2. There’s advantage to be won in the
Social Media Wild, Wild West…
The playing field is tilted in favor of those who act:
1% of customer conversations (in public social media) are
assimilated as organizational knowledge
9% touch the organization, but no learning occurs
90% never touch the organization
2009 Consortium for Service Innovation
Customer feedback in general is not much better, but
at least how invisible customers are here is private:
95% collect customer feedback (by various means)
50% alerted staffs
30% used insight gained
10% made improvements
5% told customers of the changes made
2001 Gartner Referenced Study
79% of executives have only superficial Win advantage
understanding of their customers
2006 IBM Study in three ways…
2
3. (1) Build value-creating communities…
Three aspects of value are required for a community to BE.
Initiatives—what the community DOES beyond being—
build more value and increase participation/engagement.
Reputation/ Promise:
Affinity or reason to be affiliated with
the community and/or the sponsor(s) BRAND
VALUE Community
Delivery/ Use: PRODUCT
Value
Communication of
information of interest VALUE
Community Experience:
Interactions, enabled RELATIONSHIP VALUE
by technology
------------------------------------
Community Initiatives: Support, Evangelize, Collaborate
4. (2) Understand relationships better than
competitors do. And (3) act on that
inside intelligence to
• Take Real-Time Operational Control: Paradoxically,
in an environment where things look even more out of
control than usual and what happens is public
knowledge, winners can have more control and
proactively influence outcomes through communities.
• Monetize Communities: Winners can tie the individual
relationships developed through social media and
purposeful communities to profit and other positive
outcomes/patterns—to repeat success.
• Gain Sustainable Competitive Advantage: Winners
can turn a data overload into actionable, proprietary
intelligence to manage with a relationship development
KPI and leading indicator for profit and satisfaction.
v
Who wins…
5. 1. Social Media Wild, Wild West Winners
Technology Companies Who Enable Data Access and
Delivery in Real Time and Companies Who Provide the
Technologies, Business Methods, and Analytics
Critical to Social Media and Communities. Obviously.
These are the winners, no matter what. They can be
bigger winners if they act to
• Innovate/collaborate with their customers/user groups on
new approaches in the next generation of technology.
• Leverage their customer base/user group relationships
to develop more business, other markets.
• Build upon their customer base/user groups in
Stakeholder Communities to incorporate other
relationships critical to their company’s success.
.
6. 2. Social Media Wild, Wild West Winners
3rd-Party Community Players Who Collaborate with
Stakeholder Community Marketers. They will act to use
3rd-Party Communities to
• Become part of the Stakeholder Community workflow.
• Measure and manage their part of the relationship
development process and hand off interaction flows.
• Add value with benchmark data and pattern analysis.
Who Plays:
• Public and Private Label Media Companies who
transform their content and conference businesses.
• Niche Marketers who own a market segment and the
associated thought leadership.
7. 3. Social Media Wild, Wild West Winners
CMOs and the CFOs Who Collaborate with Them. They
will act to use Stakeholder Communities to:
• Take responsibility for retention where the money is.
• Own all of the relationships that matter for the success of
the company. Leverage individual interaction flows.
• Use a KPI to measure and then manage relationship
development for their company’s competitive advantage.
• Tie individual relationships to profit and other positive
outcomes/patterns to repeat success.
• Pilot real-time operational control for the Enterprise by
starting in communities where relationships are king and
social media and communities have paved the way for
integration of Acquisition/ Closing/ and Retention.
8. Why Stakeholder Communities Matter:
1. A Stakeholder Community can be a hub for critical
interactions with customers and other key
stakeholders.
Social
Networks: Communities
Links,
WOM,
Search
fed by Social
Networks,
Social Media
and Traditional
3rd Party Stakeholder Traditional
Direct
Community:
Links, WOM,
Search, Leads, Community
Direct Marketing
Tactics: Marketing
Conferences,
Interaction Flows,
Benchmark Data
Tactics
Events, Surveys Tactics are
critical in
executing a
customer
3rd Party Communities Social Media
Tactics: relationship
collaborate with marketers Blogs, Tweets,
RSS Feeds, strategy and
in Stakeholder Communities, WOM, Wikis,
YouTube
creating value.
becoming part of their workflow.
9. 2. A Stakeholder Community can fulfill a variety of
strategic purposes through its initiatives.
# Purpose Support Evangelize Collaborate
1 Solidify/invigorate your base/stimulate referrals X X X
2 Innovate/ collaborate on new approaches X X
3 Monitor trends/ refine messaging X
4 Enable self help to solve problems X X
5 Enable self help to expand use X X X
6 Build support for a cause/ an idea X X
7 Raise money/ resources X X X
8 Help members keep on a program/ path X X
9 Build a body of knowledge X
10 Respond to a social/ business need X X X
11 Make better use of resources X X
12 Change the rules/ world X X
13 Foster peace/ understanding X X X
14 And more… X X X
9
10. 3. A Stakeholder Community is not only a critical place
to leverage relationships and their interaction flows
to build marketplace buzz and momentum, it has the
potential to be the center for corporate governance.
What does it take to set
Employees/ up a community to
Partners/ measure and manage
Supply
Chain the data to achieve the
operational control
necessary?
What forces are at play
Stakeholder to make communities
Community such a logical place
Participants to pilot real-time
External
Suspects/ corporate
Influencers/
Interested
Prospects/
Customers
governance…
Parties
11. Real-Time Operational Control
Takes the Relevant Intelligence of Social CRI.
• A unifying CRI FRAMEWORK to manage Acquisition, Closing,
and Retention as a continuum. (Social media and communities are
driving integration of the Marketing, Sales, and Customer Service silos.
That reality and that many of the interactions are already digital makes
measuring and managing communities a logical place to begin.)
• Consistent relationship METRICS to track relationships and
their interaction flows. (Interactions, Interaction Costs, and the KPI for
relationship development—Relationship Value—measure relationships
in communities and in all other tactics for strategy execution as well.)
• A deliberate, systematic PROCESS using the unifying
framework and metrics to build profitable relationships and create value.
(The value created in communities helps execute customer relationship
strategies for segments with profit improvement potential. It is a natural
next step to expand the process beyond communities to other tactics.)
11
12. A Unifying
CRI FRAMEWORK
To Measure and Manage
Real-Time Community
Relationship
Development
Relationship development is the most important thing that people on the frontline in the
Marketing, Sales, and Customer Service silos do. Yet typically, the silos are managed
discreetly instead of being aligned behind a common strategy and managed explicitly
for relationship development. Communities can be welcome process change agents.
12
13. Unifying CRI Framework, Consistent Metrics,
and Deliberate, Systematic Process
From Communities to the Enterprise
Enterprise CRI
CRI
Segments
Blah
Social CRI Blah
Blah Communities
Social Media Wild, Wild West
BlahBlahBlah Rules
13
14. Operational Control for
Frontline Staff and Managers in 3rd-Party
and Stakeholder Communities:
Operational Social CRI (Community Relationship Intelligence) can answer:
• What is happening right now with individual community
members? At what cost? For what effect?
• How does the community member experience
compare to previous successful patterns? Real-Time
• What is best to do next to develop the Dynamic Patterns
community member relationship?
• What is the most profitable action to take?
• How well is this process working Real-Time
Decisions
in real time?
14
15. Operational Control for Executives:
Enterprise-level operation control rolls up from business units--which roll
up from channel/product group combinations--which roll over from
Stakeholder Communities. Operational control comes from where the
action is as relationships are developed. Operational Social CRI
(Community Relationship Intelligence) paired with CRI can help answer:
• Where are you making more money?
• Are you growing high-value customers? Real-Time
Dynamic Patterns
• Are Communities making a difference?
• How well are you driving profit and satisfaction?
• How can you achieve sustainable
competitive advantage? Real-Time
$ Decisions
• How can you repeat success? Real-Time
Profit Results
• Where should you focus next?
15
17. Three Reasons Why Religence to Win
in the Social Media Wild, Wild West
1. Social CRI (Community Relationship Intelligence):
A component of the Religence Framework for CRI, a
business method to help you make sense of the data to
• Achieve real-time operational control,
• Tie the relationship development process to profit,
• Deliver sustainable competitive advantage.
2. Track Record in Building Successful Communities:
Our engagement rate is three times the accepted norm
because ours typically are purposeful communities with
strong leadership and organizational infrastructure.
3. Our Experienced Cross-Functional Consulting
Team: We bring Marketing, Finance, and Operations to
the table—and on the same customer-focused plate.
18. Want to know more about
Social CRI and Enterprise CRI?
More Resources in Social CRI Part Two:
• Drill down more in the Religence Framework for Social CRI and
Enterprise CRI—the FRAMEWORK, METRICS, and PROCESS.
• Walk through a Value Creation Mapping example for a
Community Collaboration Initiative.
Resources Elsewhere:
• Take a look at our CEO’s new book on Customer Relationship
Intelligence at www.CRIbook.com.
• Review the Next-Generation Thought Leadership Papers and
extensive CRI Reference Section and FAQ Section at
www.religence.com.
• Join the CRI Community at www.CRIcommunity.com.
• Ask about Executive Briefings and Workshops.
