Integrating Social Media into CRM
|発行||Frost & Sullivan||商品コード||288735|
|出版日||ページ情報||英文 20 Pages
The growth of social media is shaking up corporate customer relationship management (CRM) strategies. The ability of customers to broadcast their comments to a wide audience and impact brand reputation, sales, and loyalty has forced companies to listen more carefully to these users, and to expand their “hearing” range for company mentions from customer interactions, such as through the contact center, to casual conversations. The fact that many more people hear and act on the comments of others in real-time has shortened companies' reaction time to customer issues and sales opportunities. Meanwhile, companies now have a new and potentially lucrative marketing channel to help get their message out.
The social channel is prompting firms to reconsider the customer referral value (CRV) component in customer value (CV). CV, in its simplest form, is a combination of CRV and customer lifetime value (CLV). CRV as a factor in CV has historically been limited because of its reliance on individual word-of-mouth networks, and the difficulty that came with measuring its effect.
But social media is allowing customers to expand their social networks beyond their immediate circles of family, friends, colleagues, neighbors, and acquaintances. Through expanded friend-of-friend networks and open Twitter feeds, consumers are able to reach a much wider audience-and their recommendations and complaints reach that wider world, too. Indeed, the social channel has elevated in importance those customers who can influence others, and even impact high-CLV buyers' decisions. This effect can outweigh a given influencer's low (as traditionally measured) CLV score. Consequently, CRV has become a much more vital CRM metric.
The term “Social CRM” has arisen to describe the impact of customer use of the new social channel, including consumer and corporate buyer CVs. But it is a transitional term that will fade as methods that account for social media activities become mainstreamed into CRM. (This is what happened with “eCRM,” a term that arose with advent of chat, email, and Web self-service, and which disappeared as they became woven into more traditional CRM channels.)
There is no single technology that enables Social CRM. Social CRM, like CRM in general, is a business strategy to help maximize profitability, rather than to accomplish a specific task, like call routing, or meet a particular requirement, like increasing sales team effectiveness or optimizing workforce availability. Instead companies can use a menu of applications and services to execute Social CRM programs, including analytics; social conversation monitoring and tracking; customer profile populating and updating; social network analysis (SNA); and social influence scoring.
The challenge for businesses is to make the journey from “hearing” and responding to customers' social conversations, and marketing to them socially, to successfully incorporating social behavior into their broader CRM strategies and applications.