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Social Care: The Next Frontier - Your Social Breakfast October2017
The document discusses the evolution and importance of social care in customer service, highlighting the shift from traditional business models to customer-centric approaches utilizing social media. It outlines a maturity model for social care, ranging from inactive to predictive phases, and emphasizes the need for organizations to adapt their strategies, technologies, and data usage to enhance customer interactions. The document also includes global case studies demonstrating successful social care implementations and the necessity for a dedicated, responsive team to successfully engage with customers across various channels.
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Similar to Social Care: The Next Frontier - Your Social Breakfast October2017
Social Care: The Next Frontier - Your Social Breakfast October2017
- 1. Social Care: TheNext Frontier The evolution of traditional business models
- 2. Who is YourSocial
- 3.
- 4. The services weoffer
- 5. Our Passion isSocial Success
- 6. Clients we alreadyshare this passion with
- 7. AGENDA 1. Who isYour Social 2. Why social care 3. What is social care 4. How to be customer centric Break & Networking 5. Maturity model framework 6. Measuring social care performance 7. Global case studies 8. Conclusions
- 8.
- 9. Our customers livein a multi-screen world
- 10. They are gettingused to doing things digitally
- 11. And they expectan answer quickly
- 12. 65% of customersbelieve that social media will drive a faster response
- 13. We are optimally organisedto give answers quickly
- 14. We adapt ourprocesses to ensure timely, efficient and excellent social care
- 15. We harness datafrom our customers to add value to the customer relationship
- 16. We will haveto listen to the conversations around our brand
- 17. And identify thecustomer journey and information needed in each phase to provide excellent customer experience
- 18. We are availablefor our customers when they are online
- 19. And create social servicecontent to meet their information needs
- 20. We will haveto move from a reactive or proactive to a predictive brand
- 21. What is SocialCare
- 22. Social care iscustomer service done on and through social media
- 23. Involving all theorganisation’s departments to address solutions
- 24. Simplify the relationshipthat users have with brands through social media channels
- 25. We will needto offer omni-channel customer care
- 26. Technology is ourally to drive personalisation
- 27. Creating 360 degree customerprofiles
- 28. And add valueby using predictive data
- 29. To be customercentric and help our customers before they have an active need for help
- 30.
- 31. Being customer centricis about the experience, not just the product
- 32. Innovation means aswell the way we interact with customers, and adding value to them
- 33. The biggest hassleof 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.
- 34. The biggest hassleof cabbing is not the taxi. It is waiting for a cab. Uber has significantly reduced waiting time for a cab.
- 35. The biggest hassleof 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.
- 36. The biggest hassleof 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
- 37. The biggest hassleof dealing with your bank is waiting queues and IVRs Emirates NBD allows you to deal with the bank through a chatbot
- 38. Social care bringsvalue and innovation to the way we listen, resolve and learn
- 39.
- 40. Phases of Maturity InactiveReactive 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
- 41. Maturity Model Framework InactiveReactive 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
- 42. Social Media OrganisationalModel 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
- 43.
- 44. Pillars of ourStrategy 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
- 45. Organisation Processes &Guidelines People Tools • Centralised organisational model • 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
- 46.
- 47. From Inactive toPredictive 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.
- 48. What is aperfect scenario 1. 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
- 49. Customer Centric Strategy OFFLINE DATA COLDSALES CALL CENTRE MOBILE STAND EVENTS Data Center & CRM CLIENTS AUDIENCES MARKETS SERVICES COMPETITORS TRENDS ONLINE DATA Content Marketing Influencer Marketing Campaigns Content Publishing Audience Management Paid Media Advertising Content Curation & UGC Dynamic Audience TARGETING DISTRIBUTION Localization at Scale Behavioral Hypertargeting Case Management Brand Care Customer Care Community Care Real Time Marketing SALES B2C B2B B2C
- 50.
- 51. Global case studies EmiratesAirlines 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
- 52. Global case studies KLMis 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
- 54. Global case studies Whenour 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
- 55. 55 JetBlue: Twitter is achannel 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 studies Social care done the right way
- 56. 56 Global case studies Socialmedia 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.
- 57. 57 Global case studies FINDINGS: Whencompanies 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
- 58.
- 59. Social Care happens onsocial media, escalations and resolutions, depending on the level of complaints, can be taken off social
- 60. Customers need fast andhuman acknowledgement from the brand. Resolution can take longer, but they need to feel there is someone behind the channel
- 61. Listening is mandatory tounderstand who is talking, about what are they talking, how can we support and where do we need to support
- 62. Maturity comes with planningand strategy
- 63. Measuring and analysing theperformance drives growth and scalability. Without tools the maturity takes longer