Mark Tamis Mark.Tamis@touchflows.comhttp://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