Social Care: The Next FrontierThe evolution of traditional business models

Who is Your Social

The Oxyma Group

The services we offer

Our Passion is Social Success

Clients we already share this passion with

AGENDA1. Who is Your Social2. Why social care3. What is social care4. How to be customer centric

Break & Networking

5. Maturity model framework6. Measuring social care performance7. Global case studies8. Conclusions

Why social care

Our customers live in a multi-screenworld

They are getting used to doing thingsdigitally

And they expect an answer quickly

65% of customers believe that social media will drive

a faster response

We are optimally organised to give answers

quickly

We adapt our processes to ensure timely, efficient and excellent

social care

We harness data from our customers to add value to the

customer relationship

We will have to listen to the conversations around

our brand

And identify the customer journey and information needed in each phase toprovide excellent customer

experience

We are available for our customers when they are online

And create socialservice content to meet their information needs

We will have to move from a reactive or proactive to a

predictive brand

What is Social Care

Social care is customer service done on and through social media

Involving all the organisation’s departments to address solutions

Simplify the relationship that users have with brands through social

media channels

We will need to offer omni-channelcustomer care

Technology is our ally to drive personalisation

Creating 360 degreecustomer profiles

And add value by using predictive data

To be customer centricand help our customers

before they have an active need for help

Customer Centric

Being customer centric is about the experience, not just the product

Innovation means as well the way we interact with customers, and

adding value to them

The biggest hassle of flying is not the flight. It is going through the

airport quickly.

Delta just eliminated the check-in to get you faster to the flight.

The biggest hassle of cabbing is not the taxi.

It is waiting for a cab.

Uber has significantly reduced waiting time for a cab.

The biggest hassle of shipping is not the box. It is going to the

postal service.

Amazon eliminates the need to go to the postal service with arranged

pick up.

The biggest hassle of buying a car is not the car.

It is going through the dealer

Peugeot lets you buy a car entirely online by visiting a converted

phone booth

The biggest hassle of dealing with your bank is waiting queues and

IVRs

Emirates NBD allows you to deal with the bank through a chatbot

Social care brings value and innovation to the way we listen,

resolve and learn

Maturity Model

Phases of Maturity

Inactive Reactive Proactive Predictive

Social media presence with minimum content in just few channels

Does not listen or react to opportunities and complaints, just conversational management when they talk to us only

Very low response rate and high response time

Preparing for social care, but customer care still happens through traditional channels

Social presence has settled down and content marketing has increased

Social care channels start to take off and response rate has increased

Minimum social listening, direct mentioning or hashtags

Social care is reactive and primarily based on inbound questions and complaints

Social care is proactive and used to actively engage with consumers. From complaints management to relationship building

Generates more interactions from one conversation

Through active social listening can spot opportunities and complaints within the earned media spectrum

Customer care is omni-channel and based on predictive data and analytics offering consumers help before the need for help arises

Maturity Model FrameworkInactive Reactive Proactive Predictive

Goal

§ Understanding how customers use social channels for customer care

§ Prioritise strategic goals for social care

§ Amplify existing customer care efforts through the use of social media

§ Improve conversation and feedback§ Improve customer relation§ Understanding the customer journey

§ Adding brand value based on customer behaviour.

§ Deciding on next best activity to help customers before they have a need for help

Data & metrics

§ Offline customer data, like demographics, contact details, policy details

§ Basic social data as questions, comments, reviews.

§ Response time and rate§ Storage of high level customer

feedback

§ Sentiment§ Customer satisfaction§ Net promoter score through social

media

§ Insights lead to adaptive and predictive customer care strategy

§ Social data harvested, stored and combined with CRM to create 360 customer profile

§ Omni-channel analytics§ Customer lifetime value§ Customer feedback loop

Channels§ No presence or little presence

on social channels§ Focus on 1 or 2 social channels § All social channels § Omni-channel

Organization & resources

§ Agency support in planning for social care

§ No formal processes and responsibilities for social care

§ Basic social care team consisting of customer care representatives

§ Processes and responsibilities defined for social care

§ Centralised social care activities

§ Knowledgeable team for proactive social care (relationship building, sales, leads, marketing)

§ Processes and responsibilities adapted to proactive social care

§ Centralised organisational model

§ Digital team with digital skills (combination customer and data roles)

§ Hub & spoke organisational model

Tooling & technology

§ Traditional customer care tools, like helpdesk, call center and self service tools

§ Live-chat tools§ Social media monitoring &

conversation tool for direct questions and comments

§ Continuous social media monitoring for proactive conversation management and reputation & risk management

§ Social media management systems incl. content creation

§ Omni-channel tooling (CRM, analytics, social)

§ Innovative technology (chat bots, AI)

§ Data management platforms

Social Media Organisational Model

Ad hoc connections within the organisation

manage content marketing and

social care

One department controls all efforts,

supporting departments

A central team coordinates content

and care, but empowers others to participate (spokes)

Central and multiple hub teams within GEOS coordinate content and care

Each employee is empowered to act on behalf of the brand

Decentralised Centralised Hub & Spoke Multiple Hub & Spoke

Holistic

Inactive

Reactive

Proactive

Predictive

Budget

Time

Level of digital transformation

Digital Transformation Path

Pillars of our Strategy

1. 2.

3.

ROI

4.

1. Knowing– who is the brand target audience, what are

their shared interests and desires?

2. Reaching – who and where are our customers and

how do we reach them using social care?

3. Engaging – how do we interact with our customers

and drive engagement?

4. Servicing– what role will service through social media

play for the brand as a social care brand?

Knowing

EngagingServicing

Reaching

Organisation Processes & Guidelines

People Tools

• Centralised organisationalmodel

• Social care part of customer care

• Social hub

• Social media policies• Social media care

• Social media management systems

• Platform owned tools• Workflow and

cooperation

• Social roles and responsibilities and FTEs

• Social trainings and knowledge

Plan

Act

Do

Check

Deeper customer engagement

More effective and relevant customer care

Effective and efficient customer conversations

Integrated community strategy

Effective customer care operations and governance

Positive Business Outcomes

Organisational Needs

Measuring Performance

From Inactive to Predictive

Customer Care

Publishing & Management

Listening

Reporting & Measuring

CRM / sCRM

1. Inactive - use of social media natively on the channel.

Without active listening, just conversational management

and native reporting.

2. Reactive – use of social channels through publishing and

management tools. Advertising included. Social care done

when users mention the brand or hashtags.

3. Proactive – use of robust tools to centralise almost all

functionalities. Social listening to spot opportunities outside

our brand spectrum.

4. Predictive – full brand integration within All-In-One tool.

Using all capabilities from reporting and sCRM tools to

support the digital strategies.

What is a perfect scenario1. 24/7 support through social channels, wherever our

customers are. Social care team in centralise swifts

2. First acknowledge within 10 minutes

3. Escalation and resolution within 1 hour

4. Response rate will grow as the maturity model

moves from inactive to predictive – from 0 to 100%

5. Number of responses and resolutions will depend on

the industry and markets we are in

Customer Centric Strategy

OFFLINEDATA

COLD SALESCALL CENTREMOBILE STANDEVENTS

Data Center & CRM

CLIENTSAUDIENCESMARKETSSERVICESCOMPETITORSTRENDS

ONLINEDATA

Content Marketing

Influencer Marketing

Campaigns

Content PublishingAudience Management

Paid Media Advertising

Content Curation & UGC

Dynamic AudienceTARGETING

DISTRIBUTION

Localization at Scale

Behavioral Hypertargeting

Case Management

Brand Care

Customer Care

Community Care

Real Time Marketing

SALESB2C B2B

B2C

Global case studies

Global case studiesEmirates Airlines social care

Inactive Reactive Proactive Predictive

Before 2012 Emirates Airlines had an account on Facebook only where they used to attract new travelers and generate travel intention to Dubai.

Without social care presence or strategy

All is a learning process

Beginning with 50 transactions per day via

Facebook private message in 2012

Split social media presence, marketing and social care

Today, the airline’s consultants handle more

than 1,000 queries a day via the two social media

channels.

With 24h support

They split between conversational management

and social care

”Our  social  media  customer  service  complements  other  existing  channels  so  customers  can  reach  us  in  the  way  they  find  most  convenient.”

No matter which country or channel you are, accessible

everywhere at any time, in 14 languages

March 2012 August 2012 January 2015 2016

Global case studiesKLM is pretty big. It operates in 65 countries and takes 26m passengers each year. Producing content is pretty easy; people like planes, they're amazing.

They have 130 dedicated social customer care employees, social payment for customers, flight attendants supplied to take social enquiries offline and an updating Twitter header displaying average response times.

KLM receives around 35,000 questions every week on social media. 75% of these are on Facebook, with the other 25% predominantly on Twitter.

KLM social care

Global case studies

When our content and social care strategy reaches reactive stage we will have to do social listening and monitor what happens on the corporate channels.

Through this listening we will achieve two things:

- Create a culture of social care directly on our specific channels

- Support the content marketing team and reduce their implications on the care side

Social listening and cross channel active social care - spotting conversations with our corporate account or between other users - is what makes outbound strategies effective and efficient.

Social care support - cross channel

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JetBlue:Twitter is a channel where customers expect quick responses. As a result, you’ll likely want to respond to mentions and inquiries quickly. Many companies dedicate full-time employees with the task of responding to customers and potential customers on Twitter.

Xbox is another great case study of social care, where customers ask technical questions and social care is so responsive they solve the issues within minutes. Gamers can’t wait. Xbox, knowing their community, meets their response time

Global case studiesSocial care done the right way

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Global case studiesSocial media risk management – British Airways case

FINDINGS:British Airways lost the suitcase of this Twitter user’s father, and what did he do? He promoted a tweet that was seen by 76,000 users. Not only going to customer service within the terminal is enough, going on social media to make a public complaint is done in 2 out of 10 cases.

But promote a tweet is going the extra mile to reach thousands of people and harm the brand as much as possible.

To make things worse, BA failed to respond to the promoted tweet for eight hours.CONCLUSIONS:

Having a dedicated team 24/7 is really needed for certain businesses. Mostly with those where the customers can be using the company at anytime of the day: Airlines, Banks, Insurance, Healthcare, eCommerce, etc.

Our social care has to lead by example and not just preach about us doing it. We will need to show them we are who we say we are. And if done correctly, people will start generating buzz and word of mouth about us, driving advocacy and future sales.

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Global case studiesFINDINGS:When companies and brands activate their social care option, the users will be more likely to use it.

If they use it and there is an immediate response, the perception of the service will be brilliant, converting them into advocates.

On the other hand, if they make use of it but the company is not responsive or avoids using the social care to solve the problem, what happens is totally the opposite.

CONCLUSIONS:Once we open social care, guidelines need to be put in place. All social care needs to be solved within the channel it starts, unless it needs escalation and a higher customer agent needs to step in. Here more options of personal and a social approach can be implemented, like Whatsapp social care. Or a final phone call to solve the issue after the use of social care.

Social media risk management – Cigna case

Conclusions

Social Carehappens on social media, escalations and

resolutions, depending on the level of complaints, can be taken off social

Customersneed fast and human acknowledgement from

the brand. Resolution can take longer, but they need to feel there is someone behind the

channel

Listeningis mandatory to understand who is talking, about what are they talking, how can we support and where do we need to support

Maturitycomes with planning and strategy

Measuringand analysing the performance drives growth

and scalability. Without tools the maturity takes longer