Doing a live blogging demo at the Social Media and CRM 2.0 seminar in DC today. Actually doing this post as a demo with the group. Some of the key topics from today were:
- Authenticity in blogging
- Netiquette
- Strategy - why even begin blogging
- Connecting with customers, employees, media, management, analysts and the public in general
More tomorrow.
Drumroll, please...announcing:
What: 2007 Social Media & CRM 2.0 Professional Certification Seminar
Where: San Francisco, CA
When: March 27-28, 2007
Learn more: http://www.bptpartners.com/socialmedia_agenda.aspx
On March 27th and March 28th, I'll be co-hosting a two-day professional seminar, "Social Media & CRM 2.0" along with Paul Greenberg (Author, "CRM at the Speed of Light" and principal at BPT Partners). This event will be held at the offices of our friends Fleishman-Hillard here in San Francisco. (Thanks, Fleishman!)
The 2007 Social Media & CRM 2.0 Professional Certification Seminar is endorsed by Rutgers University Center for CRM Research, CRMGuru.com, the National CRM Association, Greater China CRM and CRMA Japan.
Topics include:
Why the new social media: Communications and the era of the social customer -- Traditional means of doing this through messaging marketing campaigns are no longer adequate. The new social media, blogging, user communities, podcasting and social networking are increasingly become tools of choice for businesses. Learn the why's, where's, and what's in the segment on the strategic framework.
The Business Blog Field Guide -- Every publication from Business Week, Forbes, The Wall Street Journal to online white papers warn businesses the blogging is not an optional endeavour. Those that don't will not survive, so we are going to give you what you need to not just survive the on rush but prosper. This module will explain how to produce a blog, what the benefits are, and what conditions you need to make it a success.
Components of Blogging -- You have the framework with the first 2 modules, now we're going to get down. You've created the environment, time for you to get what you need to know to actually write the business blog in a consistent and timely way.
Customer Communities and Social Network Analysis -- In this session, you will learn about the value of social networks, customer communities and the tools and practices to facilitate their creation and maintenance. If you do it right, your customers will be the advocates you desire and the business lifeblood you need for sustaining the kind of growth you've dreamed about - in collaboration with those customers you know to be important to your present and future.
The Theory and Practice of Podcasting -- This module will not only explain what a podcast is, why it's important to you as a business person, but how to actually produce a podcast. It will also bust some of the myths of podcasting that have already grown up around its young, explosive life. There is no form of social media that promises to meet the needs of the new generations of customers as well as this one - especially for those on the move. Imagine, having a good time creating something that can benefit your business - anytime, anywhere, any way you like? This module will give you the tools to do that.
Defining Your High Value Opportunities Using Social Media -- Now, we get down and well, sorta dirty. How does this directly apply to your business? What industry you're in, who your target markets are, will make a genuine difference in the approaches and applications of the social media tools. If you're a B2B business v. a B2C business, there will be differences in approach. If you want to use the tools for co-creation of value with your customers or for feedback retrieval and customer conversations it will make a difference. The final module will examine what those specific applications can be for specific business situations and models.
Learn more: http://www.bptpartners.com/socialmedia_agenda.aspx
In an earlier post, I put forth a checklist of things to think about before launching a business-oriented Web 2.0 effort (thanks, everyone). Going to continue that discussion here and get down to some tactics. In particular, going to look at a number of the things that one can do to help get a community on the path to critical mass and, more importantly, ongoing sustainability.
Like offline communities, online business-oriented communities grow over time based on the interactions of their members. As such, growing an online community takes time and dedication; there's no "just add water" silver bullet. (We're people, not sea-monkeys.) That said, there are a few things that can be done to get things off on the right foot. These are host graciously, act as a catalyst, and help community participants to achieve their goals.
Host Graciously: This means exactly what it sounds like. The job of hosting any interactive effort does not end when the site goes "live." Quite the contrary, actually. Some things that can be done:
Act as a catalyst: A host's job is not to "be" the show. Instead, the host should start snowballs rolling and enable others to engage with each other. Particular things that can be done include:
As anyone who has ever started any online group can tell you, getting things rolling can take a fair amount of effort. Some groups by their nature seems to have a sort of shyness with respect to individual contributions. While it's easy to attribute this reticence to personality, it's equally likely that it's due to other factors. That's why "ease of contribution" needs to be considered -- the less friction there is in the participation process, the easier it is to engage. Augmenting online efforts with regular face-to-face interactions also makes it easier for folks to contribute online, since there is a certain je ne sais quoi to that first face-to-face meeting that seems to catalyze later online interactions. Regular, outbound reminders such as newsletters and mailers also aid in bringing participants into the fold.
Help community participants to achieve their goals: Kathy calls this "helping users to kick ass." What this means is it's all about the customer.
Especially in the business-oriented world, it's critical to note that, while an online connection may initiate the interaction between individuals, the final exchanges of information are not always electronically mediated by the system. While forums and bulletin boards and comment threads make be the common means of interaction on Slashdot and Digg, many exchanges of business information already have well established paths, including email, phone and in-person conversation.
This is my look back at 2006 from the current issue of CRMGuru.
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By Christopher Carfi, Cerado Inc.
In 2004, there were a few odd shakes. Some organizations noticed them, but most ignored them, perhaps attributing them to the distant passing of large truck.
In 2005, a few small, but noticeable, cracks appeared in the fortifications that separated The Corporation from its customers.
In 2006, the cracks widened. For some organizations, portions of the fortifications began to crumble and crash to the ground, casting away long-held beliefs and practices as they fell. It was the year the reliance on one-way "control" of the customer began to give way to "conversations" in earnest.
While viewing the world through the three-sided prism of "sales," marketing" and "service" still holds as a reasonable way to characterize the breadth of CRM, these changes in customer relations affected all three areas very differently.
Sales
For some in sales, "CRM" is synonymous with Sales Force Automation (SFA). The problem is, very few customers want to be "managed" by their sales representatives. In 2006, those customers who "weren't going to take it anymore" started taking up arms.
We've entered an era rich with cheap, easy, accessible of online tools to publish in nearly any format. Consequently, 2006 saw an explosion of words, photos and videos of customers documenting their experiences with products of nearly every stripe. Did you see the photos of the exploding Dell laptop in Osaka? If you didn't, search on "dell laptop fire." Those pictures sparked Dell to recall more than 4 million laptop batteries, and the incident ultimately may cost Sony, which manufactured the batteries, hundreds of millions of dollars. Millions of customers shared their experiences with companies with the world via their personal blogs, as well as through online communities such as TripAdvisor. Consequently, salespeople have been put in the unenviable position of competing in a world where the customer is, in many cases, better-informed than they are.
Another trend that affects sales is the rise of a new type of corporate customer: the "bizsumer." These are individuals within large organizations who are making buying decisions at an individual level, oftentimes as a means to "get things done" in their groups without having to deal with the bureaucracy of their own organization.
The bizsumer is purchasing tools for project management, collaboration, business social networking and other systems at a price point that is often below the radar of centralized organizational planning—and usually delivered as an online service. (Joe Kraus, CEO of collaboration provider Jot, calls this purchasing things that are "expensable," rather than "approvable.") As such, sales has needed to embrace tactics that are much more common in the mass-market realm, such as online ordering and payment by credit card, which is a marked shift in the customer engagement process.
Marketing and PR
Of the three primary CRM areas, the areas of marketing and public relations made the most strides with respect to customer engagement. Not only startups but also behemoths such as General Motors, Microsoft, IBM and Sun Microsystems have embraced social technologies such as blogs and podcasts in a big way, as a method of getting their message out and engaging customers in the conversation about their products. These processes of engagement with customers through social media, however, need to be done correctly, and with unassailable ethics and transparency. As an example, Wal-Mart and Edelman, a PR firm, found themselves in significant hot water in October 2006, when it came to light that a blog framed as a "grassroots" effort of regular, everyday folk ("Jim and Laura," who were driving their RV across the country, from Wal-Mart to Wal-Mart and documenting it) was actually a planned marketing campaign, paid for by Wal-Mart and supported by Edelman.
It turned out that "Jim" and "Laura" were professional journalists on assignment. ("Jim" was Jim Thresher, a photojournalist for The Washington Post, and "Laura" was Laura St. Claire, a professional freelancer.) With incredible research tools at their fingertips, customers now can ferret out the truth about products and companies in only a few clicks. Despite such missteps, through social networking, other companies began to put a more human face on their organizations. An increasing number of companies are engaging with their customers directly online; answering their questions in the public square; and moving away from "marketingspeak" and toward developing deeper relationships with their customers based on actual interpersonal trust.
Beacons
And then came "support tagging." Stowe Boyd and Greg Narain, of the social application firm Blue Whale Labs, call these tags "beacons." A beacon is a post in a public place, such as a personal blog, meant to draw the attention of a service provider to an issue the customer is having with the company's products. In essence, beacons turn the service model upside down, drawing companies to the customer's site to help them, rather than forcing the customers to go through the often onerous support process prescribed by the vendor organization. (The vendor organizations respond to such beacons through diligent, often automated, monitoring of search engine results for new items containing their company name, their products or relevant phrases.)
When it works, a representative from the vendor organization, or even an individual who may be part of a larger enthusiast community, will connect with the customer in the customer's space and resolve the issue.
So I would call 2006 a sea-change year for CRM. Sales faced an ever-more-vigilant buyer. Marketing engaged with customers—and was called to task when it went overboard. Support is actually—surprise—supporting the customer, as opposed to purely being a cost center. The customer really is in charge.
(link)
John T. Unger gets a snowball rolling here. He's started a website, "TypePad Hacks," that is dedicated to user advocacy for folks using the TypePad platform. John says:
"I want to start with advocacy because I think it's the most important part of what I hope to accomplish here. At least, it's the one that means the most to me. Here's the scoop: I freakin' love TypePad. But I also get deeply frustrated when I run up against limitations to the service, or flaws, or bugs that make it hard to accomplish what I want to as a blogger."
So, he went and did it. He launched the site 28 hours ago. Check out the response.
I love this whole collaborative, customer-driven thing. When it works, it utterly rocks.
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