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New Trends in CRM
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4 IntroductionDave Brock |President and CEO, Partners in EXCELLENCE
8 Part 1:Exceed Your Sales ExpectationsDavid Tyner |Director of Sales, KinetiCast
12 Part 2:Triple The Effectiveness Of Your Best Sales PeopleBen Bradley |Managing Director, Macon Raine
15 Part 3:How Social Media Are Ruining Your Lead Qualifcation StrategyCharles Green |Founder and CEO, Trusted Advisor Associates
18 Part 4:Use Social CRM to Improve CommunicationsCheryl Hanna |Blogger, Service Untitled
20 Part 5:Is Social CRM Compatible with Enterprise 2.0?Esteban Kolsky |President, thinkJar
22 Part 6:Four Experts On How To Turn Social Media Into SalesJ.D. Lasica |CEO, Socialmedia.biz
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Part:
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Customer relationship management (CRM) sotware and
so-called Sales 2.0 tools have been hot topics in the
sales community or many years. Salespeople usually
sco at CRM: Its just managements way o looking
over my shoulder at everything I do. Or: Spending
all this time updating the system just takes away rom
my selling time. Does management want me to be an
administrator or a salesperson?
From sales managements view, the complaintstake another tack: Weve spent so much money in
implementing our CRM system, but we still arent
getting the results we expected! The picture gets
even cloudier when marketing olk start to leverage
CRM data, integrating their marketing tools with
the sales tools. Arguments, nger pointing, and
excuses prolierate.
Im not one to back away rom a heated discussion,so heres my two cents: I cannot imagine an individual
or organization wanting to perorm at the highest
possible level without leveraging these tools to
their utmost! The tools give sales and marketing
proessionals the capabilities to:
Engage their customers in new ways.
Gain additional insight into customers, markets,
and prospects.
Get important eedback about their own products,
the competition, or their companys perormance.
Improve personal and organizational productivity
or eciency.
I these are not sucient reasons to delve more deeply
into CRM, here is another view: Your customers andprospects are leveraging CRM tools, the Web, and social
buying more than ever. The importance o these tools
and their utilization by customers will only increase in
coming years. I we are not intercepting our customers
and prospects where they are, we are going to be
missing more and more opportunities.
This e-book oers a variety o provocative perspectives
rom thought leaders. They are designed to helpyou think about leveraging CRM and related tools to
achieve concrete results.
Too oten I nd that discussions about CRM, SCRM,
and all the other alphabet combinations miss the point.
These conversations ocus on the tools, when in
reality the tools are simply enablers and not ends
in themselves.
IntroductionDave Brock |President and CEO, Partners in EXCELLENCE
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The articles in this collection ocus on crucial
questions such as:
What are your business strategies and priorities?
Who are your customers? Why do they buy, and how
do they buy? How do they want to be engaged?
What role does each part o the organization
(particularly sales and marketing) play in engaging
and communicating with the customer?
How do marketing and sales integrate more
eectively in the new buying environment? How
do you reocus marketing and sales, ocusing oncollaboration and eliminating the traditional silos?
How do you create value or your customers? How do
you create a compelling and dierentiated customer
experience?
What are the key drivers to perormance in your
organization? How do you build your processes
or dene roles and responsibilities to optimize
perormance? How do you measure and track
perormanceboth within your organization and interms o your customers?
Until you answer these questions, its impossible to
get the greatest value rom CRM, SCRM, Sales 2.0,
or whatever other tools you might be using. But i
you take the time to articulate your strategies and
priorities, then these tools can dramatically improve
your organizations productivity and eciency.
David Tyner oers a view on sales orecasting accuracy
in Exceed Your Sales Expectations. An expectation
o every buyer o a CRM system is dramatically
increased orecasting accuracyater all, with all this
inormation in the system, wont orecasting accuracy
be improved? David suggests the challenge is not the
system, but the underlying methods that organizations
use to assess the likelihood o winning a deal. He
suggests that our error is grouping all prospects into
a single category and treating them the same. David
provides an alternative approach by dierentiating thetype o prospects and how to work with each type.
In Triple The Eectiveness O Your Best Sales People,
Ben Bradley oers insight on how to organize and
integrate your sales and marketing more eectively.
Improving ocus, decrapiying marketing, developing
core competencies around lead generation, and
leveraging data in more comprehensive ways can all help
improve the eectiveness o your people, reeing themup to ocus on interacting directly with customers.
The role o the salesperson is changing. Additionally,
the role o marketing and how we qualiy leads is also
changing. Charles Green talks about this in How Social
Media Are Ruining Your Lead Qualication Strategy.
All the old rules and assumptions on which we base
our traditional lead generation programs must change
Continued on next page
Introduction(contd)
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in the social world and with social customers. As
Charles points out, this is actually goodas long as we
recognize the changes and leverage them in our lead
generation programs. Social media oer us tremendous
advantage in reaching out to customers, engaging
them, leveraging their conversations, and generating
leads in new ways.
In Using Social CRM To Improve Communications,
Cheryl and Douglas Hanna explain how todays social
CRM systems invite customers to interact directly withthe company, helping us engage and communicate with
customers and prospects.
Esteban Kolsky shits the conversation rom technology
to goal alignment, collaboration, and integration in
Is Social CRM Compatible With Enterprise 2.0? This
is an important discussion because the whole point
o all this technology is to help us reach our goals o
engaging and working with customers and prospects.The best way to maximize the capabilities o these new
tools is to dene strategic goals and then leverage
technology platorms in support o strategy.
When I talk to executives about incorporating social
media and networking into the marketing and sales
programs their organizations conduct, I always get
the question, How do we turn our investment
in social media into sales and orders? In his essay
Four Experts On How To Turn Social Media Into Sales,
JD Lasica synthesizes the views o leading social
media practitioners.
How many times have you wished that you knew what
your customers thought about a given issue? In theold world, you might have done some market research
or convened a ocus group. These methods tended to
be limited, expensive, and slow in yielding results. In
todays world, all you have to do is listen/engage/ask.
I started this discussion with the bold statement,
I cant imagine any high-perorming individual or
organization not leveraging these tools to their
utmost. The articles in this e-book are just thebeginning o the discussion.
Read these articles and discuss the ideas inside your
organization. Then start staking out your strategies
and positions in the new worlds o marketing, selling,
and buying!
Introduction(contd)
Continued on next page
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Introduction(contd)
Dave Brockis President and CEO o Partners In
EXCELLENCE, a global consulting company ocused on
helping organizations achieve the highest levels o
perormance in sales, marketing, customer service,
and business strategy. He helps individuals and
organizations develop and execute strategies to
outPerorm, outSell, and outCompete their competition.
Dave is an internationally recognized speaker,
writer, and thought leader in leadership, sales, value
propositions, marketing, strategic alliances and
partnering, business strategy, and management.@davidabrock
www.partnersinexcellenceblog.com
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Exceed Your Sales ExpectationsDavid Tyner |Director o Sales, KinetiCast
Part 1:
Have you ever had a sales manager tell you that he was
unhappy with how long prospects were lingering in your
sales pipeline? I so, please orward this to him.
Look at any CRM system and youll nd plenty o
common elements. They include elds or sales stage
(with a deault w in probability), expected close
date, and expected revenue. Using these elements,
management typically orecasts by discounting the
expected revenue based on the win probability (per thesales stage) and organizing opportunities according to
expected close date. Thus management has an idea o
what it can expect in terms o revenue over the next
several months. This is all very basic Sales 101 stu,
but is oten the source o unmet expectations between
sales managers and their sales orces.
Disconnects between sales orecast and subsequent
sales perormance usually arise because w in probabilityis tied to the sales stage o the opportunity. For
example, i an opportunity is identied, it has a
10 percent chance o closing; i its contacted,
20 percent; qualied, 50 percent; and proposed,
67 percent. It is my experience that, when looking at
sales pipelines rom a macro perspective, the source o
the lead is the single best indicator o how long a lead
will remain in your pipeline and the likelihood that it
will survive to become a happy customer. Thereore, I
suggest that you dene the lead source at a very high
level. In my CRM system, I have just three dierent
lead sources. They are:
Seekersthese are prospects that seek you out
Soughtthese are prospects that you seek out
Suggestedthese are prospects that were reerred to you
It is important to think o these categories when
engaging with your prospects, orecasting your
pipeline, and managing sales expectations.
The SeekerOn the surace, this prospect appears to be the best.
Ater all, she is most like your mother in that she
recognizes just how special you are. She has
demonstrated admirable wisdom by successullyidentiying you as someone who can potentially
solve her particular problem. Perhaps she looked you
up through a web search, ound you through social
media or just somehow innately knew that you were
the (wo)man! More likely, she is using one o your
competitors and has decided, or one reason or
another, to contact you.
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Unless you represent the clear-cut industry leader, the
notion o a prospect seeking you out should actually
be cause or some concern. It should raise a red fag
or you when companies look to spontaneously replace
their current vendor. I they were a good customer,
paid their bills on time and worked in partnership
with their current vendor, why would they be looking
elsewhere? I they were indeed a good customer and
the incumbent vendor were moderately competent,
that vendor, its sales team, and customer service stawould be bending over backwards to make sure their
good customer was happy.
Case in point, I was once contacted by one o my
competitors largest customers. They called me in or
a meeting and already had all o the inormation I
would normally solicit waiting or me, accompanied
by a list o one-sided, ridiculous demands. Against my
recommendation, our company met their demands orreduced pricing and extended billing cycles as well as
some other one-sided concessions. They quickly became
my ourth largest customer rom a revenue perspective.
Frankly, I looked like a hero or the quarter. However,
the stringent requirements o this customer caused me
to have the lowest year-over-year growth o my sales
career! My prospecting time was diminished and time
spent with protable customers was cut. I was not
able to methodically sell and produce the right kind
o business.
Eventually, the reasons why this company let its
incumbent supplier became painully obvious. In an
unprecedented move, I presented a business case or
why our company should re this customer and no
longer do business with them. We gave them 30 days
to nd a new vendor. Despite the loss o this revenue, Iwas able to sell ar past the decit and ended up in the
top 1 percent among all sales people globally or my
company. I still say that my best and most protable
sale that year was selling my company on the idea o
cutting that customer loose.
The moral o the story: be very cautious when a
prospect seeks you out. Find out why they have sought
you out. Be very slow to give concessions. Mostimportantly, establish a balanced, open communication
system with them so that they view you as a respected
partner and not a pawn.
The SoughtThe Sought are the most challenging and have, by ar,
the lowest conversion rate. However, these prospects
Exceed Your Sales Expectations(contd)
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are the key to success or the B2B sales elite. I you
want the highest quality leads, you have to seek and
engage them or yoursel. No one knows more about
your products strengths and potential or success than
you. No one knows more about the types o businesses
that will have a painul problem that your company
can solve. No one is as invested in wanting to close
the right kind o business than you are! This is the
prospect you are cold-calling, sending more inormation
to, and trying to get time with in order to engage theright buying infuences.
The big challenge with these prospects is that they are
extremely dicult to accurately orecast in your sales
pipeline. A symphony o sales activity must take place,
rapport built, relationships established, knowledge
exchanged, and persuasion gently applied. Ater rst
contact, the entire sales process must be executed
with fawless precision. Keep in mind that this prospectmay shut you down at any time because, ater all,
they did not seek you out. Unlike The Seekers and
The Suggested, The Sought have no initial reason to
engage with you.
Oten The Sought will tell you that they are happy with
their current supplier. To that, my response has always
been, I you are happy with them, wait until you get
a load o me! O course Im kidding, but seriously, the
act that they are happy with their current supplier is
some o the best news you can hear. It may have more
to do with their being a perect customer than their
supplier making them happy. Your job is to get to the
right person or people with the r ight message at the
right time.
The SuggestedThese are relatively rare in B2B sales. When you can
get them, they can be antastic. Though not always
an easy sale, they represent the opportunity to work
rom a position o mutual, proessional respect.
Unortunately this is uncommon at the beginning o
a sales cycle. The main challenge with The Suggested
is that they are oten not properly qualied.
I recommend that you try to introduce as many othese prospects into your pipeline as you possibly can.
Sources can include your own marketing department,
current clients, social media, and your oldest and
dearest riends. The B2B sales elite treats all prospects
with the utmost proessionalism. However, its
especially important to go the extra mile with these
prospects. Remember, your actions refect not only on
Exceed Your Sales Expectations(contd)
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you but on the person that reerred you. I you do your
job well, you will have done the person who reerred
you the business a avor by making them look very
smart or recommending such an outstanding company
and sales proessional. Lastly, make sure you report
back the results to your reerral source and, i possible,
reciprocate by providing them with leads as well
(e-mail me and Id be glad to share some ideas on how
best to do this).
Realizing that there are salient dierences among
the types o prospects is one o the rst steps in
understanding a sales pipeline. In reviewing potential
sales opportunities, as a sales manager, how did they
get here? should be one o your rst questions. This
will help you manage actions and exceed expectations.
David Tynerhas 18 years o experience as a top-
level perormer in sales and operations. He has been
a perennial Presidents Club member throughout his
career. Currently, Dave serves as the director o sales or
KinetiCast, the simple, powerul, and proven online sales
presentation tool or the B2B sales elite. As the director
o sales, he helps sales people and sales organizations to
exceed their quotas. He is the author o the KinetiCast-
sponsored Sales Salve blog and has been eatured as
a guest author or many top sales blogs. Dave lives inupstate New York with his wie and their two daughters.
Exceed Your Sales Expectations(contd)
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When did the job o selling get lumped in with
everything else? Asking a great sales person to clean
CRM data, lick envelopes and turn over rocks looking
or prospects is not a good use o skills, time or money.
Maybe this is why CSO Insights reported that only 52%
o sales reps met their quota in 2009?
Selling is the management o a very complex business
process. It is complex because customers arent
predictable and they dont always act reasonably.They need sales because they value the continuity o
contact. Customers cant have a relationship with your
brand; they need a person to have a relationship with.
Do the math: a top closer with a $2 million
annual quota creates value worth $1000 per hour
($2,000,000/2000 hours=$1000/hour). Asking your top
relationship managers to turn over stones looking or
leads and updating CRM is costing your organizationbig. Prospecting is expensive.
In the 2010 Miller Heiman Sales Best Practices
Study, ewer than one out o ve study participants
reported using a prospecting plan. Yet, a ull three
quarters o top-perorming sales organizations said
they were consistent in this activity. There is a
disconnect somewhere.
At some point, as your sales organization grows, youll
nd it more cost eective to insert specialists into
the process rather than ask your closers to manage the
entire process. To triple sales, instead o tripling the
size o the sales organization, the smart money looks
or ways to triple the e ectiveness o the best closers.
So how should you do this? What is the astest way to
break away rom the old habits and build new, scalable,
repeatable and aordable processes or creating newsales opportunities or your best closers?
The frst task is the task o defnition: Dont ght it
anymore. Go ahead and ignore the marketing purists
who believe sales and marketing are dierent. For you,
now, as you think about taking the next step in the
evolution o your sales organization and as you try to
stretch your very limited budget, the job o marketing
is to create new opportunities or sales. Period. Theend. The job o sales is to careully manage those
opportunities and relationships until they are ready
to become customers and provide eedback on ways to
streamline and improve the marketing activities.
Get on the same page. Get on the same page with
what a customer actually looks like less than a third
o Miller Heimans study participants agreed that their
Triple The Eectiveness O Your Best Sales PeopleBen Bradley |Managing Director, Macon Raine
Continued on next page
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sales and marketing organizations were aligned in what
their customers want and need.
Decrapiy your marketing: A January 2009 Customer
Experience Panel conducted by IDC Global asked which
o the ollowing is the #1 thing a rep can do to improve
the value o your relationships with the sales team and
the vendor they represent? More than 40 percent o
respondents said: Put aside the generic sales pitch.
This meansit is okay to go o message or o-brandas you help your people build sustainable relationships
with your customers.
Give sales people time to do what they do best:
It is easy to under-estimate the amount o work
required to convert a qualied lead into a sale. From
justiying ROI, recruiting and coaching an internal
champion, managing expectations and competitive
positioning, the skills required or successul sellingare very dierent rom the skills required or successul
prospecting. Expecting the same person to excel at
both is unreasonable.
Lead generation must become a core competency:
Cold calling, trade shows, advertising and other big
marketing tactics still work or lead generation.
However, the time is not ar away when a consistent
program o long-tail content, SEO and word o mouth
marketing will become your primary source o leads.
The time is now to star t understanding this reality and
begin preparing your organization or the inevitable.
Simple data matters: In B2B, it doesnt take a rocket
scientist to know that you cant sell something to
someone unless you know their e-mail, title, mailing
address, company aliation, and phone number. In
other words, you cant sell something to someoneunless you know who they are. Getting the right data,
keeping the data clean and cultivating the contact
data until the prospective customer is ready to have a
conversation matters more than most think. I you love
your data, your data will love you back.
Slightly more complex data is even better: Once
your data is clean, you are then ready or the big time
with lead scoring and modeling online body languageby tracking a prospects visits to the website, webinar
attendance, downloads and other behavior to determine
the best times to enage the sales team. You cant do the
un stu until you get your data under control.
How many net new names did you add to the CRM
each month? Dont be content with the existing
database. Every month there should be a concerted
Triple the Eectiveness o Your Best Sales People(contd)
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Triple the Eectiveness o Your Best Sales People(contd)
eort to bring new names into the CRM. Even i you
have a huge fow o inbound leads into your website
each month, the acquisition o new names ensures your
marketing remains proactive as you hunt or new
key accounts.
The type o person who is comortable cleaning data,
who understands key account selling and is happy
being the guardian o data is very dierent rom the
type o person who is happiest in ront o customers.It may be the best qualied person or this role is
not a sales person at allbut rather a specialist that
understands the tools and techniques o marketing
AND selling.
Ben Bradleyis managing director o Macon Raine,
a public relations and marketing agency. Known or
wearing plaid and sweater vests beore they were
popular, he writes about the intersection o marketing,
technology, and business. As an avid indoorsman, his
primary interests include technology adoption, change
management, micro-fnance, network and physical
security, collaboration, networks, and groupware.
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You may have noticed it already, or it may be lurking in
the background. Youll see it soon enough.
Your traditional lead qualication methods are under
attack rom new social media. And that is not a bad
thing: its a good thing. As long as you recognize it.
Traditional Lead QualifcationTraditional lead qualication strategies are based on
two implicit assumptions. First, that there is an innite
number o leads. Second, that those leads are largely
independent o each other.
The combination o those assumptions leads most
businesses to think o lead qualication as an exercise
in eciency. Heres a sample quote rom one lead-
qualication vendors website:
your selling assets can spend their valuable
time selling to prospects that have the need,
the budgets and the necessary decision making
ability to purchase. No longer will your sales
arm have to waste time failing around trying
to nd the gold nuggets within an inquiry pool.
In other words: the goal o most approaches to lead
qualication is to get rid o those least likely to buy,
in the least costly manner possible. And as long as the
two implicit belies hold truethere is an unlimited
number o leads, and they are all independent o each
otherno problem.
How Social Media Changes the GameEnter new social media. Suddenly assumption number
one looks nave. It always was nave; we all knew in
the back o our minds it was nave, but we could aord
to ignore it. But now that you can slice and dice data
about potential customers in innite ways, the nite
nature o that number appears much more clearly.
Yet the real killer is assumption two. The whole point
o all social media is that they are, in act, social.Your customers talk to each other. In a nutshell, thats
the revolution.
As I heard SAP put it a ew months ago, CRM systems
used to capture all the dialoguebetween seller and
customer. Only now, theyve realized that was only
5 percent o the real dialogue. The other 95 percent
o the real dialogue happens between customers.
How Social Media are RuiningYour Lead Qualifcation StrategyCharles Green |Founder and CEO, Trusted Advisor Associates
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How Social Media are Ruining Your Lead Qualifcation Strategy(contd)
Charles Greenis an author, speaker, and world expert
on trust-based relationships and sales in complex
businesses. Founder and CEO o Trusted Advisor
Associates, he is author oTrust-based Selling and
co-author oThe Trusted Advisor. He has worked with
a wide range o global industries and unctions. Charles
works with complex organizations to improve trust in
sales, internal trust between organizations, and trusted
advisor relationships with external clients and customers.
He spent 20 years in management consulting. Hemajored in philosophy at Columbia University and has
an MBA rom Harvard. A widely sought-ater speaker,
he has published articles in Harvard Business Review,
Directorship Magazine, Management Consulting News,
CPA Journal, American Lawyer, Investments and Wealth
Monitor,andCommercial Lending Review, and is a
contributing editor at RainToday.com.
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Customer Relationship Management began as a
process to help companies manage their customers
and potential customers using a database ull o
inormation about their buying habits. It helped
companies maintain and improve customer relationships
and hone in on the most successul and promising
target audiences. From there an organization could
concentrate on potential new sales, support, and
marketing strategies to retain customers and nd
new ones.
Now we have progressed to Social CRM, which takes
the original CRM concept and adds new communication
channels via the social web, all with the goal o
creating better customer relationships. No longer
do customers just call and speak to customer service
representatives; customers speak to each other,
comment on articles, research common opinions,
and blog. The emergence o social media orcescompanies to track what is being said about them and
who is saying it. When a company isnt aware o public
sentiment, clients and customers may perceive that
the company just doesnt care enough to respond.
A recent Nielsen survey ound that Twitter is
the primary online communication medium today.
Twitters unique visitors have increased 1,382
percent since 2009. So why not use this popular line
o communication to positively engage customers
and build trust and brand loyalty? Here are some
suggestions to help you leverage Twitter and Social
CRM generally:
Brand AuditingBe aware o what is being said
about your companys brand. Watch criticism, review
eedback, and pay attention to marketing successesand ailures.
Making the Personal ConnectionSmart salespeople
have always gathered personal details about their
customers. They have always used this inormation
to deepen relationships with clients by sending them
birthday cards, communion cards, avorite chocolates
and the like. But now we have the Get Social Twitter
Pro Module, which helps companies leverage customerrelationships by tracking a clients last 20 Tweets
to develop insight about the clients lie and
daily activities.
Market TrackingCompanies can track users and
consumers who love a product but arent necessarily
customers o a particular brand. For instance, I have
Use Social CRM to Improve CommunicationsCheryl Hanna |Blogger, Service Untitled
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Use Social CRM to Improve Communications(contd)
a Keurig coee maker which I nd incredible, yet I
was not the purchaser. Still, positive consumers like
me are potential customers.
Company SupportSocial CRM systems can track
keywords and give continued support about a
product. When someone rom the company is
listening, angry customers can be immediately
identied and reerred to a customer service agent
who can act upon negative comments and avoidpotential damage.
Practicing Social CRM invites customers and clients
to interact with a company and manage customer
relationships with more success while saving money
rom potential unknown re storms and risking the
loss o valuable customers.
Cheryl Hannais a real estate agent and reelancewriter living in South Florida. She writes about
customer service and the customer service exper ience
atwww.serviceuntitled.com. You can email her at
[email protected] or see her posts atService Untitled.
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At a high level, Social CRM vendors and Enterprise 2.0
vendors are pitching the same product.
They use similar words: collaboration, share,
engagement, conversation, and social (oops, maybe not
all the same words). The concepts o what they deliver
are very similar as well: collaborate with customers to
build a better business, collaborate with employees to
build a better business.
Unortunately, that is where the similarities end.
As strange as it may sound, I have encountered no
Enterprise 2.0 initiatives that have actually made
direct contact with the customer. Almost as i doing
something or them is sucient and talking to them
would ruin it. In spite o all the talk o customer-
centricity, the Enterprise 2.0 projects are still pretty
much company-centric.
The reverse o the coin is not much better. CRM and
Social CRM projects have been bragging about their
customer ocus or quite some time as well. They point
to dierent implementations o Customer Experience
Management or similar CX initiatives as proo that they
care about the customer.
Talk is cheap. Wihle CRM and Enterprise 2.0 initiatives
oten gather customer eedback, that eedback is
seldom used or even understood. Whatever good
intentions are present in trying to make CRM and
Social CRM more customer-centric, vanish in the reality
o implementation.
Hmmm. Maybe, just maybe there are similarities we can
work on.
The two initiatives want to be customer-centric,
both want to be more collaborative, and both are not
getting it right the rst time around. Maybe, just
maybe
Compatibility through goals? Sure.
As a matter o act, the proposal o building a social
business on the way to creating a collaborativeenterprise relies on that compatibility o goals. The
concept o creating a shared platorm where customers
and organizations can work together to create a better
process that will deliver greater value to both o them
is not fawedit has been proven to work quite well.
Organizations that work jointly with their customers,
giving them access to the necessary systems as i they
were employees, tend to have happier customers.
Is Social CRM Compatible with Enterprise 2.0?Esteban Kolsky |President, thinkJar
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Is Social CRM Compatible with Enterprise 2.0?(contd)
There is something to that idea
Is compatibility o goals the only area where
Social CRM and Enterprise 2.0 are pulling in the
same direction?
I you dig a little deeper, the two projects leverage
similar tools. Features, bells, and whistles may vary
rom one camp to the other. But at the core, the basic
unctions are the same.
Collaboration, Integration, and Platorm-driven
development are the same whether you are talking
about customers, consumers, partners, or employees
and unctions. The jobs may dier, but the tools
used and the systems and platorms they rely on are
similar. Vendors have not explored these similarities
in details. Its here that the promise o collaborative
enterprise shines.
We have similar goals, similar inrastructurewhat
about similar operating pr inciples?
This is going to be the critical point in blending these
two disciplines going orwardhow they operate so
that all stakeholders benet, while building value or
the organization.
Convergence will be less about technology and
goals, those are easy, and more about making it
all work together.
Dont you think?
Esteban KolskyEsteban Kolsky is the ounder o
thinkJar, a consultancy and think tank specializing in
helping vendors develop better enterprise applications
and users create awesome strategic customer exper iences.
He previously was an analyst with Gartner, researching
customer service and customer experience, and assisted
with the planning and deployment o several hundred
CRM, call center, and contact center solutions or Global
2000 organizations.
Today he continues to help vendors and organizations
to improve their relationships with customers andis recognized as a thought leader in the areas o
collaborative enterprise, social business, social CRM, and
all matters related to customer interaction management.
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One o the enduring questions in the social media
landscape is: Can we really use social tools to move the
needle nancially? That topic was met head-on recently
at an event in San Francisco titled How to Turn Word o
Mouth and Social Media into Sales.
Here are some takeaways rom the speakers remarks at
the sold-out gathering:
Who:Becky Brown, Director o SocialMedia Strategy, Intel
Comments: The brand advocacy
program is a huge part o how we
measure social media success at
Intel. We listen to infuencers who
are talking about Intel. The company uses two main
social media tools: Radian6 to measure sentiment
and Objective Marketer to manage campaigns. Be
resourced, Becky said. Use employees and advocatesand agencies.
She said it was important to use listening tools to
nd people who are not your brand advocates, who
are negative advocates. And take it on yoursel. You
cannot ask an agency to read all your posts or you.
You cannot get college grads to handle your Twitter
account. These are real customers talking about your
brand, so engage with them directly. I dream o a day
when I have a team dedicated to positive and negative
responses on these networks.
(Disclosure: Im a member o the Intel Insiders social
media advisory group.)
Who: Tony Lee, Vice President o
Marketing, TiVo
Comments: Summed up the credoo Silicon Valley well: I youre not
ailing quickly, youre not doing an
interesting enough experiment. Take
chances. Launch multiple programs and initiatives.
TiVo stands traditional marketing on its head w ith
its decision to incentivize and reward its long-time
customers over newcomers just coming into the
showroom foor. We now give our best deals to ourbest customers. (Yay! Ive had two TiVos since 2004
and wrote about the company in my book Darknet.)
Your customers arent stupid. There are times when
you need to listen. I a customer is screaming and
rude, others will understand. Its OK to ignore people
who are rude.
Four Experts on How to Turn Social Media into SalesJ.D. Lasica |CEO, Socialmedia.biz
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Four Experts on How to Turn Social Media into Sales(contd)
Who: Rob Fuggetta, CEO, Zuberance
Comments: Rob cited a company
that assayed customer loyalty with
the ultimate question: How likely
are you to recommend our brand
or product to a riend? Customers
responding 0-6 were considered a detractor; 7-8 a
passive; 9-10 an advocate.
Great advice: Rob told brands to involve customers byinviting them to respond to questions and make it
easy or your advocates to engage with your brand.
He pointed to a campaign by HomeAway, a vacation
rental site, and said that its success lay in interactions
with its communitywe just gave them a way to
connectrather than oering giveaways or ree T-shirts.
He pointed to a lawsuit just brought against
TripAdvisor, which was sued or deamationbecause, the litigants alleged, the hotel guests
posted inaccurate reviews. Audience reaction?
Overwhelmingly on the side o TripAdvisor and the
unettered fow o opinions, right or wrong.
He talked about a $20,000 investment by ClubOne that
led to a $180,000 return69 percent o participants
in a 14-day ree oer brought a orm into ClubOne to
try out a membership, and 15 percent o those people
purchased memberships. You can measure with great
specicity the results you get rom social marketing.
Final words o wisdom? Put in $1 and get $10 back
by launching a word o mouth campaign that stokes
genuine conversations about a product or service. This
is earned media, not paid media, where abrication
and marketingspeak hold sway.
Who: Michael Brito, Vice President oSocial Media, Edelman Digital
Comments: Michael underscored the
dierence between a brand infuencer
and an advocate. Advocates are talking
about your brand even i you ignore
them. Infuencers, or the most part, require incentives.
They oer insights into a product in exchange or a quid
pro quo, such as access to write a story.
It all comes down to trust. Edelman issues an annual
trust barometer, where publishers and journalists are
high on the list (rst time Ive heard that in a decade!)
while marketers are not. I you look at your advocates
across the Web, their reach is much greater than being
eatured on the ront page o TechCrunch, he said.
Listening and doing nothing is worse than not listening
in the rst place.
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4 Experts on How to Turn Social Media into Sales(contd)
J.D. Lasica,one o the earliest social-media strategists,
is a consultant to Fortune 1000 companies as well as
mid-size companies, startups, and nonprofts. He is widely
considered one o the worlds leading authorities on
social media and the revolution in user-created media.
J.D. is chie executive o Socialmedia.biz, wrote the book
Darknet, about emerging media, ounded Ourmedia, the
frst (ree) video hosting site, and speaks at a wide range
o conerences. J.D. lives in the San Francisco Bay Area.
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