One of the latest projects I worked with at McKinsey&Company (with
great experts Michael Chui & Jacques Bughin) was doing some
prospective work towards 2020. A key elements to drive industry
implications and lay new foundations, was to build consumer stories.
One of them, built from a real case, which I wrote and takes
inspiration from can definitely be a social CRM one (freely adapted
here).
- Kate (teenage girl, 15) is enjoying herself in an online virtual
world, visiting the best places from her favorite TV series. She
visits as well a virtual shop from a teen retailer, and decides to buy
a piece of virtual clothing from her favorite brand. Upon her
purchase, she receives an e-coupon for a real piece of clothing (Real
case: Taattu world, and Pimkie retail store)
- So she decides to go to the real shop but as she sees the clothes
she takes a picture and ask her friends first through her social
network
- Yet, as she 'checked-in' (via eg Foursquare) the shop recognized
that she was the visitor of the online world, and other records.
- In the meantime, friends are coming back with mixed views.
What should the retailer do ?
Possible answers:
-> The retailer knows she is a fan (segmentation) as she bought
virtual goods online. She is there in the shop. Recognize her status
by having someone going to her and checking for help
-> The retailer could also send extra discount if she buys NOW (?)
Implications:
- sCRM requires (a.o.) :
* using full social customer data to segment your customer
base: a very active fan on Facebook is worth more than a regular
customer, etc...
* Being real-time enabled to maximize the opportunity when it
happens
* Covering all 'modes' of consumption for your best consumers
and serving them that too: virtual goods are one examples, but there
are others
What do you think & what is your sCRM consumer story ?
Alexandre
<franc...@stealthmode.com> wrote: > Great case study. What should the retailer do? nothing. The customer will ask for what she wants, and when she initiates a conversation, the retailer should thank her for being a fan and offer help or a discount for being a fan. chico's is a brick and mortar retailer who has it down about how to treat a "fan"
> On Aug 6, 2010, at 8:28 AM, Alex VDM <alexandre_vandermeer...@yahoo.fr> wrote:
>> One of the latest projects I worked with at McKinsey&Company (with >> great experts Michael Chui & Jacques Bughin) was doing some >> prospective work towards 2020. A key elements to drive industry >> implications and lay new foundations, was to build consumer stories. >> One of them, built from a real case, which I wrote and takes >> inspiration from can definitely be a social CRM one (freely adapted >> here).
>> - Kate (teenage girl, 15) is enjoying herself in an online virtual >> world, visiting the best places from her favorite TV series. She >> visits as well a virtual shop from a teen retailer, and decides to buy >> a piece of virtual clothing from her favorite brand. Upon her >> purchase, she receives an e-coupon for a real piece of clothing (Real >> case: Taattu world, and Pimkie retail store) >> - So she decides to go to the real shop but as she sees the clothes >> she takes a picture and ask her friends first through her social >> network >> - Yet, as she 'checked-in' (via eg Foursquare) the shop recognized >> that she was the visitor of the online world, and other records. >> - In the meantime, friends are coming back with mixed views.
>> What should the retailer do ? >> Possible answers: >> -> The retailer knows she is a fan (segmentation) as she bought >> virtual goods online. She is there in the shop. Recognize her status >> by having someone going to her and checking for help >> -> The retailer could also send extra discount if she buys NOW (?)
>> Implications: >> - sCRM requires (a.o.) : >> * using full social customer data to segment your customer >> base: a very active fan on Facebook is worth more than a regular >> customer, etc... >> * Being real-time enabled to maximize the opportunity when it >> happens >> * Covering all 'modes' of consumption for your best consumers >> and serving them that too: virtual goods are one examples, but there >> are others
>> What do you think & what is your sCRM consumer story ? >> Alexandre
>> -- >> This group is for Social CRM Pioneers. Pioneers ask the hard questions, share lessons learned and contribute best practices.
Great case study. What should the retailer do? nothing. The customer will ask for what she wants, and when she initiates a conversation, the retailer should thank her for being a fan and offer help or a discount for being a fan. chico's is a brick and mortar retailer who has it down about how to treat a "fan"
Francine Hardaway, Ph D GV: 816.WRITTEN
On Aug 6, 2010, at 8:28 AM, Alex VDM <alexandre_vandermeer...@yahoo.fr> wrote:
> One of the latest projects I worked with at McKinsey&Company (with > great experts Michael Chui & Jacques Bughin) was doing some > prospective work towards 2020. A key elements to drive industry > implications and lay new foundations, was to build consumer stories. > One of them, built from a real case, which I wrote and takes > inspiration from can definitely be a social CRM one (freely adapted > here).
> - Kate (teenage girl, 15) is enjoying herself in an online virtual > world, visiting the best places from her favorite TV series. She > visits as well a virtual shop from a teen retailer, and decides to buy > a piece of virtual clothing from her favorite brand. Upon her > purchase, she receives an e-coupon for a real piece of clothing (Real > case: Taattu world, and Pimkie retail store) > - So she decides to go to the real shop but as she sees the clothes > she takes a picture and ask her friends first through her social > network > - Yet, as she 'checked-in' (via eg Foursquare) the shop recognized > that she was the visitor of the online world, and other records. > - In the meantime, friends are coming back with mixed views.
> What should the retailer do ? > Possible answers: > -> The retailer knows she is a fan (segmentation) as she bought > virtual goods online. She is there in the shop. Recognize her status > by having someone going to her and checking for help > -> The retailer could also send extra discount if she buys NOW (?)
> Implications: > - sCRM requires (a.o.) : > * using full social customer data to segment your customer > base: a very active fan on Facebook is worth more than a regular > customer, etc... > * Being real-time enabled to maximize the opportunity when it > happens > * Covering all 'modes' of consumption for your best consumers > and serving them that too: virtual goods are one examples, but there > are others
> What do you think & what is your sCRM consumer story ? > Alexandre
> -- > This group is for Social CRM Pioneers. Pioneers ask the hard questions, share lessons learned and contribute best practices.
in your case one of the most important lines in the mentioned business failed. Now this is not only a problem for the particular diner but one for the brand (being a German living in NZ and not having done research on the diner I now assume this is a franchise business).
While I agree that this issue should have been properly addressed right on the spot you now took your liberty and expressed your (bad) feelings about the situation.
If the brand has a strategy then probably some possible sCRM tools now could kick in (and I emphasize on having a strategy!). With the brand being able to monitor the discusion thread that you have sparked in various places (twitter teaser, stealthmode blog, and here, +?) it is possible for the brand owners to take action on several levels. Some of them are also mentioned by the replies to your post.
The brand owners, of course, also have the chance to more personally apologize to you, using high tech but also low tech.
Ultimately we are led back to the question: Where does sCRM really start? In my eyes this is actually at the interaction in the shop with the personnel.
Rgds Thomas
On Mon, Aug 9, 2010 at 11:39 AM, Francine Hardaway <franc...@stealthmode.com
> On Friday, August 6, 2010, Francine Hardaway Ph.d > <franc...@stealthmode.com> wrote: > > Great case study. What should the retailer do? nothing. The customer will > ask for what she wants, and when she initiates a conversation, the retailer > should thank her for being a fan and offer help or a discount for being a > fan. chico's is a brick and mortar retailer who has it down about how to > treat a "fan"
> > On Aug 6, 2010, at 8:28 AM, Alex VDM <alexandre_vandermeer...@yahoo.fr> > wrote:
> >> One of the latest projects I worked with at McKinsey&Company (with > >> great experts Michael Chui & Jacques Bughin) was doing some > >> prospective work towards 2020. A key elements to drive industry > >> implications and lay new foundations, was to build consumer stories. > >> One of them, built from a real case, which I wrote and takes > >> inspiration from can definitely be a social CRM one (freely adapted > >> here).
> >> - Kate (teenage girl, 15) is enjoying herself in an online virtual > >> world, visiting the best places from her favorite TV series. She > >> visits as well a virtual shop from a teen retailer, and decides to buy > >> a piece of virtual clothing from her favorite brand. Upon her > >> purchase, she receives an e-coupon for a real piece of clothing (Real > >> case: Taattu world, and Pimkie retail store) > >> - So she decides to go to the real shop but as she sees the clothes > >> she takes a picture and ask her friends first through her social > >> network > >> - Yet, as she 'checked-in' (via eg Foursquare) the shop recognized > >> that she was the visitor of the online world, and other records. > >> - In the meantime, friends are coming back with mixed views.
> >> What should the retailer do ? > >> Possible answers: > >> -> The retailer knows she is a fan (segmentation) as she bought > >> virtual goods online. She is there in the shop. Recognize her status > >> by having someone going to her and checking for help > >> -> The retailer could also send extra discount if she buys NOW (?)
> >> Implications: > >> - sCRM requires (a.o.) : > >> * using full social customer data to segment your customer > >> base: a very active fan on Facebook is worth more than a regular > >> customer, etc... > >> * Being real-time enabled to maximize the opportunity when it > >> happens > >> * Covering all 'modes' of consumption for your best consumers > >> and serving them that too: virtual goods are one examples, but there > >> are others
> >> What do you think & what is your sCRM consumer story ? > >> Alexandre
> >> -- > >> This group is for Social CRM Pioneers. Pioneers ask the hard questions, > share lessons learned and contribute best practices.
I agree. That is the point I thought I was making ,but here you make it for me. SCRM isn't the tools, it is the use of tools to extend an attitude toward the customer (gratitude) that must already be present. We obscure this with tools and acronyms, but it is always about feelings.
Francine Hardaway, Ph D GV: 816.WRITTEN
On Aug 9, 2010, at 1:36 AM, Thomas Wieberneit <thomas.wiebern...@gmail.com> wrote:
> in your case one of the most important lines in the mentioned business failed. Now this is not only a problem for the particular diner but one for the brand (being a German living in NZ and not having done research on the diner I now assume this is a franchise business).
> While I agree that this issue should have been properly addressed right on the spot you now took your liberty and expressed your (bad) feelings about the situation.
> If the brand has a strategy then probably some possible sCRM tools now could kick in (and I emphasize on having a strategy!). With the brand being able to monitor the discusion thread that you have sparked in various places (twitter teaser, stealthmode blog, and here, +?) it is possible for the brand owners to take action on several levels. Some of them are also mentioned by the replies to your post.
> The brand owners, of course, also have the chance to more personally apologize to you, using high tech but also low tech.
> Ultimately we are led back to the question: Where does sCRM really start? In my eyes this is actually at the interaction in the shop with the personnel.
> Rgds > Thomas
> On Mon, Aug 9, 2010 at 11:39 AM, Francine Hardaway <franc...@stealthmode.com> wrote: > Another case study. What tools could prevent or fix this?
> On Friday, August 6, 2010, Francine Hardaway Ph.d > <franc...@stealthmode.com> wrote: > > Great case study. What should the retailer do? nothing. The customer will ask for what she wants, and when she initiates a conversation, the retailer should thank her for being a fan and offer help or a discount for being a fan. chico's is a brick and mortar retailer who has it down about how to treat a "fan"
> > On Aug 6, 2010, at 8:28 AM, Alex VDM <alexandre_vandermeer...@yahoo.fr> wrote:
> >> One of the latest projects I worked with at McKinsey&Company (with > >> great experts Michael Chui & Jacques Bughin) was doing some > >> prospective work towards 2020. A key elements to drive industry > >> implications and lay new foundations, was to build consumer stories. > >> One of them, built from a real case, which I wrote and takes > >> inspiration from can definitely be a social CRM one (freely adapted > >> here).
> >> - Kate (teenage girl, 15) is enjoying herself in an online virtual > >> world, visiting the best places from her favorite TV series. She > >> visits as well a virtual shop from a teen retailer, and decides to buy > >> a piece of virtual clothing from her favorite brand. Upon her > >> purchase, she receives an e-coupon for a real piece of clothing (Real > >> case: Taattu world, and Pimkie retail store) > >> - So she decides to go to the real shop but as she sees the clothes > >> she takes a picture and ask her friends first through her social > >> network > >> - Yet, as she 'checked-in' (via eg Foursquare) the shop recognized > >> that she was the visitor of the online world, and other records. > >> - In the meantime, friends are coming back with mixed views.
> >> What should the retailer do ? > >> Possible answers: > >> -> The retailer knows she is a fan (segmentation) as she bought > >> virtual goods online. She is there in the shop. Recognize her status > >> by having someone going to her and checking for help > >> -> The retailer could also send extra discount if she buys NOW (?)
> >> Implications: > >> - sCRM requires (a.o.) : > >> * using full social customer data to segment your customer > >> base: a very active fan on Facebook is worth more than a regular > >> customer, etc... > >> * Being real-time enabled to maximize the opportunity when it > >> happens > >> * Covering all 'modes' of consumption for your best consumers > >> and serving them that too: virtual goods are one examples, but there > >> are others
> >> What do you think & what is your sCRM consumer story ? > >> Alexandre
> >> -- > >> This group is for Social CRM Pioneers. Pioneers ask the hard questions, share lessons learned and contribute best practices.
The restaurant needs to train their staff a little more on how to be social creatures in the hospitality business. That manager was just plain rude and he missed the point. I am certain it wasn't all about the $2 but he seems to think it was.
That said, my hope is that the diner monitors the social web for mentions like this with a view to responding. Like Thomas said, the key word is 'strategy'. Do they have a web strategy in place? However, if all they do is invest in great consulting to get an awesome strategy in place and never invest in culture transformation, their presence on the net will be primarily a firefighting one.
franc...@stealthmode.com> wrote: > I agree. That is the point I thought I was making ,but here you make it for > me. SCRM isn't the tools, it is the use of tools to extend an attitude > toward the customer (gratitude) that must already be present. We obscure > this with tools and acronyms, but it is always about feelings.
> Francine Hardaway, Ph D > GV: 816.WRITTEN
> On Aug 9, 2010, at 1:36 AM, Thomas Wieberneit <thomas.wiebern...@gmail.com> > wrote:
> Francine,
> in your case one of the most important lines in the mentioned business > failed. Now this is not only a problem for the particular diner but one for > the brand (being a German living in NZ and not having done research on the > diner I now assume this is a franchise business).
> While I agree that this issue should have been properly addressed right on > the spot you now took your liberty and expressed your (bad) feelings about > the situation.
> If the brand has a strategy then probably some possible sCRM tools now > could kick in (and I emphasize on having a strategy!). With the brand being > able to monitor the discusion thread that you have sparked in various places > (twitter teaser, stealthmode blog, and here, +?) it is possible for the > brand owners to take action on several levels. Some of them are also > mentioned by the replies to your post.
> The brand owners, of course, also have the chance to more personally > apologize to you, using high tech but also low tech.
> Ultimately we are led back to the question: Where does sCRM really start? > In my eyes this is actually at the interaction in the shop with the > personnel.
> Rgds > Thomas
> On Mon, Aug 9, 2010 at 11:39 AM, Francine Hardaway <<franc...@stealthmode.com> > franc...@stealthmode.com> wrote:
>> Another case study. What tools could prevent or fix this?
>> On Friday, August 6, 2010, Francine Hardaway Ph.d >> < <franc...@stealthmode.com>franc...@stealthmode.com> wrote: >> > Great case study. What should the retailer do? nothing. The customer >> will ask for what she wants, and when she initiates a conversation, the >> retailer should thank her for being a fan and offer help or a discount for >> being a fan. chico's is a brick and mortar retailer who has it down about >> how to treat a "fan"
>> > On Aug 6, 2010, at 8:28 AM, Alex VDM <<alexandre_vandermeer...@yahoo.fr> >> alexandre_vandermeer...@yahoo.fr> wrote:
>> >> One of the latest projects I worked with at McKinsey&Company (with >> >> great experts Michael Chui & Jacques Bughin) was doing some >> >> prospective work towards 2020. A key elements to drive industry >> >> implications and lay new foundations, was to build consumer stories. >> >> One of them, built from a real case, which I wrote and takes >> >> inspiration from can definitely be a social CRM one (freely adapted >> >> here).
>> >> - Kate (teenage girl, 15) is enjoying herself in an online virtual >> >> world, visiting the best places from her favorite TV series. She >> >> visits as well a virtual shop from a teen retailer, and decides to buy >> >> a piece of virtual clothing from her favorite brand. Upon her >> >> purchase, she receives an e-coupon for a real piece of clothing (Real >> >> case: Taattu world, and Pimkie retail store) >> >> - So she decides to go to the real shop but as she sees the clothes >> >> she takes a picture and ask her friends first through her social >> >> network >> >> - Yet, as she 'checked-in' (via eg Foursquare) the shop recognized >> >> that she was the visitor of the online world, and other records. >> >> - In the meantime, friends are coming back with mixed views.
>> >> What should the retailer do ? >> >> Possible answers: >> >> -> The retailer knows she is a fan (segmentation) as she bought >> >> virtual goods online. She is there in the shop. Recognize her status >> >> by having someone going to her and checking for help >> >> -> The retailer could also send extra discount if she buys NOW (?)
>> >> Implications: >> >> - sCRM requires (a.o.) : >> >> * using full social customer data to segment your customer >> >> base: a very active fan on Facebook is worth more than a regular >> >> customer, etc... >> >> * Being real-time enabled to maximize the opportunity when it >> >> happens >> >> * Covering all 'modes' of consumption for your best consumers >> >> and serving them that too: virtual goods are one examples, but there >> >> are others
>> >> What do you think & what is your sCRM consumer story ? >> >> Alexandre
>> >> -- >> >> This group is for Social CRM Pioneers. Pioneers ask the hard >> questions, share lessons learned and contribute best practices.
> The restaurant needs to train their staff a little more on how to be social creatures in the hospitality business. That manager was just plain rude and he missed the point. I am certain it wasn't all about the $2 but he seems to think it was.
> That said, my hope is that the diner monitors the social web for mentions like this with a view to responding. Like Thomas said, the key word is 'strategy'. Do they have a web strategy in place? However, if all they do is invest in great consulting to get an awesome strategy in place and never invest in culture transformation, their presence on the net will be primarily a firefighting one.
> On Mon, Aug 9, 2010 at 4:17 PM, Francine Hardaway Ph.d <franc...@stealthmode.com> wrote: > I agree. That is the point I thought I was making ,but here you make it for me. SCRM isn't the tools, it is the use of tools to extend an attitude toward the customer (gratitude) that must already be present. We obscure this with tools and acronyms, but it is always about feelings.
> Francine Hardaway, Ph D > GV: 816.WRITTEN
> On Aug 9, 2010, at 1:36 AM, Thomas Wieberneit <thomas.wiebern...@gmail.com> wrote:
>> Francine,
>> in your case one of the most important lines in the mentioned business failed. Now this is not only a problem for the particular diner but one for the brand (being a German living in NZ and not having done research on the diner I now assume this is a franchise business).
>> While I agree that this issue should have been properly addressed right on the spot you now took your liberty and expressed your (bad) feelings about the situation.
>> If the brand has a strategy then probably some possible sCRM tools now could kick in (and I emphasize on having a strategy!). With the brand being able to monitor the discusion thread that you have sparked in various places (twitter teaser, stealthmode blog, and here, +?) it is possible for the brand owners to take action on several levels. Some of them are also mentioned by the replies to your post.
>> The brand owners, of course, also have the chance to more personally apologize to you, using high tech but also low tech.
>> Ultimately we are led back to the question: Where does sCRM really start? In my eyes this is actually at the interaction in the shop with the personnel.
>> Rgds >> Thomas
>> On Mon, Aug 9, 2010 at 11:39 AM, Francine Hardaway <franc...@stealthmode.com> wrote: >> Another case study. What tools could prevent or fix this?
>> On Friday, August 6, 2010, Francine Hardaway Ph.d >> <franc...@stealthmode.com> wrote: >> > Great case study. What should the retailer do? nothing. The customer will ask for what she wants, and when she initiates a conversation, the retailer should thank her for being a fan and offer help or a discount for being a fan. chico's is a brick and mortar retailer who has it down about how to treat a "fan"
>> > On Aug 6, 2010, at 8:28 AM, Alex VDM <alexandre_vandermeer...@yahoo.fr> wrote:
>> >> One of the latest projects I worked with at McKinsey&Company (with >> >> great experts Michael Chui & Jacques Bughin) was doing some >> >> prospective work towards 2020. A key elements to drive industry >> >> implications and lay new foundations, was to build consumer stories. >> >> One of them, built from a real case, which I wrote and takes >> >> inspiration from can definitely be a social CRM one (freely adapted >> >> here).
>> >> - Kate (teenage girl, 15) is enjoying herself in an online virtual >> >> world, visiting the best places from her favorite TV series. She >> >> visits as well a virtual shop from a teen retailer, and decides to buy >> >> a piece of virtual clothing from her favorite brand. Upon her >> >> purchase, she receives an e-coupon for a real piece of clothing (Real >> >> case: Taattu world, and Pimkie retail store) >> >> - So she decides to go to the real shop but as she sees the clothes >> >> she takes a picture and ask her friends first through her social >> >> network >> >> - Yet, as she 'checked-in' (via eg Foursquare) the shop recognized >> >> that she was the visitor of the online world, and other records. >> >> - In the meantime, friends are coming back with mixed views.
>> >> What should the retailer do ? >> >> Possible answers: >> >> -> The retailer knows she is a fan (segmentation) as she bought >> >> virtual goods online. She is there in the shop. Recognize her status >> >> by having someone going to her and checking for help >> >> -> The retailer could also send extra discount if she buys NOW (?)
>> >> Implications: >> >> - sCRM requires (a.o.) : >> >> * using full social customer data to segment your customer >> >> base: a very active fan on Facebook is worth more than a regular >> >> customer, etc... >> >> * Being real-time enabled to maximize the opportunity when it >> >> happens >> >> * Covering all 'modes' of consumption for your best consumers >> >> and serving them that too: virtual goods are one examples, but there >> >> are others
>> >> What do you think & what is your sCRM consumer story ? >> >> Alexandre
>> >> -- >> >> This group is for Social CRM Pioneers. Pioneers ask the hard questions, share lessons learned and contribute best practices.
Here's a tool: customer service. Just kidding; it's not a tool, but rather a cultural shift. There isn't really a tool you can use, and it won't really matter if you monitor or map what you monitored to your own CRM system, if you don't care enough to provide a solid customer experience. Bad experiences simply spread faster and further now than before, due to the social creation and sharing tools. Monitoring isn't going to help you when you just don't care about customer experience. You have to actually do something with the information. Monitoring is the science; the easy part. Response and engagement is the art.
On Sun, Aug 8, 2010 at 4:39 PM, Francine Hardaway <franc...@stealthmode.com>wrote:
> On Friday, August 6, 2010, Francine Hardaway Ph.d > <franc...@stealthmode.com> wrote: > > Great case study. What should the retailer do? nothing. The customer will > ask for what she wants, and when she initiates a conversation, the retailer > should thank her for being a fan and offer help or a discount for being a > fan. chico's is a brick and mortar retailer who has it down about how to > treat a "fan"
> > On Aug 6, 2010, at 8:28 AM, Alex VDM <alexandre_vandermeer...@yahoo.fr> > wrote:
> >> One of the latest projects I worked with at McKinsey&Company (with > >> great experts Michael Chui & Jacques Bughin) was doing some > >> prospective work towards 2020. A key elements to drive industry > >> implications and lay new foundations, was to build consumer stories. > >> One of them, built from a real case, which I wrote and takes > >> inspiration from can definitely be a social CRM one (freely adapted > >> here).
> >> - Kate (teenage girl, 15) is enjoying herself in an online virtual > >> world, visiting the best places from her favorite TV series. She > >> visits as well a virtual shop from a teen retailer, and decides to buy > >> a piece of virtual clothing from her favorite brand. Upon her > >> purchase, she receives an e-coupon for a real piece of clothing (Real > >> case: Taattu world, and Pimkie retail store) > >> - So she decides to go to the real shop but as she sees the clothes > >> she takes a picture and ask her friends first through her social > >> network > >> - Yet, as she 'checked-in' (via eg Foursquare) the shop recognized > >> that she was the visitor of the online world, and other records. > >> - In the meantime, friends are coming back with mixed views.
> >> What should the retailer do ? > >> Possible answers: > >> -> The retailer knows she is a fan (segmentation) as she bought > >> virtual goods online. She is there in the shop. Recognize her status > >> by having someone going to her and checking for help > >> -> The retailer could also send extra discount if she buys NOW (?)
> >> Implications: > >> - sCRM requires (a.o.) : > >> * using full social customer data to segment your customer > >> base: a very active fan on Facebook is worth more than a regular > >> customer, etc... > >> * Being real-time enabled to maximize the opportunity when it > >> happens > >> * Covering all 'modes' of consumption for your best consumers > >> and serving them that too: virtual goods are one examples, but there > >> are others
> >> What do you think & what is your sCRM consumer story ? > >> Alexandre
> >> -- > >> This group is for Social CRM Pioneers. Pioneers ask the hard questions, > share lessons learned and contribute best practices.
> Here's a tool: customer service. Just kidding; it's not a tool, but rather a cultural shift. There isn't really a tool you can use, and it won't really matter if you monitor or map what you monitored to your own CRM system, if you don't care enough to provide a solid customer experience. Bad experiences simply spread faster and further now than before, due to the social creation and sharing tools. Monitoring isn't going to help you when you just don't care about customer experience. You have to actually do something with the information. Monitoring is the science; the easy part. Response and engagement is the art.
> On Sun, Aug 8, 2010 at 4:39 PM, Francine Hardaway <franc...@stealthmode.com> wrote: > Another case study. What tools could prevent or fix this?
> On Friday, August 6, 2010, Francine Hardaway Ph.d > <franc...@stealthmode.com> wrote: > > Great case study. What should the retailer do? nothing. The customer will ask for what she wants, and when she initiates a conversation, the retailer should thank her for being a fan and offer help or a discount for being a fan. chico's is a brick and mortar retailer who has it down about how to treat a "fan"
> > On Aug 6, 2010, at 8:28 AM, Alex VDM <alexandre_vandermeer...@yahoo.fr> wrote:
> >> One of the latest projects I worked with at McKinsey&Company (with > >> great experts Michael Chui & Jacques Bughin) was doing some > >> prospective work towards 2020. A key elements to drive industry > >> implications and lay new foundations, was to build consumer stories. > >> One of them, built from a real case, which I wrote and takes > >> inspiration from can definitely be a social CRM one (freely adapted > >> here).
> >> - Kate (teenage girl, 15) is enjoying herself in an online virtual > >> world, visiting the best places from her favorite TV series. She > >> visits as well a virtual shop from a teen retailer, and decides to buy > >> a piece of virtual clothing from her favorite brand. Upon her > >> purchase, she receives an e-coupon for a real piece of clothing (Real > >> case: Taattu world, and Pimkie retail store) > >> - So she decides to go to the real shop but as she sees the clothes > >> she takes a picture and ask her friends first through her social > >> network > >> - Yet, as she 'checked-in' (via eg Foursquare) the shop recognized > >> that she was the visitor of the online world, and other records. > >> - In the meantime, friends are coming back with mixed views.
> >> What should the retailer do ? > >> Possible answers: > >> -> The retailer knows she is a fan (segmentation) as she bought > >> virtual goods online. She is there in the shop. Recognize her status > >> by having someone going to her and checking for help > >> -> The retailer could also send extra discount if she buys NOW (?)
> >> Implications: > >> - sCRM requires (a.o.) : > >> * using full social customer data to segment your customer > >> base: a very active fan on Facebook is worth more than a regular > >> customer, etc... > >> * Being real-time enabled to maximize the opportunity when it > >> happens > >> * Covering all 'modes' of consumption for your best consumers > >> and serving them that too: virtual goods are one examples, but there > >> are others
> >> What do you think & what is your sCRM consumer story ? > >> Alexandre
> >> -- > >> This group is for Social CRM Pioneers. Pioneers ask the hard questions, share lessons learned and contribute best practices.
I'd argue that the retailer should not try to directly engage the consumer until the consumer expresses an interest. In the meantime, though, they should facilitate activities that enable their consumer to share potential looks with their friends, on their time and on their schedule.
If you look at up-and-coming retail giants like Zara or Forever 21, they aren't just listening using the sCRM definition of listening, they are actively monitoring fashion shows, magazines and TV shows. They are using that market intelligence to shape their assortment and increase their speed-to-market, so if that consumer sees something on a TV show they like, there's a good chance that they'll see something like that in the store in two weeks. For these retailers, the store replenishment cycle is usually days, not weeks or months. Meaning, if a size 10 green blouse is selling out, Forever 21 is able to find it and restock it swiftly.
If these retailers had limited their vision of "listening" to monitoring Twitter or Facebook, it would be the equivalent of one of us getting a cold call from a vendor who didn't take the time to Google us and find out what type of business we were in. Zara and Forever 21 listen better and their sales prove it. As we progress, sCRM will increasingly start with the offerings that businesses have, with a particularly strong role in category management. The bottom line will show the degree to which product assortments are in tune with the cultural zeitgeist or whether merchandising decisions were made in a social vacuum.
On Mon, Aug 9, 2010 at 1:30 PM, Francine Hardaway Ph.d <
> On Aug 9, 2010, at 11:51 AM, Maria Ogneva <mogn...@gmail.com> wrote:
> Here's a tool: customer service. Just kidding; it's not a tool, but rather > a cultural shift. There isn't really a tool you can use, and it won't really > matter if you monitor or map what you monitored to your own CRM system, if > you don't care enough to provide a solid customer experience. Bad > experiences simply spread faster and further now than before, due to the > social creation and sharing tools. Monitoring isn't going to help you when > you just don't care about customer experience. You have to actually do > something with the information. Monitoring is the science; the easy part. > Response and engagement is the art.
> On Sun, Aug 8, 2010 at 4:39 PM, Francine Hardaway <<franc...@stealthmode.com> > franc...@stealthmode.com> wrote:
>> Another case study. What tools could prevent or fix this?
>> On Friday, August 6, 2010, Francine Hardaway Ph.d >> < <franc...@stealthmode.com>franc...@stealthmode.com> wrote: >> > Great case study. What should the retailer do? nothing. The customer >> will ask for what she wants, and when she initiates a conversation, the >> retailer should thank her for being a fan and offer help or a discount for >> being a fan. chico's is a brick and mortar retailer who has it down about >> how to treat a "fan"
>> > On Aug 6, 2010, at 8:28 AM, Alex VDM <<alexandre_vandermeer...@yahoo.fr> >> alexandre_vandermeer...@yahoo.fr> wrote:
>> >> One of the latest projects I worked with at McKinsey&Company (with >> >> great experts Michael Chui & Jacques Bughin) was doing some >> >> prospective work towards 2020. A key elements to drive industry >> >> implications and lay new foundations, was to build consumer stories. >> >> One of them, built from a real case, which I wrote and takes >> >> inspiration from can definitely be a social CRM one (freely adapted >> >> here).
>> >> - Kate (teenage girl, 15) is enjoying herself in an online virtual >> >> world, visiting the best places from her favorite TV series. She >> >> visits as well a virtual shop from a teen retailer, and decides to buy >> >> a piece of virtual clothing from her favorite brand. Upon her >> >> purchase, she receives an e-coupon for a real piece of clothing (Real >> >> case: Taattu world, and Pimkie retail store) >> >> - So she decides to go to the real shop but as she sees the clothes >> >> she takes a picture and ask her friends first through her social >> >> network >> >> - Yet, as she 'checked-in' (via eg Foursquare) the shop recognized >> >> that she was the visitor of the online world, and other records. >> >> - In the meantime, friends are coming back with mixed views.
>> >> What should the retailer do ? >> >> Possible answers: >> >> -> The retailer knows she is a fan (segmentation) as she bought >> >> virtual goods online. She is there in the shop. Recognize her status >> >> by having someone going to her and checking for help >> >> -> The retailer could also send extra discount if she buys NOW (?)
>> >> Implications: >> >> - sCRM requires (a.o.) : >> >> * using full social customer data to segment your customer >> >> base: a very active fan on Facebook is worth more than a regular >> >> customer, etc... >> >> * Being real-time enabled to maximize the opportunity when it >> >> happens >> >> * Covering all 'modes' of consumption for your best consumers >> >> and serving them that too: virtual goods are one examples, but there >> >> are others
>> >> What do you think & what is your sCRM consumer story ? >> >> Alexandre
>> >> -- >> >> This group is for Social CRM Pioneers. Pioneers ask the hard >> questions, share lessons learned and contribute best practices.
When I was with eLoyalty in the late 90's I wrote a white paper about
CRM. The fundamental tenant of that paper was that CRM was entirely
about Culture (corporate culture) and not systems/technology. The tech
could enable the culture, but wasn't a substitute for the culture -
and more importantly couldn't CREATE the culture.
So, here is my question:
What has changed?
Can Social substitute for the culture change? Can it CREATE the
culture?
> On Aug 9, 2010, at 11:51 AM, Maria Ogneva <mogn...@gmail.com> wrote:
> > Here's a tool: customer service. Just kidding; it's not a tool, but rather a cultural shift. There isn't really a tool you can use, and it won't really matter if you monitor or map what you monitored to your own CRM system, if you don't care enough to provide a solid customer experience. Bad experiences simply spread faster and further now than before, due to the social creation and sharing tools. Monitoring isn't going to help you when you just don't care about customer experience. You have to actually do something with the information. Monitoring is the science; the easy part. Response and engagement is the art.
> > On Sun, Aug 8, 2010 at 4:39 PM, Francine Hardaway <franc...@stealthmode.com> wrote:
> > Another case study. What tools could prevent or fix this?
> > On Friday, August 6, 2010, Francine Hardaway Ph.d
> > <franc...@stealthmode.com> wrote:
> > > Great case study. What should the retailer do? nothing. The customer will ask for what she wants, and when she initiates a conversation, the retailer should thank her for being a fan and offer help or a discount for being a fan. chico's is a brick and mortar retailer who has it down about how to treat a "fan"
> > > On Aug 6, 2010, at 8:28 AM, Alex VDM <alexandre_vandermeer...@yahoo.fr> wrote:
> > >> One of the latest projects I worked with at McKinsey&Company (with
> > >> great experts Michael Chui & Jacques Bughin) was doing some
> > >> prospective work towards 2020. A key elements to drive industry
> > >> implications and lay new foundations, was to build consumer stories.
> > >> One of them, built from a real case, which I wrote and takes
> > >> inspiration from can definitely be a social CRM one (freely adapted
> > >> here).
> > >> - Kate (teenage girl, 15) is enjoying herself in an online virtual
> > >> world, visiting the best places from her favorite TV series. She
> > >> visits as well a virtual shop from a teen retailer, and decides to buy
> > >> a piece of virtual clothing from her favorite brand. Upon her
> > >> purchase, she receives an e-coupon for a real piece of clothing (Real
> > >> case: Taattu world, and Pimkie retail store)
> > >> - So she decides to go to the real shop but as she sees the clothes
> > >> she takes a picture and ask her friends first through her social
> > >> network
> > >> - Yet, as she 'checked-in' (via eg Foursquare) the shop recognized
> > >> that she was the visitor of the online world, and other records.
> > >> - In the meantime, friends are coming back with mixed views.
> > >> What should the retailer do ?
> > >> Possible answers:
> > >> -> The retailer knows she is a fan (segmentation) as she bought
> > >> virtual goods online. She is there in the shop. Recognize her status
> > >> by having someone going to her and checking for help
> > >> -> The retailer could also send extra discount if she buys NOW (?)
> > >> Implications:
> > >> - sCRM requires (a.o.) :
> > >> * using full social customer data to segment your customer
> > >> base: a very active fan on Facebook is worth more than a regular
> > >> customer, etc...
> > >> * Being real-time enabled to maximize the opportunity when it
> > >> happens
> > >> * Covering all 'modes' of consumption for your best consumers
> > >> and serving them that too: virtual goods are one examples, but there
> > >> are others
> > >> What do you think & what is your sCRM consumer story ?
> > >> Alexandre
> > >> --
> > >> This group is for Social CRM Pioneers. Pioneers ask the hard questions, share lessons learned and contribute best practices.
> On Aug 9, 2010, at 11:51 AM, Maria Ogneva <mogn...@gmail.com> wrote:
> Here's a tool: customer service. Just kidding; it's not a tool, but rather > a cultural shift. There isn't really a tool you can use, and it won't really > matter if you monitor or map what you monitored to your own CRM system, if > you don't care enough to provide a solid customer experience. Bad > experiences simply spread faster and further now than before, due to the > social creation and sharing tools. Monitoring isn't going to help you when > you just don't care about customer experience. You have to actually do > something with the information. Monitoring is the science; the easy part. > Response and engagement is the art.
> On Sun, Aug 8, 2010 at 4:39 PM, Francine Hardaway <<franc...@stealthmode.com> > franc...@stealthmode.com> wrote:
>> Another case study. What tools could prevent or fix this?
>> On Friday, August 6, 2010, Francine Hardaway Ph.d >> < <franc...@stealthmode.com>franc...@stealthmode.com> wrote: >> > Great case study. What should the retailer do? nothing. The customer >> will ask for what she wants, and when she initiates a conversation, the >> retailer should thank her for being a fan and offer help or a discount for >> being a fan. chico's is a brick and mortar retailer who has it down about >> how to treat a "fan"
>> > On Aug 6, 2010, at 8:28 AM, Alex VDM <<alexandre_vandermeer...@yahoo.fr> >> alexandre_vandermeer...@yahoo.fr> wrote:
>> >> One of the latest projects I worked with at McKinsey&Company (with >> >> great experts Michael Chui & Jacques Bughin) was doing some >> >> prospective work towards 2020. A key elements to drive industry >> >> implications and lay new foundations, was to build consumer stories. >> >> One of them, built from a real case, which I wrote and takes >> >> inspiration from can definitely be a social CRM one (freely adapted >> >> here).
>> >> - Kate (teenage girl, 15) is enjoying herself in an online virtual >> >> world, visiting the best places from her favorite TV series. She >> >> visits as well a virtual shop from a teen retailer, and decides to buy >> >> a piece of virtual clothing from her favorite brand. Upon her >> >> purchase, she receives an e-coupon for a real piece of clothing (Real >> >> case: Taattu world, and Pimkie retail store) >> >> - So she decides to go to the real shop but as she sees the clothes >> >> she takes a picture and ask her friends first through her social >> >> network >> >> - Yet, as she 'checked-in' (via eg Foursquare) the shop recognized >> >> that she was the visitor of the online world, and other records. >> >> - In the meantime, friends are coming back with mixed views.
>> >> What should the retailer do ? >> >> Possible answers: >> >> -> The retailer knows she is a fan (segmentation) as she bought >> >> virtual goods online. She is there in the shop. Recognize her status >> >> by having someone going to her and checking for help >> >> -> The retailer could also send extra discount if she buys NOW (?)
>> >> Implications: >> >> - sCRM requires (a.o.) : >> >> * using full social customer data to segment your customer >> >> base: a very active fan on Facebook is worth more than a regular >> >> customer, etc... >> >> * Being real-time enabled to maximize the opportunity when it >> >> happens >> >> * Covering all 'modes' of consumption for your best consumers >> >> and serving them that too: virtual goods are one examples, but there >> >> are others
>> >> What do you think & what is your sCRM consumer story ? >> >> Alexandre
>> >> -- >> >> This group is for Social CRM Pioneers. Pioneers ask the hard >> questions, share lessons learned and contribute best practices.
Hi everyone,
Thanks for the lively discussion. Fully agree with Tatyana on
culture.
This brings me to another example. We are customers of Salesforce and
use it everyday for sales automation.
Having been at one of the 'Force' event, I was positively surprised
that Salesforce about how much they were investing into SCRM, with
better integration of social media in their 'Service' app.
So I tried out a little test with Saleforce (the company) themselves.
One of the feature I missed was the ability to receive notifications
of reminders by email (vs having to log in SalesForce). I am not such
a frequent user so do not log on every day. A small, pretty obvious
feature...but missing. I put this on their 'idea' site.
Here is what happened:
- I only got a comment from their customer service saying this was a
duplicate idea, and I should next time please do a search before
posting (stupid me)
- I kindly went back to the original idea, and put my vote, joining
quite a few voices supporting it...but saw that it had been posted in
2007, with no answer from Salesforce
- I put a Twitter message to Salesforce a couple of weeks after,
asking why they did not even respond to customer suggestions....after
3 years
- I put another one a few weeks ago: no answer.
- To complete the test, one of you with 'high influence' should put
up a message too ? http://twitter.com/salesforce
So, the story is that some of the top companies are investing into
tools but do not manage to implement nor the process nor the culture
that go with it. Do not ask for ideas if you never reply to ideas. Do
not open up a Twitter account if you don't reply to your customers.
Especially if you position yourself as leading the pack in sCRM...
Alex
On 9 août, 22:21, Tatyana Kanzaveli <tkanzav...@gmail.com> wrote:
> > On Aug 9, 2010, at 11:51 AM, Maria Ogneva <mogn...@gmail.com> wrote:
> > Here's a tool: customer service. Just kidding; it's not a tool, but rather
> > a cultural shift. There isn't really a tool you can use, and it won't really
> > matter if you monitor or map what you monitored to your own CRM system, if
> > you don't care enough to provide a solid customer experience. Bad
> > experiences simply spread faster and further now than before, due to the
> > social creation and sharing tools. Monitoring isn't going to help you when
> > you just don't care about customer experience. You have to actually do
> > something with the information. Monitoring is the science; the easy part.
> > Response and engagement is the art.
> > On Sun, Aug 8, 2010 at 4:39 PM, Francine Hardaway <<franc...@stealthmode.com>
> > franc...@stealthmode.com> wrote:
> >> Another case study. What tools could prevent or fix this?
> >> On Friday, August 6, 2010, Francine Hardaway Ph.d
> >> < <franc...@stealthmode.com>franc...@stealthmode.com> wrote:
> >> > Great case study. What should the retailer do? nothing. The customer
> >> will ask for what she wants, and when she initiates a conversation, the
> >> retailer should thank her for being a fan and offer help or a discount for
> >> being a fan. chico's is a brick and mortar retailer who has it down about
> >> how to treat a "fan"
> >> > On Aug 6, 2010, at 8:28 AM, Alex VDM <<alexandre_vandermeer...@yahoo.fr>
> >> alexandre_vandermeer...@yahoo.fr> wrote:
> >> >> One of the latest projects I worked with at McKinsey&Company (with
> >> >> great experts Michael Chui & Jacques Bughin) was doing some
> >> >> prospective work towards 2020. A key elements to drive industry
> >> >> implications and lay new foundations, was to build consumer stories.
> >> >> One of them, built from a real case, which I wrote and takes
> >> >> inspiration from can definitely be a social CRM one (freely adapted
> >> >> here).
> >> >> - Kate (teenage girl, 15) is enjoying herself in an online virtual
> >> >> world, visiting the best places from her favorite TV series. She
> >> >> visits as well a virtual shop from a teen retailer, and decides to buy
> >> >> a piece of virtual clothing from her favorite brand. Upon her
> >> >> purchase, she receives an e-coupon for a real piece of clothing (Real
> >> >> case: Taattu world, and Pimkie retail store)
> >> >> - So she decides to go to the real shop but as she sees the clothes
> >> >> she takes a picture and ask her friends first through her social
> >> >> network
> >> >> - Yet, as she 'checked-in' (via eg Foursquare) the shop recognized
> >> >> that she was the visitor of the online world, and other records.
> >> >> - In the meantime, friends are coming back with mixed views.
> >> >> What should the retailer do ?
> >> >> Possible answers:
> >> >> -> The retailer knows she is a fan (segmentation) as she bought
> >> >> virtual goods online. She is there in the shop. Recognize her status
> >> >> by having someone going to her and checking for help
> >> >> -> The retailer could also send extra discount if she buys NOW (?)
> >> >> Implications:
> >> >> - sCRM requires (a.o.) :
> >> >> * using full social customer data to segment your customer
> >> >> base: a very active fan on Facebook is worth more than a regular
> >> >> customer, etc...
> >> >> * Being real-time enabled to maximize the opportunity when it
> >> >> happens
> >> >> * Covering all 'modes' of consumption for your best consumers
> >> >> and serving them that too: virtual goods are one examples, but there
> >> >> are others
> >> >> What do you think & what is your sCRM consumer story ?
> >> >> Alexandre
> >> >> --
> >> >> This group is for Social CRM Pioneers. Pioneers ask the hard
> >> questions, share lessons learned and contribute best practices.
Organizations that have had a history of treating information as a strategic asset are going to recognize opportunities faster than their peers. Consider Best Buy, whose arrived at the decision to "fire their worst customers" after taking a look at the hard data, then reversed their course when the data showed a different way to triage challenging customers. Or perhaps the city of New York, who took 311 services seriously when Mayor Bloomberg was elected (itself a separate tale), and then used that same data set for its Big Apps competition. I think the hotel industry's adoption of Six Sigma is another indicator. Broad adoption and greater understanding of use cases makes inroads into other industries, slowly but surely.
Remember, human resources didn't become a "real" discipline until the 1980s, nearly 20 years after the term was invented. sCRM will evolve much more quickly.
On Mon, Aug 9, 2010 at 1:51 PM, briantroy <brian....@justsignal.com> wrote: > Which brings us full circle.
> When I was with eLoyalty in the late 90's I wrote a white paper about > CRM. The fundamental tenant of that paper was that CRM was entirely > about Culture (corporate culture) and not systems/technology. The tech > could enable the culture, but wasn't a substitute for the culture - > and more importantly couldn't CREATE the culture.
> So, here is my question: > What has changed?
> Can Social substitute for the culture change? Can it CREATE the > culture?
> On Aug 9, 12:30 pm, "Francine Hardaway Ph.d" > <francine.harda...@gmail.com> wrote: > > Exactly my point.
> > On Aug 9, 2010, at 11:51 AM, Maria Ogneva <mogn...@gmail.com> wrote:
> > > Here's a tool: customer service. Just kidding; it's not a tool, but > rather a cultural shift. There isn't really a tool you can use, and it won't > really matter if you monitor or map what you monitored to your own CRM > system, if you don't care enough to provide a solid customer experience. Bad > experiences simply spread faster and further now than before, due to the > social creation and sharing tools. Monitoring isn't going to help you when > you just don't care about customer experience. You have to actually do > something with the information. Monitoring is the science; the easy part. > Response and engagement is the art.
> > > On Sun, Aug 8, 2010 at 4:39 PM, Francine Hardaway < > franc...@stealthmode.com> wrote: > > > Another case study. What tools could prevent or fix this?
> > > On Friday, August 6, 2010, Francine Hardaway Ph.d > > > <franc...@stealthmode.com> wrote: > > > > Great case study. What should the retailer do? nothing. The customer > will ask for what she wants, and when she initiates a conversation, the > retailer should thank her for being a fan and offer help or a discount for > being a fan. chico's is a brick and mortar retailer who has it down about > how to treat a "fan"
> > > > On Aug 6, 2010, at 8:28 AM, Alex VDM < > alexandre_vandermeer...@yahoo.fr> wrote:
> > > >> One of the latest projects I worked with at McKinsey&Company (with > > > >> great experts Michael Chui & Jacques Bughin) was doing some > > > >> prospective work towards 2020. A key elements to drive industry > > > >> implications and lay new foundations, was to build consumer stories. > > > >> One of them, built from a real case, which I wrote and takes > > > >> inspiration from can definitely be a social CRM one (freely adapted > > > >> here).
> > > >> - Kate (teenage girl, 15) is enjoying herself in an online virtual > > > >> world, visiting the best places from her favorite TV series. She > > > >> visits as well a virtual shop from a teen retailer, and decides to > buy > > > >> a piece of virtual clothing from her favorite brand. Upon her > > > >> purchase, she receives an e-coupon for a real piece of clothing > (Real > > > >> case: Taattu world, and Pimkie retail store) > > > >> - So she decides to go to the real shop but as she sees the clothes > > > >> she takes a picture and ask her friends first through her social > > > >> network > > > >> - Yet, as she 'checked-in' (via eg Foursquare) the shop recognized > > > >> that she was the visitor of the online world, and other records. > > > >> - In the meantime, friends are coming back with mixed views.
> > > >> What should the retailer do ? > > > >> Possible answers: > > > >> -> The retailer knows she is a fan (segmentation) as she bought > > > >> virtual goods online. She is there in the shop. Recognize her status > > > >> by having someone going to her and checking for help > > > >> -> The retailer could also send extra discount if she buys NOW (?)
> > > >> Implications: > > > >> - sCRM requires (a.o.) : > > > >> * using full social customer data to segment your customer > > > >> base: a very active fan on Facebook is worth more than a regular > > > >> customer, etc... > > > >> * Being real-time enabled to maximize the opportunity when it > > > >> happens > > > >> * Covering all 'modes' of consumption for your best consumers > > > >> and serving them that too: virtual goods are one examples, but there > > > >> are others
> > > >> What do you think & what is your sCRM consumer story ? > > > >> Alexandre
> > > >> -- > > > >> This group is for Social CRM Pioneers. Pioneers ask the hard > questions, share lessons learned and contribute best practices.
> Hi everyone, > Thanks for the lively discussion. Fully agree with Tatyana on > culture. > This brings me to another example. We are customers of Salesforce and > use it everyday for sales automation. > Having been at one of the 'Force' event, I was positively surprised > that Salesforce about how much they were investing into SCRM, with > better integration of social media in their 'Service' app.
> So I tried out a little test with Saleforce (the company) themselves. > One of the feature I missed was the ability to receive notifications > of reminders by email (vs having to log in SalesForce). I am not such > a frequent user so do not log on every day. A small, pretty obvious > feature...but missing. I put this on their 'idea' site.
> Here is what happened: > - I only got a comment from their customer service saying this was a > duplicate idea, and I should next time please do a search before > posting (stupid me) > - I kindly went back to the original idea, and put my vote, joining > quite a few voices supporting it...but saw that it had been posted in > 2007, with no answer from Salesforce > - I put a Twitter message to Salesforce a couple of weeks after, > asking why they did not even respond to customer suggestions....after > 3 years > - I put another one a few weeks ago: no answer. > - To complete the test, one of you with 'high influence' should put > up a message too ? http://twitter.com/salesforce
> So, the story is that some of the top companies are investing into > tools but do not manage to implement nor the process nor the culture > that go with it. Do not ask for ideas if you never reply to ideas. Do > not open up a Twitter account if you don't reply to your customers. > Especially if you position yourself as leading the pack in sCRM...
>>> On Aug 9, 2010, at 11:51 AM, Maria Ogneva <mogn...@gmail.com> wrote:
>>> Here's a tool: customer service. Just kidding; it's not a tool, >>> but rather >>> a cultural shift. There isn't really a tool you can use, and it >>> won't really >>> matter if you monitor or map what you monitored to your own CRM >>> system, if >>> you don't care enough to provide a solid customer experience. Bad >>> experiences simply spread faster and further now than before, due >>> to the >>> social creation and sharing tools. Monitoring isn't going to help >>> you when >>> you just don't care about customer experience. You have to >>> actually do >>> something with the information. Monitoring is the science; the >>> easy part. >>> Response and engagement is the art.
>>> On Sun, Aug 8, 2010 at 4:39 PM, Francine Hardaway >>> <<franc...@stealthmode.com> >>> franc...@stealthmode.com> wrote:
>>>> Another case study. What tools could prevent or fix this?
>>>> On Friday, August 6, 2010, Francine Hardaway Ph.d >>>> < <franc...@stealthmode.com>franc...@stealthmode.com> wrote: >>>>> Great case study. What should the retailer do? nothing. The >>>>> customer >>>> will ask for what she wants, and when she initiates a >>>> conversation, the >>>> retailer should thank her for being a fan and offer help or a >>>> discount for >>>> being a fan. chico's is a brick and mortar retailer who has it >>>> down about >>>> how to treat a "fan"
>>>>> On Aug 6, 2010, at 8:28 AM, Alex VDM >>>>> <<alexandre_vandermeer...@yahoo.fr> >>>> alexandre_vandermeer...@yahoo.fr> wrote:
>>>>>> One of the latest projects I worked with at McKinsey&Company >>>>>> (with >>>>>> great experts Michael Chui & Jacques Bughin) was doing some >>>>>> prospective work towards 2020. A key elements to drive industry >>>>>> implications and lay new foundations, was to build consumer >>>>>> stories. >>>>>> One of them, built from a real case, which I wrote and takes >>>>>> inspiration from can definitely be a social CRM one (freely >>>>>> adapted >>>>>> here).
>>>>>> - Kate (teenage girl, 15) is enjoying herself in an online >>>>>> virtual >>>>>> world, visiting the best places from her favorite TV series. She >>>>>> visits as well a virtual shop from a teen retailer, and decides >>>>>> to buy >>>>>> a piece of virtual clothing from her favorite brand. Upon her >>>>>> purchase, she receives an e-coupon for a real piece of clothing >>>>>> (Real >>>>>> case: Taattu world, and Pimkie retail store) >>>>>> - So she decides to go to the real shop but as she sees the >>>>>> clothes >>>>>> she takes a picture and ask her friends first through her social >>>>>> network >>>>>> - Yet, as she 'checked-in' (via eg Foursquare) the shop >>>>>> recognized >>>>>> that she was the visitor of the online world, and other records. >>>>>> - In the meantime, friends are coming back with mixed views.
>>>>>> What should the retailer do ? >>>>>> Possible answers: >>>>>> -> The retailer knows she is a fan (segmentation) as she bought >>>>>> virtual goods online. She is there in the shop. Recognize her >>>>>> status >>>>>> by having someone going to her and checking for help >>>>>> -> The retailer could also send extra discount if she buys NOW >>>>>> (?)
>>>>>> Implications: >>>>>> - sCRM requires (a.o.) : >>>>>> * using full social customer data to segment your >>>>>> customer >>>>>> base: a very active fan on Facebook is worth more than a regular >>>>>> customer, etc... >>>>>> * Being real-time enabled to maximize the opportunity >>>>>> when it >>>>>> happens >>>>>> * Covering all 'modes' of consumption for your best >>>>>> consumers >>>>>> and serving them that too: virtual goods are one examples, but >>>>>> there >>>>>> are others
>>>>>> What do you think & what is your sCRM consumer story ? >>>>>> Alexandre
>>>>>> -- >>>>>> This group is for Social CRM Pioneers. Pioneers ask the hard >>>> questions, share lessons learned and contribute best practices.
So nothing has changed. The same is/was true with "traditional" CRM.
Those that did it well learned that the value was in the data - and
culling actionable intelligence from it.
The S part is just another source of data... No?
On Aug 9, 5:39 pm, Brian Hayashi <brian.haya...@connectme360.com>
wrote:
> Organizations that have had a history of treating information as a strategic
> asset are going to recognize opportunities faster than their peers. Consider
> Best Buy, whose arrived at the decision to "fire their worst customers"
> after taking a look at the hard data, then reversed their course when the
> data showed a different way to triage challenging customers. Or perhaps the
> city of New York, who took 311 services seriously when Mayor Bloomberg was
> elected (itself a separate tale), and then used that same data set for its
> Big Apps competition. I think the hotel industry's adoption of Six Sigma is
> another indicator. Broad adoption and greater understanding of use cases
> makes inroads into other industries, slowly but surely.
> Remember, human resources didn't become a "real" discipline until the 1980s,
> nearly 20 years after the term was invented. sCRM will evolve much more
> quickly.
> On Mon, Aug 9, 2010 at 1:51 PM, briantroy <brian....@justsignal.com> wrote:
> > Which brings us full circle.
> > When I was with eLoyalty in the late 90's I wrote a white paper about
> > CRM. The fundamental tenant of that paper was that CRM was entirely
> > about Culture (corporate culture) and not systems/technology. The tech
> > could enable the culture, but wasn't a substitute for the culture -
> > and more importantly couldn't CREATE the culture.
> > So, here is my question:
> > What has changed?
> > Can Social substitute for the culture change? Can it CREATE the
> > culture?
> > On Aug 9, 12:30 pm, "Francine Hardaway Ph.d"
> > <francine.harda...@gmail.com> wrote:
> > > Exactly my point.
> > > On Aug 9, 2010, at 11:51 AM, Maria Ogneva <mogn...@gmail.com> wrote:
> > > > Here's a tool: customer service. Just kidding; it's not a tool, but
> > rather a cultural shift. There isn't really a tool you can use, and it won't
> > really matter if you monitor or map what you monitored to your own CRM
> > system, if you don't care enough to provide a solid customer experience. Bad
> > experiences simply spread faster and further now than before, due to the
> > social creation and sharing tools. Monitoring isn't going to help you when
> > you just don't care about customer experience. You have to actually do
> > something with the information. Monitoring is the science; the easy part.
> > Response and engagement is the art.
> > > > On Sun, Aug 8, 2010 at 4:39 PM, Francine Hardaway <
> > franc...@stealthmode.com> wrote:
> > > > Another case study. What tools could prevent or fix this?
> > > > On Friday, August 6, 2010, Francine Hardaway Ph.d
> > > > <franc...@stealthmode.com> wrote:
> > > > > Great case study. What should the retailer do? nothing. The customer
> > will ask for what she wants, and when she initiates a conversation, the
> > retailer should thank her for being a fan and offer help or a discount for
> > being a fan. chico's is a brick and mortar retailer who has it down about
> > how to treat a "fan"
> > > > > On Aug 6, 2010, at 8:28 AM, Alex VDM <
> > alexandre_vandermeer...@yahoo.fr> wrote:
> > > > >> One of the latest projects I worked with at McKinsey&Company (with
> > > > >> great experts Michael Chui & Jacques Bughin) was doing some
> > > > >> prospective work towards 2020. A key elements to drive industry
> > > > >> implications and lay new foundations, was to build consumer stories.
> > > > >> One of them, built from a real case, which I wrote and takes
> > > > >> inspiration from can definitely be a social CRM one (freely adapted
> > > > >> here).
> > > > >> - Kate (teenage girl, 15) is enjoying herself in an online virtual
> > > > >> world, visiting the best places from her favorite TV series. She
> > > > >> visits as well a virtual shop from a teen retailer, and decides to
> > buy
> > > > >> a piece of virtual clothing from her favorite brand. Upon her
> > > > >> purchase, she receives an e-coupon for a real piece of clothing
> > (Real
> > > > >> case: Taattu world, and Pimkie retail store)
> > > > >> - So she decides to go to the real shop but as she sees the clothes
> > > > >> she takes a picture and ask her friends first through her social
> > > > >> network
> > > > >> - Yet, as she 'checked-in' (via eg Foursquare) the shop recognized
> > > > >> that she was the visitor of the online world, and other records.
> > > > >> - In the meantime, friends are coming back with mixed views.
> > > > >> What should the retailer do ?
> > > > >> Possible answers:
> > > > >> -> The retailer knows she is a fan (segmentation) as she bought
> > > > >> virtual goods online. She is there in the shop. Recognize her status
> > > > >> by having someone going to her and checking for help
> > > > >> -> The retailer could also send extra discount if she buys NOW (?)
> > > > >> Implications:
> > > > >> - sCRM requires (a.o.) :
> > > > >> * using full social customer data to segment your customer
> > > > >> base: a very active fan on Facebook is worth more than a regular
> > > > >> customer, etc...
> > > > >> * Being real-time enabled to maximize the opportunity when it
> > > > >> happens
> > > > >> * Covering all 'modes' of consumption for your best consumers
> > > > >> and serving them that too: virtual goods are one examples, but there
> > > > >> are others
> > > > >> What do you think & what is your sCRM consumer story ?
> > > > >> Alexandre
> > > > >> --
> > > > >> This group is for Social CRM Pioneers. Pioneers ask the hard
> > questions, share lessons learned and contribute best practices.
I am not going to do any 'name calling' on this list, but I am surprised at the lack of social activity by SalesForce. If you want to do it, you need to act it and live it. That has been written in this forum, blogs and I am sure we have all read it many times. I do not believe in this case influence really matters. In NYC at the CRM Evolution show, there was a lot of talk about Social CRM (from many angles, choose your definition and there was some discussion). One morning, there was a panel of top vendors, Oracle, RightNow, SAP and Microsoft. Missing from the panel (and the event overall) was Salesforce.
I also tried the twitter approach to getting them to engage, but for whatever reason, and I will give them the benefit of the doubt, they are not engaging on channels which they do not control. This seems to be the case online and off. Just my observation, and I might be wrong too.
Mitch
On Tue, Aug 10, 2010 at 9:26 AM, Alex VDM <alexandre_vandermeer...@yahoo.fr>wrote:
> Hi everyone, > Thanks for the lively discussion. Fully agree with Tatyana on > culture. > This brings me to another example. We are customers of Salesforce and > use it everyday for sales automation. > Having been at one of the 'Force' event, I was positively surprised > that Salesforce about how much they were investing into SCRM, with > better integration of social media in their 'Service' app.
> So I tried out a little test with Saleforce (the company) themselves. > One of the feature I missed was the ability to receive notifications > of reminders by email (vs having to log in SalesForce). I am not such > a frequent user so do not log on every day. A small, pretty obvious > feature...but missing. I put this on their 'idea' site.
> Here is what happened: > - I only got a comment from their customer service saying this was a > duplicate idea, and I should next time please do a search before > posting (stupid me) > - I kindly went back to the original idea, and put my vote, joining > quite a few voices supporting it...but saw that it had been posted in > 2007, with no answer from Salesforce > - I put a Twitter message to Salesforce a couple of weeks after, > asking why they did not even respond to customer suggestions....after > 3 years > - I put another one a few weeks ago: no answer. > - To complete the test, one of you with 'high influence' should put > up a message too ? http://twitter.com/salesforce
> So, the story is that some of the top companies are investing into > tools but do not manage to implement nor the process nor the culture > that go with it. Do not ask for ideas if you never reply to ideas. Do > not open up a Twitter account if you don't reply to your customers. > Especially if you position yourself as leading the pack in sCRM...
> > > On Aug 9, 2010, at 11:51 AM, Maria Ogneva <mogn...@gmail.com> wrote:
> > > Here's a tool: customer service. Just kidding; it's not a tool, but > rather > > > a cultural shift. There isn't really a tool you can use, and it won't > really > > > matter if you monitor or map what you monitored to your own CRM system, > if > > > you don't care enough to provide a solid customer experience. Bad > > > experiences simply spread faster and further now than before, due to > the > > > social creation and sharing tools. Monitoring isn't going to help you > when > > > you just don't care about customer experience. You have to actually do > > > something with the information. Monitoring is the science; the easy > part. > > > Response and engagement is the art.
> > > On Sun, Aug 8, 2010 at 4:39 PM, Francine Hardaway << > franc...@stealthmode.com> > > > franc...@stealthmode.com> wrote:
> > >> Another case study. What tools could prevent or fix this?
> > >> On Friday, August 6, 2010, Francine Hardaway Ph.d > > >> < <franc...@stealthmode.com>franc...@stealthmode.com> wrote: > > >> > Great case study. What should the retailer do? nothing. The customer > > >> will ask for what she wants, and when she initiates a conversation, > the > > >> retailer should thank her for being a fan and offer help or a discount > for > > >> being a fan. chico's is a brick and mortar retailer who has it down > about > > >> how to treat a "fan"
> > >> > On Aug 6, 2010, at 8:28 AM, Alex VDM << > alexandre_vandermeer...@yahoo.fr> > > >> alexandre_vandermeer...@yahoo.fr> wrote:
> > >> >> One of the latest projects I worked with at McKinsey&Company (with > > >> >> great experts Michael Chui & Jacques Bughin) was doing some > > >> >> prospective work towards 2020. A key elements to drive industry > > >> >> implications and lay new foundations, was to build consumer > stories. > > >> >> One of them, built from a real case, which I wrote and takes > > >> >> inspiration from can definitely be a social CRM one (freely adapted > > >> >> here).
> > >> >> - Kate (teenage girl, 15) is enjoying herself in an online virtual > > >> >> world, visiting the best places from her favorite TV series. She > > >> >> visits as well a virtual shop from a teen retailer, and decides to > buy > > >> >> a piece of virtual clothing from her favorite brand. Upon her > > >> >> purchase, she receives an e-coupon for a real piece of clothing > (Real > > >> >> case: Taattu world, and Pimkie retail store) > > >> >> - So she decides to go to the real shop but as she sees the clothes > > >> >> she takes a picture and ask her friends first through her social > > >> >> network > > >> >> - Yet, as she 'checked-in' (via eg Foursquare) the shop recognized > > >> >> that she was the visitor of the online world, and other records. > > >> >> - In the meantime, friends are coming back with mixed views.
> > >> >> What should the retailer do ? > > >> >> Possible answers: > > >> >> -> The retailer knows she is a fan (segmentation) as she bought > > >> >> virtual goods online. She is there in the shop. Recognize her > status > > >> >> by having someone going to her and checking for help > > >> >> -> The retailer could also send extra discount if she buys NOW (?)
> > >> >> Implications: > > >> >> - sCRM requires (a.o.) : > > >> >> * using full social customer data to segment your customer > > >> >> base: a very active fan on Facebook is worth more than a regular > > >> >> customer, etc... > > >> >> * Being real-time enabled to maximize the opportunity when > it > > >> >> happens > > >> >> * Covering all 'modes' of consumption for your best > consumers > > >> >> and serving them that too: virtual goods are one examples, but > there > > >> >> are others
> > >> >> What do you think & what is your sCRM consumer story ? > > >> >> Alexandre
> > >> >> -- > > >> >> This group is for Social CRM Pioneers. Pioneers ask the hard > > >> questions, share lessons learned and contribute best practices.
Hi Alex --
I must confess, I was the one at Salesforce who saw your post dated:
Jun 30, 2010 9:41am:
@alexvdm @salesforce popular idea for new, simple feature created 3
years ago and not yet a single reaction from Salesforce people,
normal?
This is my fault. After receiving the tweet I went to our Ideas
community manager and asked what it takes to get our devs to address
ideas. I got my answer, got distracted, and dropped the ball.
I'll be posting this thread in our Social Media group on Chatter as an
example of why we need to do things right.
I think that Disney is a great case to understand customer service and
brand loyalty without social CRM. As they integrate social tools into
their efforts they can't and wont forget the customer experience that
drives everything they do and every job within Disney. They are the
organization to watch. Some times I worry that social tools are
making people forget about the experience that customers have with us
face to face.
> Here's a tool: customer service. Just kidding; it's not a tool, but rather a
> cultural shift. There isn't really a tool you can use, and it won't really
> matter if you monitor or map what you monitored to your own CRM system, if
> you don't care enough to provide a solid customer experience. Bad
> experiences simply spread faster and further now than before, due to the
> social creation and sharing tools. Monitoring isn't going to help you when
> you just don't care about customer experience. You have to actually do
> something with the information. Monitoring is the science; the easy part.
> Response and engagement is the art.
> On Sun, Aug 8, 2010 at 4:39 PM, Francine Hardaway
> <franc...@stealthmode.com>wrote:
> > Another case study. What tools could prevent or fix this?
> > On Friday, August 6, 2010, Francine Hardaway Ph.d
> > <franc...@stealthmode.com> wrote:
> > > Great case study. What should the retailer do? nothing. The customer will
> > ask for what she wants, and when she initiates a conversation, the retailer
> > should thank her for being a fan and offer help or a discount for being a
> > fan. chico's is a brick and mortar retailer who has it down about how to
> > treat a "fan"
> > > On Aug 6, 2010, at 8:28 AM, Alex VDM <alexandre_vandermeer...@yahoo.fr>
> > wrote:
> > >> One of the latest projects I worked with at McKinsey&Company (with
> > >> great experts Michael Chui & Jacques Bughin) was doing some
> > >> prospective work towards 2020. A key elements to drive industry
> > >> implications and lay new foundations, was to build consumer stories.
> > >> One of them, built from a real case, which I wrote and takes
> > >> inspiration from can definitely be a social CRM one (freely adapted
> > >> here).
> > >> - Kate (teenage girl, 15) is enjoying herself in an online virtual
> > >> world, visiting the best places from her favorite TV series. She
> > >> visits as well a virtual shop from a teen retailer, and decides to buy
> > >> a piece of virtual clothing from her favorite brand. Upon her
> > >> purchase, she receives an e-coupon for a real piece of clothing (Real
> > >> case: Taattu world, and Pimkie retail store)
> > >> - So she decides to go to the real shop but as she sees the clothes
> > >> she takes a picture and ask her friends first through her social
> > >> network
> > >> - Yet, as she 'checked-in' (via eg Foursquare) the shop recognized
> > >> that she was the visitor of the online world, and other records.
> > >> - In the meantime, friends are coming back with mixed views.
> > >> What should the retailer do ?
> > >> Possible answers:
> > >> -> The retailer knows she is a fan (segmentation) as she bought
> > >> virtual goods online. She is there in the shop. Recognize her status
> > >> by having someone going to her and checking for help
> > >> -> The retailer could also send extra discount if she buys NOW (?)
> > >> Implications:
> > >> - sCRM requires (a.o.) :
> > >> * using full social customer data to segment your customer
> > >> base: a very active fan on Facebook is worth more than a regular
> > >> customer, etc...
> > >> * Being real-time enabled to maximize the opportunity when it
> > >> happens
> > >> * Covering all 'modes' of consumption for your best consumers
> > >> and serving them that too: virtual goods are one examples, but there
> > >> are others
> > >> What do you think & what is your sCRM consumer story ?
> > >> Alexandre
> > >> --
> > >> This group is for Social CRM Pioneers. Pioneers ask the hard questions,
> > share lessons learned and contribute best practices.
No problem of course, and yes, while I was bit frustrated, my
objective was mainly of an experiment.
It points to the interesting fact that, while traditional CRM requires
to connect much more sales with customer serivce, sCRM requires much
more intensive connection across all departments, especially for the
leading companies implementing social connection from innovation to
marketing, sales and service. The challenge is, as those companies put
in place the tools (idea platforms, Twitter accounts, etc...),
expectations from customers start to climb... Yet, getting everything
else ready internally for an 'end-to-end engagement' with customers is
actually a pretty daunting task.
@Salesforce, are you able to connect ideas on the platform with
customer records & values and e.g., Tweets ? Is there a unified view
that R&D, Sales, Cust. service all use ?
Good luck and thanks for the follow up
Alex
On 11 août, 19:47, Marcus Nelson <marcusnels...@gmail.com> wrote:
> Hi Alex --
> I must confess, I was the one at Salesforce who saw your post dated:
> Jun 30, 2010 9:41am:
> @alexvdm @salesforce popular idea for new, simple feature created 3
> years ago and not yet a single reaction from Salesforce people,
> normal?
> This is my fault. After receiving the tweet I went to our Ideas
> community manager and asked what it takes to get our devs to address
> ideas. I got my answer, got distracted, and dropped the ball.
> I'll be posting this thread in our Social Media group on Chatter as an
> example of why we need to do things right.
