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By all accounts, social CRM is red hot. And it’s no wonder: Combining the intimacy of CRM with the breadth of social networks and online communities is a powerful way to increase customer engagement. Consider recent statistics: Twitter has surpassed 75 million users, while Facebook recently reported that it has a whopping 400 million active monthly users. Socialnomics reports that 96 percent of Gen Y consumers have joined at least one social network, and more than 1.5 million pieces of content (e.g., articles, blogs, links, photos) are shared on Facebook alone each day. Additionally, about one third of bloggers post opinions about products and brands. According to a July 2009 Nielsen survey of 25,000 online consumers from 50 countries, 90 percent of respondents said they trust product and brand recommendations from people they know. Socialnomics finds that only 14 percent trust advertisements.
Citation preview
BRANDED EDITORIAL
Acxiom ............................ 4Engaging Consumers with Direct Social Media Marketing
Attensity ........................... 5Harnessing Social CRM with LARA
eGain ............................... 6Harvesting Social Knowledge for Customer Service
Jive ................................. 7Real-Life Examples of Social CRM
Lithium ............................. 8The Business Case for Social CRM
>1TO1 IN ACTION WHITE PAPER SERIES
the Returns FromMeasuring
Social Media
Now is the time for organizations across industries to use social CRM to get closer to customers and to react more quickly to trends.
BRANDED EDITORIAL 2
y all accounts, social CRM is red hot. And it’s no wonder: Combining the intimacy of CRM with the breadth of social networks and online communities is a powerful way
to increase customer engagement.Consider recent statistics: Twitter has surpassed 75 million users, while Facebook recently
reported that it has a whopping 400 million active monthly users. Socialnomics reports that 96 percent of Gen Y consumers have joined at least one social network, and more than 1.5 million pieces of content (e.g., articles, blogs, links, photos) are shared on Facebook alone each day. Additionally, about one third of bloggers post opinions about products and brands. According to a July 2009 Nielsen survey of 25,000 online consumers from 50 countries, 90 percent of respondents said they trust product and brand recommendations from people they know. Socialnomics finds that only 14 percent trust advertisements.
With all this influence shifting online, now is the time for organizations across industries to use social CRM to get closer to customers and to react more quickly to consumer trends.
According to industry expert Paul Greenberg, social CRM is a strategy “designed to en-gage the customer in a collaborative conversation in order to provide mutually beneficial value in a trusted and transparent business environment.” Ideally, this means combining the best aspects of CRM and social media to create a strategy that uses deep customer insights to foster deeper customer relationships. It includes such activities as running a company-hosted customer community to gather feedback, delivering Twitter-based customer service, and using information gathered from social networks to track customer sentiment.
Although “soft” benefits like customer engagement are clear, “hard” benefits can be elu-sive. Placing financial metrics such as return on investment (ROI) around social CRM efforts has proven to be daunting for many companies, says Don Peppers, founding partner at Pep-pers & Rogers Group. “We’ve not yet come across any organizations that have been able to successfully measure social CRM returns using hard financial metrics such as net present value or increased cash flows,” Peppers says.
Even so, social CRM delivers real impact. Companies can obtain measurable improve-
B
the Returns FromMeasuring
Social Media
then be calculated by multiplying the cost per call against the number of calls deflected. Studies by Forrester Research have determined that the ROI for customer service communi-ties is nearly 100 percent within 12 months, Petouhoff says.
Petouhoff cites as an example Lenovo and its experiences after it acquired IBM’s PC Computing division in 2005. After the deal concluded, Lenovo executives noticed that its cus-tomers were talking about its products in third-party forums, such as notebookreview.com. Lenovo’s executives were con-cerned that they were being left out of these conversations.
Consequently, Lenovo launched its own peer-to-peer on-line community. Its goal was to learn more about customer views on its products, including features and shipment de-lays. Although a 2 to 3 percent reduction in support calls would more than offset the cost of building out the commu-nity, Lenovo aimed for a 15 percent reduction. Within a year the company experienced a 20 percent reduction in calls to its contact center regarding laptops for the U.S. alone, thanks to direct and indirect call deflection through the on-line community. Lenovo has also seen an increase in agent productivity, a shortened problem resolution cycle, and a reduction in its support costs.
In the pages that follow, learn how your organization can harness social knowledge, use online communities to foster peer-to-peer support, listen to conversations that customers are having in social communities and extract meaning from them, and collaborate with internal stakeholders on how best to react effectively to customer feedback.
ments in their business performance through social CRM initiatives even if traditional financial metrics can’t easily be applied. Organizations can harvest social knowledge to learn more about their customers, concerns, needs, behav-iors, and preferences. Taking action based on that informa-tion can help to improve customer satisfaction and build loyalty. They can use social media channels to listen to cus-tomer feedback and create forums for product innovation. This can drive up both engagement and sales. And they can discover and engage influencers. As many companies are beginning to discover, power bloggers and Twitterers can have a dramatic effect on business through brand recom-mendations and word-of-mouth endorsements.
Call deflection calculationsOne area of social CRM where companies can often de-termine ROI is online communities, says Peppers. For in-stance, an organization that uses social media to listen to customers can track how many complaints it intercepts online and prevents from reaching its call center. Combin-ing this with estimated cost avoidance delivers a hard-dol-lar cost savings. By some estimates, each call to a contact center costs a company about $8. But the cost to resolve problems online typically costs a fraction of that amount.
The value of call deflection also can be determined by measuring call volumes before and after a social network connection has been deployed, says Natalie L. Petouhoff, Ph.D., an analyst at Forrester Research. The savings can
BRANDED EDITORIAL 3
Studies by Forrester Research have determined
that the ROI for customer service communities is
nearly 100 percent within 12 months.
Identify service/support issues and contact consumer to resolve
Host an online community on the company website
Participate in relevant communities run by consumers
Monitor conversations to research consumer issues and requirements
Form a group on a third-party site, such as Facebook, LinkedIn, etc.
0 10 20 30 40 50 60 70
U.S. Consumer Preferences for Company Usage of Social Media
Source: “The ROI of Online Customer Service Communities,” by Dr. Natalie L. Petouhoff, Forrester Research, Inc., June 30, 2009.
Agree
Disagree
Percentage of Respondents
BRANDED EDITORIAL 4
>1TO1 IN ACTION WHITE PAPER SERIES
any marketers find themselves thrust
into a world where they’ve lost control.
While some see the social media frontier as
a great opportunity, many see it as the Wild
West — a place where things can quickly be-
come unmanageable.
Is there an easy way for marketers to ben-
efit from social media? What can be done to
recognize and engage customers who are
active social media influencers?
To meet these challenges, businesses are
turning to direct social media marketing. De-
signed to bring the benefits of direct marketing
to the social media frontier, these solutions
enable businesses to recognize, segment
and engage customers who are social media
users, while also measuring and monitoring
relevant social media activity.
Direct Social Media Marketing
Direct social media marketing combines the
best of online direct marketing with social
media marketing by allowing marketers to
recognize and engage socially active custom-
ers and prospects. In addition, this new model
allows businesses to effortlessly track senti-
ment about their company, its products and
services, and competitors.
This unique direct marketing solution is
able to recognize socially active custom-
ers and prospects within the corporate
database, allowing marketers to leverage
word-of-mouth marketing. Thus, a business
can pinpoint top social influencers among
its clients and provide incentives for them to
share their experiences with their networks.
By mapping and connecting socially active
consumers with existing customer data, busi-
nesses can quickly recognize key social media
influencers. In addition, consumers and pros-
pects can be segmented based on social
media portraits or activity, allowing market-
ers to create unique programs based on each
group’s social media influence.
Direct social media marketing solutions
can also find popular social networks among
a company’s customer base. With this knowl-
edge, the appropriate social networks can be
targeted to quickly engage prospects, share
information, create greater exposure and
promote products.
How it works
The first part of direct social media market-
ing begins by recognizing consumers that
participate in social media. A portrait of each
consumer’s social media activity is created,
and includes specific network use, levels of
activity, number of friends, and much more.
Social media intelligence is also pro-
vided at an aggregate level, including what
customers are saying about the company,
its products, key competitors and relevant
people. This helps marketers determine the
aggregate pulse of the company’s socially
active customers at any given moment,
enabling quick responses to trends.
Insight is gained by comparing a list of
customer or prospect email addresses against
a comprehensive social media database. The
result is a social media portrait for each regis-
tered customer and his or her social media
activity.
With the resulting knowledge, social media
segments are created, allowing marketers to
engage socially active customers directly and
individually via a variety of delivery mecha-
nisms, such as email, twitter and fan pages
to name a few. Common activities include
providing tools, widgets, incentives and invi-
tations to social media events.
As consumers use tools and participate in
activities, marketers begin to gain a compre-
hensive social media picture of their entire
customer database, and can drill down to
very specific sets of social consumers. Activi-
ties from sites like Facebook, LinkedIn, Twitter
and MySpace can even be tracked down to
the individual level.
The level of social media insight avail-
able is broad. For example, at the individual
consumer level, direct social media marketing
solutions reveal the networks the consumer
belongs to, as well as group and fan page
memberships. It also determines how many
friends share marketer content and any
specific transactions that resulted from that
person’s social media activity. Response can
be tracked from an email receipt to social
network activity, providing metrics for social
media marketing success all the way to a
purchase.
Direct social media marketing solutions
are able to pull insight from all leading
social networks including Facebook, Twitter,
LinkedIn, Plaxo, MySpace, Flickr, blogs and
many more.
Metrics such as impressions, clicks, down-
loads, uploads, posts, ratings, shares and
purchases can all be tracked to the individ-
ual level. At the aggregate level, consumer
sentiment, site visits, referrals from social
networks and search engines can also be
tracked. This allows marketers to build highly
measurable strategic programs and demon-
strate quantifiable ROI. g
About Acxiom
A global leader in interactive marketing services, Acxiom connects clients with
their customers through deep customer insight, powering effective and profitable
marketing initiatives and business decisions. Our consultative approach spans
multiple industries and incorporates decades of experience in consumer data and
analytics, information technology, data integration and consulting solutions for
effective marketing across all channels.
For more information about Acxiom, visit www.acxiom.com
M
Engaging Consumers With Direct Social Media MarketingHow Businesses Can Embrace an Unfamiliar World
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>1TO1 IN ACTION WHITE PAPER SERIES
he way customers want to interact with
companies is changing every day. These
days, it is far less common for a customer to
pick up the phone and call a company’s help
desk. That customer more commonly will
turn to the internet – to web communities
and self-help portals to answer their ques-
tions. How can the enlightened company
use this trend to their advantage?
This shift to the internet has opened new
opportunities for companies to more ef-
fectively LISTEN to customer conversations,
ANALYZE those conversations, RELATE the
information within those conversations to
existing information within their enterprise,
and then ACT on those conversations. We
call this the LARA methodology.
LISTEN
The first step involves ascertaining where
your customers are talking about you, and
designing a listening program that enables
you to better understand what they are say-
ing. We often find that a company’s “social
media listening” efforts belong with one
group, their “CRM listening efforts” are in
another group, and their survey listening is
in yet a third group. Marketing, sales, and
customer service all have important informa-
tion that must be shared to create a complete
picture. This is where text analysis can help.
ANALYZE
Text analysis is not search. “Search” was
specifically designed to enable you to quick-
ly find relevant documents that contain a
term of interest. Search only really indexes
keywords. It doesn’t understand what text
is really about, and it’s not able to give you
a big picture of the information that tweets,
posts, and other documents contain. Be-
cause search is document-centric and relies
on keywords, it’s hard with search to get
the big picture. How can you look at a set
of search results and get answers to ques-
tions like: What do people think about my
company? What problems are they having?
What do they like about me vs. my compe-
tition? What ideas do they have? Who is
thinking of switching or buying something?
It’s a very manual process.
“Search” starts with you feeding a sys-
tem words to look for. “Text analysis” starts
with the text itself and lets it tell a story. It
“reads” through documents, extracts the
key entities, relationships, and sentiments
from that text, and then gives that text a
unique “barcode” of all that information
that can be used in downstream operations.
Text analysis can be used to shed light on
compliments, complaints, questions, is-
sues, suggestions, reasons for purchase,
intent (to buy, to leave), and so forth.
RELATE
Next, you want to relate this information to
the structured data that exists, to reveal the
why’s behind the numbers. And we’ll help
you break down the informational silos that
exist in your organization. For example,
you might want to better understand how
the content or sentiment expressed in cus-
tomer emails affects call center time-to-res-
olution time, how many of a product that
customers are expressing issues with have
shipped, or how various actions affect your
net promoter scores.
ACT
Using all of this information, your organiza-
tion can then more effectively act. Attensity
provides a complete customer experience
suite of products that use the listen-analyze-
relate process to drive action.
g Attensity Service seeks out information
from expert forums and customer commu-
nities, and text analysis is used to extract
the problem and solution pair, as well as the
products and issues the social CRM interac-
tion is about. This information can then be
added to internal information, related to a
corporate ontology and knowledgebase,
added to intelligent decision trees, and pro-
vided via Attensity’s self-service portal for
search and guided navigation.
g Attensity Respond uses the LARA process
to automatically “read” emails, tweets, and
posts and react accordingly, automatically
answering an email about a refund policy,
routing an unhappy customer’s tweet to
customer service or a social media team, or
automatically routing a “threatening to sue”
posting as a mobile alert for legal to review.
g Attensity Analyze uses text analysis for
data mining operations, allowing you to see
reports on customer sentiment, complaints,
compliments, and other information as eas-
ily as you can report on inventory levels and
sales figures. Companies like JetBlue and
Whirlpool are using this system to better
understand their customers and gain early
warning on issues, enhancing loyalty and
responsiveness. g
About Attensity
Attensity provides software applications based on semantic technologies to find,
understand, and use information trapped in text to drive decision-making. With more
than 500 installations worldwide, Attensity software is used by government agencies
and innovative enterprises like Airbus, Charles Schwab, Bosch, JetBlue, Travelocity
and Vodafone to track trends, identify patterns, detect anomalies, reduce threats, and
improve customer satisfaction and retention.
For more information about Attensity, visit www.attensity.com
T
Harnessing Social CRM with LARA Listen-Analyze-Relate-Act
BRANDED EDITORIAL 6
>1TO1 IN ACTION WHITE PAPER SERIES
ommunity-based knowledge creation for
customer service is not that new. How-
ever, enabled by the ubiquity and ease of use
of the Web and social networking tools, it
has gone to a new level, leading to the phe-
nomenon of “social knowledge.” While more
prevalent in B2C, social knowledge is also
starting to matter in B2B sectors.
How can companies harvest the best of
social knowledge for the service they offer
through their contact centers? How should
they engage with customers on social web-
sites? The following five-step plan will help
increase the odds of success in harvesting so-
cial knowledge for customer service.
1. Assess the opportunity
Does the business generate enough social
knowledge? What is the nature of the busi-
ness and customer queries?
Social knowledge creation has been more
common in B2C because it is easier to attain
“critical mass” with more contributors and
less specialized knowledge. This means a
bigger harvesting opportunity in B2C than
in B2B. As for inquiry types, they fall broadly
into four categories—informational, transac-
tional, diagnostic, and advisory. Informational
and transactional queries tend to be less
complex than diagnostic and advice-seeking
ones. Informational and transactional queries,
therefore, are more likely to be resolved by
social knowledge (Figure 1).
2. Identify high-value knowledge
Social knowledge contributors have varying
levels of reputation, prolificacy, and influence,
which most social networking tools measure
(number of posts, acceptance rate, number
of connections, etc.). The Social Knowledge
Value™ (SKV) of contributors can be estimat-
ed by using a combination of these metrics.
Knowledge from high-SKV contributors is
ideal for “deep dive” harvesting, while that
from low-SKV contributors can be ignored or
skimmed (Figure 2).
3. Engage current customers
Customers are critical to the initiative —both
as knowledge contributors and posters of
queries. Businesses need to make sure that
queries posted on social sites are resolved
quickly, especially if they are from high life-
time value customers, whom you usually
provide “platinum service” (e.g. proactive
offer to chat). The risk of non-resolution of
customer queries is high on social sites be-
cause of broad market exposure. When high-
value customers are also high-SKV contribu-
tors, they not only present an opportunity for
deep-dive knowledge harvesting but are also
important for collaborative product develop-
ment and social brand management.
4. Harvest and unify
Contact centers need to make sure that social
knowledge goes through the same robust
quality control processes as internally-gener-
ated knowledge, so that it can be made part
of a common multichannel knowledge base.
Likewise, social customer interactions should
be added to other multichannel interactions
as part of a unified Customer Interaction Hub
(CIH), which consolidates interactions, knowl-
edge, business rules, analytics, and admin-
istration in one place for better customer
experience, service consistency, and process
efficiencies. With the hub approach, agents
or community managers don’t need to “fly
blind”—they can view customers’ traditional
and social interactions with the business for
rapid, context-aware resolution.
5. Account for industry-specific and legal factors
Social monitoring tools, social knowledge,
and robust customer service compliance
workflows can help businesses in sectors
such as pharmaceuticals and personal care
products to track adverse incident reports and
act on them rapidly in compliance with regu-
lations. Also, all businesses should make sure
they are not violating copyright laws while
harvesting content from social websites.
When this step-by-step approach is imple-
mented, social knowledge is bound to add sig-
nificant value to any enterprise in the form of
improved customer loyalty, enhanced brand
equity, lower cost of knowledge creation, and
reduced costs. g
For more information about eGain, visit www.egain.com
C
Harvesting Social Knowledge for Customer ServiceFive steps to Social Knowledge Success!
B2B
B2C
HIGH COMPLEXITY(DIAGNOSTIC & ADVICE QUERIES)
LOW COMPLEXITY(INFORMATIONAL & TRANSACTIONAL QUERIES)
Low
Low
High
Moderate
Figure 1: eGain Social Knowledge Opportunity MatrixTM
Deep Dive,Gold Service
Deep Dive,Platinum Service
LOW
HIGH
LOWLIFETIME FINANCIAL VALUE
HIGH
Omit,Self Service
Scoop,Platinum Service
SOCI
AL K
NOW
LEDG
E VA
LUE
Figure 2: eGain Social Knowledge Harvesting & Customer Service FrameworkTM
About eGain
eGain is the leading provider of multichannel customer service and knowledge management software for on-site or on-demand deployment.
BRANDED EDITORIAL 7
>1TO1 IN ACTION WHITE PAPER SERIES
ith all the marketing chatter about So-
cial CRM, it can be hard to separate the
hype from reality. Instead, take your cues from
these leading companies, which are applying
Social CRM right now to drive real business
results. It’s no coincidence they all use Jive
Social Business Software, the most compel-
ling and comprehensive solution available for
both engaging customers authentically and
enabling unparalleled transparency.
Bank of America
Bank of America’s Small Business Online
Community builds customer relationships by
helping their customers be more successful,
and they provide a number of online tools to
help their customers:
g Their rich online community gives BofA’s small business clients a new way to pro-mote their businesses as well as learn from their peers and BofA experts.
g Online forums encourage users to post questions for an expert response.
g “Craigslist” posting capabilities allow members to exchange services and offer discounts to other members.
g A “yellow pages” directory of community members enables them to contact each other directly.
g Bank of America has essentially become a hub for connections, conversations, and commerce for small businesses with this community.
And, of course, members are encouraged to
submit content—such as business success sto-
ries. In short, BofA’s online community for small
business owners is a win/win for everyone.
Premier Farnell
Premier Farnell is a billion-dollar global dis-
tributor of electronic components. Powered
by Jive SBS, Premier Farnell’s community,
element14, bridges the information divide
while seamlessly connecting the community
experience to their ecommerce strategy. ele-
ment14 captures the attention of design engi-
neers early in the design cycle and offers:
g An unmatched resource pool of unbiased content.
g A way to reduce the time they spend on research.
g Access to recommendations from peers as well as insight from industry experts.
g A simple interface that dynamically gener-ates products from their product catalog that relates to the content being viewed by the member.
As a combined online technology resource
and Social Business Software platform, ele-
ment14 is a brilliantly straightforward strat-
egy to increase engagement with their target
audience while simultaneously increasing
website conversion rates and sales.
Charles Schwab
The Charles Schwab Corporation (Nasdaq:
SCHW) is a leading provider of financial
services, with more than 300 offices and 7.6
million client brokerage accounts, 1.5 mil-
lion corporate retirement plan participants,
687,000 banking accounts, and $1.3 trillion in
client assets.
Charles Schwab leverages Jive for its active
trading community to deepen client relation-
ships, increase customer wealth and engender
loyalty among active investors. The commu-
nity is an invitation-only community for cus-
tomer traders with a minimum trade activity
level of 36 trades a year on a portfolio of more
than $25,000 in assets. This minimum was in-
tentionally set low to encourage participation.
The company’s community objectives were
straightforward:
g Create a sense of community among ac-tive Schwab investors.
g Deepen relations and engender loyalty.
g Gain client insights to improve Schwab offerings.
g Raise awareness/use of these products.
In a short period of time, not only did Charles
Schwab register 10,000 users, they also found
that trading community members are not only
significantly more active traders but also more
profitable — community members make 80%
more trades annually than non-members.
National Instruments
National Instruments transforms the way
engineers and scientists around the world
design, prototype, and deploy systems with
graphical programming software and modu-
lar hardware with their popular product called
LabVIEW.
Social CRM to National Instruments means
leveraging Jive to accomplish 3 fundamental
goals:
1. Monitor and measure the conversations going on in Twitter, Facebook, and across the social web.
2. Share those insights and collaborate around potential response and future strat-egies within an employee community.
3. Engage back in the social web, not only en-listing product evangelists and addressing questions in real-time, but also driving as many conversations as possible to occur on their company-owned public commu-nity where the broader NI team is highly engaged.
Powered by Jive SBS, National Instruments
has been recognized by top-tier analysts as
a leader in bringing social to every aspect of
their business. g
About Jive
The brands that drive the global economy including Intel, NIKE Inc., SAP, T-Mobile and Yum! Brands use Jive Software.
For more information about Jive, visit www.jivesoftware.com
W
Real-Life Examples of Social CRM Jive Software customers put Social CRM into practice for real business results.
BRANDED EDITORIAL 8
>1TO1 IN ACTION WHITE PAPER SERIES
he era of 1-to-1 marketing is over. It may
seem odd to say this in 1to1, but it’s true.
And you can profit by it.
In the heyday of Internet 1-to-1 marketing,
enterprises built vast databases detailing their
customers’ demographic information and
purchase histories, with the goal of present-
ing them precisely tailored web offers and
personalized service at the contact center. En-
terprises had much more information about
customers than those customers had about
the products they were buying.
With the advent of the social web, the
balance has tipped. Most Internet users are
members of multiple online communities and
social networks, and at any given time they
can participate in any of thousands of conver-
sations about products or services that busi-
nesses are selling to them.
Savvy enterprises have already learned how
to harness the power of social customers. For
example:
g FICO has increased sales by 66 percent to
their customers who participate in a com-
munity devoted to personal finance. Without
any prompting, their customers help them
promote FICO to their peers.
g Sage Software has increased beta program
participation by 300%, implemented hundreds
of customers’ suggestions, and raised their
Net Promoter Score by an astounding 20% by
inviting customers to innovate with them.
g Linksys by Cisco saves $10 million in support
costs each year by creating an environment
where customers can support their peers.
These successes are examples of Social CRM.
Social CRM is the enterprise’s response to the
customers’ ownership of the conversation. It
is a business strategy buttressed by technolo-
gies that enable engagement, participation,
and collaboration among members of an or-
ganization’s customer network.
Instead of 1-to-1, it’s time to think many-
to-many.
How Does It Work?
While there are many details to an effective
Social CRM strategy, leading practitioners
almost always do three things well:
g Listen to the conversations that customers
are having, in whatever channel they occur,
and extract meaning from them. If you’re just
listening to conversations that customers
are having with you at the call center or via
e-mail, you are missing trends that will im-
pact your business.
g Connect customers to one another, creating
a customer network. In particular, if you don’t
know who your most influential customers
are, you’re missing a huge opportunity for
authentic, low-cost promotion, support, and
innovation.
g Empower customers to do great things, and
give them a platform to share those great
things with everyone they know. When given
the opportunity and the tools, your custom-
ers will constantly surprise you with how in-
novative, helpful, and — yes —understanding
they can be.
Implement strategies in these areas and ana-
lyze the results to refine those strategies, and
you can unlock millions of dollars of value by
turning customers into your secret weapon.
How Can I Learn More?
The best way to learn more is to listen to
the conversations, connect with others, and
empower yourself with facts.
Some good resources are:
g http://lithosphere.lithium.com - Lithium’s
online community, where practitioners from
leading companies like Lenovo, T-Mobile, and
Best Buy are active every day.
g #scrm on Twitter - search for #scrm on Twit-
ter to find a wealth of information and a group
of experts eager to share what they know. g
About Lithium Technologies
Lithium is the leading provider of Social CRM solutions for the enterprise. Work-
ing with market leaders such as Best Buy, Sony, AT&T, Research In Motion Limited
(RIM), Univision, and PayPal, Lithium is delivering the next generation of customer
relationship management by unlocking the value of the social customer network.
For more information about Lithium, visit www.lithium.com
T
The Business Case for Social CRMHow to Profit from Connected Customers
“Listen to your customers, connect them into a customer network, and empower them to do great things. Analyze. Repeat.”
Michael [email protected]
Dara [email protected]
For information on upcoming installments of the 1to1 In Action White Paper Series, contact:
BRANDED EDITORIAL
BRANDED EDITORIAL 9
eGain Communications Corporation345 E. Middlefield Road, Mountain View, CA 94043US: (800) 821-4358EMEA: +44-(0)[email protected]
Acxiom Corporation1.888.3ACXIOMwww.acxiom.com
Jive Software877-495-3700www.jivesoftware.comJoin the conversation:jivesoftware.com/jivespace
Lithium Technologies, Inc.6121 Hollis St., Ste. 4Emeryville, CA 94608(510) 653-6800www.lithium.com
Attensity Corporation2465 E. Bayshore Road, Ste 300Palo Alto, CA 94303(650) [email protected] us: http://twitter.com/attensity