coveo_socialcrm1

7/28/2019 coveo_socialcrm1

1/20

eBookPaul Greenberg

Social CRM: A Handbook

Part 1: Beginners

The frst installment o a comprehensive, our-part guide to creating and ostering a

customer-centric organization through knowledge management transormation


2/20

[email protected] www.coveo.com 1 800 635 5476 2013 Coveo Social CRM: A Handbook 2

eBook

IntroductIon

Coveo is happy to sponsor this comprehensive guide to creating and

ostering customer centricity, through better use o the knowledge that

is available to each and every organization. Today, CRM IS social, as

author and industry legend Paul Greenberg notes; however, not many

companies are able to capture and act on the knowledge necessaryto make every customer experience, every product, every interaction

one that centers on and exceeds your customers needs, interests and

desires. Coveo is committed to helping organizations transorm their

approach to CRM and Knowledge Management by opening the doors

to inormation rom any and every system, eectively transorming

the knowledge management and the customer experience. While

companies struggle with ragmented data across social, mobile,

enterprise and cloud systems, Coveo brings it all together, quickly,

exibly and eectively. To help you get started, weve partnered with

Paul Greenberg to write this our-part ebook, rom Beginner through

Uber, to help make your company customer-centric by transorming

your approach to knowledge and inormation.
http://www.coveo.com/http://www.coveo.com/


3/20

Table o Contents

Overview............................................................................................................................................................................................................................................................................3

Denition and Caveats .................................................................................................................................................................................................................................................4

For the Beginner What are the reasons you might consider using it? ....................................................................................................................................................7

What are the steps you have to take?...................................................................................................................................................................................................................10

Some considerations in decision-making............................................................................................................................................................................................................16

Summary.......................................................................................................................................................................................................................................................................... 17

About Paul Greenberg................................................................................................................................................................................................................................................18

About Coveo ..................................................................................................................................................................................................................................................................19


4/20


eBookeBook

Social CRM: A HandbookBeginners

oVErVIEW

Since the beginning o the millennium we have been dealing with a

new customer one that is more demanding, has wider choices when

it comes to where they do business and how they do business and

one that, i they are active on social channels, knows how to leverage

the relationships they have on those channels to their advantage. With

the explosion o inormation available online, they also have access to

more inormation about a company it could be yours; it could be acompetitor than ever beore and more quickly and more digestible.

They can create, distribute and consume knowledge in ways we

couldnt even dream o a decade ago.

This has been ostered, not by a business revolution, but by a

communications revolution that not only transormed how, with

whom, with what and when we communicate, but also transormed

expectations or our interactions with all institutions including

businesses, the subject matter o our ebook.

What that means or businesses, your business, is that you have to

decide how you are going to both change your practices and alter

your business models to meet the newly amplied requirements and

demands o this new breed o customer the social customer. While

not all customers all into this category, the impact that this greater set

o expectations has covers all customers who communicate on

all channels. It is becoming increasingly evident that i you dont do

something about this, then you are in a state o denial that will impact

your companys uture and it wont be pretty.

Thus, Social CRM, which is the evolution o CRM to the level o itspromise rom day 1. As you saw rom the introduction, we are providing

this down and dirty e-handbook, to get you thinking about what you

might do, regardless o what level o program and practice you are at

when it comes to social CRM. Lets start with Beginners which means

lets begin at the beginning.


5/20


eBook

defii a caveas

The best place to start is to identiy what it is and the caveats around

any one denition o it.

I you are to believe what I think it is then the denition reads like this:

Dont get too upset with the awkwardness o it. It covers what social

CRM requires when it comes to thinking about it. There is one big

thing to keep in mind, beore we get too ar along. Social CRM is not a

replacement or CRM - it is an evolutionary extension o it.

Philosophy this really is a corporate culture that is genuinely customer-

centric, which means that what the company does, how the company

runs, how the company rewards its sta and its mission and vision are all

aligned with the idea o a customer as a partner, not the object o a sale.

Business Strategy this is what the company is thinking in terms

o getting to the outcomes its looking or when it comes to the

interactions and transactions with its customers. What are the plans

or the programs that you are implementing when it comes to ocusing

on customers?

Technology platorm what are the technology systems that will enable

the strategy and programs? That means the communications systems, the

systems o record, the systems o engagement and the development

platorms. It also includes the delivery systems on premises or in the

cloud.

(Social) CRM is a philosophy & a business strategy, supported by a

technology platorm, business rules, worklow, processes & socialcharacteristics, designed to engage the customer in a collaborative

conversation in order to provide mutually benecial value in a trusted

& transparent business environment. Its the companys programmatic

response to the customers control o the conversation.


6/20


eBook

Business rules and worklow, processes what are the repeatable

processes (customer-centric) that work or your business. How does each

o these processes impact the customer? How are they impacted by the

customer? What business rules and workows are necessary to support

these processes, practices and protocols or operating your business in

this manner? Who is responsible or what and how are they alerted when

something that is worthy o their attention and possibly action occurs?

Customer engagement how are you interacting with the customer?

What kind o experience is the customer having with you not just in

terms o the products and services you oer but the actual ways that they

get involved with you. Who controls that?

Collaborative conversation The customer is communicating about

your company (possibly) on the social web with their peers. How do you

take this naturally interacting social customer and give them the avenues

to communicate with you. What does that mean or privacy, governance

and compliance? What does that mean or the channels that you have

available or need to? What is the content or that collaboration?

Mutually benefcial value What a business values and what a customer

values are two dierent things. Businesses value protability, revenue

increases, higher margins, increased stock prices, cost efciencies,

etc. Customers value being valued. How does a business provide what

customers value to get the value they want in return?

Trusted and transparent business environment A product o the era. In

order to earn your newly empowered customers trust which you must

do you need to be able to give them enough inormation to make an

intelligent decision about how they are going to deal with your company.

Thats what actual transparency is not spilling your guts. Making sure

that the customers have what they need. For example, Samsung shows

the customers that are helping them determine new products, blueprints

and roadmaps that in the past would be called taboo intellectual property.

But both the company and the customer benet rom the honest exposure

o the inormation.


7/20


eBook

Programmatic response The customer isnt just looking or kudos.

They are looking or a rewarding experience. That means providing the

customers with the products, services, tools and consumable experiences

that they need to sculpt their relationship with the company. It could be

in the orm o a loyalty program; or a service community or a series o

contests or the provision o deep subject matter expertise. The answer

here is what the program is depends on the needs o the customer and

the resources o the company.

Customers control o the conversation This one is simple. It means that

the customer is able to impact your brand without your say in the matter

via their ability to communicate with their peers in channels that you dont

own.

I hope this breaks it down or you sufciently to begin to understand

what Social CRM is. But lets go one more step beore we get into the

reasons that you might consider it. Social CRM still is ocused on the

customer acing activities that drive business when it comes to the

our great reasons to consider it. It is ocused on sales, marketing

and customer service. Nothing has changed there. Part o what it

provides is what CRM has always provided, the operational systems

and transactional systems o record (e.g. customer records) that

it was targeted to since its earlier days. These remain a part

o what it is. However, now it also involves interactive and real

time communication between companies and customers, highly

personalized inormation about individual customers that lead to

insights into those customers insights that when done well can

be returned in real time though as a beginner I wouldnt be too

worried about that yet unless you are enterprise level and holistic

in your approach and even then It also provides the support or

collaboration between employees and between employees and

customers so that more, aster and better decisions can bemade and that the customer can be as involved with the company

as they choose to be and as much as the company is willing to

let them. In other words, what I said earlier, an extension o traditional

CRM.


8/20


eBook

F he Begie

Wha ae he eass y migh sie sig i?

Typically i youre thinking about starting with CRM it should be to solve

a particular problem. There are our broad problems that it can help.

They are:

How do I retain customers who have a much greater choice when

it comes to selecting the products and services I provide?

How do I acquire customers when there is all that choice and there

is much marketing noise out there that I have to cut through just to get

their attention? Plus they trust their riends more than they trust us?

How do we address the demands o the customers given that

they have dramatically changed under aegis o the contemporarycommunications revolution in the midst o a dramatically changing

economy and social environment?

How do we provide value to and get value rom customers, given

that what a business calls value and what a customer calls value are

dierent?


9/20


eBook

While SCRM can handle those problems, they are big and strategic.

SCRM is also able to handle the smaller more tactical problems. Some

examples but by no means a complete list:

Sales operations defciencies Rather than work o Excel spreadsheets

or have siloed sales eorts by individual sales people, utilizing the

operational sales capabilities that CRM technologies can provide such

as lead management, account management, opportunity and pipeline

management and even sales intelligence when integrated can save time

and cost and provide you with better orecasting o your sales almost

out o the box. But you have to decide i that is something that you need

though its likely you do.

Customer service problems that are being communicated in multiple

places we all know that customers have more than just the traditional

options e.g. email, phone to register their complaints about the brand or

the company. But couple that with the act that over 90% o all queries to

customer service are just that queries, not complaints. Queries that have

to be answered in a very short expected time rame so they dont turn into

complaints. That means that the strategies or customer service are no

longer conned to the contact center alone because both the complaints

and the queries arent necessarily coming in through the ormal, historic

channels. So a multichannel strategy (i youre big enough to merit it) has

to be considered as does the level o service and the requirements or

service and what the customer is looking to get rom service. That means

not only looking at traditional email and phone, but also text messaging,

Twitter, Facebook, and sel-service channels as possibilities. Note I said

as possibilities, not necessarily requirements.

Strong brand activity on social channels that needs to be

addressed You might eel that your marketing is insufcient to the level

you need and yet you have no real big budget or traditional ad buys. You

also know that your customers are talking about you on the social web

and prospects are talking about the type o product you produce there

too. One option is a lower cost (not no cost) social channel campaign.

There are multiple things that can be done to at least get started

remember this or beginners with something that has a low cost o

entry, and low cost o ailure but keep in mind the cost o success evenon a social channel campaign can be high.


10/20


eBook

Marketing needs that require greater planning, interaction and resource

management This is where you can think through the technology that

you need because you realize that you have to at least manage the costs

o your marketing eorts and make sure that you can allocate resources in

a way that your CFO and CMO will both be happy. Marketing automation

technologies are appropriate (though as always a later step in the process

as we will see below) or something like this.

To capture and record customer data into a single record or each customer

Honestly, this one is so baseline, that i youre not doing this already,

shame on you. This can be social or transactional. Having a system o

record or your customer inormation is invaluable, regardless o the size

o your company. Be aware, however, that as much as you try to keep all

your customer inormation within this system o record, it is a complex

challenge and in the uture, you will nd that inormation must be brought

into the CRM system rom other systems preerably without complex

integrations and migrations, however we will address these issues in the

next chapter o this ebook, Intermediate SCRM.


11/20


eBook

Have a good reason or needing it

There has been a long history that extends to both CRM and social

media which starts rom the premise, we need it because, uh, Im

not sure. In act, several years ago, I got a call rom a company that

had spent millions on CRM sotware and they were wondering what

to do with it now that they had bought it. The most important thing

you can do is have a reason or needing it. All the steps ater this

one are determined by that need. Also, to address one o the major

misconceptions about CRM upront. It is important to understand that

the sotware systems you choose enable what you need, not takescare o it. The sotware is dumb and does what you tell it to do (i its a

good t and good technology). But have something in mind. That can

be related to some o the reasons above.

Wha ae he seps y have ake?

What you always do Decide on why you want it = what outcomes youre looking or; devise a strategy; develop programs; identiy the processes

that need to institutionalized and repeatable that meet the needs o the strategy and programs; determine which aspects o the strategy and

programs you want to start with; ID the technology that you need to enable these plans.

Example

We have customers who are talking about us, and sometimes that

means complaining about us on the social web as well as the more

traditional communications e.g. email and phone or even in person or

snail mail. They consider our response times too slow on the traditional

channels and we havent responded to them at all on social channels.


12/20


eBook

Know what the outcomes you are looking or are

This is not the same as know why you need it. This is the results that

you expect when you start to develop those programs. Once you know

your problem, what is it that you expect o the solution? To carry the

example orward:

Example

We need to be able to reach out to our customers to help them resolve

whatever problems they have or questions they need answered no

matter what channels they are choosing to do this in even though we

have only done this historically via email, phone and in person. It has

to be done in a timely ashion according to what the customer thinks

is timely. But we have to keep down costs i possible, even though the

customer is the priority. We need to make sure that we can increase

our customer satisaction.


13/20


eBook

Devise a strategy that leads to those outcomes

That means that once you know why you need SCRM you begin to

devise what are the eorts that you need to make to get to those

outcomes over time:

Example

In order to accomplish our ends, we need to revamp our customer service

though because the costs can be high. We need to do it incrementally.

But the areas that we need to enter, even i somewhat gingerly, are

social service channels. We also need to improve the overall response

time in the channels o the customers choosing to make sure that we

quickly answer ordinary queries and handle problems beore they get

out o hand and to increase our overall customer satisaction. This will

be long term a strategy that will impact all our service channels.

Determine what programs support that strategy

This means that once you know what you need to do to reach the

outcomes, you need to devise the specic programs that are going to

get you to that point. You then need to identiy the metrics that will be

associated with the success (or ailure) o those programs.

Example

Now that I know how I need to get to my outcome, I think I need to

devise a program that both proves the outcome but at this time doesnt

cost a ton o money. So what Im going to do is develop a customer

service channel or Twitter. I recognize (because I did the research) that

Twitter or customer service is both a place to draw the problems to and

to onboard the case though it probably wont completely resolve the

case many times. That said, I will work on guaranteeing a response time

o 2 hours to a Twitter query - either a complaint or a question. Based

on the erocity o the complaint I will allow or an even aster response

time o an hour or less when needed. I recognize the consequences

o doing this in this channel with a short response time will create

the expectations o shorter response times to customers using other

channels so I have to plan my multichannel programs accordingly. I

am going to need inormation about the customer who is complaining

or querying.


14/20


eBook

Take a look at the processes that are needed to support the programs and

the operations o the company as you move toward execution

This means that since you are starting to evolve the company in anew direction, that you have to look at the processes that govern the

company and determine whether or not they are appropriate still as is,

need modication, need to be scrapped entirely and maybe replaced;

and whether new processes need to be put into place. What has to be

taken into account is the impact that the process has on the customer

or how it is impacted by the customer.

Example

Now that Im developing a Twitter social service channel, I need to

establish the protocols or the channel. What kind o processes do I

need to have to make sure that I can respond ordinarily in two hours

or less? What kind o processes to handle exceptional cases must I

have to guarantee the one hour or under? What does that mean or

workows? Who are the responsible parties to take care o this at the

ordinary level? At the escalated level? How are they reached when we

are alerted to a necessary escalation? What are the conditions that

cause the escalation? How do we communicate with the customers

when the channel must change because Twitter is just where the

query is on boarded? Who takes care o that? What kind o workow

and business rules does this call or? What about the triggers or the

escalated response? How does the workow get triggered? How do I

access the case management system and the social web etc? to nd

out what I can about the customer Im dealing with?


15/20


eBook

Whe eay, eemie whih ehlgy sysems ae gig

eable wha y ae lkig , a i, pehaps, y aleay

have sme hem

The SCRM systems need to enable these decisions. That means the unctionality needs to support the outcomes you are looking to get and the

entire process along the way. When thinking about the technology, be smart on a couple o things in general.

Example

Since I want to make sure that I capture the data around the interactions Im having with the customer concerning their issue on Twitter, even i it

goes rom Twitter to email or phone, I need to make sure that the systems I choose have exible data capabilities where I can access or store both

structured and unstructured inormation about the customer. I need to be able to tie this to a case management system that allows me to see the status

o my case at the ick o a button or automatically when Im in contact with the customer regardless o channel. I need to be able to get inormation

that helps me resolve the problem rom our internal knowledge base (at a diferent level) and rom external sources. I need to decide what metrics

prove success. Can it be an increase in the successul resolution o the cases?

1. I you dont have rock solid in house people who are experts

in the technology you choose, dont implement it or or that

matter build it in house i avoidable.

2. The technology you choose, whether rom your existing

system inrastructure or new, should be chosen well and support

as much out o the box as possible or the processes that you

are supporting.

3. Depending on your size, put out a proposal to multiple

vendors so that they can each be involved in bidding. Dont

be shy about putting them through their paces. Make sure that

multiple stakeholders are involved in the selection process.

4. Remember, this is AFTER youve done all the other things

on this list. This is the last specic phase beore, o course,

implementation o the applications and services youve chosen.


16/20


eBook

Start the change management needed to shit the culture o the company

This eectively permeates the eort rom the beginning. It needs to be

designed to get your company to a truly customer centric approach.

It involves buy in rom senior executives who have to support the

changes. It means rewarding the customer riendly behaviors that the

company wants to support with some tangible rewards. Keep in mind,

one o the keys to the change in the culture is that the people o thecompany see the value in the change or not just the company, but or

them. As human beings we are all sel-interested. You are wise to bring

in proessionals who know how to acilitate change management and

culture change. This is one area you dont want to screw up.

Example

What kind o culture is necessary to make sure that the customer-

centric behaviors are reinorced and the individuals at the company,

not only buy into the idea, but do the work involved? How do we reward

the employees or their participation in this new program? How involved

are the employees in the development o the program? Needless to say, there is much more specic than what Ive outlined

here that goes into the varying steps. These are examples o what

needs to be done within the context o the series o steps outlined

here. But hopeully, they give you a avor o what you need to be doing

i you are just beginning with social CRM.


17/20


eBook

You dont have total buy in rom management nor unlimited budget

This means that you probably dont have an unlimited budget so you

have to be judicious with the dollars and manpower you are allocated.

You will ultimately need a decision maker to champion what you are

doing either as executive sponsor or less ormally, someone who will

go to bat or you in management meetings to get this CRM project

underway. The best way to deal with this i there is no organically

inclined champion, is to choose your rst eort wisely and use the

budget dollars you have to show a provable win that has the metrics

to back it up.

You have a legal department that wants to protect you rom liability

Work with your legal department rom the outset o the project to make

sure that you arent violating any laws (compliance and regulation);

are working with the boundaries o the companys methods and are

tied to that governance; that you have clear public sets o procedures

and practices that have passed legal muster when it comes to issues

like privacy and disclosure. Then work with the legal department to

understand that because rapid response time might be part o theplan, they cant be approving everything that is written in advance o its

public disclosure. Thereore, they need to be comortable with things

beore they launch.

You have legacy technology systems that you have to account or

When you reach technology selection, make sure that you can account

or those systems that you are planning to keep (and those you are

planning to discard or replace). Ease o integration, i necessary

is something to keep in mind as a criterion or the vendors oering.

How well does it integrate and/or how much will it cost to integrate the

retained legacy systems (i necessary) with the new SCRM technology?

Most companies are reluctant to throw out their past investments, oten

even when it is past its useul shel lie. You may need to come up with

a strategy to access inormation in even legacy systems. More on this

in Chapter 2.

Sme sieais i eisi-makig

While you are dealing with all this, there are constraints to take into account.

For example, as someone just beginning there are several likelihood:


18/20


eBook

Smmay

Im going to be straight with you. Even though this section is based

on someone just considering Social CRM or the rst time, there are

two things I think are obvious. First, it isnt THAT dierent than CRM

when it comes to thinking about the approaches though there are

dierences that are interwoven throughout this chapter. Second,

i need be, there are some things here that can wait until your initial

program implementation has reached maturity. But or the most part,this is a bit longer than the others, because the assumption is,

that unlike the intermediate stage, the advanced stage or the ber

stage, you are starting rom scratch. Thus, so did I. But i you treat this

as guidelines it can be o some value to you in how you approach your

initial oray into Social CRM and thats a good thing.

Now, lets move on and see what you can do i you get to past the

starting point and are comortably stable and ready to go to the next

phase or some reason. Intermediate coming up.


19/20


eBook

Ab Pal Geebeg

Considered a thought leader in CRM, Paul has been published in

numerous industry and business publications over the years. He was

elected to CRM magazines CRM Hall o Fame in 2010 the rst non-

vendor related thought leader in its history. He is known particularly

or his work on using social media, such as blogs, podcasts and wikis

and social networks in CRM as tools or customer collaboration. His

blog, PGreenblog, has been #1 rated by multiple groups rom 2005-

10. He now also writes the CRM blog or high prole technology media

property, ZDNET.

In addition to being the author o the

best-selling CRM at the Speed o Light,

Paul Greenberg is President o The 56

Group, LLC, a consulting rm, ocused

on CRM and Social CRM strategic

services. He is also a ounding partner o

BPT Partners, a training and consulting

venture composed o a number o CRM

luminaries.

Paul also serves as Executive Vice President o the CRM Association

and is currently is the Chairman o the Board o Advisors o the

University o Torontos Rotman School o Management CRM Centre

o Excellence. He has been a Board o Advisors member o the

Baylor University MBA Program or CRM majors, and the co-chairman

o Rutgers Universitys CRM Research Center. Paul has developed

strategies and helped dene CRM and social CRM products or all

the major vendors in CRM and in social media. He has developed

broad CRM strategies and programs or a signicant number o larger

enterprises and worked with them rom inception o the idea o a CRM

strategy through vendor selection when needed.


20/20


eBook

Ab cve

Coveo brings to market a highly advanced, Unied Indexing and Insight

platorm that redenes how people access and share ragmented

knowledge around the customer-ocused enterprise. Coveo brings

together the collective and yet ragmented inormation rom cloud-

based, social, and on-premise systems, and injects it into the context

o every user, every time. Coveo connects people to contextual

content, and through content, to relevant people. This enables moreefcient customer service, increased sales, shorter sales cycles, aster

innovation or better product development and increased protability.

Coveos advanced, Unied Indexing and Insight platorm securely

connects with and crawls all systems to create a virtual integration layer,

by ederating and enriching structured and unstructured inormation.

The Companys lines o business inject existing knowledge into every

Customer Service interaction, personalize online customer experiences

within high-end websites, and increase overall return on knowledge

by making the collective knowledge easily accessible, so that all

employees can stop reinventing the wheel. More than 2,000,000

people globally and more than 500 companies use Coveo to achieve

their business goals. Among Coveo customers are CA Technologies,

LOreal Switzerland, Lockheed Martin, YUM! Brands, GEICO and

SunGard.

Ge a Highe re Kwlege wih cve

Salese, Sevie cl Eii

Coveo or Salesorce transorms knowledge

management and support perormance by bringing

data related to the agents work rom virtually any

system into the Salesorce Service Cloud. Coveo

or Salesorce understands the agents context and

presents inormation and experts to help them so they

can accomplish speciic goals. For example, Coveo

automatically reads case inormation in Salesorce

and presents relevant knowledge and experts who can

help solve the case, improving case intelligence and

customer service perormance and transorming the

customer experience.

Lea me a sa y ee ial ay!

Or, or more inormation, visit www.coveo.com,

ollow us on or like us on .
http://www.coveo.com/http://www.coveo.com/en/try-service-support-knowledge-managementhttp://www.coveo.com/http://www.twitter.com/coveohttp://www.facebook.com/coveoinsighthttp://www.facebook.com/coveoinsighthttp://www.twitter.com/coveohttp://www.coveo.com/http://www.coveo.com/en/try-service-support-knowledge-managementhttp://www.coveo.com/

coveo_socialcrm1

Documents