deloitte social media congres 2010 (final)

© 2010 Deloitte Consulting BV – All rights reserved

Social Media Congres 2010Theo Slaats – Partner CRM Deloitte


Contents

Social Media and the Customer

Social Media Strategy and Example Cases

What are the Benefits?

Where to Start?

2

Social Media and the Customer


Power of Social Media

4


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

5


Social Media 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

6


Predictions indicate that 2010 is the year where the market

requires clear ROI for Social Media

7

• Research indicates that

companies view their initiatives as

“experimental”

• Still executives demand to see the

Return On Investment for all

Social Media initiatives

• What elements can be further

explored?

1. Let’s not forget for who we are

doing this: the Customer

2. Let’s put some smart thinking

behind the initiatives: develop a

Social Media Strategy


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

The influence of social media on our relation with customers

reaches further than use of new technology

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

Expansio

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

8

Social Media Strategy and Example Cases


To approach the Customer effectively your Social Media

initiatives need to be aligned with your business goals

Business goals

Social Media strategy*

Customer

relationships

Operational

Excellence

Product Leadership

Listening

Monitoring of your customers’

conversations

Talking

Participating in two-way

conversations customers have

Energizing

Help customers sell or make

introductions to each other

Supporting

Enabling your customers to

support each other

Embracing

Helping customers to come up

with ideas to improve products

Gro

wth

mo

del

*source: Forrester


Some sample cases

Business goals

Social Media strategy*

Customer

relationships

Operational

Excellence

Product Leadership

Listening

Monitoring of your customers’

conversations

Talking

Participating in two-way

conversations customers have

Energizing

Help customers sell or make

introductions to each other

Supporting

Enabling your customers to

support each other

Embracing

Helping customers to come up

with ideas to improve products

Example: Online Customer Intelligence for WNF

Example: Hallo for

KvK

Gro

wth

mo

del

Example: Deloitte

Innovation

*source: Forrester


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 tagclouds. Based on the tagcloud further

analysis can be made

Business Value: Risk management, customer retention, effective campaign positioning, brand

value

Customer Value: Charity goals and values better aligned with customer needs

Case example: WNF Listening

12


Case example: KvK Hallo!

Type: Community development and management

Case: Business to Customer and Customer to Customer Support

Business Value: Customer insights, cost reduction through customer-to-customer support,

brand value and image building

Customer Value: Customer-to-customer support and opinion, knowledge sharing, social

networking and collaboration, lead management

Supporting

13


Type: Idea generation and management

Case: Deloitte Innovation created an innovation platform which gives employees the opportunity

to post and possibly develop their new business ideas. These ideas are rated on business value

and the best ideas are chosen to be developed into new service offerings with financial and

entrepreneurial support of the organization

Business Value: Innovative ideas which deliver competitive advantage in the market

Customer Value: New innovative service offerings to drive business value with

Case example: Deloitte Innovation Embracing

1414

What are the Benefits?


Social media presents some risk …

• Substitution

• Reputation

• Intellectual property & confidentiality

• Employee behavior

• Loss of control

• Quality & reliability of information

16


… 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

17


…and benefits can be measured

Social feedback cycle

Social feedback cycleSeveral companies use the social feedback

cycle to justify the ROI. The social feedback

cycle states that previous conversations have a

positive effect on the consideration fase

customers can be in and marketeers have to

bridge to initiate the purchase. Effective usage

of social media can turn into positive

Net promoter score

Net promoter scoreThe Net promoter score can be used to

calculate the customer satisfaction and

promotion. Some companies have related these

results to financial figures of the initiative and

concluded that an increase of the NPS has a

positive effect on the financial figures.

Digital Footprint IndexThe Digital Footprint Index (DFI) is a single benchmark score that is

tracked over time to measure the effectiveness of a brand’s social

media efforts, as well as success relative to competitors. The index

measures three dimensions:

Height: The quantity of conversation and content about a brand

Width: The level of consumer engagement, interaction and sharing

Depth: The level of message saturation and sentiment or tone

Digital Footprint Index


Reality check: the first real business case of a social media

project remains to be developed…

19

• We have to accept that not all aspects of social media are measurable and thus

building a real business case remains difficult

• At the same time, many traditional measures can be used: email marketing offer click-

through rates, sales opportunity conversion, first-time call resolution

• New social “sentiment” measures like social conversation buzz, reach and value need

to be added to the equation

• Don’t let the upcoming ROI debate prevent you from starting your social media

initiatives: define goals, start small, measure and evaluate results, and grow quickly!

• Only by measuring your initiatives and sharing your results with the community of

social media practitioners, the crowd can create more insight in the benefits of social

media in different contexts

Where to start?


Looking back at our Social Media strategy model:

listening is always the first step

21

Business

goals

Social Media

strategy

Customer

relationships

Operational

Excellence

Product

Leadership

Listening

Talking

Energizing

Supporting

Embracing

Gro

wth

mo

del

Step 1


Step 2 is to articulate your Social Media Strategy

and Social Media Delivery

Objectives & Goals Audience InsightsImplementation

Plan

Execute Manage & Grow

Social Media Strategy

Social Media Delivery

Value Effort

As is

Release1

Release 2 Ambition

Audience

Value

Business

value

Organi-

zational

effort

Technical

effort

Prioritize

and plan

© 2010 Deloitte Consulting BV – All rights reserved23

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 CRM, Cloud Computing 1183 AS Amstelveen

The Netherlands

Tel: +31 88 2882531Mobile: +31 6 [email protected]/crm

Member ofDeloitte Touche Tohmatsu

http://www.deloitte.com/about

mailto:[email protected]



http://www.deloitte.nl/crm



deloitte social media congres 2010 (final)

Documents

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