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.
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.
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?
My BlackBerry battery died more quickly than usual yesterday as I received a wave of calls from reporterswondering about the denial of service (DoS) attacks against Facebook, Twitter, and other social networking sites. It seems many people are not aware of the long and storied history of denial of service attacks and this is their first personal experience with DoS. These types of DoS attacks have been around since the creation of the public Internet. A 15 year old named Mafiaboy famously brought down many of the top Websites of the day at the beginning of this millennium using similar techniques.
An early 2009 Forrester interview with the CIO of a retail firm produced a great quote: “Our business execs have two views of IT: a big budget blob or their BlackBerry.” Now, maybe those retail business execs think of IT as a strategic budget blob, but it’s more likely that’s a shop with alignment issues. If that CIO’s business execs don’t see technology as enabling anything more than mobile email, then they really don’t get the power of technology and they’re not going to see the value in the IT department.
But alignment issues are not limited to shops where business execs don’t see value in technology. The whole IT-to-BT transition is about how the business is enthusiastically embracing technology – they’re just not bothering to go through the IT department to find it, deploy it, or use it. Today’s alignment problem is more about the gap between the business’s valuation of technology’s potential and their valuation of the IT department’s ability to deliver on that potential.
Recently, I was on a call where a senior executive wondered whether or not kids entering the workforce in the next 5 years can write complete sentences now that everyone texts. For me, this is another example in an old story: fear (and some loathing) of Gen Y’s entrance into the workplace. And frankly, as a 20-something, I think a lot of it is unfounded.
At no time is this fear more clear than when the conversation turns to approaches and technologies related to collaboration and Web 2.0 – areas that I cover for vendor strategy professionals. At this point I think I’ve heard it all. “Gen Y is bringing in unsecure consumer technology!” “We have to adopt wikis and social networks to recruit college graduates!” “Email is dead because the kids don’t use it!” Being a good sport about this, I’ve tried to shrug it off as the typical complaining one generation does about its kids. But the longer I cover this space, the more I believe this isn’t going away for two reasons: