Submit/Vote Innovation Ideation: BIG Data Dilemma. What’s NEXT?BIG Data Dilemma. What’s NEXT?
Winter 2013
An Innovation Community InitiativeTo Compete on Relationships
Informed byThe Religence Framework for CRI
Customer Relationship IntelligenceCommunity Relationship Intelligence
©2013 Religence®, Registered USPTO, Patent Number US 7,526,434
Idea OVERLOAD. Popular ideas likely incremental.
Dilemma:
Popular ideas likely incremental. Breakthrough ideas missed.
Engagement record lost. Business value not captured.
2
Measure what matters for business
results. Operationalize Social Business.
Relationship Age Opportunities
Make sense of the data --Make the data come alive!
Get closer to customers. Innovate.
CRI can help YOU lead this BIG change.
3
A Community Approach to Win in the Social Media Wild, Wild West
Draws Relevant People into the Enterprise’s Communities,
the Enterprise’s Technology
e-CRI
CRI Segments YouTube
Social Media Wild, Wild West Rules
Segments
Social CRI Communities
YouTube
PinterestLinkedIn
Google+
A Deliberate, Systematic PROCESSTo Map, Measure, and Manage a Community’s
Critical Interaction Processes
Interaction Process Flow
Sponsor(s)/ Leaders Interactions Known
Sponsor(s)/ Leaders Interactions Unknown
Member Interactions
Competitive Advantage
Profit At RiskInteractions
KnownAdvantage At Risk
Member Interactions Unknown
Retention At Risk
Sponsor(s) At Risk
Developing a relationship is a joint collaborative process between the community member and the community sponsor(s) and leaders that moves a relationship forward or backward. Measuring and managing the Interaction Process Flow optimizes value.
Unifying CRI FRAMEWORK: Shift Focus and Funding to Retention and a
Stakeholder Community. 7X as much is spent on acquiring customers
as is on retaining
them.
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them.
Align Marketing/ Sales/ Customer Service and Communities with a common relationship development process. Relationships drive business.
Collaboration Maturity Model
Collaboration
Operational CRIIt’s What’s Next!
User Groups SIGs Intranets Extranets Portals WikisBlogs
OnlineCommunities
Social Business Enterprise Platforms
Collaboration Layer Processes
© 2012 Religence®, Reg. US PTO, Pat.# US 7,526,434
• Operational CRI
• Other Cross-FunctionalMethods & Tools
Social Business Shifts the Focus from: Company & Product to Customers
to Backward Looking Forward Looking
Innovation to Meet Customer’s Real-Time Expectations
Measure with our Patented Relationship Development Process for
Real-Time Operational CRI:
RISK ADVANTAGE
Real-Time Operational CRI:
• Manage looking forward with Relationship Value, a leading indicator for profit.
• Decide based on Variable Interaction Costs tied to
individual customers instead of allocation or headcount.
• Rely on what individual people actually DO (Interactions)
not on aggregated trends (what people SAY they’ll do).
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Other Relationship METRICS
Data Box Data Box
Critical Interaction Process Metrics: Social CRI CRI
• Interaction Data measures buzz and momentum in a Community.
• Interactions in a Community are among members, some of whom are leaders. Any or all of the leaders or members could be from the sponsor or sponsors.
• Other metrics include conversion rates, retention rates, referral rates, variable cost-per-contact, Customer Lifetime Value, and step duration. Specific to Social CRI and Communities are % participation and people and information flow—in and out.
Segment
Data Box
Community Standard
Brand Value
Product Value
Experience Value
Member Action
Sponsor Action
Step Duration
% Participation
Member Cost $
Sponsor Cost $
Elements of
Value
Actions &
Interactions
Process
Efficiency &
Effectiveness
Expectation
Data Box
Industry Standard
Brand Value
Product Value
Experience Value
Customer Action
Seller Action
Step Duration
Yield %
Customer Cost $
Seller Cost $
BreakthroughRelationship Value Metric
RV
Measures Effect in Relationship Cause-and-Effect.
Numeric Proxy for Interactions.
Elegant.
© 2012 Religence®, Reg. US PTO, Pat.# US 7,526,434
• KPI for Relationship Development
• Leading Indicator for Profit and Satisfaction
The Missing Metric
RV
Real-Time Operational Control for Frontline Staff and Managers:
Results Based on Real-Time Operational Data:
• What is happening right now with individual customers? At what cost? For what effect?
• How does the customer experience compare to previous successful patterns? Real-Time
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compare to previous successful patterns?
• What is best to do next to develop the customer relationship?
• What is the most profitable action to take?
• How well is this strategy working in real time?
Real-TimeDynamic Patterns
Real-TimeDecisions
Strategic Operational Control for Executives:
Results Based on Real-Time Operational Data Tied to Individual Contacts and Real-Time Profit:
• Where are you making more money?
• Are you growing high-value customers?
• Are Communities making a difference?
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• Are Communities making a difference?
• How well are you driving profit and satisfaction?
• How can you achieve sustainable competitive advantage?
• How can you repeat success?
• Where should you focus next?
Real-TimeDynamic Patterns
Real-TimeDecisions
Real-TimeProfit Results
$
RV-Q:A Quick Way toCompete onRelationships
RV
Strategic, operational guidance for executives while back-testing to validate RV as a leading indicator.
™
© 2012 Religence®, Reg. US PTO, Pat.# US 7,526,434
• KPI for Relationship Development
• Leading Indicator for Profit and Satisfaction
How well does what people DO, quantified by RV-Q, correlate to what people SAY…for Innovation, for Satisfaction?
RV
RV-Q Pilots: Is RV a Leading Indicator?
Is Your Next New Thing, the Right New Thing?Step One: Gather product and process innovation ideas from top priority customers using Enterprise Feedback Management Tools. Identify lead users as well as other internal and external key players.
Step Two: Develop pro forma high-level Customer Relationship Process model of ~ 100 major Interactions and some 30 associated Voice of the Customer Interactions. Determine what data is available to support it.
Step Three: Identify critical process gaps. Map the customer experience to
™
Step Three: Identify critical process gaps. Map the customer experience to understand Customer Value. Innovate incremental and breakthrough change.
Step Four: Populate the pro forma model’s major Interactions with Relationship Value and Variable Interaction Costs. Correlate to actual historical Interaction Record of customers. Demonstrate the efficacy of RV as a leading indicator.
Step Five: Track RV-Q and what people DO going forward with a Social CRI �CRI (Customer Relationship Intelligence) Tracking System. Facilitate a new, breakthrough Innovation Community with lead users/ key players at its core. Open new relationships with existing customers. Open new customer segments.
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Critical Community Building Processes/Initiatives
Start-Up Processes—Purpose, Leadership, Infrastructure, Controls
Sustaining Processes—Development, Measurement, Management
Initiatives--Once the value aspects for a community to BE are in place,
here’s what a community can DO:
Community Support Initiatives
• Leader Processes• Leader Processes
• Member Processes
Community Evangelizing Initiatives
• Leader Processes
• Member Processes
Community Collaboration Initiatives (See example.)
• Leader Processes
• Member Processes
Community Collaboration Initiative In this example the purpose is to innovate/
collaborate on new approaches.
Leader Processes Member ProcessesConfirm initiative purpose Accept invitation to join initiative
ID core leadership team Self-nominate onto initiative
Recruit core leadership team Collaborate
Announce initiative to community Make additional comments
Accept self-nominated members Accept recognitionAccept self-nominated members Accept recognition
Hold kick-off meeting Invite others to join community
Collaborate (8 steps)
Ask for comment on solution
Publish final document
Publicize solution
Recognize/reward participants
Invite members to invite others
into community
Collaborate1. Ask for ideas2. Make sure SMEs participate3. Receive/digest ideas; iterate4. Ask for more input5. Survey community6. Report back; ask new questions7. Repeat as needed8. Document solution
Community Collaboration InitiativeLeader and Member ProcessesCritical Interaction Process Example
ID Core Leadership
Team
Confirm Initiative Purpose
MemberProcess
LeaderProcess
Process
Overlap
Color Code
Accept Invitation to
Join Initiative
Recruit Core Leadership
Team
Announce Initiative to
Self-Nominate onto the
Accept Self-Nominated
Hold Kick-off
Collaborate
Initiative to Community
onto the Initiative
Nominated Members
Ask for Comment on
Solution
Kick-off Meeting
Invite Others to Join the Community
Make Additional Comments
Publish Final
Document
Publicize Solution
Recognize & Reward
Participants
Accept Recognition
Executive Briefings and Workshops
1. Start CRI with Retention: The MONEY Is in Retention2. Social CRI: A Community Approach to Win
in the Social Media Wild, Wild Westin the Social Media Wild, Wild West3. Stakeholder Communities: A New Source of POWER and Innovation4. Measure Social Business with CRI: for Real-Time Management/
Operational Control/ Profit 5. Measure Strategy Execution with CRI: to Compete on Relationships6. Measure Value Creation with CRI: for Long-Term Success 7. Measure Innovation Community with CRI: to Tie to Business Results8. Measure Performance Innovation with CRI: for Repeatable Success9. Measure Collaboration with CRI: Operational CRI Is What’s Next10. Anticipate What Customers Experience: with Value Creation Maps11. The Missing Metric: Relationship Value Breakthrough12. CRI: Customer Fundamentals to Thrive Anytime
Why Religence? 1. We know how to measure Social Business for value creation--
how to make sense of the chaotic crush of relationship Interaction data …how to harvest relationship gold, to tie it to business results. data …how to harvest relationship gold, to tie it to business results.
2. Seminal, foundational CRI Patent for the Relationship Age.3. CRI Framework for Real-Time Operational CRI.4. Seasoned, innovative team to collaborate with you.5. Thought leadership—CRI Book, global recognition with top
ranking in McKinsey-HBR Management Innovation Challenge .
Let’s Do It…Contact our CEO directly: Linda Sharp (415) 771-7473 [email protected]
2090 Green Street * San Francisco CA 94123
www.religence.com©2013 Religence®, Registered USPTO, Patent Number US 7,526,434
Unifying CRI FRAMEWORK for
Operational Control and Profit
Operational Social CRI�CRI Tracking System
Op
era
tion
al W
ork
flow
:P
RO
CE
SS
Co
llab
ora
tion
over C
usto
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ifecycle
Analytical Tools Mashup Real-Time CRI Data with Enterprise Financial Data
Relationship METRICS
Relationship Value KPIPATTERNS
SocialMedia
MarketingAutomation
(AcquisitionPLUS
Retention)
CRMCustomer
Relationship Management
(Closing)
(Formerly Sales
Force Automation)
Op
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tion
al W
ork
flow
:P
RO
CE
SS
Co
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over C
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On
line C
om
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Cu
sto
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xp
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Man
ag
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en
t (CE
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Enterprise Applications
©2009 Religence®, Registered USPTO, Patent Number US 7,526,434
(cc)
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