The place where the Customer counts

Free thoughts on (Social) CRM, (Social) Business and the next thing

The place where the Customer counts - Free thoughts on (Social) CRM, (Social) Business and the next thing

Do you want collaboration that works? Find the right business drivers

purposeFew days ago Bertrand Duperrin wrote an interesting blogpost on social collaboration and on what’s wrong with it. Now that “digital trasformation” has get the hype over “social business” we are experiencing a reduced interest on internal collaboration, and main causes are – for the author – attributable to:

  1. customer relationship which as a topic drives more investments than internal collaboration because of objective correlation with business opportunities (and revenues),
  2. political contraints that make the transition to innovative organizational models more and more sticky,
  3. human factors or in other words “people” that are always reluctant to change their working habits, especially when knowledge sharing paradigm, from an individual POV, is considered a loss of power,
  4. lack of purpose, especially with regard to the internal collaboration discrepancy with customer relationship.

All these drivers have a deep impact on internal collaboration acceptance and success, but in my humble opinion, the main one in which few efforts and even fewer discussions have been done is the last one: lack of a business purpose.

We all know that customer relationship is leading the business wagon (after all, as Duperrin says, customers bring money in).

We all know about organizational barriers that impede innovation flow.

But, are we well-aware that – often – social collaboration projects don’t have the right “links” with business purposes? Unfortunately, this situation is caused also by inappropriate technology which lacks aforesaid links.

“Collaborate” and “share” are beautiful verbs but if you don’t associate them with the right context there’s no value inside. Context is everything and you can’t avoid it otherwise it’s only lipstick on a pig.

Facebook context is peer relationship and it’s cool. But what about when you want to make collaborative an enterprise? Which are the main components of its specific context?

Here my 2 cents.

As Duperrin said, enterprise have to connect collaboration to customer relationship because here is the money (unless you’re a NPO). But how? Data and processes. Data and processes are the basement on which business collaboration can be built.

Data is the “iota” of decision-making process. Managing data, analyzing data, discussing on data through internal engagement and contribution sharing, helps decision-maker to select the right option because he finally has the more meaningful information in support of the following execution phase.

Processes are the suits of enterprise. You need to change them when context changes. And context, here, is your end-to-end customer experience. When you intercept and collect signals about this dynamic experience, you have a stream of elements to rethink your processes through internal engagement and contribution sharing. And when I say “rethink” it means that you have the instruments to modify them in order to support customer relationship.

So building collaborative solutions around data and process can help your organization focus on real business objectives and create a connection to economic results.

What do you think? Please leave your contribution

Where is your Social Caring team?

Many applications are struggling in the Social CRM market space nowadays and more and more are trying to “verticalize” their features in order to adapt them to the traditional customer-facing processes. This is the case of Customer Operations and specifically of Customer Service approach through well-consolidated processes adopted in contact centres. Since the Social CRM capabilities’ drivers come from Social Listening/Monitoring and traditional CRM activities, there is a consistent effort from vendors coming from the CTI world that are trying to match these two aspects, replicating what’s in place in your contact centres (see image below) and minimizing impacts on processes through the delivery of concepts like “universal queue” (in other words: assembling customer interactions coming from different channels – included social media – and assigning them to CSRs thanks to business rules and constraints).

customer service chain

So the integration between social and traditional approaches is set on the upper side of the Customer Service chain (contact management layer).

This is for sure a reasonable perspective especially for COOs that are really careful to performance and cost issues. However, are we sure that this is the right or at least the most complete perspective to use? People complaining or asking for commercial information are physically the same independently if they use a phone, an email, or other touchpoints. Nevertheless, are we really confident that they also behave in the same manner or (worse) they use those touchpoints with the same expectations?

How many social media gurus have told you that social customer will have an impact on your business through social media because of their characteristics of being “public” and “networked”? Well, do you know what? They are right. And if they are right, it also means that social customer is more careful about its expectations, satisfaction and its power to spread publicly frustration and rage against bad service.

Therefore, COOs have to understand that, in addition to cost issues, they need to cope with social interactions in a more dedicated way. And that’s possible, in my humble opinion, only if you use an organizational perspective which set a dedicated social caring team with specific responsibilities and skills (particularly oriented to the management of the relationship through social media) with their own service levels and business workflows. In other words, I believe that the integration between social and traditional approaches must be executed in the lowest side of the Customer Service chain (operational CRM or case management layer) to allow the final collection of all interaction data in a unique place.

What do you think? Please leave in the comments your point of view.

Good news for/from CustomerKing

Decisyon logo

A really short post just to announce a good personal news. From October 1, I’m very proud to begin a new professional challenge in Decisyon, one of the most interesting enterprise with an outstanding Collaborative Decision Making & Execution (CDME) platform for rapid development and cloud delivery of operational analytics, planning, in-context collaboration and execution applications.

One of its main solutions, which I followed during the last years considering my interest on customer service evolution, is Decisyon/Engage, a social CRM tool strongly focused on social media analytics, social caring and monitoring which help businesses obtain sustainable competitive edge particularly thanks to the integration between customer data collected from outside and inside corporate boundaries.

And that’s the point for the next future of Social Customer Service, in my opinion. The capability to link data coming from different kind of sources in order to better outline and understand your customers from various perspectives, collaboratively find the best way to satisfy their requests and finally activate/execute the right corporate processes to induce mutual and shared value.

This is one of the biggest challenge Decisyion will face in the next years, thanks to the endorsement of important US Venture Capital firms.

This is one of the biggest challenge for the next social CRM phase.

So, good luck to me and see you soon.