The First Case Study in the Series About How to Deploy Customer Service Social Media!
When I published the ROI of customer service social media, everyone had asked me - who is doing social media and what are they doing. To help those who haven't started down the social media path, I put together the 5 Best Practices of customer service social media. That doc is chocked full of ideas you can use today. And to provide more details on how companies have accomplished their goals for social media, I also decided to publish a bunch of case studies! ACT! is the first of many! I hope it helps you to get a better idea of how valuable social media is and its bottom-line affects!
Who is Sage and What Did They Want to Accomplish With Social Media?
The Second Case Study on Customer Service Social Media: How To and The Results...
This is the second case studies in the series on Customer Service Social Media Best Practices! You might be wondering what I meant my ownership. In organizational change management language... there are three stages of project success - awareness, buy-in and ownership. Here ownership doesn't me "owning" like it's mine - not yours. It means taking 100% responsibility for leading and faciliating solid, genuine, collaborative relationships with the whole company to further the whole company's succcess. Here's more details on how Lenovo accomplished their social media goals!
Why Did Lenovo Consider Social Media?
When Lenovo acquired the IBM PC computing division, they realized customers were talking about their products on 3rd party forums like notebookreview.com and thinkpads.com. They felt left out of these important customer conversations. To remedy that, they took ownership and lead the customer social media interactions.
Overview: As more and more customers are using social media to interact — or worse yet to trash a brand because of poor customer service interactions — customer service professionals need to understand how best to lead and deploy social media for their department as well as their firm.
In building the ROI model for customer service social media, I talked with 20 companies that have deployed social media and the result was five best practices. While there are many things to consider, these best practices provide a framework to begin engaging customers in social media, to determine an ROI and transform the customer experience.
Agenda: Forrester's interviews with savvy executives found that smart companies use five emerging best practices:
As consumers are rapidly adopting social media to voice their disdain about companies, many of my clients are wondering how best to harness the power of the "cloud" to transform those customer experiences. In developing the ROI of Customer Service Social Media, I interviewed a lot of end-user companies. I used that information to look for trends for benefits, costs and risks.
Sourcing executives are investigating multisourcing as a way to drive down costs and improve agility. The picture is not all green though: multisourcing's success is dependent on the effectiveness of service integration between suppliers, which shows a number of challenges.
Multisourcing's value is founded on the concept of managing your suppliers simultaneously, which is why a skillful sourcing team is needed. Scoping and establishing a multisourcing deal will take more time and investment, but this is the first crucial step in getting it right.
Once a multisourcing deal is established, keeping it running strategically and efficiency requires irreproachable collaboration between internal and external teams. Just don't count on vendors for spontaneous collaborations - although one vendor is usually predominant, it is up to the sourcing teams to facilitate this through governance, pre-established rules, and round tables.
I typically don’t like to comment on rumors, but this one is too juicy (from the BI point of view) to pass by. Even though TIBCO’s business is primarily in application and process integration, enterprise service bus, middleware, messaging, etc., Business Intelligence implications of the rumored SAP/TIBCO merger are huge! By acquiring TIBCO SAP will get:
If you’ve been wondering why an infrastructure leader would acquire a developer framework, the answer is a bit more complex that what shows
on the surface — and a lot more strategic. As stated in the press release and in the blogs by VMware CTO Steve Herrod and SpringSource
CEO Rod Johnson, the acquisition
helps by, “creating a single, integrated, build-run-manage solution for the
data center, private clouds,
and public clouds.” For the developer they will be able to use SpringSource
tools to fully describe their application as a VMware vApp “a deployment blueprint that describes how the various
machine images, middleware, and management components fit together and then
we can take that blueprint and ‘make it so’ with a single click,” Johnson added
in his blog.
In recent interviews with client references, clients have told us that must haves in working with implementation services providers are tools or methodologies that lead to cost savings and a faster time to value. This is especially true for something like an SAP implementation, which is often a high profile undertaking that extends over several years and promises significant benefits.
In response, service providers are adopting the latest SAP methodology called Run SAP. Run SAP provides best practices, procedures, content, services, training, and tools for end-to-end solution operations. It focuses on application management, business-process operations, and administration of SAP solutions. It includes uniform tools and methods to reduce complexity, allows for the adjustment of standards to meet a wide range of requirements, and provides guidelines for knowledge transfer to employees tailored to the needs of a particular organization.
On a weekly basis, I get at least one inquiry request from either a vendor or an end-user company seeking industry averages for the cost of downtime. Vendors like to quote these statistics to grab your attention and to create a sense of urgency to buy their products or services. BC/DR planners and senior IT managers quote these statistics to create a sense of urgency with their own executives who are often loath to invest in BC/DR preparedness because they view it as a very expensive insurance policy.
BC/DR planners, senior IT managers and anyone else trying to build the business case for BC/DR should avoid the use of industry averages and other sensational statistics. While these statistics do grab attention, more often than not, they are misleading and inaccurate, and your executives will see through them. You'll hurt your business case in the end because you haven't done your homework and your execs will know it.
I saw a study recently that stated the cost of downtime for the insurance industry was $1,202,444 per hour. You might be tempted to grab this statistic and throw it into the next presentation to your C-level exec but what is this statistic really telling you? Do the demographics of the companies in the study match yours? Do you trust the accuracy of the data? Consider the following:
What is the definition of insurance industry in this case? Is it companies that focus solely on insurance or does it include companies that also provide financial advice and monetary instruments to their clients?