Social Customer Experience


Part II: Chapter 05 “Social Technology and Business Decisions”

Chapter Summary
You might think, after reviewing the ecosystem in Chapter 4, that your starting point in creating a social presence is obvious: You just need to decide where to engage and what technologies to employ. In fact, where and what can come only after you consider two other key questions: why and who. Why is your organization undertaking social efforts? With whom in your base of customers and prospects will you engage, and who within your organization will be involved in or affected as a result of this process? Knowing why and who provides the basis for the where and the what, enabling you to build a social technology plan for success.

Review of the Main Points
The main points covered in this chapter are:

  • Most companies mistakenly focus first on what social technology to deploy and which channels (where) they should engage.
  • A better starting point asks why (goals) and who (customer segments and internal groups) will be involved.
  • Organizations pursue social technology applications for three reasons: to sell, to save, and to learn.
  • Learning means bringing a new, customer-driven capability to the decision-making activities inside your organization.
  • Active listening is the core mechanism for tapping the Social Web as a decision-making tool, powered by the quantitative application of formalized social CRM.
  • Social customer experience management is built around fundamental components, all of which must be present: direct customer input, influencer and expert identification, ideation and feedback gathered through organized customer support services, and a process-driven internal culture of collaboration.
  • Decision making benefits directly from the integration of social technologies, applied at the levels of customers (social media), the organization (internal collaboration), and the connection between customers and the organization.

    This chapter sets out a framework for applying what can be learned and applied to business decision making through the use of social technologies. This has an impact on tactical issues—responding to a localized negative event—as well as long-term strategic planning and product innovation.