In this next installment of my ‘connect the dots’ series I am going out on a bit of a limb. My objective here is to help people understand the importance of ‘New Normal’, in writing this I have a better sense of it myself. Working backwards, the ‘New Normal’ is very similar in concept to what Seth Godin calls “Weird”. The best way for me to describe ‘Weird’ is that it is the rest of the story, left out in most Long Tail discussions. The Long Tail, as discussed by Chris Anderson, talks about the outliers, the ones who live and purchase at the edges of the spectrum. In other words, the Long Tail does not talk too much about the rest of the distribution, at least not from the customer-centric perspective. While I have heard New Normal used before, I have not seen many illustrations of what it might look like (other than teenagers walking down the street texting from a mobile phone).
The value of the diagram is to illustrate to others, using specific examples and to talk about the ‘New Normal’, moving beyond buzzwords or hyperbole.
The New Normal has been and can be used to understand many of the changes and challenges many people have been talking about for a while now. Ideas such as; The Social Customer, The Collaborative Organization, Social CRM, Social Business and more might be better understood with a simple illustration. Think about the distribution of communication channels used 5 years ago, versus now. We simply have more choices. This is not only about customer communications, think about the ways in which you communicate with your peers now, versus 5 years ago. Would it be interesting to chart some this with your own data?
What exactly is ‘New’ about the New Normal
When applied to a business context, the bell curve is being ‘flattened’. While Chris Anderson and peers talked about Amazon and Netflix –this is now about your products, services and your customers. The long tail is now the ‘tail wagging the dog’. Let’s bring this a little closer to home; the customer journey. What follows is an objective view, with some sweeping assumptions and data without research data as the foundation. For the purists among you, I am focused on the journey and channels of communication, not the product economics of weird, nor long tail.
Consider the number of modes of communication that a customer used from evaluation to purchase for your product 10 years ago (If you did not have a product 10 years ago, think of your own journey). There might have been a Yahoo search, then a phone call. Maybe an email and a website visit. For the sake of this conversation, let’s speculate that the number of channels used averaged 3 and for 70% of the customers they used between 2 and 4 channels. The rest likely used between 1 and 5 channels. This brings us really close to a pretty, normal distribution, though slightly narrow and steep.
How about today? What would the number of channels look like for the same (or similar) product purchase journey? Again, not scientific, but the data is likely available for your business – Could we guess average of 4 channels? This is just one channel more, on average, but it changes the game. Based on the flattening of the curve, to get to that 70% of your customer base it is likely something like “70% of the customers use between 2 and 7 channels; a pretty big range, not as simple as it used to be. The key point here is that you need to dig in deeper and understand what they are doing on each channel. How many channels would we need to include to get to 95% of your customer population (the -2σ to 2σ in the illustration above)?
The important part of the flattening is not only the reduction in the middle, it is the increase on the edges. I want to be clear on a few things. The new Normal for your customers is dependent upon where they have been. The pace of change is determined by you and your customers, not by a consultant or analyst. Just for fun, if you want to see a Normal distribution in action, take a look at this graphic of the snow in Vermont, as it careens off the bell curve in 2012. All I can say is, I hope this does not represent the ‘New Normal’. There is a whole lot more to this story – just think about it. As always, the time Sword Ciboodle allows me to think through these concepts is greatly appreciated!
It is something many smart people have written about and it ‘feels like’ the right thing to do. Talk about it in a meeting, and you get ‘head nods’ of affirmation. But, we need to ask the tough question to find out where we really stand, as well as ‘why’. I am hoping that you are willing to be part of that process. Along with thinkJar, we are conducting a research project that challenges “Social Customer Service” a bit. Practitioners are invited to participate in the research, first by visiting the Survey (It should take about 10 minutes, tops) and/or participating in a follow-up discussion, if you are ready, willing and able.
The research and analysis will help to reveal insights in four key areas:
- Is the move to customer service using social necessary and beneficial?
- How to move from ‘traditional’ multi-channel to social multi-channel and cross-channel customer service?
- Knowledge management and social knowledge must collude, how can they be accomplished?
- Are communities what make ‘social’ work for customer service? Or is something else required?
Organizations face a variety of challenges, both technical and cultural, when they are considering adopting and emerging customer service processes. Yes, as much as customer service using Facebook, Twitter, YouTube, Forums and Blogs has been talked about (evangelized, proselytized) on all the aforementioned channels, this is still very much an emergent practice. The survey results, interviews and subsequent analysis will help businesses to navigate the confusing and sometimes misdirected and hyped messages. Hopefully, if all goes to plan, the results will help the decision making process when it comes to adding and integrating new social channels effectively. One important debate topic, which the survey hopes to shed light on, is whether or not investments in social customer service is “money well spent.” Everyone’s knee-jerk reaction to this is ‘Of Course’ – but when you ask “why”, the answer is harder, and less consistent.
While Esteban will surely be chiming in with his own thoughts, here is a quick snippet: “We have been theorizing long enough, this is a good opportunity to ask the questions, directly to the practitioners regarding the direction of using social channels for customer service,” said Esteban Kolsky, principal and founder of thinkJar. “Further, this is an opportunity to understand both how the decisions are made and how the outcomes are measured.” One of the interesting things I have done with the first part of this research is to first isolate the announcement of the survey view email to specific folks and ask my executive peers and account teams to send the request directly. This second wave is view social channels, and I have a theory that the results will be a bit different (we will be able to segment the data).
The survey will be open for participation through November 23, 2011. If you are not interested in the survey itself, but would like to participate in the research, please reach out and we can arrange a call. Or, if you know of someone else, please take a moment and forward the link above, along. The results will be shared openly in January 2012. Again, the survey link is here we are hoping you are willing to take the time.
(For those who have read my thoughts over the past couple years, you probably know my thoughts on this topic. Even so, it is a valuable exercise to take a hard, objective look to make sure we are headed down the right path!)
Primary sourced research is valuable, adding one’s own interpretations (which I will) is the added benefit of blogging. The most recent IBM research “From Stretched to Strengthened – Insights from the Global Chief Marketing Officer Study” (URL) is a good read. Research based on CMO conversations is arguably meant for a CMOs. As usual, I found myself considering this from a different perspective. The question which kept popping into my head was whether the office of the CMO is the right place to drive the call to action suggested by the report. I am not it sure is, there, I said it. The CMO should be part of the team, but not the leader of the team. I believe that the research needs to be read by others within the organization as well.
The three imperatives identified by the report, in no particular order:
- Deliver value to empowered customers;
- Foster lasting connections;
- Capture value, measure results.
Being brutally honest, I agree with the first, not so sure about the second; at least not in the way the company will make it happen. Finally, while I agree results need to be measured, I am not sure what “capturing value” is about (in this context). The message that keeps hitting the reader over the head is that CMOs are more than a bit nervous regarding the new, cool ‘socially’, stuff and are now concerned about the amount of data coming their way; because of all this new stuff. There is a bit of parroting going on as well, talking about engagement, but, in my opinion, not a clue how to actually do it.
Seasoned marketers are having a tough time understanding social media and are concerned with multi-channel initiatives (called channel choice, just wait until they try to solve cross-channel) and are unprepared for shifting customer communication preferences. I suppose that I should not be too surprised by some of the findings, as the areas of concern are relatively new (3-5 years) and were not top down initiatives; they came either from the bottom up, or from customers themselves.
Some issues and concerns
While I do agree, strongly, with the following sentiment, this is going to be a struggle of monumental proportions to execute solely within the marketing organization:
“The most effective CMOs focus on getting to know individuals, not just markets. They mine new digital information sources. And they use customer analytics to turn data into insights on which their organizations can act.”
Traditionally, marketers look at markets, while Customer Service talk to customers (Figure 6 in the report proves the point). How do you convince a CMO who has “Data explosion” at the top of the list of concerns to speak with and listen to individual customers? Without a doubt, the more customers you connect with, the more insights that can be gleaned. But, that does of course mean a whole lot of data, no? Please, do not get me wrong this is critically important, but hard. The CMO cannot do it alone, nor should they try.
In the ‘Tough questions to consider’ area, I cannot help but to think that these are the exact same questions that customer service and multi-channel contact centers have been working to solve for the past 5-10 years (not that we are there yet):
- How are you gearing your ‘teams’, programs and processes to understand individuals and not just markets?
- Which tools and processes are you investing in to better understand and respond to what individual customers are saying and doing?
- How do you safeguard your customers’ data and privacy in a multichannel, multi-device world?
Yes, the intersection of business process, CRM and contact centers is the future of customer experience. The umbrella term is Business Technology. These core elements are the center-piece of the contact center, now and in the future. The companies who get it will be sharing the responsibility of delivery, and there will be a person accountable for the results – not likely to be the CMO.
Does this map to earlier research?
An earlier IBM report, which I also wrote a post about (The Perception Gap), shows that many organizations are missing the point. “Customers do not want a relationship with your business, they want the benefits a relationship can offer to them”. It is clear to most people that talking is not the same as engaging. Here is what I think is not so clear, listening is NOT the same as engaging. Active listening maybe, proving you heard what was said (by actions and words), now that is engagement.
It begs the question: are the CMOs really the ones who are going to engage? If the objective is really about helping customers to enjoy the products and services they have just purchased and your desire is to collaborate and to co-create new products and services, is the CMO the right person (office) to lead this charge? I would say “No” because marketers are used to looking at markets, not engaging with individual customers. I am sure I will get a lot of flack for the blasphemous comments, but I ask you to consider it for a moment.
In the image to the right, the report suggests “Outperforming” organizations “invest more effort in capturing and using data to foster customer relationships”. Yes, the data does suggest that to be the case. However, they also invest more effort in Segmentation/targeting as well as Action/buy and I am hard pressed to see conclusive evidence suggesting which one of the investments is driving the success. Given what I like to talk about, write about and analyze, I would like nothing more than for the chart to prove a causal relationship. However, it does not answer to the needs of the customer either (this is an inside-out versus outside-in perspective).
The previous IBM research paints a different picture of what the customer wants (or at least what they say they want). Back to my core concern, do you trust the CMO to make the required changes to meet the customers where it will work? If you are the CEO, are you driving the CMO in the right direction? Or, if you are the CMO, does it make more sense to get a bit closer to the contact center and work together to properly engage with the customers on their terms and offer the real value that they are looking for? (Too harsh?) It is always possible that my comments are also too myopic coming from the other direction, but I am not convinced that is the case.
If there is data available, or simple process improvement that could easily elevate my service experience, as a consumer, why are companies not doing it? Telecommunications carriers are such easy targets that I hesitated to write this post. I can offer offer simple advice, as a practitioner, from both a process and technical perspective, so maybe, just may they will listen – and readers can learn as well. It is not that hard, it is just about putting the right information in front of the right person at the right time. Interestingly, this is about two of the biggest providers in the US and both happened during a one week period.
The Response to an Issue can be more Important than the Issue Itself
I am a technologist, often an early adopter and also a pragmatist; Shtuff happens, I get it. It could be weather, it could be solar flares, it might even be a software glitch. What I have little patience for is what I believe to be ultimately quite simple process fixes, which can easily be implemented but for some reason, have not.
- AT&T had an outage in Vermont last week. It was early in the day, 7:30 am to around 9:30am. Local technical and socially connected posted on Twitter and tried to get AT&Ts attention. The response from AT&T was slow, almost non-existent on the social channels. No recognition of the problem, until after it was fixed. The customer service team on Twitter did work through their queue from the night before (easy to spot), and did not send any broadcast messages. Some discovered that if you switched off 3G, Edge provided service for phone only. AT&T did not make that statement, a user did. AT&T did not even RT that post. Response grade C-
- My 16yo had an issue with his HTC phone, so we did a warranty replacement. Many steps completed without any issue – including a whole 10 minutes in a Verizon store, well done. New phone arrived, activation easy, still good. The front of the little instruction packet had a number (long 10 or 15 digit number) and a note under it with a URL to FedEx for tracking. So, my 16yo took the old phone to FedEx with the enclosed label; only to find out it was a USPS label – odd, but not a huge problem. Brings the box to USPS and off it goes. One week later, Verizon calls and wants to bill us $500 for the “yet-to-be” returned phone. We find the little packet with the tracking number, take a look at the website and tell the agent (who also checks). We also remind the agent that we have insurance on the phone and if it dropped in a lake, we would still get a new phone, no questions. Why was the call ever made (there are two reasons why the call should not have been made)? Response grade B, but the last impression is what sticks.
My simple advice:
- Customer Service can be Proactive – It is possible, it can show you care and save inbound calls
- Engage when it counts, walk the walk – Recognize an issue, help customers through an incident and be human, the Social part of Service is not just about PR
- Put data where it can be most useful, turn data into information – If you have information which can prevent a call from happening, use it.
I suppose it is possible that because I live and breath this sort of thing and know what our software can do I have a different take on things, but really is it that hard?
I wanted to see if I could write an entire post using an iPhone, for some reason, it seemed an interesting way to think about SMS, (the protocol behind text messaging) as a channel communication. I did get the first 250 words ‘penned’ on the device, but failed to complete the task. I wanted to learn more about SMS, both technically and culturally. SMS/texting is a bit Jekyll and Hyde, as it seems to be among the most private form of communication available, yet, at the same time it is extremely social (ask a teenager), there in lies the intrigue. During my journey, the most consistent thing I found, was inconsistency! In my current role with Sword Ciboodle, spending time thinking about intelligence in the contact center consumes a lot of my time – Where does SMS fit? Do you have the answer?
I started my exploration with a query on Twitter. My simple question was “If someone hands you a business card, there is implied permission to call/email. What about texting? Why?” As some responses began to come in, my curiosity was piqued and I began to wonder about the broader SMS topic as well as where this peculiar channel fits into the customer service as well as the Social CRM realm. I then began to think about forms (requests for data online and off) and wondered if by giving a mobile number, there is an implied permission to use SMS. I expanded my research to the usual places (Google and Wikipedia) as well as to request the assistance of a few good friends.
SMS is often like ‘phoning from under the table’. Were you ever in a meeting and it was running over time, and you had to SMS your next meeting, or SMS the person chairing the meeting so you could get out? That’s the sort of back channel, back door to the main conversation that SMS enabled. It’s not the main conversation, it augments the main conversation. Kids do this all the time. Five kids in a huddle are talking to one another face to face, and another ten people via SMS, at the same time, and they are often in the same conversation. – Paul Sweeney, Friend and Head of Innovation VoiceSage
Paul’s comments really struck a nerve, mostly on the wide and varied use of SMS. His point on ‘augmenting’ the main conversation is a good and important one. In this case, it is like a back channel, with urgency and immediacy attached. I am not sure about your phone, but SMS seems to take priority, popping up and interrupting everything else. That said, I fear that we are no closer to defining how exactly SMS fits into a channel, social or communication strategy. Still struggling, I decided to reach out to another friend, Barry Dalton, Senior Vice President of Technology, for Telerx. Barry hit on a couple of excellent points, and finally I can being to see how the pieces fit together:
When I call you, whether you’re a business acquaintance or dear friend, you have the option of picking up or letting the call go to vm [voice mail]. SMS does not afford the receiver the same control. Have you ever sent a text and not gotten a response? What was your feeling? The sender knows the text went through. The expectation is that it will be responded to, pretty immediately. Whereas a voice mail left has a lesser expectation of immediate, or any, response. So, in that sense, with that expectation from the sender, I think it is viewed as more invasive and thus more personal. As for the person to company, its not so much the intimacy as it is the expectation of immediate response.
One particular point struck me, and that is that SMS is more invasive, it is not only push, but it is push NOW! As Barry highlights, there is a bit of uncertainty associated with not receiving a reply to a text. With family, the order is; Are they ok? Is the phone off? Am I being ignored, how rude! With business associates, it is the same list, just in reverse. As Paul stated “It retains those characteristics of being “of the moment”, thus the etiquette that has evolved.” Though I am not quite sure what the etiquette has evolved to, that is the question. Barry added some great and important points. As I mentioned in a previous post, I did spend some time on a Skype call with Graham Hill on this topic and Graham was of like mind here – “When you give out your mobile number, there is not an expectation that people will initiate the conversation via text”.
A bit of background and some data
According to Wikipedia, SMS / text messaging is the most widely used data application in the world, with 2.4 billion active users, or 74% of all mobile phone subscribers. Yes, that is both bigger than Facebook, Twitter and YouTube combined and more far reaching. The popularity is greater in emerging markets as well.
Starting with a little compare and contrast:
- For India: Mobile phone usage is (752 Million as of Feb 2011, with a 65% penetration) larger than the Internet usage which is (100 Million as of December 2010, 8.5% penetration). Various sources suggest that SMS usage in India is about 60% **.
- For the United States: Mobile phone usage sits at about 293 Million mobile phone users, with a 93% penetration. The number of Internet users is about 240 Million, with about a 77% penetration. Percentage of US subscribers who use SMS (versus number of messages) is unclear to me at this time.
- Both countries have about 40% Internet usage from their mobile devices, but the raw numbers are obviously quite different.
Getting back to SMS, while mobile phone talk usage use increased 1.8x between June 2005 to June 2010, the number of text messages sent in the US increased 37x in the same time period (CTIA). As I alluded to above, I believe SMS usage is skewed, especially in the US and hard to put percentages around, unless you slice and dice the data across many variables (age, gender, education, location, business…) SMS has an interesting history as well. SMS is sent over the control channel required between the mobile handset & the tower, which is the basis of the 163 character limitation. “SMS is sent over the control channel required between the mobile handset & the tower. This is a channel that the telecom operators need to have, its sine qua non – an inescapable cost thats already written off.” (Prem Kumar) The control channel is something that is needed, existed already, is underutilized bandwidth and did not cost the carriers anything extra – think about that when you consider your bill.
The Task at hand, Where Does SMS Fit?
I am not talking about ‘Social’ everthing , I am talking about communications, protocol and etiquette. When someone hands you a business card, the current standard is phone and email. Often, there are two or more phone numbers, office, mobile and maybe fax. More sophisticated folks may use Google voice, or some such technology, giving only one number. When a business has your mobile number they need explicit permission to use it for marketing purposes. According to Graham, businesses have not fully grasped the potential of SMS. My perspective, is that they are focusing on all of the other applications which sit higher on the stack of the mobile device. SMS is a perfect medium to drive a call to action. The character limitation is a perfect ‘excuse’ not to include details, because you cannot actually do it.
Where and how should SMS fit into the overall customer experience? SMS seems like a powerful yet simplistic communication protocol, which everyone with a mobile device has access to (though in the US there is an extra charge). It is fast, and works through walls (you know, those building where phones barely work, yes SMS works). There are some fantastic uses of SMS:
- Your car is ready, please come by and pick it up, thank you for your business
- You are nearing the limit on your <insert many things>, would you like to add to the balance now?
- We are running a special on double mocha lattes, please stop by, show the attached code
- Here is your boarding card sir/madam, just use the attached QR code to board your flight.
Notice that the main use is outbound, SMS, in the context of business to consumer does not appear to be (not in the US anyway) a synchronous, by directional form of customer communications. I would like to hear a good example of a customer using an inbound SMS to take action. Send ’em if you got ’em! What are the boundaries of your mobile number? Would you expect a new acquaintance to send you a text message? What if an online form asks for a mobile number? Say for your kids school, the cable company, the electric company? Is the answer the same?
Yes, I am asking a lot questions in this particular post. Some friends made some interesting comments when I asked the question on Twitter the other night. Barry suggested that Customer Service has skipped SMS, which I’m some industries is true. But, there is value. A special thanks for friends listed below as well as those through Twitter who offered feedback during my exploration. I would like hear your thoughts!
The Tinkerbell effect describes those things that exist only because people believe in them (source wikipedia). I wrote a post last spring while blogging for my friends at SugarCRM where I talked about Social CRM succumbing to this phenomenon. I suppose I could make this really controversial and slam Klout. But, Klout is simply supplying the ‘fix’ of choice; popularity, to the Social elite. While at the same time emphasizing some really bad life lessons (ego and elitism, to name just a couple). It goes without saying that Twitter likes it. To “get more” Klout, just use Twitter more; that according to Klout Chief Executive Joe Fernandez, as seen in the Wall Street Journal:
Last year, Britney Spears’ managers, Adam Leber and Larry Rudolph, requested a meeting with Klout Chief Executive Joe Fernandez in San Francisco. Over a lunch of Chinese food, they grilled Mr. Fernandez on why Ms. Spears’ Klout score, then around 64, was lower than Lady Gaga’s 78 and Ashton Kutcher’s 77.
“What are these people doing better than us?” Mr. Fernandez says they asked.
Mr. Fernandez says he advised them to tell Ms. Spears to tweet more frequently and to send more tweets herself instead of having others tweet on her behalf.
Let’s Fast Forward a Bit
I really wanted to try and avoid writing a post on Klout, but temptation simply got the best of me. I saw – on Twitter of all places, go figure – a link to a post on Klout, where Trey Pennington shared the following:
Klout’s founder, Joe Fernadez, is both a genius and a gentleman. He recognized a need in the marketplace and has been working aggressively to satisfy that need. The business press is taking note and is given him and his company earned recognition (and venture capitalists are giving him/them the big bucks to back it up).
In reviewing some of Trey’s recent posts, I realized I had jumped in, in the middle and missed the context of the series, where Trey first talks about how people can game the system, and ends (well, at least as of this writing it seemed done) with some real words of wisdom.
Many people recognized the humor and absurdity of my four keys. I’m glad. If you’ve heard me speak, read my blog, or engaged with me online, you know I cherish Zig Ziglar’s oft-quoted axiom, “You can have everything in life you want if you’ll just help enough other people get what they want.” You’ve probably also heard me state and defend against all challenges the admonition, “Follow back every person who follows you on Twitter.” Even though that suggestion STILL ruffles some people’s feathers, I still advocate accepting another human being’s out-stretched hand.
Which brings us back to the real issue of increasing one’s influence. Is that a worthwhile goal? I wonder if influence, like corporate profits, is a by-product of rendering valuable service to others. Render enough valuable service to others, and you’ll have all the influence you need.
In my exploration, using Social means, I have found that the people who have the most influence are the ones who are truly humble, the ones who would prefer not to have influence. If you really want to dive in deep on the science of influence, spend some time reading Michael Wu’s posts, starting with this one. Michael started the series last April, and readily admits that it is in its infancy:
Influence marketing today is in a state of experimentation that scientists call the pre-paradigm phase or exploratory phase. During this phase, everyone is trying different approaches based on experience. There are incomplete theories about why some approaches work and others fail, but there is no underlying fundamental principle that explains everything.
The idea of Klout is not bad, but in its current form, it actually is bad. There is no context to the influence. There is no shortcut to getting to the right people. People who I know are, or should be, more influential on a particular topic have better things to do than to hang out on Twitter, so guess what, their score suffers. I also know that many others will do a better job at analyzing this topic.
The Conclusion? Klout is not here because people are confused nor because people really need it, in its current form. Klout is here because they have marketed it well.
Customer expectations are high and organizations are constantly challenged to meet, or dare I say to exceed expectations. Interestingly, I do not think many organizations can definitively state their customer expectations, can you? Go ahead and ask, before your head of sales, marketing or anyone else with a fancy title reads this, ask them: “What do our customers expect?” I also believe that the bar is continually changing. Asking the question above often receives a “we do not simply want to meet expectations, we want to exceed expectations!” Great, you are not really sure what expectations are, but the bar has just been reset!
Think through the following: You walk into the local candy shop and the person behind the counter weighs out the 1/2 pound of Jelly Beans (Strawberry Cheesecake, if you must know). After they weigh it, they affix the little sticky with the weight and price. Before they seal the bag, they throw in another small scoop of Jelly Beans. Your expectations have just been met and maybe even exceeded. Now, what do you expect the very next time you walk into the candy shop? This is obviously an over simplistic view of the world. Take the conversation to cars, houses, software, insurance policies, mobile phone, cable and Internet provider, the list goes on and how do things change?
Expectations Around Service are Different, or are They?
The hyper-connected, mobile, choosier, but ‘I am your customer’ demands simplicity and is less tolerant of business-driven organizational procedures. Customer experiences are made up of interactions and touch points with the people, products and services a company provides to them. The connection – you might say the emotional connection – between customers and an organization consist of the sum of these experiences. The simple question is; “Are you organized in such a way to accelerate your company’s ability to deliver a 21st century experience to the 21st century customer?”
Extending the Jelly Bean example to more complex organizations is hard. For one, it is harder for these organizations to simply give you something extra with regards to service or product. I suppose that you could get a few extra minutes on your mobile phone, but if calls were dropping in the first place, then I am not sure what that does for you. As organizations decide to offer new and different channels, they might be giving the appearance of an increased level of service, but for the general population, did anything really change? You have now met the expectations on these new channels, because you are there. Well, maybe, kinda sorta, for the few that are yelling and screaming on Social channels you may have now met expectations. Did you just reset the bar on Social channels too? Did you invite more people to yell and scream?
I am excited to spend a few minutes with friends and super smart CRM folks Paul Greenberg and David Myron next week, for Webinar. The discussion will be light and we are going to have some fun (probably at my expense) and talk through some of the fun and maybe not-so-fun issues people who think about customer service stay up at night wondering about – basically that Customers are fickle. They change and are changing the way they communicate with each other – and your business – and this change is happening at a frenetic pace. Last year’s never-ending debate was the definition of Social CRM, thankfully, this year we have moved on. I can promise you that we will NOT talk about definitions, Cloud Computing nor Software-As-A-Service, we will focus on the fundamentals of customer service and keep the topic focused on business issues.
- There is a Big Difference Between Can’t and Won’t
- Stop Thinking in Two Dimensions
- No Beginning, No Middle and No End
- Rethinking the Customer Journey
- The Simplest Thing I Ever Had to Write
- Context Integration, the Future of System to System Interactions
- The Evolution of Customer Community
- The Fine Line Between Personalization and Creepy
- Experience Innovation
- Maybe We are Using the Wrong Words to Describe Collaboration
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