In my first Mirror Images post, I referred to Social CRM as a “A complex overlay” on top of customer service, customer relationships and the supporting strategy, technology and processes. If we can accept this, that Social CRM is an overlay, then we should be able to agree that it does mirror Social business (or Enterprise 2.0), as Social Business is also an overlay on top of many standard business practices and concepts. Diving deeper to a more definitive concept; is employee experience the mirror of customer experience? Unfortunately, most people who talk/write on the topic of ‘experience’ focus on the customer aspect and neglect the employee experience; the literature therefore is not as extensive. In this area, topics typically include empowerment, engagement, and satisfaction. There is very little that directly talks to employee experience, after all it is just a job, right – no, wrong. Moving forward, this is going to have to change.
Your own Marketing team is working very hard to enhance the customer experience, hoping to take advantage of what mobile and tablet devices have to offer (Cool UI) to build stronger relationships with people (customers and prospective customers). But, let’s not forget that before you drove into work this morning, you were a consumer, using these devices and you were the target of these efforts, by some other company. The number of connected TV sales is expected to double in 2012, these same people are highly likely to have an Xbox, an iPod, Kindle, KindleFire or some other next generation device. Now, you are sitting in front of screen, your team is sitting in front of an even bigger screen, maybe with a headset connected and they are using circa 1990’s technology to help your customers. What gives?
Think about it, all of this effort which is customer facing and your internal teams are frankly having a lousy experience. Can we gamify work a bit, to make it more fun? Or is that pandering to misaligned expectations of a certain employee type or demographic? As a did in my previous post, I turned to friend for some help and insight. I asked the question to Mark Tamis and we had a bit of an electronic conversation or Socratic debate. My going in position is the better employee experience will lead to a better customer experience, as this is the logical answer. But, as Mark points out, it is not that simple.
Does better user (employee) experience lead to better customer experience?
MT: First of all, I believe the question leads to trying to compare apples to pears.
ML: That is better than apples to oranges, no?
MT: French expression badly translated
MT: The customer has gone through a journey and his experience has been shaped by interactions at every touch point (dealing with your company, in-store experience, exchanging with friends, family and peers and so on), whereas the employee experience is shaped the interactions with colleagues, suppliers, systems and – only at very precise touch points – clients. So although the customer and the employee are intimately linked, they are not on the same journey.
ML: Valid point, but at that critical point where the journeys intersect will define many things and likely be more impactful to the customer. We have both been known to say that the experience perceived is more important than the intended design. Like most of life we spend most of the time learning and preparing for those moments where we have to act. While not on the same journey, the journey’s are linked and aligned.
MT: By the very nature of company-customer relations, the employee journey is sub altered to the customer journey which leads to the chicken and the egg problem of when a negative customer experience is taken out on an employee who is not able to or not empowered to do anything about it, which in turn leads to a negative employee experience that negatively influences the way the employee deals with the following customer et cetera.
ML: Very interesting, and I agree that the employee experience impacted by the customer experience and journey. I will suggest that the employee would only partially hold his own organization accountable for the treatment by the customer, unless it is a trend, and they are not empowered to do anything about it. While valid, employees should be able move beyond this type of reaction.
MT: Partially, but up to which point? Either stop trying to fight it and become demotivated, go on a crusade and risk being shot down, or simply…leave.
MT: Breaking this vicious circle consists of first by understanding the customer’s journey and coordinating efforts to improve it and second by providing the employees with the infrastructure (data, insight, tools and processes) and conditions (work conditions, a company culture that facilitates collaboration) to do so. Ultimately it comes down to reducing frictions (for the customer and for employees) to help the customer in his job to be done and reach the desired outcomes.
ML: Who is responsible and accountable for removing the fractions? It must be on the employee side, management etcetera, driving for a positive employee experience.
Mark, great stuff and I do appreciate your time and thoughts. I believe we are mostly aligned, though I will admit it is bigger and more complex than I had originally thought. The two journeys are different but it is those all important intersections where things happen. The key question is what will the state of mind (on each side) be at those points? Business units and IT departments will need to invest more in the design of services, for the internal customer. The expectations by everyone; not just the younger or Millenial crowd, are higher, and need to align with customer expectations. In order for a true person to person relationship to be established, experience must be aligned on both sides of the firewall. This is clearly not all about technology (yes, I do work for a technology vendor) but at the same time, technology is a huge part of the equation, there is no getting past that point. For contact center agents, their experience is critically important, and I believe there is a connection to customer experience – a big one.
For a some time, I have been watching, reading, discussing and doing my best to understand the very broad field of customer service, customer relationships and the supporting strategy, technology and processes which go along with each discipline. Along the way, Social CRM – a complex overlay on all of the above, has become everything from a hot topic to nothing more than part of buzzword bingo and back again. At the same time I have also been trying to keep tabs on Enterprise 2.0, Social Business and Collaboration (not Emergent). Going back and reading my own early thoughts here I can see that in some ways my own thinking has changed, but in many ways it has simply matured. I have been saying for a fairly long time that Social CRM and Entperprise 2.0 are closely linked. In September 2009 I said it here and here. I am not patting myself on the back here, more being self critical. I said this 2.5 years ago and frankly we have not come very far.
This line of thinking have caused the following questions to nag at me a bit:
- Does better agent (employee) engagement lead to better customer engagement?
- Does better employee satisfaction lead to better customer satisfaction?
- Does better user (employee) experience lead to better customer experience?
- Is the collaborative employee the mirror image of the social customer?
Taking a bit of a leap from where my own thinking was a couple years ago to now considering how many elements need to be, or are essentially mirror images between inside and outside the organization. I am not going to be able to tackle all the questions in a single post. As any good learner does, I asked a few friends for some help.
Does better employee satisfaction lead to better customer satisfaction? Mark Walton-Hayfield of CSC had this to say (BTW – congrats to Mark and all of CSC on the Paul G Watchlist Review!):
“In summary YES! However, you need to make sure that people are empowered and that businesses deliver on their promises to customers too.
People who are encouraged to make decisions by themselves at work and who have the authority to solve problems with the outcome of keeping customers happy are generally more satisfied with their job than employees who need to seek out a manager for approval. Business owners who empower their employees tend to have both a lower staff turnover and higher customer satisfaction levels too.
A core tenant of modern leadership thinking is that you need to make people (at all levels) understand why they are being asked to do something and the part that they play in the bigger picture. By leading people through great communications which encourage motivation and with empowerment designed into the operating model you are creating an environment within which people can be proud and satisfied in the work that they do. For those people who are customer facing (and even those who are not) this will most likely translate and spill over into better relationships with customers. These customers will perceive that the representatives of the company are going the extra mile (and they probably are) and so over time this will improve customer satisfaction.
However, this comes with a warning – ensure that you have delivered upon your original promises to your customers and that you are responding to them in an effective manner on those occasions when you are not”
Mark Walton-Hayfield | Social Business Strategist | CSC | MarkW_H
“Customers have always been social. For as long as trade and commerce has been around, customers have spoken to each other about good deals and warned each other of rip-off scams. But when we think of a social customer today we use the term to describe a customer who is a) connected to people and information via digital channels and social networks and b) someone who leverages that connectivity and information in their relationships with vendors and other consumers. For example, a customer who is connected to a network like Tripadvisor might use information from that social network to influence their choice of holiday as well to influence others in their network through their own contributions. The motivation of a social customer will vary greatly and may include simply getting a better deal, building up trust and respect from peers, or naming and shaming a poor product or service.
Employees have always been collaborative. Ok, perhaps not as collaborative as they could be (!), but we have always had to work with others to get the job done. The collaborative employee mirrors some of the traits above. Although the networks might be different, the collaborative employee is certainly connected to people (e.g. other employees, suppliers, customers…) and to information. In addition, the collaborative employee leverages that connectivity to help them work more effectively (e.g. breaking down internal silos), to build relationships or to build their profile within the enterprise.
However, the boundaries between the social customer and the collaborative employee are increasingly blurred and increasingly irrelevant. People play multiple roles in their daily lives (consumer, employee, supplier), information (and transparency) now flows much faster inside and outside an organisation and networks are increasingly interlinked. More and more it will be harder to separate the social customer from the collaborative employee.”
Laurence Buchanan | Principal, Digital Transformation | CapGemini | buchanla
Sharing the wealth a bit, I asked Prem Kumar of Cognizant the same question as Laurence, “Is the collaborative employee the mirror image of the social customer?”
“If you recollect the concepts in the book reorganizing for a resilient organization, orgs (organizations) need to have people with specializations, areas where they have high efficiencies, areas which could be highly routine and monotonous. There is not much need to take decisions, and even if any, they would happen with in a predefined scope, options. This is what brings the scalability, the industrial scale. Collaboration happens at a minimum in these organizations, especially between people who need to make decisions on non routine issues. These are the people who have been empowered to take decisions.
One of the reasons for this collaboration that Ranjay mentions in his book is innovation, to meet the demands of the evolving customer. I do not remember if he talks about customer support, but here is again an area where you need to take decisions as well as collaborate with various dungeons in the org. ‘Responsiveness’ is the key reason for collaboration I guess. That means responding, at speed.
Now cut to the era of the social customer as he is right now. What he asks is public knowledge, so add the PR angle if there was not enough pressure on being responsive already. No wonder you need to be even more connected, at speed. Collaboration has been clamoring for attention for a few decades now, but now it has become inimitable, unignorable.
Collaboration is no longer a motivating factor to do better, it is now a hygiene factor; you stay healthy if you do it, else you fall sick. It is not doing pilates, it is eating good healthy food. Which means, it’s not about putting extra efforts, it’s about changing our habits, or mind frame for the better.”
Prem Kumar | Strategist | Cognizant | Prem_k
I really like that last point by Prem, collaboration is now a hygiene factor, it is a requirement to doing business. This is actually one difference, where the characteristics are not mirrored. Customers do not need to be social in order to be customers. But, social customers do require the internal organizations to be collaborative. All that is left to tackle are the remaining two simple questions.
Links provided from Mark W-H
The question was raised on Focus and my answer may have surprised a few people. I started my answer with a disclaimer “I work at Sword Ciboodle” (a technology vendor for those of you who do not know). I then proceeded to state my opinion that no technology vendor currently leads the market, even questioning if there is a “market” for Social CRM, my logic is that technology is only one part of the problem. By the way, the word Social is starting to get in the way:
“The leaders in the market are the consultants and analysts. The reason is simple, I am not convinced that Social CRM is an actual market. Integrating Social Channels into a customer strategy is something that needs to be done, absolutely. Connecting the Social dots is something that does need to be understood and practiced, but a market, not sure yet.
When I was speaking on the topic last year, I was cautious to describe it as ‘CRM in the Age of Social’. Customers have problems to solve, companies need to figure out how to solve those problems – just with a whole lot more channels. My first statement about consultants and analysts was not a knock, it is a recognition of the complexity of the problem, people and process first, not technology.
CRM is often discussed by its 3 core components, Sales, Marketing and Service – when we discuss Social CRM, which one are are talking about? Or are we talking about all 3 and more? Are we talking about Business to Business or Business to Consumer? There are 6 segments at least, where I believe there might be 6 different leaders”
Social CRM does Require Technology, but it is about People
A previous topic also on Focus sheds some light on my answer; “What are the top reasons for integrating Social Media with CRM”. Caty Kobe expands the question/problem statement to facilitate the discussion: “What are the top reasons why an organization should integrate CRM with social media channels” – There is the explanation to my answer, right there, simple. I did not even need to go to the answers (though friend Brian Vellmure has a good one), just the question.
Social CRM, from the technology perspective, is about integration of new channels, Social Media is a channel. Properly, Social Media is dozens of channels, where you need to choose the ones right for your business. The hard part, the real work, is choosing which channels to integrate and then designing the processes around these channels – the people part. Just “being there” because someone told you to is not a reason! Too many industry insiders (Vendors, Analysts and Consultants) are trying to put Social CRM into one simple bucket, it is not simple, and it is not one thing.
We need to find a balance among the new terms, big words and fluffy buzzwords. It is not all new – parts are new, the combinations are new, but in the end, Social Media is just a channel. If you are trying to figure out the Social CRM puzzle and you are doing your research, you might find definitions and descriptions; something like ‘The company’s response to the customers’ control of the conversation’ (@pgreenbe). If you are not comfortable with that one, I am sure you have found one you like. There is only one correct answer to the question of what is Social CRM, yours. Not OK with that, how about focusing on the strategy, not a definition? Looking back to a great post by friend Wim Rampen, who outlined a concise Social CRM Strategy:
“A Social CRM Strategy is all about understanding Who the customer is, through Listening to Engaging with and Collaboration between Customers, Employees and Partners and aimed at Developing Innovations that allow Customers to do What Jobs they need to do, by means of a Personalized Design that empowers Customers, Employees and Partners to influence How well Customers and Companies can meet their Desired Outcomes.”
Wim outlines some great actions, I encourage you to go back and read the original post and the conversation which followed. Notice that Wim only touches upon the technology components. Recognizing that they are there, but not focusing on them first. Some may find this strategy to constraining, some may find it to broad. The beauty of sharing it is that people can take from it and see how it fits within their own organization. It is not only about building new strategies and new frameworks – honestly I think some of the new stuff, without even a hint at looking at the old is pure rubbish. You will need to take this strategy and apply it to your programs of work. If we all spent a little bit more time understanding where we have been, we might be better at figuring out where we need to go.
So, Who is in the Lead?
Finishing off with the Social CRM Market question, which I do not want to leave hanging. There is not ‘a‘ Market, there are many different Markets, including both technology and consultative, there are data questions and process questions. From integrating social channels into your Customer Service operations (where Ciboodle excels) to Socialytics (which Ciboodle does not do, but we have friends who do) – and all the bits in between. For now, it is about how to integrate; technology and process, Social into the programs of work for the foundational components of CRM; Sales Service and Marketing. In the future, we will be able to get rid of the ‘Social’ descriptor and go back to focusing on doing business. The organization or person in the lead is the one who solves the problem you need fixed – not the one with the best marketing department.
I could not help myself, apologies to Dion and the rest of the folks at Dachis, you do great work, the title just sort of came to me. The driver for the title, and for this post, is Dion’s post The 2010 Social Business Landscape. I do want to thank Dion and the rest of his team, you came really close to getting it right (I am not going to be so bold as to call it wrong). I am not really a purist, but I am sticking to Paul Greenberg’s definition for Social CRM and Andrew McAfee’s definition for Enterprise 2.0. For Social Media itself, I am sticking to “Social Media is a set of technologies and channels targeted at forming and enabling a potentially massive community of participants to productively collaborate”.
In the post, Dion references his previous thoughts to help redefine Enterprise 2.0 (just a little). Here, he shares with the readers, that Enterprise 2.0 as the freeform social tools in the workplace, with a concentration on developing solutions to achieve specific business objectives. Great, I am all about achieving business objectives. Wait, what freeform tools are we talking about? Dion also warns the readers, suggesting that we focus way too much on the tools, organizational change and new collaborative approaches, instead of focusing on the business problems.
Close but no Cigar #1: How can Enterprise 2.0 be the furthest element to the right, if none of the supporting technical elements (along the Enterprise axis) are close to the same level of adoption?
Looking at the charts is interesting, it might even valuable to some. But how does understanding this chart help ‘Me’? Not me, as in Mitch, me as in a business. We all have jobs to do, how does understanding this chart, even with the description help me to get my job done? As I was writing this post, at this spot, Jon Ferrara referenced, via twitter, this post on Forbes
“Just developing tools doesn’t mean everyone will use them, and certainly not always for the intended purpose. When Edison invented the magnetic recording disk he thought the main use would be for business dictation rather than music recording.”
The point it makes to me is that in order for customers to make sense of how we plan to put these tools to use, we better tell them the value of the tool. It matters to some that others have adopted them, but why and how are much more important.
Close but no Cigar #2: Putting concepts like Crowdsourcing, Social Location and Social ECM on a picture without really (sorry the ‘blurbs’ do not cut it) describing the business problem each is solving adds confusion, not clarity.
Just a quick note before I hit my last topic – I just do not understand the Cloud/SaaS v On-Premise Overlay at all. I will post that particular one on the base post. Seems artificial and unnecessary, IMHO.
The Social CRM Afterthought
Saving the best for last, the miss here gets the rest of the box (of Cigars). As I noted above, I am sticking to Paul’s definition of Social CRM. If we can get past the slight of Social CRM being the only topic on the image without a ‘blurb’ in the post, then we can really dive into the topic.
Social Media Monitoring, Social Media Marketing, Customer Communities, Crowdsourcing, Mobile Social, Crisis Management are all extensions of standard CRM – why, because the help businesses go from inside-out to outside-in and focus on the needs of their customers. We need to listen, learn and engage our customers, we are not just managing them anymore (as if we ever did). I would agree that many of these disciplines are well into the adoption phase, as they have matured enough to actually solve business problems. If the companies actually have a business use for all of these technologies, then they in essence have begun to adopt Social CRM.
Further, as Paul mentions in another great post today, it does not matter what I call it, what matters is that I can help my customers solve a problem. We could (and should) take every core point of his post and exchange Social CRM with Social Business and re-post the entire article (yes, some of the facts and figures might just need some tweaking). I find it difficult to believe that the level of adoption of Enterprise 2.0 is as high as the picture suggests.
Customer Enablement Technology
If we really want to help people to figure this out, then we should pay attention to this recent post by Mark Tamis – Customer Enablement Technology. Here is my favorite part of the post:
“Although these approaches give us new ways to get to the Voice of Customer, In the age of scarcity we need to find new ways of creating value that go beyond creating value for the company alone, as Wim Rampen states here. The issue with VoC is that you are still looking through the lens of your company that has a particular colour. Rather than nurturing a collaborative relationship with customers, employees, and partners that feeds on itself and leads to the closest approximation of the desired outcome for all parties involved, there is a fair chance that idea&s and insights just get bounced around the walls of the company to either get lost in its meanders or come out looking quite different from what was actually needed.”
Friend and colleague Paul Sweeney commented on Mark’s post, which adds something that the Social Business folks really should focus on:
“What I really like is that customers need tools-methods-processes by which they can define how they wish to interact with your organisation. We are some way down that line, but its still very enterprise centric isn’t it? (In our company we refer to this approach as generating “edge processes” i.e. processes that don’t want to “look into the enterprise data/ systems” but which can enable / empower the customer by placing the processing, tools, and methodologies into the hands of the customer AND the enterprise user”.
I will leave with the final thought. The entire goal here are for business to create sustainable organizations. Ones where people like to work and customers like, value and appreciate the products and services offered. I will suggest that we spend more time helping companies to isolate the tools and components they need to accomplish their goals and less on definitions and generalities. If we focus on what our customers need to get done, and efficient methods to accomplish that, we will be good!
I am off now to take a nap, enjoy your day.
I was invited to give a talk in Montreal this past week, by SugarCRM , which coincided with my attendance and participation at Enterprise 2.0 in Boston. I also had also just released a Guide to Understanding Social CRM, a white paper produced with Chess Media Group. Personally, I am growing tired of the definitions, the spin, nitpicking on what is a strategy (yeah, probably mine too). I have been working really hard to remain objective and balanced. I do not really care what we call it either, I just use an umbrella term which simply allows people to understand at a glance the general topic. So, if I stop using the term, what will happen – for one, I might miss out on what Gartner releases in their MQ (which I am concerned is going to really confuse things). The main issue, which is the key to the presentation below and the supporting white paper is that things have changed, therefore you need to change too.
What is really new?
The one area I did not really touch upon in the presentation is The Social Customer. The Social Customer is new, I know some will agree with me, and some will not. OK, so the Social Customer is not really new, I will disagree with myself right there, done. Let’s move on. What is new is the ease (time and energy spent) with which this type of individual can make an impact (Vast and Fast as friend Brent Leary likes to say). What is also new is the amount of information this individual has instantly available on a wide variety of topics, including your products. How do you respond? Some people are happy to refer to this as a strategy, some suggest this is not the case. Again, I am a a bit tired of that battle. My objective is share that things have changed, and let’s work to respond to that change. Here is a quick example, showing why I think things have changed:
In 1984 Ben and Jerry’s successfully carried out a campaign, which at the time was almost unheard of, but it worked. In 1984 pre-Web and certainly pre-Social Web the campaign took a lot of effort (6 months – 1 year, selling t-shirts 1800 numbers and an airplane over a football game), but that special type of customer certainly did exist. Ben and Jerry’s “beat the establishment”. The funny thing is that my next example is also a Vermont based controversy. Fast-forward to 2009 and a small Vermont Brewery, RockArt, ended up in a similar battle with “the establishment”. This battle time line can be measured in weeks, not months. Why? Because of the social web. In both of these scenarios, the ‘small guy’ would not have survived if it were not for vocal advocates, customers, influencers (US Senator Bernie Sanders sent a letter in the Beer battle). I bet if the issues were reversed in the historic time line (Beer in 1984, Ice Cream in 2009) the relative time to impact would have also been reversed.
So what does this prove? It proves that a special type of Customer did exist prior to the Social Web. Now, is it the Social Customer, I do not think so, but feel free to disagree. The Ben and Jerry’s advocate did not have text messaging, much less a cell phone, no email, no Facebook, myspace, youtube – you get the point. I know that I am going to hear “well those are all technologies, so Social is just technology”. Social Technology has changed the culture of a generation or more. A response to this change will require more than just technology.
“Social CRM is based on the simple premise that you are able to interact with your customers based on their needs, not your rules. It is an extension of CRM, not a replacement, and among the important benefits is that it adds value back to the users and customers. It is the one part of the social business strategy which addresses how companies need to adapt to the social customer and the expectations these customers have with respect to companies they do business with. With a focus on strategy, customer engagement and relationships, Social CRM moves beyond management of customers, transactions, and money.
Social CRM is a strategy first, but it will not be successful if it is not supported by people, processes and technology with defined goals and objectives. The way customers are interacting with companies and a companies’ brands is changing and this poses a challenge; a challenge of volume of new data, scale and speed. Social customers are now in control of a significant part of the business ecosystem, not just as purchasers, but as influencers. Individuals are influenced by friends, friends’ friends and friends’ friends’ friends. For Social CRM to be successful, and by extension the businesses who employ the strategy, we must recognize the power of social networks.”
A balanced approach is a critical success factor
We believe that one of the most important extensions that Social CRM adds to traditional CRM is the inclusion of a business strategy (maybe even a Social Business Strategy), specific to customer engagement and customer experience, beyond just an implementation strategy. Traditionally, CRM has been thought of as just a technology framework, thus Social CRM is often discussed as simply new tools on top of that framework. We work hard to build the case that Social CRM has value beyond simply social technology. Yes, social technology is a big big part in many instances, but it is more about how you, as an individual, and as a company, interpret information and communicate. If Social CRM goes the way of CRM and simply becomes a technology platform with bolt-on utilities and some new channels, I will personally be disappointed. I do not believe that is the way it is going. Social CRM is not only about strategy either, it is about a balanced approach to modern business problems – modern problems are driven by modern customers, who are hyper-connected and smart (in other words, they started using the technology first). The balance includes many many elements, and as an organization you should make active decisions on what to use and when to use it. Choosing not to do something is different from simply not doing it.
A Social Business will likely begin at the department, or even individual layer within an organization, the tools and technology will aid the executive office in adding cohesion to the strategy. It would be preferable, moving forward, that the Social Business strategy would begin from the top with executive support and from the bottom with a willingness to try new things, working towards the middle, together. Social CRM and online communities might be different from the internal parts of the organization and their collaboration efforts, but as Social Business matures as a practice, the two concepts will continue to merge. Each organization will not need to completely rebuild (retool), but they will be able to build upon the solutions already in place and extend them to meet the demands placed by the consumer, partner or supplier. Important to both, crucial even, are the cultural issues which will likely arise due to a lack of understanding, a resistance to change and the earlier struggles which a more than likely to occur due to uncoordinated efforts to track the connection to revenue (Yes, in all this Social, business do still need to make $).
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 😉
- 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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