social media - customer service.pdf
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Cover SlideVIPdesk Webinar Series April 6, 2010
Incorporating Social Media andIncorporating Social Media and Customer Service: How to Develop a
StrategyTodays Presenter:
Blake Cahill: SVP of Marketing, Visible Technologies
T d H t
Welcome to todays Webinar! The presentation will start shortly.
Todays Host:Mary Naylor: CEO, VIPdesk
Welcome to today s Webinar! The presentation will start shortly.
Todays presentation is being broadcast through the Internet. You do not need a conference dial-in number.
T h t d bi i l t th l k dTo hear todays webinar, simply turn the volume up on your speakers and you will be able to hear the presentation via your computer.
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About Todays Host
Mary NaylorCEOVIPdesk
Mary Naylor is the CEO and Co-founder of VIPdesk
VIPdesk provides concierge-quality contact center l i f l di l b l b d h h solutions for leading global brands through our
nationwide network of home-based demographically matched Brand Ambassadors, Concierge, and Customer Service Representatives.
VIPdesk provides its clients Concierge, Contact Center, and Social Media support services.
VIPd k i ti ll i d th h VIPdesk is continually recognized through numerous awards, including the Inc. 500, Inc. 5000, NCBEA Business Ethics Award, Stevie Awards for Women in Business and Smart CEO Future 50.
Confidential & Proprietary VIPdesk Information 2
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About Todays Presenter
Blake CahillSVP of MarketingVisible TechnologiesVisible Technologies
Blake is the SVP of Marketing with Visible Technologies
He develops and leads all of Visible Technologies activities/programs related to sales, business development, brand development, market positioningpress and analyst relations lead development and thought press and analyst relations, lead development, and thought leadership.
Blake is passionate about the role of social media in corporate communications and is a frequent speaker on the influence of communications and is a frequent speaker on the influence of social media.
He is a member of WOMMA and MTIX.
Confidential & Proprietary VIPdesk Information 3
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Company Background
Visible TechnologiesPowered by the industry-leading truCAST technology platform, Visible Technologies helps clients successfully monitor, analyze, and participate in Technologies helps clients successfully monitor, analyze, and participate in social media conversations, as well as protect their reputations online
Founded in 2005
d i ll i h l Headquarter in Bellevue, WA with 95+ employees
Sample Customers: Microsoft, Xerox, Autodesk, Dr. Pepper
Awards Won:
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Todays Agenda
Setting goals and objectives for your social media efforts
Getting buy-in
Resources required to successfully implement a social media plan
Tools to use
Measurement of success Measurement of success
And more!
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Wh i S i l M diWhy is Social Media Important toImportant to Customer ServiceCustomer Service Organizations?g
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SocialSocial Media HasMedia Has ExplodedExploded
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4 OUT OF 5 AMERICANS USE SOCIAL MEDIA.
Forrester,TheGrowthOfSocialTechnologyAdoption,2009
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of bloggers post opinions about products & brands
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of consumers trust peer recommendations
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of those users blog or tweet daily
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CONSUMERSCONSUMERS NOW CONTROLTHE CONVERSATION
(In other words)
CONVERSATION
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DONTDON T PANICPANIC
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Social StrategySocial Strategy Challenges &Challenges & Opportunitiespp
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Social Media Challenges for Organizations
Overwhelming amounts of datadetermining what to track and analyze
S i i i h d i f l d id if i Separating insights and issues from useless dataidentifying who and what matters
Communicating with your customers in an organized Communicating with your customers in an organized, effective manner
Coordination of ownership/participation across the Coordination of ownership/participation across the organization
ROI measurementsROI measurements
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Benefits of Driving & Engaging with Social Media
ReputationM tManagement
CustomerService
Marketing CompetitiveIntelligence
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Adoption spans the enterprise from: Marketing, Operations, Sales, and Customer Support
Product and Services Positioning
Research and InnovationStrategic
Trade Promotion Management
Product and Services Positioning
Customer Relationships
Customer Support
Customer Promotion Management
Trend and Sentiment analysis
Identify Consumer Segmentation
Enterprise Business Intelligence Integration
Marketing Relationship Management
Monitor Brand & Image
Manage Crisis Communications
Tactical
Marketing Relationship Management
Reputation Management
Be a proactive part of the conversation Adapt to Changing Market Conditions
Listen & Learn Engage & Respond
By Listening and Learning any organization will more effective Engage with and Respond to customer needs. Empower customers and create loyal and satisfied customers
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D l iDeveloping a Customer FocusedCustomer Focused Social MediaSocial Media Strategygy
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Social Strategy Objectives
Objectives for Social programs need to be clearly outlined so that team members understand the bigger picture surrounding their individual roles.
Some common goals include:
Changing customer service perceptions from negative to neutral or positivepos t e
Providing fence sitters (neutral and mixed sentiment) with technical information and guidance to promote educated purchasing decisions while increasing positive sentimentwhile increasing positive sentiment
Driving traffic and technical discussions back to the companys own forum and blogs
Building relationships with key influencers (top authors)
Building brand awareness
i i l Promoting special events
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Getting corporate buy-in
It is necessary to have corporate buy-in in order for any customer-facing program to succeedsucceed
Develop a plan and present hard data re: the benefits of social customer service to the corporate bottom line
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Th D d D tThe Dos and Donts of An Effectiveof An Effective Social MediaSocial Media Strategygy
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Before Getting StartedAsk yourself What do I want to know? What do I want to know?
What customers think about my company, competitors, service levels, products, etc.?
Issues or problems with my company's offerings?Issues or problems with my company s offerings?
Who needs to know? Executive team, service and support staff, managers, sales and
marketing department?marketing department?
What do I want to do with this info? Improve my offerings, stay competitive, retain customers?
Wh l t li ? Where are my relevant consumers online? yelp, citysearch, community forums, twitter, review sites?
What are the right topics to monitor? What key words or phrases should you be monitoring?
What tools should I use? Whats available to monitor and measure social media?What s available to monitor and measure social media?
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Begin with a Framework
Measure EngageLearnListen Repeat!1 2 3 4 5EngageListen
Listen to find the rightconversations,
Learn from the wisdom of the crowd about
Measure the impact on your brand and
Engage with consumers and key influencers
Repeat!1 2 3 4 5
conversations, sites and online communities
crowd about customer perceptions and experiences with your products and
brand and benchmark against your competitors to improve your business
key influencers to change negative perception and build brand loyaltyp
services and competitors
b y y
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DONT MARKETDONT MARKETYOUR MESSAGECREATEYOUR MESSAGECREATESOCIALEXPERIENCES
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SOCIALSOCIAL CONVERSATIONSCONVERSATIONSMUST BEMUST BE ALL-INCLUSIVE
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SOCIALSOCIAL CONVERSATIONSCONVERSATIONSMUST BEMUST BE VIBRANT
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SOCIALSOCIAL CONVERSATIONSCONVERSATIONSMUST BEMUST BE AUTHENTIC
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SOCIALSOCIAL CONVERSATIONSCONVERSATIONSMUST BEMUST BE TRANSPARENT
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Scaling Social Programs
Scaling the Program
Involvement for engagement will depend on the type: marketing crisis
Program D l t
Pilot & Listen Engagement Strategy Expansion
marketing, crisis management, customer service, tech support
Full time engagers should be able to respond to
i t l 20 60 th dIndirect
Engagement
Direct Outreach
Development
approximately 20 60 threads per day
Most companies will start with 1 3 part time, and ramp up to 2 3 full time engagers
d di
Learn
Engagement
or more, depending on volume and complexity of content
Listen
Strategy based on solid understanding of Influencer needs
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Defining Components
A ti bl C t t Actionable Content
Its important to identify for engaging team members what content is considered to be actionable, or engagement-worthy, content. Examples of commonly flagged content appropriate for engagement include:
Posts with positive, neutral, or mixed sentiment
Posts written within the past 5 days, or still have active comments
Posts where users are asking questions and requesting more information Posts where users are asking questions and requesting more information
Posts that contain inaccurate information about your brand or product
Blacklisted Content
Sometimes users will need to refrain from responding to particular types of content or sites where corporations are strictly prohibited from participation without paid subscription. Examples of commonly blacklisted content include:
Posts that are flaming raging or use excessive profanity Posts that are flaming, raging, or use excessive profanity
Posts that are older than 5 days, or no longer have active comments
Posts on sites X, Y, and Z which prohibit corporate participation
Pricing Discussions
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Five Tips for Success
Build strategy with scalability in mind
Monitoring should answer business questions
Execute disciplined participation
Measure and modifyy
Strategy + people + technology + services
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Be Where Customers Are
Dont just participate where your CEO thinks you should be
Id if h d d l Identify where your customers are and develop a presence where they can easily communicate with youy
Determining the forums in which to participate should be an early part of your research and planning
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How to MeasureHow to Measure Success
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Determine Success Metrics Early Wheres the ROI?
Conversation volume
Conversation Sentiment
Author Influence
RelevanceConversation Sentiment
How big is the space? What is the overall Whos
Relevance
the overall sentiment
?
How well are my engagements
important?
What sites areHow much
is relevant?
doing? What sites are they on?
Whats the overall topic breakdown?
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Success Metrics - Sentiment Analysis
Tracking changes in sentiment of conversations overtime (in conjunction with
ti t k b k tactions taken by marketers or organizations to move this indicator) is a KPI (Key Performance Indicator) that most best-in-class organizations have adopted.
Note: Our client data suggests that typically, less than 25% of statements made about any given topicmade about any given topic within the social media space contain sentiment.
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Case Study: DIRECTVy
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Listen Act Learn Adaptd d h b[ to immediate needs ] [ to change best practices ]
Listen Again [ for impact ]
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Case Study #2You Do Not Control The Message g
Our Loyal Customer
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Acting on LA LA over 30 days
Listen Act Learn AdaptListen Act Learn Adapt
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Listen Act Learn Adapti l lListen closely.
Act on what you hear.
Learn what is important.
Adapt Business Practices.p
=
Loyal Customers Loyal Customers
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Relevant Products & ServicesRelevant Products & Services
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Questions
Thank You
Blake CahillSVP of Marketing, Visible Technologiesblake@visibletechnologies.comgOn twitter at: @bcahillwww.visibletechnologies.com
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Upcoming VIPdesk Webinars
April 27: Learn how to improve your customer experience via a home-based team
May 11: Social Media: How it Fits Into Your Customer Marketing and Retention Strategy
May 25: Virtual Customer Care and the Financial Services IndustryFinancial Services Industry
For more information or to register for the VIPdesk Webinar series, visit
www.vipdesk.com.
Confidential & Proprietary VIPdesk Information 46
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Thank You for Attending!
Blake CahillSVP of Marketing
blake@visibletechnologies.comwww.twitter.com/bcahill
www.visibletechnologies.comwww.visibletechnologies.com
Mary NaylorCEO
mnaylor@vipdesk.comwww.twitter.com/vipdesk
www.vipdesk.com(703) 837-3501
Confidential & Proprietary VIPdesk Information 47
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Confidential- Proprietary VIPdesk Information 1
Website: http://www.vipdesk.com
Twitter: http://www.twitter.com/vipdesk
Facebook: http://www.facebook.com/vipdesk
LinkedIn: http://www.linkedin.com/companies/vipdesk
YouTube: http://www.youtube.com/user/vipdesk
Via RSS: http://twitter.com/statuses/user_timeline/23095083.rss
Incorporating SM and CS_Visible_040610Contact SlideSlide Number 1
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