A Social Business Strategy needs Teeth
Sometimes it is a good idea to keep things simple, and work to hide complexity. This type of exercise can be valuable for people trying to grasp new concepts. That said, oftentimes if you are not careful you can actually do a dis-service and cause issues. With something new, like Social Business, Social CRM and quickly evolving concepts like Social Customer and Social Relationship Management you actually need to produce something with teeth if you are going to recommend people have a strategy. Something that you (or they) could build upon, or take an executive and execute against. If the simplicity takes away all meaning or steers people in the wrong direction, then it really needs to be, well, challenged. Sorry, if this is too harsh, but just calling it like I see it.
A Social Business strategy needs to be more than just a plan that takes into account a modified definition of Social CRM so you can maximize your ability to meet specific goals. That may sound strange, but it was recently done, and I felt the need to address the trend. Something like this does not offer anything of real value to anyone (except me who can use it to try and make a point). If you really want to help businesses and prepare them for what is needed dig deeper, analyze the problem and add value on top of it. Include the work of Graham Hill, specifically his post a Manifesto for Social Business. Or, dig a little deeper on the recent post by Michael Fauscette, the Social Customer Bill of Rights. Engage with Brian Solis and agree, disagree or modify his thoughts on Social Relationship Management. Pull up a chair and talk to Esteban Kolsky about part 2 of his Roadmap for SCRM, which talks specifically about the changing nature of relationships “Shifting Relationship models”. If the relationships are your focus, how can anyone not read and reread Wim Rampen’s stellar post What Relationships You Should Care For, And Why, along with many many great comments.
I am not trying to go academic here, we have others who are much better at that than I am, really! However, a constant dumbing down of critical concepts does not help implementers, businesses nor push the thinking forward. Taking the works referenced above, and the embedded concepts contained within (including the comments and dialog) would be a hugely valuable exercise (I might just do it when I have some time), but there is no way to summarize a strategy for all of it, in one sentence. Never referencing the work of anyone else, suggests either a lack of research, or disrespect for people’s work who came before. Never commenting on posts, unless they are your own bugs me…sorry, just sayin’. It is not all about people who agree with me either. Bob Thompson, host of CustomerThink and some newer communities (SocialBusinessOne and SalesEdgeOne, two I am part of) has challenged me to dig deeper about why I am suggesting the things I am suggesting. He questions whether Social <this or that> is new, or not and needed or not. I have great respect for Bob, we do not always see eye to eye, but the challenges are respectful and thorough – and I am the better for listening. I also have great fun going at with someone I am happy to call a friend; Mike Boysen. We do not see eye to eye on many things (the fact that he is 6’4″ is only one reason). Mike is the pragmatic one in the group, and shares his thoughts on his blog – he keeps me honest. When I learn something new, I reference other who taught me, whether by name, article or twitter handle. I could have and should have mentioned more people here, I will be sure to do so in the future.
It is not about winning the battle, or the war…it is about pushing the conversations forward together for the betterment of the ecosystem. BTW, the USA won the game 1-1 😉
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- Experience Innovation
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