Time to kick off yet another discussion, however this one stems from
some interesting research findings in my latest report on the
"Corporate Social Strategist", who is the social media decision maker
on the business side.
In my research (we had a mixture of surveys, interviews, job
description and LinkedIn analysis) we found that this person is really
in Corporate Communications (30%) and more predominantly in Marketing
(41%). I consider those separate functions, in some large companies
those are complete different departments.
(Data graphic here: http://bit.ly/901KWe)
Let's have a discussion, I'll break it out into phases...
1) Who, or which group, will lead the SCRM effort on the Business
Side?
2) Who will lead the Technical Implementation?
3) Who will manage the ongoing program?
4) Is one department suited for this? Is there a specific skillset
required?
I'm so very thankful to have this community, I really appreciate the
thoughtful and deeper discussions we can have here than on tools like
Twitter (passing hallway conversations), it's more like a panel at a
conference, or a salon.
Also, if you want to read the report, I just published it yesterday on
the "Career Path of the Corporate Social Strategist" http://bit.ly/c3uNDf
Altimeter's work in this space is exceptional. I am greatly inspired :)
In large organisations, because of the varying skill sets required, the multi-functional impact of social CRM implementation and the need for senior management to keep a handle on things somewhat, it is very likely that some kind of 'center of excellence' will become the main 'drivers' for social CRM. As illustrated in your report, these centers are very common especially with the businesses using the hub and spoke model.
In small and midsized businesses, the CEO and/or one other champion in marcomm may be the most likely to drive social CRM. I've no data to back my supposition though. Anyone know of any research in the SMB space on this?
> Time to kick off yet another discussion, however this one stems from > some interesting research findings in my latest report on the > "Corporate Social Strategist", who is the social media decision maker > on the business side.
> In my research (we had a mixture of surveys, interviews, job > description and LinkedIn analysis) we found that this person is really > in Corporate Communications (30%) and more predominantly in Marketing > (41%). I consider those separate functions, in some large companies > those are complete different departments. > (Data graphic here: http://bit.ly/901KWe)
> Let's have a discussion, I'll break it out into phases...
> 1) Who, or which group, will lead the SCRM effort on the Business > Side?
> 2) Who will lead the Technical Implementation?
> 3) Who will manage the ongoing program?
> 4) Is one department suited for this? Is there a specific skillset > required?
> I'm so very thankful to have this community, I really appreciate the > thoughtful and deeper discussions we can have here than on tools like > Twitter (passing hallway conversations), it's more like a panel at a > conference, or a salon.
> Also, if you want to read the report, I just published it yesterday on > the "Career Path of the Corporate Social Strategist" http://bit.ly/c3uNDf
> -- > This group is for Social CRM Pioneers. Pioneers ask the hard questions, > share lessons learned and contribute best practices.
To answer Jeremia's questions from where I sit at my company:
> 1) Who, or which group, will lead the SCRM effort on the Business > Side?
I am leading the SCRM effort. I am in the MARCOM group. SCRM is very much a new term here. But I continue to plant seeds and identify the right people and business cases to help move the agenda forward as incrementally as I can. My approach has not been to push SCRM in anyone's faces, but continue to identify gaps in the escalation process as the brand becomes more visible in social to avoid the conversation around SCRM being theoretical to a pragmatic approach. As I ID the gaps, I'm proposing solutions that don't radicalize how we do things but fill the gaps - so that i am essentially steering things towards SCRM without putting a label on it.
> 2) Who will lead the Technical Implementation?
Customer service and development teams with Marcom playing a consultitave and strategic role. Our legal team has also been integral at mediating the discussion between marketing and service - two departments that have not traditionally intersected.
> 3) Who will manage the ongoing program?
Joint management between marcom and service.
> 4) Is one department suited for this? Is there a specific skillsetc > required?
In my opinion, It needs to be a joint effort between marketing and service with transfer of knowledge between groups at the core. A deep understanding of the companie's current process for supporting customers is key - not just what it is bit why it is and hoe it has evolved. Stakeholders need to be willing to learn and unlearn.
> Time to kick off yet another discussion, however this one stems from > some interesting research findings in my latest report on the > "Corporate Social Strategist", who is the social media decision maker > on the business side.
> In my research (we had a mixture of surveys, interviews, job > description and LinkedIn analysis) we found that this person is really > in Corporate Communications (30%) and more predominantly in Marketing > (41%). I consider those separate functions, in some large companies > those are complete different departments. > (Data graphic here: http://bit.ly/901KWe)
> Let's have a discussion, I'll break it out into phases...
> 1) Who, or which group, will lead the SCRM effort on the Business > Side?
> 2) Who will lead the Technical Implementation?
> 3) Who will manage the ongoing program?
> 4) Is one department suited for this? Is there a specific skillset > required?
> I'm so very thankful to have this community, I really appreciate the > thoughtful and deeper discussions we can have here than on tools like > Twitter (passing hallway conversations), it's more like a panel at a > conference, or a salon.
> Also, if you want to read the report, I just published it yesterday on > the "Career Path of the Corporate Social Strategist" http://bit.ly/c3uNDf
> -- > This group is for Social CRM Pioneers. Pioneers ask the hard > questions, share lessons learned and contribute best practices.
From my perspective as customer advocate, I am just stunned that marketing and service do not usually have a dialogue. I bet you have identified a fundamental issue in how companies (don't) work that is having a bright light shone on it by SCRM initiatives.
On Thu, Nov 11, 2010 at 1:22 PM, Adam <adamgershenb...@gmail.com> wrote: > To answer Jeremia's questions from where I sit at my company:
>> 1) Who, or which group, will lead the SCRM effort on the Business >> Side?
>> I am leading the SCRM effort. I am in the MARCOM group. SCRM is very much > a new term here. But I continue to plant seeds and identify the right people > and business cases to help move the agenda forward as incrementally as I > can. My approach has not been to push SCRM in anyone's faces, but continue > to identify gaps in the escalation process as the brand becomes more visible > in social to avoid the conversation around SCRM being theoretical to a > pragmatic approach. As I ID the gaps, I'm proposing solutions that don't > radicalize how we do things but fill the gaps - so that i am essentially > steering things towards SCRM without putting a label on it.
> 2) Who will lead the Technical Implementation?
> Customer service and development teams with Marcom playing a consultitave > and strategic role. Our legal team has also been integral at mediating the > discussion between marketing and service - two departments that have not > traditionally intersected.
>> 3) Who will manage the ongoing program?
> Joint management between marcom and service.
>> 4) Is one department suited for this? Is there a specific skillsetc >> required?
> In my opinion, It needs to be a joint effort between marketing and service > with transfer of knowledge between groups at the core. A deep understanding > of the companie's current process for supporting customers is key - not just > what it is bit why it is and hoe it has evolved. Stakeholders need to be > willing to learn and unlearn.
> Sent from my iPhone
> On Nov 11, 2010, at 9:40 AM, Jeremiah Owyang <owyang.jerem...@gmail.com> > wrote:
> Pioneers
>> Time to kick off yet another discussion, however this one stems from >> some interesting research findings in my latest report on the >> "Corporate Social Strategist", who is the social media decision maker >> on the business side.
>> In my research (we had a mixture of surveys, interviews, job >> description and LinkedIn analysis) we found that this person is really >> in Corporate Communications (30%) and more predominantly in Marketing >> (41%). I consider those separate functions, in some large companies >> those are complete different departments. >> (Data graphic here: http://bit.ly/901KWe)
>> Let's have a discussion, I'll break it out into phases...
>> 1) Who, or which group, will lead the SCRM effort on the Business >> Side?
>> 2) Who will lead the Technical Implementation?
>> 3) Who will manage the ongoing program?
>> 4) Is one department suited for this? Is there a specific skillset >> required?
>> I'm so very thankful to have this community, I really appreciate the >> thoughtful and deeper discussions we can have here than on tools like >> Twitter (passing hallway conversations), it's more like a panel at a >> conference, or a salon.
>> Also, if you want to read the report, I just published it yesterday on >> the "Career Path of the Corporate Social Strategist" http://bit.ly/c3uNDf
>> -- >> This group is for Social CRM Pioneers. Pioneers ask the hard questions, >> share lessons learned and contribute best practices.
> -- > This group is for Social CRM Pioneers. Pioneers ask the hard questions, > share lessons learned and contribute best practices. > For more options, visit this group at > http://groups.google.com/group/social-crm-pioneers
Really enjoyed reading the report with lots of great insight. Thank
you for putting it together and sharing, and I'll probably end up
writing a post about it over the next few days. particularly in
response to the idea that if you don't go down the 'social strategist'
route, you will end up relegated to the social help desk. In my mind,
that isn't necessarily a negative route to follow, and perhaps is
reflective of a more marketing-led/influenced approach to the subject
matter. There have been many significant changes within customer
service resulting from the emergence of social within this space.
However, I think overall, what you will see is perhaps social being
applied at a company-wide level and moving away from the traditional
departmental silo/ownership approach. The paradigm that someone has to
own it, I think, will dissipate gradually. I digress.
From a UK perspective, what I am also seeing is social falling under
the remit of innovation or transformation within a company. Such
companies are adopting a forward-looking approach, and whilst they
will need to eventually marry this up to the 'now', it places an
interesting spin on it. For the most part, however, social falls under
either customer service or marketing, and there is no doubt that not
only are these two departments talking more and more to each other as
a result of social, but you are seeing cross-functional teams arise.
These teams come together to set the social framework, which are then
applied according to the specific needs of each part of the business.
From a team perspective, the team 'owns' social, regardless of whether
the ultimate 'team leader' is from marketing, customer service etc.
I would say in the UK we are not at the stage of development where we
have a 'social strategist', although it is getting closer. But for now
it is predominantly a functional/tactical role. For the most part we
have a social manager who reports into a traditional Head of Marketing
or Customer Service. Social media is gaining more and more traction
all the time, but we are far more driven by a need to prove ROI/
business case before the buy-in to it is complete. Up until this point
it is a leap of faith, with that faith being championed by a Head of
Marketing or Customer Service.
When I was at The Carphone Warehouse, social began in Knowledge
Management, which had close ties to Customer Service and within a
short space of time, built alliances in Marketing, PR and Compliance.
But it was very much a customer service function.
On Nov 12, 12:32 am, Francine Hardaway <franc...@stealthmode.com>
wrote:
> From my perspective as customer advocate, I am just stunned that marketing
> and service do not usually have a dialogue. I bet you have identified a
> fundamental issue in how companies (don't) work that is having a bright
> light shone on it by SCRM initiatives.
> On Thu, Nov 11, 2010 at 1:22 PM, Adam <adamgershenb...@gmail.com> wrote:
> > To answer Jeremia's questions from where I sit at my company:
> >> 1) Who, or which group, will lead the SCRM effort on the Business
> >> Side?
> >> I am leading the SCRM effort. I am in the MARCOM group. SCRM is very much
> > a new term here. But I continue to plant seeds and identify the right people
> > and business cases to help move the agenda forward as incrementally as I
> > can. My approach has not been to push SCRM in anyone's faces, but continue
> > to identify gaps in the escalation process as the brand becomes more visible
> > in social to avoid the conversation around SCRM being theoretical to a
> > pragmatic approach. As I ID the gaps, I'm proposing solutions that don't
> > radicalize how we do things but fill the gaps - so that i am essentially
> > steering things towards SCRM without putting a label on it.
> > 2) Who will lead the Technical Implementation?
> > Customer service and development teams with Marcom playing a consultitave
> > and strategic role. Our legal team has also been integral at mediating the
> > discussion between marketing and service - two departments that have not
> > traditionally intersected.
> >> 3) Who will manage the ongoing program?
> > Joint management between marcom and service.
> >> 4) Is one department suited for this? Is there a specific skillsetc
> >> required?
> > In my opinion, It needs to be a joint effort between marketing and service
> > with transfer of knowledge between groups at the core. A deep understanding
> > of the companie's current process for supporting customers is key - not just
> > what it is bit why it is and hoe it has evolved. Stakeholders need to be
> > willing to learn and unlearn.
> > Sent from my iPhone
> > On Nov 11, 2010, at 9:40 AM, Jeremiah Owyang <owyang.jerem...@gmail.com>
> > wrote:
> > Pioneers
> >> Time to kick off yet another discussion, however this one stems from
> >> some interesting research findings in my latest report on the
> >> "Corporate Social Strategist", who is the social media decision maker
> >> on the business side.
> >> In my research (we had a mixture of surveys, interviews, job
> >> description and LinkedIn analysis) we found that this person is really
> >> in Corporate Communications (30%) and more predominantly in Marketing
> >> (41%). I consider those separate functions, in some large companies
> >> those are complete different departments.
> >> (Data graphic here:http://bit.ly/901KWe)
> >> Let's have a discussion, I'll break it out into phases...
> >> 1) Who, or which group, will lead the SCRM effort on the Business
> >> Side?
> >> 2) Who will lead the Technical Implementation?
> >> 3) Who will manage the ongoing program?
> >> 4) Is one department suited for this? Is there a specific skillset
> >> required?
> >> I'm so very thankful to have this community, I really appreciate the
> >> thoughtful and deeper discussions we can have here than on tools like
> >> Twitter (passing hallway conversations), it's more like a panel at a
> >> conference, or a salon.
> >> Also, if you want to read the report, I just published it yesterday on
> >> the "Career Path of the Corporate Social Strategist"http://bit.ly/c3uNDf
> >> --
> >> This group is for Social CRM Pioneers. Pioneers ask the hard questions,
> >> share lessons learned and contribute best practices.
> > --
> > This group is for Social CRM Pioneers. Pioneers ask the hard questions,
> > share lessons learned and contribute best practices.
> > For more options, visit this group at
> >http://groups.google.com/group/social-crm-pioneers
I should be more specific in saying "don't typically intersect." i mean in terms of cross functional teams working in both marketing and service. Ofcourse service and support is a key component of the marketing messaging and mix but a new presidence is being set now that new channels of communication with our customers are being created in social, the need has emerged to evolve how the company practices CRM. Which is a conversation that hasn't typically been had.
Sent from my iPhone
On Nov 11, 2010, at 8:05 PM, "@guy1067" <guy1...@gmail.com> wrote:
> Really enjoyed reading the report with lots of great insight. Thank > you for putting it together and sharing, and I'll probably end up > writing a post about it over the next few days. particularly in > response to the idea that if you don't go down the 'social strategist' > route, you will end up relegated to the social help desk. In my mind, > that isn't necessarily a negative route to follow, and perhaps is > reflective of a more marketing-led/influenced approach to the subject > matter. There have been many significant changes within customer > service resulting from the emergence of social within this space. > However, I think overall, what you will see is perhaps social being > applied at a company-wide level and moving away from the traditional > departmental silo/ownership approach. The paradigm that someone has to > own it, I think, will dissipate gradually. I digress.
> From a UK perspective, what I am also seeing is social falling under > the remit of innovation or transformation within a company. Such > companies are adopting a forward-looking approach, and whilst they > will need to eventually marry this up to the 'now', it places an > interesting spin on it. For the most part, however, social falls under > either customer service or marketing, and there is no doubt that not > only are these two departments talking more and more to each other as > a result of social, but you are seeing cross-functional teams arise. > These teams come together to set the social framework, which are then > applied according to the specific needs of each part of the business. > From a team perspective, the team 'owns' social, regardless of whether > the ultimate 'team leader' is from marketing, customer service etc.
> I would say in the UK we are not at the stage of development where we > have a 'social strategist', although it is getting closer. But for now > it is predominantly a functional/tactical role. For the most part we > have a social manager who reports into a traditional Head of Marketing > or Customer Service. Social media is gaining more and more traction > all the time, but we are far more driven by a need to prove ROI/ > business case before the buy-in to it is complete. Up until this point > it is a leap of faith, with that faith being championed by a Head of > Marketing or Customer Service.
> When I was at The Carphone Warehouse, social began in Knowledge > Management, which had close ties to Customer Service and within a > short space of time, built alliances in Marketing, PR and Compliance. > But it was very much a customer service function.
> On Nov 12, 12:32 am, Francine Hardaway <franc...@stealthmode.com> > wrote: >> Wow, Adam
>> From my perspective as customer advocate, I am just stunned that >> marketing >> and service do not usually have a dialogue. I bet you have >> identified a >> fundamental issue in how companies (don't) work that is having a >> bright >> light shone on it by SCRM initiatives.
>> On Thu, Nov 11, 2010 at 1:22 PM, Adam <adamgershenb...@gmail.com> >> wrote: >>> To answer Jeremia's questions from where I sit at my company:
>>>> 1) Who, or which group, will lead the SCRM effort on the Business >>>> Side?
>>>> I am leading the SCRM effort. I am in the MARCOM group. SCRM is >>>> very much >>> a new term here. But I continue to plant seeds and identify the >>> right people >>> and business cases to help move the agenda forward as >>> incrementally as I >>> can. My approach has not been to push SCRM in anyone's faces, but >>> continue >>> to identify gaps in the escalation process as the brand becomes >>> more visible >>> in social to avoid the conversation around SCRM being theoretical >>> to a >>> pragmatic approach. As I ID the gaps, I'm proposing solutions that >>> don't >>> radicalize how we do things but fill the gaps - so that i am >>> essentially >>> steering things towards SCRM without putting a label on it.
>>> 2) Who will lead the Technical Implementation?
>>> Customer service and development teams with Marcom playing a >>> consultitave >>> and strategic role. Our legal team has also been integral at >>> mediating the >>> discussion between marketing and service - two departments that >>> have not >>> traditionally intersected.
>>>> 3) Who will manage the ongoing program?
>>> Joint management between marcom and service.
>>>> 4) Is one department suited for this? Is there a specific skillsetc >>>> required?
>>> In my opinion, It needs to be a joint effort between marketing and >>> service >>> with transfer of knowledge between groups at the core. A deep >>> understanding >>> of the companie's current process for supporting customers is key >>> - not just >>> what it is bit why it is and hoe it has evolved. Stakeholders need >>> to be >>> willing to learn and unlearn.
>>> Sent from my iPhone
>>> On Nov 11, 2010, at 9:40 AM, Jeremiah Owyang >>> <owyang.jerem...@gmail.com> >>> wrote:
>>> Pioneers
>>>> Time to kick off yet another discussion, however this one stems >>>> from >>>> some interesting research findings in my latest report on the >>>> "Corporate Social Strategist", who is the social media decision >>>> maker >>>> on the business side.
>>>> In my research (we had a mixture of surveys, interviews, job >>>> description and LinkedIn analysis) we found that this person is >>>> really >>>> in Corporate Communications (30%) and more predominantly in >>>> Marketing >>>> (41%). I consider those separate functions, in some large >>>> companies >>>> those are complete different departments. >>>> (Data graphic here:http://bit.ly/901KWe)
>>>> Let's have a discussion, I'll break it out into phases...
>>>> 1) Who, or which group, will lead the SCRM effort on the Business >>>> Side?
>>>> 2) Who will lead the Technical Implementation?
>>>> 3) Who will manage the ongoing program?
>>>> 4) Is one department suited for this? Is there a specific skillset >>>> required?
>>>> I'm so very thankful to have this community, I really appreciate >>>> the >>>> thoughtful and deeper discussions we can have here than on tools >>>> like >>>> Twitter (passing hallway conversations), it's more like a panel >>>> at a >>>> conference, or a salon.
>>>> Also, if you want to read the report, I just published it >>>> yesterday on >>>> the "Career Path of the Corporate Social Strategist"http://bit.ly/c3uNDf
>>>> -- >>>> This group is for Social CRM Pioneers. Pioneers ask the hard >>>> questions, >>>> share lessons learned and contribute best practices.
>>> -- >>> This group is for Social CRM Pioneers. Pioneers ask the hard >>> questions, >>> share lessons learned and contribute best practices. >>> For more options, visit this group at >>> http://groups.google.com/group/social-crm-pioneers
Hi Adam, It is an interesting observation where you write about a 'new
precedence is being set now that new channels of communication with
our customers are being created in social...'. Not sure if I agree.
Social is a new channel and it does have its own unique
characteristics which need to be taken into account, but at the end of
the day, in my mind, I'm not sure that social warrants a whole new
approach or a different set of questions to be asked than if it were
any other channel. I think we need to be careful also to not be
sidetracked by the characteristics of social either. Yes, social
offers a 'real-time' possibility that has not necessarily existed
before, but I think we make more of the 'real-time' aspect than truly
exists. For example, from a customer service perspective, as a
customer if something goes wrong I want a company to acknowledge the
issue in real-time, but the actual resolution of it can take place at
some other point. The key for a company is still to keep the customer
informed about what is happening. Furthermore, just because a company
can now identify issues in real-time, does not mean they are actually
geared up to respond to them in real-time. Unless business paradigms
fundamentally change, in time social, or something like Twitter, may
well be swallowed up by traditional methods of prioritisation such as
a callback list etc. Companies are barely doing the basics of
traditional crm effectively. Part of the issue is that there is little
standardisation and agreement about what is important. Do companies
actually go out to their customers and understand or ask them what the
right information they need to track is? Just because it's social,
doesn't mean everything changes, nor does it mean we ignore social's
unique characteristics.
On Nov 12, 2:29 am, Adam <adamgershenb...@gmail.com> wrote:
> I should be more specific in saying "don't typically intersect." i
> mean in terms of cross functional teams working in both marketing and
> service. Ofcourse service and support is a key component of the
> marketing messaging and mix but a new presidence is being set now that
> new channels of communication with our customers are being created in
> social, the need has emerged to evolve how the company practices CRM.
> Which is a conversation that hasn't typically been had.
> Sent from my iPhone
> On Nov 11, 2010, at 8:05 PM, "@guy1067" <guy1...@gmail.com> wrote:
> > Really enjoyed reading the report with lots of great insight. Thank
> > you for putting it together and sharing, and I'll probably end up
> > writing a post about it over the next few days. particularly in
> > response to the idea that if you don't go down the 'social strategist'
> > route, you will end up relegated to the social help desk. In my mind,
> > that isn't necessarily a negative route to follow, and perhaps is
> > reflective of a more marketing-led/influenced approach to the subject
> > matter. There have been many significant changes within customer
> > service resulting from the emergence of social within this space.
> > However, I think overall, what you will see is perhaps social being
> > applied at a company-wide level and moving away from the traditional
> > departmental silo/ownership approach. The paradigm that someone has to
> > own it, I think, will dissipate gradually. I digress.
> > From a UK perspective, what I am also seeing is social falling under
> > the remit of innovation or transformation within a company. Such
> > companies are adopting a forward-looking approach, and whilst they
> > will need to eventually marry this up to the 'now', it places an
> > interesting spin on it. For the most part, however, social falls under
> > either customer service or marketing, and there is no doubt that not
> > only are these two departments talking more and more to each other as
> > a result of social, but you are seeing cross-functional teams arise.
> > These teams come together to set the social framework, which are then
> > applied according to the specific needs of each part of the business.
> > From a team perspective, the team 'owns' social, regardless of whether
> > the ultimate 'team leader' is from marketing, customer service etc.
> > I would say in the UK we are not at the stage of development where we
> > have a 'social strategist', although it is getting closer. But for now
> > it is predominantly a functional/tactical role. For the most part we
> > have a social manager who reports into a traditional Head of Marketing
> > or Customer Service. Social media is gaining more and more traction
> > all the time, but we are far more driven by a need to prove ROI/
> > business case before the buy-in to it is complete. Up until this point
> > it is a leap of faith, with that faith being championed by a Head of
> > Marketing or Customer Service.
> > When I was at The Carphone Warehouse, social began in Knowledge
> > Management, which had close ties to Customer Service and within a
> > short space of time, built alliances in Marketing, PR and Compliance.
> > But it was very much a customer service function.
> > On Nov 12, 12:32 am, Francine Hardaway <franc...@stealthmode.com>
> > wrote:
> >> Wow, Adam
> >> From my perspective as customer advocate, I am just stunned that
> >> marketing
> >> and service do not usually have a dialogue. I bet you have
> >> identified a
> >> fundamental issue in how companies (don't) work that is having a
> >> bright
> >> light shone on it by SCRM initiatives.
> >> On Thu, Nov 11, 2010 at 1:22 PM, Adam <adamgershenb...@gmail.com>
> >> wrote:
> >>> To answer Jeremia's questions from where I sit at my company:
> >>>> 1) Who, or which group, will lead the SCRM effort on the Business
> >>>> Side?
> >>>> I am leading the SCRM effort. I am in the MARCOM group. SCRM is
> >>>> very much
> >>> a new term here. But I continue to plant seeds and identify the
> >>> right people
> >>> and business cases to help move the agenda forward as
> >>> incrementally as I
> >>> can. My approach has not been to push SCRM in anyone's faces, but
> >>> continue
> >>> to identify gaps in the escalation process as the brand becomes
> >>> more visible
> >>> in social to avoid the conversation around SCRM being theoretical
> >>> to a
> >>> pragmatic approach. As I ID the gaps, I'm proposing solutions that
> >>> don't
> >>> radicalize how we do things but fill the gaps - so that i am
> >>> essentially
> >>> steering things towards SCRM without putting a label on it.
> >>> 2) Who will lead the Technical Implementation?
> >>> Customer service and development teams with Marcom playing a
> >>> consultitave
> >>> and strategic role. Our legal team has also been integral at
> >>> mediating the
> >>> discussion between marketing and service - two departments that
> >>> have not
> >>> traditionally intersected.
> >>>> 3) Who will manage the ongoing program?
> >>> Joint management between marcom and service.
> >>>> 4) Is one department suited for this? Is there a specific skillsetc
> >>>> required?
> >>> In my opinion, It needs to be a joint effort between marketing and
> >>> service
> >>> with transfer of knowledge between groups at the core. A deep
> >>> understanding
> >>> of the companie's current process for supporting customers is key
> >>> - not just
> >>> what it is bit why it is and hoe it has evolved. Stakeholders need
> >>> to be
> >>> willing to learn and unlearn.
> >>> Sent from my iPhone
> >>> On Nov 11, 2010, at 9:40 AM, Jeremiah Owyang
> >>> <owyang.jerem...@gmail.com>
> >>> wrote:
> >>> Pioneers
> >>>> Time to kick off yet another discussion, however this one stems
> >>>> from
> >>>> some interesting research findings in my latest report on the
> >>>> "Corporate Social Strategist", who is the social media decision
> >>>> maker
> >>>> on the business side.
> >>>> In my research (we had a mixture of surveys, interviews, job
> >>>> description and LinkedIn analysis) we found that this person is
> >>>> really
> >>>> in Corporate Communications (30%) and more predominantly in
> >>>> Marketing
> >>>> (41%). I consider those separate functions, in some large
> >>>> companies
> >>>> those are complete different departments.
> >>>> (Data graphic here:http://bit.ly/901KWe)
> >>>> Let's have a discussion, I'll break it out into phases...
> >>>> 1) Who, or which group, will lead the SCRM effort on the Business
> >>>> Side?
> >>>> 2) Who will lead the Technical Implementation?
> >>>> 3) Who will manage the ongoing program?
> >>>> 4) Is one department suited for this? Is there a specific skillset
> >>>> required?
> >>>> I'm so very thankful to have this community, I really appreciate
> >>>> the
> >>>> thoughtful and deeper discussions we can have here than on tools
> >>>> like
> >>>> Twitter (passing hallway conversations), it's more like a panel
> >>>> at a
> >>>> conference, or a salon.
> >>>> Also, if you want to read the report, I just published it
> >>>> yesterday on
> >>>> the "Career Path of the Corporate Social Strategist"http://bit.ly/c3uNDf
> >>>> --
> >>>> This group is for Social CRM Pioneers. Pioneers ask the hard
> >>>> questions,
> >>>> share lessons learned and contribute best practices.
> >>> --
> >>> This group is for Social CRM Pioneers. Pioneers ask the hard
> >>> questions,
> >>> share lessons learned and contribute best practices.
> >>> For more options, visit this group at
> >>>http://groups.google.com/group/social-crm-pioneers
1) Who, or which group, will lead the SCRM effort on the Business
Side?
From where I sit (which is in the customer care department, actually)
it seems to me that this is a stand-alone role. It looks and feels a
lot like being an in-house communications consultant. SCRM has a way
of turning old process on its ear and, armed with commentary from
customers, it is a constant battle between relating to traditional
mindsets within the firm and being the internal voice of the customer.
It's diplomacy without all the jetsetting and banquets (so far...).
2) Who will lead the Technical Implementation?
This has to be a teaming effort between operations, IT, customer
service and marcom. Obviously, too many cooks in the kitchen gets
tricky but without buy-in across the board, departments go rogue to
get what they want, muddy the brand and confuse the customer. Cohesion
is critical here with the SCRM specialist in charge of organizing,
challenging and motivating (aka leading).
3) Who will manage the ongoing program?
There is a difference between managing and leading. This is a highly
innovative role; it's not built for 'managers.' The SCRM should lead
by
- Training and motivating the people who can create the best content
and gain the most from the tools available
- Fielding questions as they arise
- Staying in contact with leaders internally and externally
- Learning, constantly and
- Strategizing the next steps.
4) Is one department suited for this? Is there a specific skillset
required?
None that are existing. Even if you have a team of ten SCRM
specialists, they will all weave in and out of other departments - and
the social web - constantly juggling different personalities and
motivations.
Yes, there IS a specific skillset required: A self-motivating,
empathic, expert communicator with a genuine concern for the
customer's experience. This role is ideally suited for someone with
professional ADD: an Agressive Desire to Dabble. It's a "Jack of All
Trades" position...
