Date post: | 12-May-2015 |
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Business |
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Mark Tamis [email protected]://marktamis.com@MarkTamis #scrm #socbiz #e20
Social CRM – Insight into the Customer Journey
A Communications Revolution
Social Media – Anytime, Anywhere, Anybody
What has changed ?
The greatest danger in times of turbulence is not the turbulence;
it's to act with yesterday's logic.
Jobs To Be Done and Desired Outcomes
You Don't Want a Drill,
You Want a Hole in the Wall
Performance and perception expectations
Outcome Expectations
From Goods-Dominant to Service Dominant Logic
Brands as Identifiers: Brands constituted a way for customers to identify and recognize goods on sight. Brand value was embedded in the physical goods and created when goods are sold (output orientation).
Brands, therefore, were operand resources and had value-in-exchange. Individual goods were branded to potential customers who remained passive in the brand value creation process
CRM Augmented Engagement1900s-1930s : Individual Goods-Focus Brand Era
Brands as Functional Images: Creating unique brand images became key in an increasingly competitive environment. Customers selected brands to solve externally generated consumption needs. Brands were part of the market offering.
Brands as Symbolic Images: Goods were seen as increasingly similar in terms of their utilitarian attributes. Consequently, brands were selected to solve internally generated consumption needs. Brands were independent of the actual market offering
1930s-1990s : Value-Focus Brand Era
Brands as Knowledge : Customers constitute operant resources and thus active co-creators of brand value. Brand value is the perception of a brand’s value-in-use to the customers
Brands as Relationship partners : Brands have personality that makes customers form dyadic relationships with them. Brand value co-creation process is relational and thus requires a process orientation.
Brands as Promise : Internal customers (employees) are important brand value co-creators and operant resources
1990s-2000s Relationship-Focused Brand Era
Brands as Dynamic and Social Processes: This most recent era highlights that not only individual customers but also brand communities and other stakeholders (all stakeholders) constitute operant resources. Thus, it highlighted that the brand value co-creation process is a continuous, social, and highly dynamic and interactive process between the firm, the brand, and all stakeholders.
2000s - : Stakeholder-Focus Brand Era
Customer and Business Value Co-creation
Desired Outcomes for Customer and Business
Tangibles to Intangibles
The Experience Economy
Exchange is fundamentally, primarily about the intangible rather than the tangible.
This focuses the organization on the solution that the customer is seeking
The tangible content cost of their product becomes smaller and smaller and the brand rises in value and importance
Propaganda to Conversation
Service-dominant logic argues that communication should be characterized by conversation and dialog. This approach should include not only customers, but also employees and other relevant stakeholders that may be affected by service exchange. All stakeholders need to be part of the market dialog.
Business & Customer Intelligence Value
Proposition
Capabilities Customer & Business
Outcomes
Business Vision & Strategy
Portfolio
Service
Feedback & analysis
Capabilities and Collaboration
Cross-Touchpoint Experience Management
Flow is completely focused motivation- Csikszentmihalyi
In flow, the emotions are not just contained and channeled,but positive, energized, and aligned with the task at hand
Flow could be described as a state where attention, motiva-tion, and the situation meet, resulting in a kind of productive harmony or feedback
Mihaly Csikszentmihalyi
Customer Journey Mapping
Reduce Frictions In The Customer Flow
Service-Design logic is driven by an innate purpose of doing something for and with another party,and is thus customer-centric and customer responsive
The Experience Continuum
Actionable Insights
The Links In The Service-Profit Chain
Source : HBR Putting the Service-Profit Chain to Work
Social CRM Framework 2.0
TheCollaborative
EnterpriseCustomers
Employees
Channels
Partners & Suppliers
The Collaborative Value Chain
Source : Esteban Kolsky & Mark Tamis
SocialNetworks
Consumers&
Communities
Everyone Impacts The Customer Flow