by Michael Maoz | April 1, 2013 | Comments Off
March Madness for me wasn’t watching as Louisville and Michigan blew threw the field, but about creating five conference presentations. Tomorrow starts the Gartner Business Process Management Summit at the National Harbor in Maryland, where I will be speaking on Customer Experience Management. Over the next few months it will be DC, NYC, San Francisco (x2), London (x2), San Diego, and Tel Aviv. That meant that ten presentations had to be put together, and a lot of the material is completely new. Hence my March Madness was trying to weave all of the thoughts together.
There is so much exciting change happening in the world of Customer Strategies. If you are a Gartner client you can read a piece of research that I published yesterday, entitled, “Social Media for CRM Will Force a Shift From Contact Centers to Customer Engagement Centers ,” where I talk about how customer preference to be engaged on Social Media rather than calling up a business is reshaping the “contact center” into a customer engagement center.
But one thing that has struck me over the past few months has been the emergence of new Social Business Models. Great young services like manilla (www.manilla.com/) for aggragating all of your bills securely in the Cloud, or Mint (www.mint.com/) where you can see your finances, and the service observes patterns in your spending and points them out to you. Or the barclaycard ring (www.barclaycardring.com/) where the credit card functions, features, and customer support are all built either by the customer, or with customer input. Or, if you are in San Francisco and want to see an innovative alternative to the rare taxis, you can try SideCar (www.side.cr/).
Now, after taking a hard look at your own so-called ‘social processes’ that you have placed in front of the customer in comparison to these new innovators, how do you feel as the CIO? On the one hand, it is exciting. Like being in a lower berth on the Titanic exciting.
What to do to innovate your customer processes at the speed of the best around you? Steal the best ideas of others! It is a time-honoured approach, and it will do you well.
Maybe we’ll meet at the Gaylord Center this week, or at one of the other five conferences where I am fortunate to be meeting so many of our great clients. Thank you as always for the honour.
Category: Analytics for Social CRM Applications CIO Cloud CRM Customer Centric Web eCommerce Gamification Gartner Customer 360 Summit Innovation and Customer Experience Leadership SaaS and Cloud Computing Social CRM Social Networking Social Software Strategic Planning Tags:
by Michael Maoz | April 1, 2013 | Comments Off
Over the weekend I began reading Heda Margolius Kovaly’s book, Under a Cruel Star. My fingers have been burning across the Kindle with this almost unbelievable reminder of what life was like in Czechoslovakia during the post-war up until 1968. History books, especially one so recent, put everything – everything – in better perspective. Any of you who are old enough to have spoken with relatives from central or eastern Europe who have memories of 1939 and onward have an inner ‘reset’ button that kicks in whenever work, taxes, building permits – whatever absurdity that life throws at you – seems to become too much. You know that this is a picnic compared with life in many, many areas of the world, and many ages that have proceeded ours.
This book in particular is like a shot of Atropine to the thigh when dealing with processes like the Magic Quadrant. Aside from how much the subject takes one down-tempo, one also reads of the massive disinformation about the beauty of life in a socialist / Communist society that Czech’s returning to the county after the war disseminated to their friends and family. It was a lie told for complex reasons.
And the tie-in to the Gartner Magic Quadrant? As an analyst, I have lost count of the number of times that a businesss executive has moved from one software vendor over to a rival, and suddenly the floodgates of flaws and imperfections about the previous company’s software and management pour out. The tales of intentional sowing of misperception and misrepresentations just about numb the senses.
In 1958, for the Spring edition of the Paris Review, Ernest Hemingway was interviewed by George Plimpton, and they spoke about the art of writing, and about how to find the essential truths. Hemingway answered, “The most essential gift for a good writer is a built-in, shock-proof, shit detector. This is the writer’s radar and all great writers have had it.”
Whenever I’m asked why the “MQ Process” chews up so much time, I think of Hemingway. In order to get a position on a vendor and the product right, the analyst needs to listen to many sources. Integrators, consultants, sales execs, vendor management, end-users of the product and services, competitors, other analysts, more end-user customers, IT leaders from the inside who have the war-wounds from standing up a quality system. Somewhere in the interstices lies the truth, and we are grateful to all of you who participate so generously in providing us with the impressions, data, information that are needed to arrive at a quality assessment on a Gartner Magic Quadrant.
OK, this week we will hold our Gartner BPM Summit, and I hope to see some of you there!
Category: Applications CIO Cloud Innovation and Customer Experience Leadership Tags:
by Michael Maoz | March 20, 2013 | 1 Comment
If I had to pick a time when the modern world began, it would be Holland in the 17th century. Back in 1987, Simon Schama wrote a brilliant history of the Dutch entitled, The Embarrassment of Riches, and in his work he describes how a combination of open immigration policy, open markets and industrious and well educated people allowed a tiny country to emerge a powerhouse.
Looking out over the categories of analytics tools that have emerged over the past five years, we seem to be entering a Golden Age of Information. The glut, overflow, surfeit, and/or your favourite way to classify our excess of data means that this Age comes not a moment too soon. Looking at the variety of data: embedded sensors in objects ranging from bridges to automobiles to mobile phones to clothing, and video feeds, audio, speech, text – in a wide range of formats and from an almost infinite array of devices – we have our work cut out for us.
Here is where many clients struggle: when listening to the vendors, the words bandied about overlap: Big Data, Analytics, Personalization, Presence, Contextual, Decision Support, Mining….,. The fact is: they are all right. But one of the disciplines that Larry Ellison instilled in his marketing folks has always been: if someone else could use the same term, then it’s not good enough for us.
I’m updating the list of analytics vendors who improve customer engagement – making it more intentional, more based on a complete view of the customer and his/her history with the enterprise. In each of the 12 major categories there can be three to 23 vendors for each area. An example? Social Analytics. I look at just a few of the vendors, but colleagues like Carol Rozwell would look at eight times that number.
So here is a suggestion: look at the opportunities where your business could do a much better job at driving higher revenue per customer, or helping drive their loyalty, and start there. Don’t ‘go big.’ Go small, go incremental, see what works and how the bits fit together. Big Data is just emerging, and we are entering a period where great things will be possible. Now we need a cartographer to map the solutions across all customer-facing interactions.
I guess that means it’s time to get to work – we encourage your ideas as well!
Category: Analytics for Social CRM Applications CIO Innovation and Customer Experience Social CRM Strategic Planning Tags:
by Michael Maoz | March 11, 2013 | 1 Comment
Anyone whose job it is to improve the customer experience (unless you are a Chief Customer Officer reporting to the CEO with Board approval and support) has a tough mission. Almost an impossible one. You are playing the Role of Roscoe Arbuckle in the Keystone Cops, running about with seeming authority, sycophants in tow, but ultimately failing. The reasons are well known by consumers, but appreciated less by most corporate officers outside of a few visionary businesses. It was pretty straightforward to understand the customer when they walked into the store. It is crazily difficult to understand them when 90 percent of the time they are outside of your control when talking about your goods and services.
Where are consumers going for help? Pinterest, Path, Twitter, Facebook, Communities/Forums, Google Search, Youtube, Howcast – for starters. This is the new Hydra, and you as CIO or Marketing leader are not going to be given the chance to complete the Twelve Labors that Heracles set to when he killed the Hydra. Where do you start? What is your core job? Customer Experience? No. To quote the American Marketing Association Board of Directors, “Marketing is the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large.” (http://www.marketingpower.com/aboutama/pages/definitionofmarketing.aspx). Not customer experience. And what is the CIO’s core job? It is to support whatever goals that the CEO sets out, through the application of information technology. The CEO is not going to tell the CIO to support, as a primary objective, a great customer experience. OK, unless your CEO is on a par with Tony Hsieh or Chip Conley.
What is the point here? The point is that currently leaders in Digital Marketing or Social Media or the office of the CIO are being given, as a side directive, to improve the customer experience, while they are still tasked with tactical goals that are inconsistent with an understanding of the overall customer experience. They lack a comprehensive view of the customer, or an inventory of the key “make or break” processes that drive loyalty and spending. Yet despite this, it is they who have the fabulous budgets, and not the Chief Customer Officer / Experience Officer – or whatever they might be called in some enlightened businesses.
Here is a homework assignment: go find the customer experience map by which all parts of your organization navigate the business of growing a loyal and profitable customer base. When you find it, send it to me. I have one – for a company I am quite attached to – and seeing another is always great. By the way, attendance for our upcoming Customer360 Conference in San Diego (1-3 May 2013 -http://www.gartner.com/technology/summits/na/customer-360/) is great – and I look forward to speaking with a lot of you! Thanks for the support. As me about a customer experience roadmap and I’ll share one with you!
Category: CIO CRM Gartner Customer 360 Summit Innovation and Customer Experience Leadership Social Networking Social Software Strategic Planning Twitter Tags:
by Michael Maoz | February 22, 2013 | 2 Comments
CRM SaaS business applications began with a wimper back in 1999 reminiscent of a litter of hungry puppies. Over 90 percent of the vendor products, and often the vendor them self, then called Application Service Providers, disappeared. Salesforce.com and RightNow Technologies were two that made the transition. It was the same time that the Distance Learning vendors were chasing a hot market, which then grew cold, only to re-ignite when they re-formed as the Social Software market. Suddenly the mundane was hot.
A few large software companies promoted the term Cloud loudly, while taking pains to avoid defining what, exactly, was meant by Cloud that made it any different than application outsourcing. In 2013 we are not much further along. By strenuously refusing to reveal the critical elements of Cloud application architecture, the market for Cloud, and the subset of software as a service (SaaS), is akin to the mystery meat served in your High School cafeteria when you were a kid. What, exactly, is that stuff?
And it matters. Maybe if your vendor’s data center (or the one where they lease space) is in the US, and you are running your applications in the US, you don’t really care. But if you are in South America or Central / Eastern Europe, Africa, or almost all of Asia, the laws of physics will catch up with you if you are integrating old legacy system data with data sitting in an ACD / IVR / CTI application in another country, and an application server and multi-tenant data server with you customer information sitting in yet another country.
Simple stuff is simple, but difficult computations, analytics, workflows - if reliant on backend data mixed with data sitting in a giant shared file server somwhere – that is tough, and no one is doing it well and no one is talking about it. Vendors are whistling past the graveyard and hoping you will whistle along rather than ask for references.
If the G-20 economies sputter after three years of cranking back from the abyss, we’ll see how much tolerance your CFO has for pushing the boundary of Cloud business applications. HCM? Easy. Sales automation for business people? Easy. Survey software, email, chat? All pretty easy. But many other functions are tough, and what you are getting is yesterday’s technologies repackaged as Cloud – not a new and more flexible platform to respond to growth and hard times alike. It’s not really like a utility in the end, is it?
It is early days, and for SaaS to live up to its promise in areas like complex consumer customer support centers, a lot of technology investment is going to have to happen that has not happened yet.
Category: Applications CIO Cloud CRM Leadership SaaS and Cloud Computing Sales Force Automation SFA Social CRM Social Networking Social Software Strategic Planning Vendor Contracts Tags:
by Michael Maoz | February 11, 2013 | 1 Comment
Often when listening to a CIO talk about technology and top priorities, I have the feeling that I have been pulled through to the set of the wacky 1999 classic, Galaxy Quest. For those of you who might remember this bizarre but intoxicating film, a loopy bunch of over-the-hill sci-fi writers are abducted by aliens. The Aliens have watched the TV series about Outer Space written by the writers. The Aliens think the writers are brilliant, and they feel that with the help of the writers they can overcome their Space Nemesis, the Sarris.
About now you are wondering: are all of the wheels on the bus? You be the judge of that, but the point is, when I listen to a CIO who is convinced that Big Data and Mobile technologies, and Social Platforms are just the ticket to advancing business, at first it sounds compelling. Then, digging a bit further, one realizes that they are relying on a lot of technologists who have demonstrated over and over again that they have little empirical grasp of what a “Customer” or a “Prospect” or an “Influencer” is.
I was reminded of what great can look like reading an obituary today of John E. Karlin, the famous Human Factors engineer who did so much ground-breaking work on how to dial a telephone. We still use his basic layout when we dial a standard phone. He was just brilliant: a professional violinist, a doctorate in mathematical psychology, an electrical engineering. And more importantly, he was joined at the hip with the end consumer of technology. His teams always had real humans to probe and question and challenge them. He would watch them, listen to them, analyze their wants and needs and expectations.
Compare that to your CIO. Usually he/she has no respect for a term like customer relationship. Doesn’t think it can be managed. Doesn’t want to sit and talk to the customer. Well, hardly ever. Instead, 98% of the time is spent with folks removed from the day-to-day customer. And just as bad, cut off from prospects, or former customers who have defected. Or from the folks in Corporate Communications who listen and analyze the customer experience.
You know who the CIO’s frustrating CRM journey is most frustrating to? The end customer. And when you meet that exceptional CIO who really gets it, it is always the same: they are right there, rubbing elbows with customers. Like the great technologists at Fidelity Investments R&D centers, or at Starwood, or Amazon, or Tesco, Bank Leumi, and dozens of other places. They are bringing together ethnologists, psychologists, BI experts, Human Factors folks, and examining what makes a customer walk away with a feeling of satisfaction and trust.
Does this sound like you? And if you are not the CIO but the VP of Marketing, Customer Care or Social Media, are you working in tandem to create create processes? A ten minute conversation with a CEO basically answers that question: when she/he gets it, it happens. Otherwise? Otherwise it is Galaxy Quest.
By the way, after two years, we updated our research on creating a Social strategy for CRM: How to Establish a Social Strategy for CRM (if you are a Gartner client you can follow the link here: http://www.gartner.com/resId=2332115 ). Also, I hope to see some of you at the Gartner BPM Summit, 2 – 4 April 2013 at the National Harbor, in Maryland (http://www.gartner.com/technology/summits/na/business-process/). I’ll be speaking, and so will many of my favorite colleagues.
Category: Analytics for Social CRM Applications CIO CRM Innovation and Customer Experience IT Governance Leadership Social CRM Social Networking Social Software Strategic Planning Tags:
by Michael Maoz | February 8, 2013 | 2 Comments
How do we like the productivity gains brought on by software and robotics so far? Whether it is retail, or manufacturing, or travel or hospitality, there is a lot of dislocation out there helped by automation. Put those together with cyclical economic pullbacks, and a segment like banking, for example, can really feel it: 150,000 fewer people receiving a paycheck in just 24 months. Examples: Bank of America said in September 2012 that it would eliminate 30,000 jobs by the end of 2013. Citigroup: 11,000 jobs wiped out. UBS AG: 10,000, Commerzbank: 6,000 jobs after cutting 9,000 after merging with Dresdner Bank in 2009, Lloyds Banking: 15,000 cut, Barclays lops off 9,000. But why stop there? We could go over to telecoms and find 5,000 at Alcatel, or Nokia Siemens Networks in the process of reducing 17,000, and last year T-Mobile let go over 3,000 folks in their contact centers. Automation is a thing of dreadful beauty, and good for the bottom line, if not employees.
How is social media impacting any employment trends? Aside from moving the deck chairs, are any of the new social processes for crowd-sourcing answers and advice adding or reducing jobs? Will it change in a positive and dramatic way? There does not appear to be data to indicate one way or the other if Social Networks and Media will create or destroy jobs, and which jobs would they impact if they do.
Maybe a more interesting question would be: do any of the new Cloud technologies do anything to enrich anyone other than investors and owners of the software companies themselves? What value is all of this collaboration unlocking for the participants inside of a business?
An interesting question for the long haul will be: how happy in the end will consumers be, depending on social networks to uncover answers and solve problems and receive advice, versus receiving great answers and advice directly from the manufacturer or provider of the product and/or service? Is there a best heuristic to predict how sentiment will shift? Something like the introduction of the IVR or Email was meant to lower costs and improve service – regardless of how it turned out. Now organizations are attempting to respond to the consumer desire to interact with one another to act on their own behalf. Will customers continue to love the Social Care and social media, or will there at some point be a backlash where they figure out that all of this was necessary because businesses were so pitifully inept at delivering good customer service or so focused on profit that they didn’t care?
At the moment just about no one is measuring the ROI of Social Engagement, and consumer sentiment remains in the Honeymoon-phase of the relationship.
Anyone care to bet? Will the chickens come home to roost on Social Media in the enterprise? Or is it all clear sailing ahead?
Category: Applications Contact Center CRM Innovation and Customer Experience Leadership Social CRM Social Networking Social Software Tags:
by Michael Maoz | January 22, 2013 | 1 Comment
If you have not gone through the new 2013 Edelman Trust Barometer deck from Edelman Insights, check out their site: http://www.edelman.com/trust-downloads/global-results-2/. This global survey highlights some ideas that you know from your gut, but cringe when you read them. For example, that less than 20% of people believe that business leaders make ethical business decisions. Or that 18% of respondents believe that business leaders tell the truth. Maybe the upside is that the CEO has a very low bar in front of his or her self.
Another of the many questions asked was about the number of times the average person needs to hear the same message from an enterprise before they believe it: 68% of people said that they needed to hear the same message three-to-five times for it to stick. And if you want to be believed: be an “Expert” and not an “Industry Analyst.” Experts in a field are the most trusted business figures in the world, regardless of location or age group or industry.
That leads us to the strange land, laden with abstruse business Jargon, known as Jargonia. The map is particularly vexing for the region of “Social.” Maturity models and cross-functional collaboration and refining core principles, aligning metrics for value outcomes. Yikes. You get to feel Dorothy’s fears on the way to Oz: ”Oh! Lions and tigers and bears. Oh my.”
Not that the terms are not valuable. They just need to be attached to very concrete ideas on how to move from theory to action. Many of the Social strategies that companies are trying to put in place are hung up on the shoals of jargon. Rather than clear goals, like wiring diagrams explaining the complex skein of wires and welds beneath a motherboard, there is a lot of yammer and chatter. One of the responses to an earlier post illustrated a very nice, clear, and satisfying example of how Nestlé uses social media to detect, analyze, resolve and respond to a customer’s post on Facebook. Maybe everyone can’t have the resources of a Nestlé, but everyone can create clear, integrated strategies to resolve customer issues in a holistic way.
What does ‘holistic’ mean: social listening was tied to customer support. Customer support was linked to a customer database. There was access to a business rule. There was a rule to reach out and, proactively at this point, solve the customer’s problem. There was case creation so that the business could maintain a ‘corporate memory’ of the problem resolution. There was a “Closed Loop” system to get back to the customer, allowing the customer to see the elegant mechanism that had allowed Nestlé to recover from an initial glitch in the Contact Center, detected through Facebook. It was all about the outcome: a ‘win-back’ of a disappointed customer who is now ‘delighted.’ The final step, and I can’t say if it happened or not, would be to feed the analysis of how the process broke down in the first place BACK to the original source, and get it fixed. The best recovery from a bad customer experience is to not have the bad experience to begin with.
CIOs are in a terrific position to take a more ascendant position in Social strategies. They know a great deal about measurement, and about program management, regulations, fraud, security, and technology selection. Over the next three years, CIOs could be partners with global heads of digital marketing in designing systems that lead to greater trust, greater consistency, and, as a result, greater respect for the Brand.
Here is to a 2013-2015 where the CIO and heads of marketing and customer support band together to rewrite the map to great customer experiences.
Category: Analytics for Social CRM Applications CIO CRM Innovation and Customer Experience Leadership Social CRM Social Networking Social Software Strategic Planning Tags:
by Michael Maoz | January 17, 2013 | 1 Comment
Whenever I am in a large European Call Center, or Contact Center, peering at the screens that the poor denizens or these neglected warrens face every day, I expect to look down at my wrist and see my grandfather’s 1965 Bulova Accutron Spaceview wristwatch. Now THAT was a cool watch. Quartz crystal!! And, yes, it still had a tuning fork, and everything was visible through the beautiful case. Why that particular image? Because the interfaces for customer service, customer support, bill payment, advisory services, reservations, order management and the like are aged. “Aged” in a sense somewhere between Life Support and Assisted Living.
Take a quick look at the revenue streams of the largest software vendors in the world and profits have trended upward in direct correlation to the age of the desktop software delivered to Customer Service Contact Centers, and in inverse relationship to the innovations that they have delivered their clients.
What is the prognosis? The innovation train is off of the rails. Instead, the major vendors appear content to lose a percentage of the user licenses to niche best-in-class vendors, while the real innovation goes into Social and Big Data, Analytics, and mobile technologies. All of these initiatives are important. Vendors follow the money – that is what they are supposed to do; they are businesses with shareholders first and foremost, not philanthropists.
The irony is that business leaders and IT leaders speak with increasing urgency about the need to rethink the role of IT. They want IT more of an integrated part of the decision making about customer processes. Marketing and IT are achieving wonderful ends with Social Media and mobile commerce. All the while the customer service function drags its process knuckles waiting for crumbs from the business to overhaul the desktop. The current customer interaction desktop cannot support customer engagement on social networks or media. Those interactions are soloed in separate systems, running separate processes, which then may or may not be integrated, captured, and leveraged when the customer comes onto a ‘traditional’ customer service channel. It is a little like Albania during the years that it engineered its trains to run on a different gauge so that transportation would be difficult with the outside world.
When will the impasse be broken and the software market for large customer service centers with complex processes deliver a 21st century product that could be called a Customer Engagement Hub, open to customers across all channels, available across Europe and Asia and the Americas, for example?
Anyone care to wager when such a CRM system will come online? Will it be after the five years of hype around Social and Mobile and Big Data have somewhat diminished?
Category: Analytics for Social CRM Applications CIO Cloud Contact Center CRM Innovation and Customer Experience IT Governance Leadership SaaS and Cloud Computing Social CRM Social Networking Strategic Planning Vendor Contracts Tags:
by Michael Maoz | January 8, 2013 | 2 Comments
My “Triple Play” communications provider was the first to invest significant time, thought, and resources into Social Media. It built social listening, actively monitors and responds to Tweets and Facebook posts, and analyzes all of the social interactions of its customers. Why then, one might ask, do they fail so miserably at basic customer processes? A reasonable place to start is over in Customer Support. Not only am I a customer of this enterprise, but they are also a client, which means there is every reason to mask the identity of said business. It can be said from outside observance that the technical support team with whom customers interact is top-notch. They are well trained, do not rush, have a great attitude, and can usually get a problem solved.
Customer Support passes the customer satisfaction test, but the enterprise fails the customer satisfaction test. Here is a recent example: Six weeks ago came a request by the company to customers to upgrade the modems that they supply to take advantage of higher speeds. Ordering a new modem was a snap, and could be done over the telephone or internet or through the mail or in a store. What could be better than this all-channel option? So far, so good. And four weeks later, at the New Year, UPS delivered a new modem.
And now I began to feel like a genius. A genius in the sense that Jonathan Swift wrote in his epigraph to Thoughts on Various Subjects, Moral and Diverting, “When a true genius appears in the world, you may know him by this sign, that the dunces are all in confederacy against him.”
What happened? It is kind of funny, in a “Whose on First” sort of way. Here goes: The instructions for installation were a snap, as long as your home had no routers. As long as you have only one landline. As long as you do not mind that the Customer Support person for the telephone signal is a different person than for the Internet connection, even though the phone is IP telephony. And you don’t mind that three times the phone line goes dead during the transfer between departments. If you don’t mind waiting seven minutes after the third transfer and repeating everything you said on the initial call. But we worked through it all, after 39 minutes. Some ‘Snap.”
Ah, and then there is the ‘Satisfaction Survey.’ Satisfaction’ with what, exactly? The automated voice asks, “Thinking only about your last interaction…..” and I think… the one where I was cut off twice and the rest was self service? Or the original call that was great but partial, but with a human? And no matter how great, or how abysmal my answers were, there is statistically no chance I will ever hear back from them.
And now the final bit of fun: I must return their old equipment. But it is “EASY” it says on the instructions. Just wrap it in the box provided, tape the box with the tape not provided, attach the label provided and 1) bring it to a UPS drop box or 2) call UPS for a pick up or 3) find a UPS store and deliver it. Which did I want? The free pick up. But the UPS number rang and put me on hold for eight minutes and then the kind, helpful, and polite woman said: “Sir, your provider pays for the shipping, but not for the cost of pick up at your home.” Oh. Hmmm. (I would include an image of the instructions, but it would reveal the provider, which is not, for example, ATT or Verizon or DirectTV.).
Next step: I guess I’ll drop it in a UPS Drop Box, which I found conveniently from the UPS website in three seconds. And only three minutes from my house. But it is -13C outside. No problem. Not until I try to fit the box that the company provided into the Drop Box. It was too large. Natch. Again, I’ve got a cute photo of the box and the mouth of the Drop Box and all of the different angles that wouldn’t work that would be great for Instagram. So I drive off into the sunset (literally) and find the UPS Store using my mobile app. UPS, once again, couldn’t be nicer or easier or more friendly.
So: where are we? My provider’s social media engine is a Lamborghini – loaded with power and ready to scream down the Autobahn. But the CRM road it travels is like the rutted back roads around Guanacaste in Costa Rica. How will this fine company, with good customer service, understand that the disconnect between Social Media, where it is ‘really listening’ and the actual customer experience, where it has a blind spot, is causing a lot of lost good will, and a tremendous amount of wasted money in escalations, repeated calls, and client defection? Why force the customer to ‘complain’ into the Social Ether rather than create a truer picture of the customer experience?
These are not difficult issues. They seem to be intractable largely due to organisational silos. We likely all see analogous behaviours in our own organisations. I would love to hear more from those of you who have successfully overcome the natural splintering that happens within businesses!
Oh, one more thing: for those of you who are clients, we published the 2013 Social for CRM vendor guide listing as many of the key vendors for Social and CRM, and the subcategories: http://www.gartner.com/resId=2295516
Thanks again for your many insights.
Category: CIO CRM Innovation and Customer Experience Leadership Social CRM Social Networking Social Software Strategic Planning Tags: