social: session 6: social crm tools: what makes sense and what doesn't

Social CRM Tools What Makes Sense and What Doesn't

Social

Tom PetrocelliSenior Analyst, Social Enterprise

Enterprise Strategy Group@tompetrocelli,

enterprisestrategygroup.com

04/08/2023 ©2012 SugarCRM Inc. All rights reserved. 2

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Agenda

The Socially Enabled CRM Situation The Goals and Benefits of Social CRM Integration and Alignment Focus on the Customer Ideas For Achieving Success Q&A


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How Is Socially Enabled CRM Different?

At present, it’s not any different Socially enabled CRM applications have the

same social features as all enterprise applications

There are no special clusters of features Social tools depend on the vendor more than

the application


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Preponderance of Social Tools In CRM Applications


Microsoft Dynamics CRM Salesforce.com Chatter/Sales Cloud

SAP CRM SugarCRM Ardexus WebMode, Mode

Zoho CRM0

2

4

6

8

10

12

Number of Social Features of CRM Applications

Not much variance here© 2012 Enterprise Strategy Group

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The Most Common Social Tools in CRM

Activity Streams Micro-messaging/Group Discussions IM or Internal Messaging File Sharing Task Sharing Group Calendar


Only 10% to 20% of tools are integrated into the CRM application

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Social Tools Deploy Widely


Company-wide At a departmental level

At a divisional level Individual em-ployees use on ad

hoc basis

Don’t know0%

10%

20%

30%

40%

50%

60%

70%

80%

70%

16%

7% 5%1%

65%

18%

10%7%

How has your organization’s deployment of social communication and/or col-laboration tools been rolled out? (Percent of respondents)

Social communication tools (N=239) Social collaboration tools (N=229)

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Socially Enabled CRM Situation

Social tools are deployed to as many people as possible and not targeted to CRM

When they are, there are a lot of tools There is nothing special about how social tools

are implemented within CRM Social tools are often not integrated into

enterprise applications Don’t despair: This is only the first wave


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Adoption Drivers

Don’t know

Other

To serve our customers better

To create more efficient business processes

To collaborate internally more effectively

To save on travel time and budget

To be more productive overall

To allow employees to use their time more ef-ficiently

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

4%

17%

67%

70%

75%

75%

77%

77%

4%

1%

12%

15%

16%

14%

22%

16%

Why did your organization deploy / plan to deploy socially enabled applications? What would you say is the primary reason for deploying / planning to deploy so-cially enabled applications? (Percent of respondents, N=212, multiple responses

accepted)

Primary reason for deploying socially en-abled appli-cations

All reasons for deploy-ing socially enabled applica-tions

© 2012 Enterprise Strategy Group

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Benefits of Socially Enabled CRM

Top BenefitsReduced Travel TimeMore efficient operationsTeams that work better togetherBetter decision making

Lesser BenefitsBetter Customer ServiceHigher Productivity


Only 36% of respondents claim to be able to provide better service.

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The CRM-Social Disconnect

Organizations want and get more efficient operations and collaborate better

Organizations want but don’t get higher productivity

Organizations don’t want better customer service and get that – which is not good


The benefits are working better internally rather than interacting with customers

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How Do You Achieve Benefits of Socially Enabled CRM?

Alignment & Integration with Business Processes

Focus On The Customer


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Inhibitors to Wider Adoption

Outside of costs and regulatory concerns inhibitors are:

Poor alignmentEnd-user resistanceLack of executive buy-in (i.e. More resistance)


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Integration And Alignment With Business Processes

Socially enabled CRM systems have too many features

They can’t all be useful to CRM processes Gap between expected benefits and actual

benefits maybe the result of misalignment with business processes

Social tools as deployed don’t support business processes well


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Characteristics of Social Tools

Mode Of Communication Persistence Users/Reach Threaded Response Time


Match the characteristics to the process you want to support

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Contextual Social Enterprise

Understand the context within which a user operates on a day to day basis.

Place social tools within the context of the user experience.


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What To Do About Integration and Alignment

Find the tool that people will actually use most of the time

Integrate the tools to the process not the other way around.

Consider the characteristics of social tools Be judicious; Don’t deploy every social tool

just because you can Hide what you don't use, train on what you do Deploy social tools as part of an enterprise

application or workflow


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Focus on The Customer

Overall IT is not using social tools to connect with customers

But CRM is about customers Social tools are not targeted to CRM needs


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What Doesn’t Make Sense

Micro-messaging on every entityIt’s like a fire hose of babble

Activity streams that report on everything everyone is doing.

It’s a distractionNot connected to processes or workflowsFollowing only works when users make use of core functions.

Integrated video/audio requires too much attention

You can’t multi-taskIt’s resource heavy


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What Makes Sense (Suggestions)

Make social tools part of customer-oriented processesBuild into CRM applications; Do not rely on general company solutionsKeep everything in the CRM system please

Target social tools to user activitiesGroup Chat for escalation in tech support/serviceMicro-messaging for quick tips and important updatesActivity streams for following daily account activityFile sharing for proposalsIM/Internal messaging as a replacement for out of stream emails.

Groups. Organize into groups. Groups help you see only relevant information


Think: Context. Relevance. Process.

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Example: Escalation in a Technical Support Contact Center

Real-time escalationGroup Chat because it’s carries an expectation of a real-time immediate response, multi-user, many-to-many, but single threaded.Can connect a first-tier agent with an second-tier escalation resource, and if that fails, an engineering resource.Customer is not on hold or has to wait for a call back.Better customer service drives the use of the social tool


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ESG Research

ESG Social Adoption Trends Survey, April 2012353 online surveys with IT professionals who were familiar with their organization’s current social enterprise, collaboration, and messaging efforts, as well as forward-looking strategies.Midmarket (100 to 999 employees) Enterprise-class (1,000+ employees) organizations in North AmericaMidmarket (44%), Enterprise (56%)Respondents by gender: Male (73%), Female (27%)Respondents by age: 25 and under (1%), 26 to 35 (25%), 36 to 45 (33%), 46 to 55 (32%), over 55 (9%)Multiple industry verticals including financial, communications & media, business services, and manufacturing

ESG Socially Enabled Enterprise Solutions Market Landscape Report, May 2012



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