initial strategy.” The benefits of Social CRM cannot be measured uniquely in financial

terms (transactional marketing), as the notion of ROI would suggest. So what needs to be taken into account when weighing up and justifying the financial commitment to Social CRM?

The professional view:

RONI (Risk Of Non Investment) “The effectiveness of Social CRM is measured firstly in terms of the risks incurred by companies who decide not to use it. Deciding not to adopt a Social CRM approach means refusing to align with a long-term sociological evolution in consumer behaviors. Companies are exposed to criticism on social media but cannot get involved in the conversations about them. They are also missing out on potential business opportunities that could bring fundamental changes to the customer/brand relationship and increase profitability in the long term.” Guillaume Vincent, Consultant, Practice Sales & Marketing / Customer Relationship Management, Atos Consulting

Social CRM

4.3.2/ D ELIVERING THE RIGHT INFORMATION TO DIFFERENT AUDIENCES Firstly, it is essential to provide information in a way that is appropriate for each audience. This is a stratified ROI concept inspired by the research of Jeremiah Owyang1 (Altimeter Group) and can take the following form:

source Framework: The Social Media ROI pyramid, Jeremiah Owyang, http://www.web-strategist.com/blog/2010/12/13/framework-the-social-media-roi-pyramid/

Role

Business executives

Metrics

Business metrics

Specific data (examples)

Profit generated, reputation rating, cost reduction assessment, etc.

Business stakeholders (management, employees, suppliers, investors, etc.)

Social Media Analytics: information obtained from comments on social media

Scope of conversations, impact of ambassadors, resolution rate of issues, etc.

Operations (community managers, developers, agencies, etc.)

Customer and prospect engagement data (optâ&#x20AC;&#x2122;in, etc.)

Number of clicks, fans, followers, check-ins, views, retweets, etc.

Different indicators correspond to different levels of decision-making

The latest common mistake is to provide participation information (clicks, fans, views, etc.) to senior managers to demonstrate the effectiveness of a Social CRM operation.

Social CRM

4 4.3.3 RETURN ON OBJECTIVE (ROO) AND KEY PERFORMANCE INDICATORS (KPI) AS TOOLS TO MEASURE “SOCIAL ROI” The Return on Objective helps companies that are genuinely customer focused to improve their operational evaluation of the quantitative and qualitative impact of Social CRM.

Instead of measuring the success of a campaign by focusing only on additional profit generated, ROO allows companies to better anticipate the overall Social CRM gains based on the conversational and relational impact as well.

Ultimately, it is the strategic planning stage that is crucial if the ROO for Social CRM is to be measured properly. The objectives the company wishes to achieve must be clearly identified, as well as the type of information to be collected and analyzed. This will enable companies to focus on KPIs designed to help them anticipate whether their Social CRM strategy is likely to be a success or a failure. Guillaume Vincent, Consultant, Practice Sales & Marketing / Customer Relationship Mangement, Atos Consulting

We have identified four big strategic objective categories (brand perception, effectiveness of marketing, revenue growth, savings) and some examples of relevant KPIs (the same KPIs can be used for different objectives): 1) Strategic objectives on brand perception Social CRM is about improving the reputation of a brand, its association with customer values, buying intentions linked to this, etc. For example, a Facebook* campaign by Procter & Gamble led to an increase of 8% in the opinion that its deodorant (Secret) is more effective than its competitors’ products. Being reactive and proactive on social media means companies can avoid damaging criticism. By providing an immediate response to customer dissatisfaction, they can prevent complaints from spiraling into unmanageable situations. The importance of guarding against this “snowball” effect cannot be stressed enough.

* Ibid

Social CRM

Examples of KPI: Identifying with the brand -V olume of online posts and print-offs - D evelopments before, during and after Social CRM campaigns Share of Voice - N umber of times the brand is mentioned on social media -C omparison with competitors Brand equity - Loyalty - Reputation -P erceived quality -B rand associations -O ther assets Customer experience and satisfaction - Satisfaction rates compared with other contact channels -L ikeliness to recommend (Net Promoter Score) Propensity to buy Churn rate

2) Strategic objectives on marketing effectiveness Brand website audiences, the number of links to these sites and how they are indexed by search engines can all benefit from the Social CRM approach. Frédéric Cavazza describes this type of benefit in the following terms:

The expert view:

the initial gains should be in terms of audience and presence “Firstly, Social CRM provides indirect information. Traditional company websites’ audience is increasing thanks to shared links on social media. Secondly, social media enable companies to get closer to customers who spend a lot of time on them. It’s always good for a company to be where the customers are.” Frédéric Cavazza, Fredcavazza.net

Examples of KPI: SEO -D evelopment of referencing on search engines -V olume of traffic on a company website -V olume of traffic on social media Scope and development of conversations: - Number (and growth in the number) of followers, fans, subscribers -N umber of connections on third-party software -N umber of interactions -A udience participation N umber of clicks, shared threads, mentions, responses, assessments, comments, retweets, votes, downloads, participants, favorites n

3) Strategic objectives on revenue growth In this respect, several brands have seen a satisfying return on investment. Dell, for example, which was one of the first companies to be hugely successful in selling its products on Twitter, has served as a model for other success stories such as @JetBlue and @Zappos. Since it was established in June 2007, @DellOutlet has generated additional revenue and represents an attractive Social CRM initiative with direct sales objectives. The company used Twitter as a logical first step in the information “push”, which did not prove very effective in terms of “social ROI”, only then to realize that what its customers wanted were conversations with the brand. Dell has adapted to these new consumer expectations by improving the customer experience through the creation of accounts on social media. @ DellOutlet, which was managed by a single person until very recently, is one of them. Every week, it offers its subscribers exclusive deals on reconditioned and new equipment. These can be viewed on the site http://www.dell.com/Outlet.

Social CRM

4 URLs are traced to determine the turnover generated by using Twitter and to analyze the most attractive offers based on the opinion of consumers. Dell research has also shown that its Twitter account @ DellOutlet has helped increase its visibility on the international stage.

In terms of results, the following curve shows revenue growth generated by @DellOutlet:

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7 000 000 6 000 000 5 000 000 4 000 000

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2007

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• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

500 000 z

2008

• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •• •• •• •• •• • • • • • • • • • • • • • • • •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• •• • • • • • • • • • • • • • • • • • • •

• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •• •• •• •• •• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

3 000 000 z

• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •• •• •• •• •• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

2009

• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •• •• •• •• •• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

2010

Turnover generated by the @DellOutlet Twitter account as part of total turnover from the DellOutlet site

The main benefits: F or a fairly small investment (one person full-time up to 2009, currently two) @DellOutlet has succeeded in making several million dollars of additional profit Dell has also released its stock of products returned by customers (so “storage” savings can also be taken into account) Dell uses the account to respond to customer requests through conversation and combines this with tangible benefits, e.g. exclusive offers, discounts, etc.

4) Strategic objectives in terms of savings This is not the only criterion that allows a “social ROI” to be calculated, but it still needs to be taken into consideration. It can take the form of either an increase in sales or a savings on marketing costs. Intel has indicated that setting up the Jive community (the Intel Channel Voice community) has reduced the number of conferences that Intel previously organized for its customers, saving a considerable amount of money on these events (each costing Intel an average of $500,000).

These “several millions” are not huge compared with the total turnover of the group, but they clearly demonstrate Capitalizing on the collective intelligence of consumers • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • the • • • • advantage • • • • • • • • • • • • of • • • using • • • • • • social • • • • • • • media • • • • • • • •as • • •an • • • additional • • • • • • • • • • • aug• • • • • • • • • • through • • • • • • • • • •platforms • • • • • • • • • • • known • • • • • • • • as • • • Web • • • • • • “self-service” • • • • • • • • • • • • • • • •or • • •even • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • mented • • • • • • • • • sales • • • • • • channel. • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • “self-care” • • • • • • • • • • • •platforms • • • • • • • • • • •also • • • • •relieves • • • • • • • • the • • • • burden • • • • • • • • on • • • •customer • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • and • • • • • support • • • • • • • • • services. • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Examples • • • • • • • • • • • • of • • • KPI: • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Leads • • • • • • • generated • • • • • • • • • • • • by • • • social • • • • • • • media: • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •A • • •good • • • • • • example • • • • • • • • • • of • • •this • • • • is • • • the • • • • “Web • • • • • • • Assistance” • • • • • • • • • • • • • •intranet • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • ider • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •w • • • • •audience • • • • • • • • • • generated • • • • • • • • • • • •by • • • social • • • • • • •media • • • • • • • • • • • • • • • • • • • • • • • • forum • • • • • • • set • • • • up • • • by • • • Orange. • • • • • • • • • •The • • • • concept • • • • • • • • • •behind • • • • • • • •this • • • • is • • based • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • of • • • contact • • • • • • • • • forms • • • • • • • completed • • • • • • • • • • • • on • • • •the • • • • company • • • • • • • • • • • • • • • on • • • •the • • • • fact • • • • • that • • • • • new • • • • • • mobile • • • • • • • • phones • • • • • • • • • and • • • • • •service • • • • • • • • offers • • • • • • • • • • • • • • • • • • • • • • • • n• umber • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • website • • • • • • • • • by • • • people • • • • • • • • who • • • • • visited • • • • • • • •the • • • •site • • • • through • • • • • • • • • links • • • • • on • • • • • • • • are • • • • coming • • • • • • • • • onto • • • • • the • • • • market • • • • • • • • •every • • • • • • month • • • • • • • •and • • • • technophile • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • social • • • • • • • media • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • users • • • • • • • are • • • • often • • • • • • • way • • • • • ahead • • • • • • • • of • • • call • • • • center • • • • • • • • agent • • • • • • • •training • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • umber • • • • • • • • of • • • contact • • • • • • • • •forms • • • • • • •completed • • • • • • • • • • • • directly • • • • • • • • on • • • •social • • • • • • • • • • • programs. • • • • • • • • • • • • • This • • • • • •can • • • • •mean • • • • • • • that • • • • • agents • • • • • • • • •are • • • • sometimes • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • n • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • media • • • • • • • (contact • • • • • • • • • •tab • • • • on • • • the • • • • Facebook • • • • • • • • • • • •or • • •LinkedIn • • • • • • • • • com• • • • • • • • • • • more • • • • • • of • • •a • • hindrance • • • • • • • • • • • than • • • • • •a• •help • • • • • to • • •these • • • • • • users • • • • • • •when • • • • • • they • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • pany • • • • • • profile • • • • • • • page, • • • • • • •for • • • example) • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • call • • • • •technical • • • • • • • • • • support • • • • • • • • • services. • • • • • • • • • • •On • • • •the • • • • internal • • • • • • • • •forum • • • • • • •set • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Impact • • • • • • • • of • • •social • • • • • • •media • • • • • • • on • • • online • • • • • • • and • • • • • offline • • • • • • • sales: • • • • • • • • • • • • • • • • • up • • • • by • • • Orange, • • • • • • • • • • agents • • • • • • • • •can • • • • •discuss • • • • • • • • • customer • • • • • • • • • • • feedback • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •urnover • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •t • • • • • • • • •generated • • • • • • • • • • • through • • • • • • • • • social • • • • • • • media • • • • • • • • • • • • • • • • • • • • • • • • • • received • • • • • • • • • • •by • • • telephone • • • • • • • • • • • • and • • • • • how • • • • • • they • • • • • have • • • • • • •dealt • • • • • • with • • • • • •it• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • of • • • differentiated • • • • • • • • • • • • • • • •transformation • • • • • • • • • • • • • • • • • in • • •social • • • • • • • media • • • • • • • • • • • • through • • • • • • • • • their • • • • • •own • • • • •personal • • • • • • • • • •research. • • • • • • • • • • •It’s • • • an • • • •internal • • • • • • • • com• • • • • • • • • • • • • • • • • • • • • • • r• ate • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • monitoring • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • munity • • • • • • • • •that • • • • • is • • •really • • • • • • gathering • • • • • • • • • • • • momentum • • • • • • • • • • • • • •through • • • • • • • • • the • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •r • • • • • • • • • rate • • • • •compared • • • • • • • • • • • •with • • • • •other • • • • • •channels • • • • • • • • • • • • • • • • • • • • • • • • • questions • • • • • • • • • • • customers • • • • • • • • • • • • are • • • • asking. • • • • • • • • •The • • • • resulting • • • • • • • • • • knowledge • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •etention base is then periodically re-introduced into the company’s Knowledge Management tools*.

Sou ce Che C en EBG 2007

Social CRM

Examples of KPI: Cost per lead compared with other channels Cost of customer data acquisition compared with other channels Creation of community content: -n umber of notes and assessments (User Generated Content) - f orums, wikis number of issues resolved by customer support services number of issues resolved by the community n

Savings on customer support services: - r esolution rate -c ost of using social media support services compared with other channels - r ate of contact avoidance on other more costly channels (e.g., telephone) Savings on marketing surveys: - r educed survey, interview and small group costs - r educed costs for focus groups and mystery shoppers, thanks mainly to the availability of customer data from social media

An example of multi-faceted Social CRM strategy : Best Buy Best Buy is one of the leaders in large-scale distribution in the United States and across the world with more than 4,000 retail outlets and 155,000 employees. The group is participating in a global Social CRM initiative, which has the following key objectives: • reducing customer service costs • increasing customer satisfaction • generating conversations about Best Buy offers • better understanding of customers • using social media for CRM activities throughout the Best Buy group Various metrics are demonstrating the success of this approach. To take just one example, when the iPhone was launched, 2.5 million consumers used the dedicated forum, generating more than 100,000 conversations. Community-to-community support (or peer-to-peer support) for this product reached up to 95% of the total customer support services provided. All these activities have had a positive impact, particularly on Best Buy’s image in the eyes of consumers, but also on the level of employees’ motivation within the company. This is how “new career paths have emerged for call center workers who have this new set of social networking skills”, explains Gina Debogovich, Senior Community Manager at Best Buy.

Social CRM

5 Social CRM technologies are mature Once a company has defined its Social CRM objectives, tools will need to be implemented in accordance with the strategy.

5.1/ The challenge: intelligent integration of Social CRM and traditional CRM The challenge when implementing a Social CRM strategy is knowing how to combine the power and relevance of both CRM and Social CRM to make the most of custo-

mer/prospect information and contacts and ensure proper management of content.

The professional view:

the key to future success is the convergence of social networking and CRM

“Traditional CRM is about collecting and managing customer data, while Social CRM is a strategy for customer engagement. Therefore, while traditional CRM is sales driven, Social CRM is conversation-driven and sales become by-products. Social CRM seeks to favor word-ofmouth and turn your customers into ambassadors, amplifying your communication. To be more reactive, this requires organizational changes, specifically the promotion of close collaboration between your customers, suppliers, partners and yourselves in order to provide an answer matching their expectations. In particular, this change requires an internal social layer around customers processes. This will improve customer centricity, but also allow your company to adopt a conversational approach to the development of products or services, paving the way for co-production and co-innovation. One question remains though, are you able to listen to them, understand them and redirect them to the right person?” Anthony Poncier, Poncier.org/blog/

In a world dominated by Customer Relationship Management, we are not going to get involved in an Old versus New debate. Social CRM and “traditional” CRM tools are designed to be merged.

The expert view:

CRM, Social CRM? We’re not going to fight about it. “Social CRM is an integral part of CRM and certainly not a matter for the digital network team. In April 2011, Salesforce acquired Radian6 and purchased a stake in Seesmic. It’s a sign that a natural merging process is going on between the CRM aspect and the social media aspect.” Yann Gourvennec, Web Director, Social and Digital Media, Orange Group

Social CRM

If companies are generally using an ad hoc social media management strategy as their starting point, it will no longer be viable once the number of interactions passes a

certain threshold. Then there is the challenge of selecting the right tool(s) to allow the threshold to be crossed.

The development of social media has led to a cultural change in the way people communicate but more important than that, has raised customer’s expectations. In order to match these expectations, you’ll have to evolve and integrate this cultural shift into the core of your company’s strategy. Anthony Poncier, Poncier.org/blog/

The professional view:

when the “social” aspect moves up a gear

“It is humanly impossible to manage tens of thousands of customers and coordinate hundreds of contributors, as this inevitably leads to a bottleneck situation. Social CRM is about getting company representatives and customers to interact with each other. This can help relieve bottlenecks, create processes and organize teams - and it’s all thanks to the professionalism and effectiveness of CRM. Community management requires further modernization to meet the needs of Social CRM. Sophisticated tools are in place to facilitate the sharing of information (Buddy Media, Radian6, etc.). At MSLGroup, we use a lot of “industrialized” tools for community management on Twitter and Facebook. This was the case for Hootsuite, which we used during the e-G8 forum. Within just a couple of days, we had brought together 20,000 fans on the Facebook page and 2,000 followers on the Twitter account for the event, and had a 24-hour community management service available in three different countries.” Stanislas Magniant, Head of Digital, EMEA, MSLGroup

Social CRM

5 5.2/ O verview of existing technologies Despite the fact that Social CRM is still an emerging market, software developers have understood its importance for companies. Their products meet the various requirements in terms of functions and objectives.

FUNCTION

Description

OBJECTIVES

Listening

“Listening” to information on social media as a way of becoming better acquainted and adapting strategies offline (understanding how customers/prospects perceive the company or new products/offers and being able to measure the effects of online or offline marketing campaigns - without retrieving customer data).

“Listening” to social media for offline analysis and responding in non-real time.

Collecting

Retrieving raw data from people who have registered on identified sites.

Enhancing the database for offline analysis and responding in non-real time.

Redirecting

Retrieving and sorting information to ensure it is redirected to the adequate group of people.

Using data from the right people for offline analysis and responding in non-real time.

Interacting

Retrieving information from social media intelligently and integrating it into the various existing databases to build an overall picture of the contact.

Enabling online reactions (in real time) and using intelligence in the selected channels.

Measuring

Assessing the performance of CRM KPIs implemented thanks to data obtained from social media.

Adapting CRM KPIs that have already been implemented.

Typology of Social CRM tools

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There are already lots of offers on the market and these are fairly homogeneous. For analytical purposes, a distinction can be made between “generalist” suppliers and “specialist” suppliers.

“Generalist” suppliers enable companies to: - implement solutions by “module” - develop without changing supplier - i nstall an interactive platform solution with real-time measures

• “Generalist” suppliers Companies choose a “generalist” supplier when they wish to implement a multi-platform approach that would allow them to adapt their strategy in line with changing requirements.

Companies choose a “generalist” supplier when they know their Social CRM strategy and how it is expected to progress, which may be in several stages, or with urgent requirements for an interactive platform and real-time measures.

• “Specialist” suppliers “Specialist” suppliers enable companies to install any module proposed by the chosen supplier according to their objectives. Companies choose a “specialist” supplier when they know exactly which Social CRM strategy they wish to implement; there is little requirement for an interactive platform and implementation is single-stage.

MATURITY

The majority of these suppliers implement analytical strategies, leaving substantial room for further development in the area of real-time measures. The choice of tool also depends on the level of Social CRM maturity that the company has reached:

STRATEGY

FUNCTIONS

OBJECTIVES

Listening / Collecting / Measuring

Managing KPIs on a single channel

Level

Listening, measuring and analyzing the information retrieved from social media.

Level

Obtaining an overall picture of the contact.

Listening / Collecting / Redirecting / Measuring

Managing KPIs continuously and in an integrated manner on different channels

Level

Creating community platforms

Listening / Collecting / Redirecting / Measuring

Proactively engaging customers and monitoring them on different channels

Creating interactive platforms

Listening / Collecting / Redirecting / Managing / Measuring

Managing KPIs and responses in real time on different channels, whilst integrating customer participation

Level

The 4 levels of Social CRM maturity

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6 Essential elements of a Social CRM strategy 6.1/ The 5 fundamentals of Social CRM 6.1.1/ RECIPROCITY

6.1.2/ REACTIVITY

Social CRM introduces the notion of reciprocity where traditional “one-way” marketing strategies are used, e.g. company-to-consumers/prospects. Consumers are willing to enter into a dialogue with a company and share their suggestions, fuelling brand creativity. They will, however, expect their input to be acknowledged in return.

Sundays and public holidays are of no importance to Internet users - they post information on social media whenever they want. The speed at which the message spreads varies depending on the nature of the conversation, i.e. whether it is negative, sensitive or simply amusing.

Community forums, such as the American Express “Open Forum”, are good examples of this indispensible company/ customer exchange concept. Open Forum is intended to provide SMEs with the knowledge, tools and social network they will need to develop their business. In addition to providing a contact directory to enable SMEs and experts to get in touch with each other, the forum also hosts various multimedia information from company CEOs and experts who have been contacted by American Express (in the form of pdfs, videos, podcasts, posts, etc.), and has a collection of first-class content produced by Internet users to enrich the community environment.

Maintaining this conversational aspect and keeping the exchange of views flowing means that expectations in terms of responsiveness are higher on social media than on other channels. It is therefore crucial that companies set up a Social CRM tool as soon as possible to allow them to detect situations with potentially high virality (mass propagation), so that they can respond with minimum delay, including outside office hours. The aim is to avoid the development of controversial debates and to deal with crisis situations as soon as they arise. In this respect, the mobile tools on smartphones are proving to be the preferred method for companies to stay connected to their communities and to empower their employees.

The professional view: mobility, a Social CRM prerequisite “Mobile company management is a new but very worthwhile practice that has already proved itself, as Dell again illustrates. Dell provided its 10,000 managers with mobile phones that have Seesmic installed on them and are set-up to accommodate the main social media as well as Dell’s internal social network. This was done with the help of Chatter, a tool developed by Salesforce. The aim was to put a ‘social radio’ in the pocket of each manager, allowing them to hear what is being said about Dell and to communicate amongst themselves. The benefits of this mobile strategy were proved during the mini crisis relating to the cost of Air France tickets after the earthquake in Japan. Despite the fact that the conflict began on a Sunday, mobile management of social media meant that the Communications managers from the company could provide the necessary response and appropriate solutions within a very short period of time.” Loïc Le Meur, Founder of Seesmic

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6.1.3/ CONSISTENCY

6.1.4/ TRANSPARENCY

Initiatives on social media must not only be consistent with one another, but also with other contact channels if there is to be synergy between online and offline strategy.

Brands can no longer expect to be adorned with virtue. Consumers know all too well that brands are not perfect; they exchange enough views about this on social media! They are willing to excuse companies for some mistakes, providing that companies acknowledge the mistakes and put an action plan in place in order to rectify them properly.

This requires an understanding of both community needs and codes to ensure that the right methods for handling contacts are used, as well as effective circulation of information within companies, which is facilitated by internal social networks.

The professional view: do not hide your faults, work with your customers to improve “By not being transparent, open and honest, the brand is seen as an entity that inspires little confidence. Contrary to advertising, social media are often considered to be like ‘a bath of sulfuric acid’ in the sense that they first bring out negative aspects - that advertizing would simply omit – so that they then focus on positive aspects. Instead of hiding negative elements, it is better to highlight them to reassure customers and create a trust relationship. In some ways, social media function like ‘word of mouth’. At Seesmic, this is exactly how it works; any comments about our shortcomings can be found on feedback.seesmic.com. We acknowledge these comments and do our best to provide responses with suggestions for rectifying them. This attitude helps foster an environment of trust, authenticity and transparency within communities.” Loïc Le Meur, Founder of Seesmic

6.1.5/ ENGAGEMENT IN A TRUE CORPORATE APPROACH Social CRM impacts a lot of people: customers, prospects but also employees. Commitment to the approach is essential. Firstly, so that members of teams who are directly affected can ensure that company initiatives are implemented correctly and secondly, because employees themselves are members of social media sites. When they express their opinions about employers, including on personal social networking sites such as Facebook, it is important that their comments respect the image that the company wishes to project. The search for influencers and ambassadors must begin within the company itself.

This requires education, information and training. Contact center agents appear to be best placed for taking concrete action on social media (monitoring, detecting prospects and responding to complaints). They already know the company culture, are experienced in Customer Relationship Management and are better able to manage delicate situations. Their training should be a priority. But company engagement in Social CRM must occur at all levels and be seen as a clear priority. The commitment shown and example set by senior management is fundamental in this respect.

At Dell, the CEO sometimes interacts personally with users. Involving the CEO allows trends to be detected through interaction with Internet users. This can speed up the decision making process. Loïc Le Meur, Founder of Seesmic

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6 6.2/ T he truth about a few Social CRM myths Like any innovation, Social CRM is often misunderstood or sparks resistance from those opposed to change within the organization. This lack of understanding and resis-

tance gives rise to myths or prejudices, which sometimes become ingrained. The table below puts these to rest once and for all:

MYTH N°1: SOCIAL CRM IS NOT HERE TO STAY Social CRM is the answer to changing consumer behavior Advanced tools with customer data that can be increasingly exploited 40% increase in market value compared with 2010 and more than 20% extra in 2012 (Gartner) 40% rise in budget spending

MYTH N°2: SOCIAL CRM = FACEBOOK + TWITTER + (GOOGLE+) hese social media are not the only scope for action T First prioritize Social CRM integration on the corporate site of the company “Fish where the fish are”: casting a wider net on social media, where most of the brand consumers are brought together E xtending out to the preferred social media of influencers

MYTH N°3: SOCIAL CRM STOPS AT CUSTOMER SERVICE I t impacts on all departments of a company Priority departments at present: Marketing, Sales and Customer Services O nce a certain level of maturity has been reached there is internal collaboration and co-creation.

MYTH N°4: ONLY THE COMMUNITY MANAGER CAN BE TASKED WITH SOCIAL CRM Maturity analysis of the organization is needed to determine team requirements, i.e. composition and training

The 4 myths of Social CRM

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6.3/ Some strategic advice to get you started 1

efine your improved strategy, which should combine the benefits of social media with those D of your current CRM approach (in terms of target, objectives, budget, etc.) Type of interaction framework: L istening, Discussing, Assisting, Empowering, Capitalizing on customer knowledge Consider the exact strategic and operational objectives needed to evaluate the Return on Objective (ROO) Determine the most relevant KPIs and means of measuring the effectiveness of your Social CRM according to your objectives

Evaluate and implement a management strategy adapted to your organization: centralized, unique hub, several hubs, etc.? Internal & external procedures, rules of customer engagement?

nalyze the changes that Social CRM will trigger within the company in terms of employees: training, A creation of new positions - will it be necessary to recruit and what type of person is required, etc.?

5 6

Develop a plan for Social CRM-specific organizational change using diagnostic procedures for the various elements of the plan: Human (corporate culture, sensitivity to social media, management of distributed content, etc.) Strategic (vision, engagement of senior management, approach to management, etc.) Technological (CRM tools, CRM system architecture, platform used, process, etc.) Choose the tools that will support your Social CRM strategy “Social” functions to be integrated into the existing CRM tool: listening, assistance, conversation, management, analysis and performance measurement Launch trials early on, during the continuous “Proof of Concept” stage adapted to social media

Our 6 recommendations for making your Social CRM a success

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7 Social CRM tomorrow Although Social CRM is still in its infancy, it is preparing for a series of changes as a result of evolving techniques and practices on the part of consumers and companies.

7.1/ The challenge of identifying customers The proliferation of social media, general like Facebook and Twitter, professional like LinkedIn and Viadeo, or even thematic, make it difficult to identify consumers. The same customer or prospect can be present on different networks

and the history of his relationship with the brand can be difficult to decipher. In this context, identifying and rewarding the customer becomes a crucial issue.

7.2/ “Your products are social” Some surprising technological innovations are about to change our relationship with brands. Brands are already engaged in a relationship with their customers and fans that is becoming more and more personal, but they will

soon be joined in the conversation… by the products themselves! Now consumers can be “friends” with their favorite brands. But they will also become more and more directly linked, on social media, to the products they own.

The professional view: Social CRM meets M2M “Salesforce and Toyota have made it possible to involve a car in social networks, for example, to become a «friend» of, say, a Prius on Facebook. The car and car dealer can also become «friends». This means that vehicles can actually broadcast a variety of information via the news feeds of their owners, such as brakes’ wear level, oil level, etc. Dealers can then use this information to send targeted promotional offers to car owners, at just the right time. It’s like Social CRM meets M2M (Machine-to-Machine).” Alexandre Dayon, Executive Director CRM, Salesforce

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7.3/ “Your staff is social” Another Social CRM trend is to join internal social networks set up by companies. This allows steps taken by communities internally to be consistent with Social CRM initiatives. You can certainly see the benefit of encouraging employees to interact directly with consumers to deal, for example, with a technical problem posted on the forums. If Sun Microsystems and Microsoft can do it then why not other companies too? This is what motivated Dell to go

the extra mile with the launch of its Social Media Listening Command Center. This mechanism for listening to consumers on social media is expected to track an average of 22,000 posts about Dell every day. These posts will then be analyzed and segmented according to aspects such as subject matter, tone (and what it says about the customer’s feelings) and geographical location1.

The aim is to allow each employee to have a «social radio» enabling them to listen to customers’ conversations on social media. This is what the control center does in nine languages – soon to be eleven – all over the world. (…) All company departments are soon going to be using social media and community tools Manish Mehta, VP Social media & communities, Dell2

http://mashable.com/2010/12/08/dell-social-listening-center/#view_as_one_page-gallery_box483

http://www.youtube.com/watch?v=w4ooKojHMkA&feature=player_embedded

Customer service does not start or stop at the customer platform, it extends to all social media. This helps minimize the potential gap between personal and professional usage

of social media, which has been linked to expectations identified amongst “generation Y” employees.

The professional view: how far will we go to integrate companies’ social networks with Social CRM? “In order for a brand to be really customer centric, the company’s sales representatives must know everything that is being said about the brand. They must know what customers are saying about it as well as what the sales manager is saying on Twitter. The information must be directed to them. It’s very similar to what is currently being offered by Salesforce’s Chatter. Company employees registered on the Chatter internal network can sign up to a customer record in the CRM tool. This records the text of the chat exchange with the customer on the company’s website in the CRM tool. Customer service employees who «follow» the customer record on Chatter will see this document appear in their news feed straightaway. They will then be in a position to respond and take appropriate action.” Alexandre Dayon, Executive CRM Director, Salesforce

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Conclusion The world is changing and these new paradigms made possible by technology mean consumers can get their revenge: they are taking control once and for all. Companies owe it to themselves to be reactive by fitting into this new social ecosystem, even if this means losing control in terms of their relationships with customers and prospects. But the shift from a purely transactional approach to one that focuses on relationships and conversations - improving customer experiences and increasing sales - will enrich relations. So what a company loses in terms of control, it is able to win back in terms of relationship quality. This evolution - which could also be described as a revolution - transforms companies and really puts them to the test in the face of the emergence of social media.

All areas are affected. The need for Marketing, Sales and Customer Service jobs will certainly be questioned, and these will perhaps become the first positions to come under scrutiny. But more generally, it is the entire management structure of the company that must be reconsidered. Companies must take the evolving and technological landscape of CRM into account and adopt a coherent, alert and engaging social media strategy. Atos Consulting and MSLGroup are your partners in this transformation. They will provide the auditing tools you need to develop your company in line with its Social CRM maturity level as well as the methodology for enhanced customer segmentation. They will also help you implement specific organizational models.

WHAT ATOS CONSULTING AND MSLGROUP CAN OFFER

Strategy & organization

E-reputation • • • •

Online monitoring Opinion analyses Dialogue plans Social media marketing

• • • • •

Maturity analysis Social CRM Social CRM strategy Segmentation Competitive benchmark

Social CRM

Coaching • • • •

Social media training Crisis communications Editorial activities Communication plans

Transformation & Technology • A ugmented customer knowledge • Social marketing • Social contact center • S ocial CRM technology advice

Steps taken by Atos Consulting and MSLGroup in the field of Social CRM

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About What Atos Consulting and MSLGroup can offer

MSLGROUP Social Hive is the global social media practice of MSLGROUP, pooling 150+ dedicated operatives across North America, Europe, and Asia, with second to none expertise in social media counsel, online PR, Community Management, social media analytics and social media marketing. MSLGROUP Social Hive is a strategic and trusted digital advisor to our clients. A pioneer in influencer marketing, word of mouth, real-time insights and heritage in third party advocacy. Weâ&#x20AC;&#x2122;re able to cross-pollinate ideas and help our clients in the Conversation Age. Social Hive is part of MSLGROUP, the Publicis Groupe PR, Corporate Communications and Events global network.

Atos is an international information technology services company with an annual turnover of 8.7 billion Euros and 78,500 employees in 42 countries. Serving a global client base, it delivers hightech transactional services, as well as consulting, technology, systems integration and information management solutions. Atos provides technologies that support the development of its customers and help them achieve their company vision and goals. Atos is the official international information technology partner for the Olympic Games. The Group is quoted on the Paris Eurolist Market and trades as Atos, Atos Consulting & Technology Services, Atos Worldline and Atos Worldgrid. Atos Consulting is the consultancy branch of the Atos Group.

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Acknowledgements We give our heartfelt thanks to all the experts and professionals who have shared their experiences with us throughout this document: rédéric Cavazza, Social Media Consultant / Expert, F fredcavazza.net Alexandre Dayon, Executive Director CRM, Salesforce nthony Poncier, Social Media Consultant / Expert, A poncier.org/blog/ Gina Debogovich, Best Buy Community Manager édric Deniaud, Social Media Consultant / Expert, C mediassociaux.fr ann Gourvennec, Web Director, social and digital Y media, Orange group Loïc Le Meur, CEO, Seesmic erge Real del Sarte, Director of e-Reputation and S Community Management, GINGER Group Thierry Spencer, Founder And Director Of Testntrust Marina Tymen, Press Office, Air France

We would also like to give a big thank-you to the people who have helped make this document a reality: hierry Gadou, Managing Director, Atos Consulting and T Fabrice Fries, CEO, Publicis Consultants, both driving forces behind this project Stanislas Magniant, Head of Digital, EMEA, MSLGroup enoît Faverial, Deputy Director, Publicis Consultants B Net Intelligenz line Rannou, Consultant, Publicis Consultants E Net Intelligenz ric Levy-Bencheton, Partner, Practice Sales & E Marketing / Customer Relationship Management, Atos Consulting irginie Auboyer, Senior Manager, Sales & Marketing / V Customer Relationship Management, Atos Consulting lodie Chizat and Patricia Blanc, Managers, Sales & E Marketing / Customer Relationship Management, Atos Consulting uillaume Vincent, Consultant, Sales & Marketing / G Customer Relationship Management, Atos Consulting téphane Harbulot and Elie Assouline, Publicis S Consultants/Illustrations

This publication was coordinated by Assane Sine and Jérôme Delacroix at Smartwords.

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Notes

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Towards enhanced Customer Relationship Management