Deloitte Social Crm IMME Congres V2

© 2010 Deloitte Consulting BV – All rights reserved

Social CRM – Presentation IMMETheo Slaats – Partner CRM Deloitte


Contents

Social CRM

Social vs. traditional CRM

Cases

Key Take-Aways

Contact information

2

Social CRM


Power of Social Media

4


Impact of Social Media

Domino’s Pizza gained a lot of media attention when a couple of employees posted

a video of them making pizza

5

http://www.youtube.com/watch?v=7l6AJ49xNSQ

http://www.youtube.com/watch?v=OhBmWxQpedI


Impact of Social Media

http://www.molblog.nl/bericht/twitter-nekt-actie-laagsteprijsgarantie-albert-heijn/

6













What is the social customer doing?

The new Social

Customer

Uses new online

channels and new

communication tools Trusts in

advices made by online friends,

acquaintances and strangers

Tends to buy more online than offline

Wants to provide

feedback about the

product and customer service

Expects better customer

experience online and

offline

Reads and creates product reviews, product

rankings and blog posts

Seeks support to connect with like-

minded peers

7


Web 2.0 provoked an expansion of the R in the CRM

Company / Customer

Company / Partner

Company / Competitor

Company / Company Customer / Partner

Customer / Competitor

Customer / Customer

Partner / Competitor

8

Social vs. Traditional CRM


Conversation /

Collaboration tools

Process Support

Account Management

Contact Management

Activity Management

Lead / Opp Management

Campaign Management

Sales Management

Service Management…

Monitoring /

Interconnecting tools

RSS

Blogs

Wikis

Social Networks

Widgets

Forums

Podcast

Brand monitoring

services

Data

mining

APIsOpen Id

Customer

Owned

Data

Cloud

Computing

Tags Ranking

Technology

Lets take a look at the fundamental changes that Social CRM is

introducing to the current, traditional CRM in terms of…

Your company

Competitor Supplier / Partner

Customer Customer

CustomerCustomer

Customer Customer

Customer

Customer Customer

Customer Customer

Customer CustomerEstablishing need

Experience

Sharing

impre

ssio

ns

Decis

ion

Support processes

Operation processes

Value

Exp

ansio

n

Targeting

Retention

Acq

uis

ition

!

!

!Interaction

Conversation

Contribution

Employees Customers

Landscape Channels Processes

Mindset

• Phone

• Fax

• Email

• Service

• Letters

• Personal contact

• Company’s website

• SMS

• Instant Messenger

• Chat

• Media

• Blogs

+

• Social Bookmarking

• Microblogs

• RSS

• Wikis

• Social Networks

• Widgets

• Podcast

• Video sharing

• Forums

• Wish lists

• Price comparison website

• Reviews and ratings in retail sites

• Photo sharing

• Slides sharing

• Auction website

10


Evolution of the CRM landscape increases complexity

Traditional CRM Social CRM

Your company

Competitor Supplier/Partner

Customer Customer

CustomerCustomer

Customer Customer

Customer

Your company

Competitor Supplier/Partner

Customer Customer

CustomerCustomer

Customer Customer

Customer

Customer Customer

Customer Customer

Customer Customer

11


Evolution of Customer Touch Points demands new channel

strategy

• Phone

• Fax

• Email

• Service

• Letters



• SMS


• Chat

• Media

• Phone

• Fax

• Email

• Service

• Letters



• SMS


• Chat

• Media

• Blogs


+

• Social Bookmarking

• Microblogs

• RSS

• Wikis

• Social Networks

• Widgets

• Podcast

• Video sharing

• Forums

• Wish lists

• Price comparison website

• Reviews and ratings in retail sites

• Photo sharing

• Slides sharing

• Auction website

12


Evolution of Business Processes changes current process model

Exp

an

sio

n

Targeting

Retention

Acqu

isitio

n

Marketing SalesCustomerService

Establishing need

Experience

Sh

arin

g

imp

ressio

ns

Decis

ion

Support processes

Operation processesValue

Expansio

n

Targeting

Retention

Acquis

ition


13


Evolution of Organizational Mindset requires strong culture

change


!!

!

!Interaction

Conversation

ContributionTransaction

Feedback

Employee Customer Employees Customers

14


Evolution of Technology includes social layers

Process Support

Layer

Account Management

Contact Management

Activity Management

Lead Management

Campaign Management

Service Management

Sales Management


RSS

Blogs

Wikis

Social

Networks

Widgets

Forums

Podcast /

Video sharing

Brand monitoring

services

Data

mining

APIs

Open Id

Customer

Owned

Data

Cloud

Computing

Tags

Ranking

Conversation /

Collaboration layer

Monitoring /

Interconnecting layer

Process Support

Layer

Account Management

Contact Management

Activity Management

Lead Management

Campaign Management

Service Management

Sales Management

SaaS

Microblogs

15


Consumers, as well as companies themselves, have started to

adopt social media

17

Inside-to-inside

communities

Inside-to-outside

communities

Outside-to-outside

communities

Forming communities &

networks

Sharing knowledge

Collaborating


networks

Raising awareness &

promoting the brand

Providing service

Selling

Reaching talent

Sharing experiences


networks

Providing “community

service” or self-help

Recommending &

influencing opinions

Providing information


Case example: connecting like-minded peers

to increase collaboration and creativity

•Yammer is a Twitter for companies

•Based on your email domain (e.g.

deloitte.com) you can connect with

other company employees

•The idea behind Yammer is that people

in business will always know what other

people in the company are working on

•As any other Social Platform, Yammer

is growing organically and independent

of internal company efforts

What if I was a Sales Manager preparing a sales pitch?

or a Customer Service employee trying to solve a customer problem?

or a Customer asking for directions?

Inside-to-inside

communities

18


Type: Online Customer Intelligence (OCI)

Case: The OCI tool captures all relevant data from different sources (blogs, forum, communities

and news sites) and present this information in a tag cloud. Based on the tag cloud further

analysis can be made.

CRM: Marketing

Business Value: Cost Reduction, Customer Retention, Stronger Product Positioning, Brand

value

Customer Value: Quick response on customer requirements

Case example: Dutch Bank Inside-to-outside

communities

19


Case example: Orange – Customer Service

Type: Service Cloud

Case: Customer to Customer Support

CRM: Service

Business Value: Leveraging customer-to-customer support knowledge across

internal and external support channels

Customer Value: Receiving excellent service wherever they are on the web

Inside-to-outside

communities

20


Type: Idea gapturing

Case: Starbucks gaptured ideas in collaboration with their customers. Starbucks VIP

card and getting a free cup of coffee when buying coffee beans are two examples of

customer-generated idea currently in use

CRM: Marketing (New product development)

Business Value: Starbucks captured in one year more than 70.000 ideas submitted

through the site.

Customer Value: Customer like to have a place to put their creative ideas.

Case example: Starbucks Outside-to-outside

communities

2121

http://images.google.nl/imgres?imgurl=http://blog1.ebates.com/ebates/starbucks-logo-thumb.jpg&imgrefurl=http://blog1.ebates.com/ebates/2009/03/start-your-day-with-starbucks-products.html&usg=__aNq8Z0J_oBCXsEgOrTvyUj_RAtA=&h=321&w=326&sz=46&hl=nl&start=2&um=1&tbnid=zX76TOK98YklBM:&tbnh=116&tbnw=118&prev=/images?q=logo+starbucks&hl=nl&rls=com.microsoft:*&sa=N&um=1

Key Take-Aways


Social media presents some risk …

• Substitution

• Reputation

• Intellectual property & confidentiality

• Employee behavior

• Loss of control

• Quality & reliability of information

23


… yet presents many opportunities

Enhance customer

relationships

Increase employee

productivity & operational

efficiencies

Foster creativity,

innovation,

& collaboration

2

1

3

• Brand protection & reputation management

• Customer insights (“Voice of Customer”)

• Marketing effectiveness

• Customer service & associated support costs

• Time to market

• Speed of access to internal experts

• Collaboration (projects, lean, BPR)

• Communication costs

• Speed of access to knowledge

• Collaboration (internal & external) on innovations

• Employee satisfaction

24


What you can do

• Social media is here to

stay

• Some interesting pilot

projects

• Few companies with

integrated strategy or

concrete business case

1. Research & monitor activity

2. Listen & act where appropriate

3. Determine focus (most

relevant business areas &

target audience / communities)

4. Start small (“seed & grow”)

5. Measure adoption, then

business value

25


What we are doing: providing insights through Deloitte research

26

Which departments / areas are most

affected? What about your systems,

processes and people?

What is the awareness of this form of

media in your company at present? Have

you defined a social media strategy?

Are you able to show business value yet

(revenue models, growth prospects,

profitability, shareholder value creation,

etc.)?

Why is interactive media (Web 2.0, social

networking) so important to the world

today – business, education, social,

etc. ?

What are your lessons learned or best

practices for other companies struggling

with this topic?

Which of your competitors do you see as

an example in this field?

Are you succeeding (tangible &

intangible), & why? Which KPI’s do you

measure?

© 2010 Deloitte Consulting BV – All rights reserved27

Disclaimer:

Deloitte refers to one or more of Deloitte Touche Tohmatsu, a Swiss Verein, and its network of member

firms, each of which is a legally separate and independent entity. Please see www.deloitte.com/about

for a detailed description of the legal structure of Deloitte Touche Tohmatsu and its member firms.

Theo Slaats Deloitte Consulting BV

Partner Laan van Kronenburg 2

CRM, Social Media, Cloud Computing 1183 AS Amstelveen

The Netherlands

Tel: +31 88 2886660Mobile: +31 6 [email protected]/crm

Member ofDeloitte Touche Tohmatsu

http://www.deloitte.com/about

mailto:[email protected]



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Deloitte Social Crm IMME Congres V2

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