1. Social Media and Customer Support?
A Work in Progress v5
The Five Tenets

2. Agenda Five tenets of social and support
Background and supporting information
Definition and scope – what are we talking about?
The challenge
Attributes (7 Vs)
Two very different models - hierarchies vs. networks
The “Know Me” factor
Who do we pay attention to?
Long-term strategies –
Scenario based planning model

3. 5 Key Tenets for Social Media and Support
The following should be considered in the context of your business
Let social support social
Pay attention to the health of the network
Continuous improvement of customer success and realized value
Listen, learn and improve
Get the issue into the best channel for resolution
Direct issues that are best handled in another channel to that channel (self-service, forum or assisted)
Cross functional response capability/responsibility
Monitor and influence the collective voice
Influence programs that recognize and nurture high value contributors (like MVP, trusted partner or enthusiast designation)
Listen to and engage the individual voice - based on criteria
Dependent on the “know me factor” and cross functional response capability

4. Let Social Support Social
Pay attention to the health of the network
Nurture and enable (don’t manage)
Empower “value creators” (MVPs)in the community to monitor/manage
Encourage one to many and many to many

5. Continuous Improvement of the Customer Experience
Listen, learn and improve
Cross-functional responsibility and alignment to the strategy
Who in the organization is listening? Everyone!
Identify liaisons in every function of the business; marketing, sales, support, product management, development
KM processes
Solve loop - Capture, structure for reuse
Evolve loop – pattern, cluster, trend identification
Tools?
Some capability available but still requires human assessment/intervention

6. Get the Issue to the appropriate channel for resolution
Be quick to identify and respond to the issues that only you (the vendor) can resolve
Enable seamless/painless movement from one channel to another
In support forum a “click to open ticket” (integrates the forum with the CRM/assisted model)
Measure “channel appropriateness” and identify ways to make it easy for the customer to do the right thing.

7. Monitor and Influence the Collective Voice
Text Analysis
Mentions
Sentiment
Identify, recognize and support the “influencers”
“MVP” or “VIP” designation
Access to key people inside the company

8. Listen to and Engage the Individual Voice – based on Criteria
Respond to the “right people”
Cross-functional response capability
The “know me factor”
Know who is important to you and why
Know, but don’t support the “trolls”
The challenge of cross-channel idenities
Be careful not to encourage undesirable behavior or set expectations you can not fulfill

9. Background and Supporting Information

10. Notes from the Team Meeting on Social Media
Our challenge: there was general agreement in the room that social is an opportunity... unless we choose not to engage, in which case, it's a threat.
We believe: the current organizational structure isn't fit for engaging in a high-volume, highly visible, high velocity #globalsocialmobile world.
So how can we change our organizations--incrementally or dramatically--to engage the social world properly?
Small companies have an advantage -- this may be a good time to start with brand-new organizational models.
See the notes in the CSI Wiki

11. Business Model Influences Criteria
High level objectives and goals
Life cycle model (customer touch points)
Engagement strategy; transactions vs. interactions vs. relationships
Financial implications?
Maintenance/service revenue impact?
Entitlement - impact who and how we might engage in social channels?
Risk factor – does endorsing community/social media create liability?

12. Definition and Scope Social media is…. transparent/visible to many
Content that expresses opinions/experience/information (stuff)
or –
interactions among individuals and groups
Social Support n. \ˈsō-shəl sə-ˈpȯrt\
“Service and support offerings where voluntary customer actions meaningfully change the customer experience for those and other customers—either in support, or indirectly in the rest of the whole product.” (offered by David Kay)

13. P2P Support . Crowdsourcing . Open Innovation . User Groups
Forums . Answers . Resources
Ideas . Concepts . Features
Groups . Events . Blogs
WOM . Ratings . Reviews
Engagement &
Loyalty
business needs
Unique
Customer
Support
Insights &
Innovation
Awareness &
Commerce
Find / Buy
Use / Support
Improve / Enhance
Help Others
Offered by Nitin Badjatia

14. Some Interesting Attributes to Consider for your Social Media Support Capabilities
Volume Velocity Visibility Viscosity Variety Voices Value
(scale, capacity) (speed, time to know, time to capability) (transparency, amount known, empowered) (resistance to change) (diversity, source of innovation) (influence and acknowledgement) (co-created, improves relevance)
Consortium for Service Innovation

15. Two “Incompatible” Models? New Support Models Needed
Interesting Attributes Scored 3
Volume 10 1
Velocity 8
Visibility
Viscosity 2
Variety 7
Voices ?
Value
Old Model
Structural capital
Hierarchies
Linear processes
Command and control
Activity-based measures
New Model
Social capital
Networks
Double loop processes
Alignment/engagement
Value-based measures
Consortium for Service Innovation

16. Consortium for Service Innovation - 2010
Vendor Centric View C
Vendor sees themselves as the center of the universe
Vendor views customer as consumers of their product(s) (consumption model)
Customers push issues to the vendor
Vendor responds to customers who meet the vendor defined conditions
Vendors decide who they will collaborate with
Value proposition is based on price point or unique capability C C
Vendor C C
Consortium for Service Innovation

17. Customer Centric View
Vendor’s collectively pay attention to customer needs (intent listening)
Vendors push relevant information to the customer
Customers’ buy decision dictates who the vendors will collaborate with
Vendors collaborate to ensure customer success with their piece of the technology stack
Value proposition is focused on servicing all of customers needs
…and daily life competes for customer attention and personal priorities
Consortium for Service Innovation

18. Above & Below A New Line Being Drawn
Flat, learning oriented, engaged, value-based
Customer success-led, collaborative, intent listening, push model
Hierarchical, linear, command & control, activity-based
Center of the world, consumption, customer meets criteria, pull model

19. More About “the Line”
A line dividing the normal, continuous flow of individual & social (customer) experiences…
…from the vendor’s infrastructure of data, systems, and business processes.
Limit of Insights & Visibility
Entry to Processes
Edge of Infrastructure
Firewall
Limit of Customer Data
Point of Control

20. The Cloud gets Bigger! Communities and Social Media Self-Service
Customer
Exceptions
Self-Service
Community
Assisted
Assisted
User Interactions
Web Portal
Support Center
Development/
Engineering
Product
Management
6/19/2018

21. The Individual Voice Communities and Social Media Engage with
User Interactions
Listen to the
Individual Voice
6/19/2018

22. The Collective Voice Communities and Social Media Influence the
Community
User Interactions
Influence the
Collective Voice
Listen to the
Collective Voice
6/19/2018

23. The “Know Me Factor” Who is talking…. Who is listening?
Too many interactions to keep track of?
Who is important?
Too many people to know?
Influencers
Too many different identities across channels
Customers who buy
Customer preferences/comfort level with each channel
Reconciling identities across channels

24. Who do we care about? High Low Highly Active Customers
Buying Behavior (frequency & amount)
Potential
Customers
Switch the axis? Get the bars to be bottom up.
Non-
customers
Low
Influence (on others In the network)
High