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Social Media and Customer Support?
A Work in Progress V5.1
The Five Tenets
Agenda
• Five tenets of social and support • Background and supporting information
– Definition and scope – what are we talking about? – The challenge
• Attributes (7 Vs) • Two very different models - hierarchies vs. networks
– The “Know Me” factor • Who do we pay attention to?
– Long-term strategies – • Scenario based planning model
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5 Tenets for Social Media and Support
The following should be considered in the context of your business 1. Let social support social
– Pay attention to the health of the network 2. Continuous improvement of customer success and realized value
– Listen, learn and improve 3. Get the issue into an appropriate channel for resolution
– Be quick to respond to issues that only you (the vendor) can resolve – Direct issues that are best handled in another channel to that channel
(self-service, forum or assisted) 4. Monitor and influence the collective voice
– Influence programs that recognize and nurture high value contributors (like MVP, trusted partner or enthusiast designation)
5. Listen to and engage the individual voice - based on criteria – Dependent on the “know me factor” and cross functional response
capability
Let Social Support Social
• Nurture and enable (don’t manage or control) • Recognize and empower value creators and evangelists
(MVPs) in the community to monitor/manage • Pay attention to the health of the network
– 6 indicators (from Dr Michael Wu)
Responsiveness Useful Liveliness Popular Growth Interactive
Continuous Improvement of the Customer Experience
• Listen, learn and improve • Cross-functional responsibility and alignment to
the strategy • Who in the organization is listening? Everyone!
– Identify liaisons in every function of the business; marketing, sales, support, product management, development
• KM processes – Solve loop - Capture, structure for reuse – Evolve loop – pattern, cluster, trend identification
• Tools to assess patterns and sentiment? – Some capability available but still requires some
human assessment/intervention
Get the Issue to the appropriate channel for resolution
• Be quick to identify and respond to the issues that only you (the vendor) can resolve
• Enable seamless/painless movement from one channel to another – In support forum a “click to open
ticket” (integrates the forum with the CRM/assisted model)
• Measure “channel appropriateness” and identify ways to make it easy for the customer to do the right thing.
Monitor and Influence the Collective Voice
• Text Analysis – Mentions – Sentiment
• Identify, recognize and support the “influencers” – “MVP” or “VIP” designation – Access to key people inside the company
Listen to and Engage the Individual Voice – based on
Criteria
• Respond to the “right people” – Cross-functional response capability
• The “know me factor” – Know who is important to you and why – Know, but don’t support the “trolls” – The challenge of cross-channel idenities
• Be careful not to encourage undesirable behavior or set expectations you can not fulfill
Background and Supporting Information
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Notes from the Team Meeting on Social Media
• Our challenge: there was general agreement in the room that social is an opportunity... unless we choose not to engage, in which case, it's a threat.
• We believe: the current organizational structure isn't fit for engaging in a high-volume, highly visible, high velocity #globalsocialmobile world.
? So how can we change our organizations--incrementally or
dramatically--to engage the social world properly? Small companies have an advantage -- this may be a good time to start with brand-new organizational models.
See the notes in the CSI Wiki www.serviceinnovation.org
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Business Model Influences Criteria
• High level objectives and goals • Life cycle model (customer touch points) • Engagement strategy; transactions vs. interactions
vs. relationships • Financial implications?
– Maintenance/service revenue impact? – Entitlement - impact who and how we might engage in
social channels?
• Risk factor – does endorsing community/social media create liability?
Definition and Scope
Social media is…. transparent/visible to many o Content that expresses opinions/experience/information
(stuff) – or – o interactions among individuals and groups
Social Support n. \ˈsō-shəәl səә-ˈpȯrt\ “Service and support offerings where voluntary customer
actions meaningfully change the customer experience for those and other customers—either in support, or indirectly in the rest of the whole product.” (offered by David Kay)
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Offered by Nitin Badjatia
Some Interesting Attributes to Consider for your Social Media Support Capabilities
Volume
Velocity
Visibility
Viscosity
Variety
Voices
Value
Consortium for Service Innovation - 2010 14
(scale, capacity)
(speed, time to know, time to capability)
(transparency, amount known, empowered)
(resistance to change)
(diversity, source of innovation)
(influence and acknowledgement)
(co-created, improves relevance)
3 Volume 10 1 Velocity 8 3 Visibility 10 8 Viscosity 3 2 Variety 7 2 Voices 10 ? Value ?
Two “Incompatible” Models? New Support Models Needed
Old Model – Structural capital – Hierarchies – Linear processes – Command and control – Activity-based measures
New Model – Social capital – Networks – Double loop processes – Alignment/engagement – Value-based measures
Consortium for Service Innovation - 2010
Interesting Attributes Scored
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Consortium for Service Innovation - 2010
Vendor Centric View
Vendor C
C
C
C
C
• Vendor sees themselves as the center of the universe
• Vendor views customer as consumers of their product(s) (consumption model)
• Customers push issues to the vendor • Vendor responds to customers who
meet the vendor defined conditions • Vendors decide who they will
collaborate with • Value proposition is based on price
point or unique capability
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Customer Centric View
• Vendor’s collectively pay attention to customer needs (intent listening)
• Vendors push relevant information to the customer
• Customers’ buy decision dictates who the vendors will collaborate with
• Vendors collaborate to ensure customer success with their piece of the technology stack
• Value proposition is focused on servicing all of customers needs
Consortium for Service Innovation - 2010
…and daily life competes for customer attention and personal priorities
Above & Below A New Line Being Drawn
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Customer success-led, collaborative,
intent listening, push model
Center of the world, consumption,
customer meets criteria, pull model
More About “the Line”
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Firewall
Entry to Processes
Edge of Infrastructure
Limit of Customer
Data
A line dividing the normal, continuous flow of individual & social (customer) experiences… …from the vendor’s infrastructure of data, systems, and business processes.
Limit of Insights & Visibility
Point of Control
10/26/11 20
The Cloud gets Bigger!
Assisted
Community
Development/ Engineering
Product Management
Customer Exceptions
Support Center
Communities and Social Media
Self-Service Assisted
Web Portal User Interactions
10/26/11 21
The Individual Voice
Communities and Social Media
Listen to the Individual Voice
Engage with the Individual User Interactions
10/26/11 22
The Collective Voice
User Interactions
Listen to the Collective Voice
Influence the Collective Voice
Community
Communities and Social Media
The “Know Me Factor”
• Who is talking…. Who is listening?
• Too many people to know? • Too many different identities
across channels – Reconciling identities across
channels
• Too many interactions to keep track of?
• Who is important? – Influencers – Customers who buy
• Customer preferences/comfort level with each channel
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Who do we care about?
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Influence (on others In the network)
Non- customers
Potential Customers
Customers
Highly Active Customers
Low High
Bu
ying
Beh
avior (frequency &
amount)
