sketching social crm

esteban kolsky

thinkJar

implementing social CRM

1. first, consider end result (why are you doing this)

2. second, compare to your business (gap analysis)

3. third, lay out the basic components (core strategy)

a. mission

b. vision

c. goals

d. objectives

4. fourth, measurement (how do you know if it worked)

5. fifth, setup governance (how to manage it)

6. sixth, get buy-in (always important)

7. seventh, implement and start again (iterative process)

channels (social or not)

communities

R&D PLM KM CRM ERP …

collaboration engine

rules engine reputation engine

integration engine

social business platform

end result is a social (collaborative) business

crm

erp

scm

com

munity

managem

ent

“socia

l” a

naly

tics

engin

e

actionable

layer

unit

syste

m-o

f-re

cord

inte

gra

tion layer

social crm

communitiessystems of

record

social crm stack

five areas (one tool) for gap analysis

0

1

2

3

4

5People

Process

TechnologyGovernance

Measurement

present

goal

“no plan of operations extends

with certainty beyond the first encounter

with the enemy’s main strength”

Count Von MoltkeMoltke The Elder

improving on a classic strategy

6

laying out a strategy

• many different methodologies

– not the time to learn a new one, or try to

• either pick one that is already in place, or

that your organization agrees with (separate)

• if you can’t pick one – a classic is

– mission

– vision

– goals

– objectives

need to create a strategy?

• mission – business needs

• vision – what does it look like when done

• goals – numbers to feed mission, vision

– what numbers will show if done right

• objectives – other non-number benefits

– customer satisfaction, employee retention

• make sure it flows forward

– measurement – what, when, how, and why• feeding the goals

– governance – operations, detailed document

shifting metrics in customer-centricity

before we start with measurement

• there are no new metrics to monitor,

measure, or worry about (effectiveness)

• new metrics are operational in nature,

efficiency-centric (new channel, right?)

• social roi, or the “return on…” anything is a

sleigh of hand

• continue the focus on kpi (always) and make

sure you correlate efficiency to effectiveness

and strategic

interaction as an experience

social measurement is volume

customer centric feedback model

governance

• governance is

– maintenance

– operating rules and regulations

– compliance

– legal

• governance is imperative

– may succeed without it, but only short term

– if failure, excellent reference to backtrack and

find better ways to redo and succeed

• goal is ongoing success, nothing else

management buy-in

• not about roi

– Justifying project management doesn’t want

– focus on solving pain, problem

– bottom line it

• make money (new revenue, tied to tracking)

• save money (real cost savings, use examples)

• no intangibles (gravy, cherry on top, awesome)

• find and retain executive sponsors

– shared personal goals, beyond survival

• small-piece-by-small-piece approach

16

Its’ the journey, not the destination