Social: Session 6: Social CRM Tools: What Makes Sense and What Doesn't

Social

Social CRM Tools
What Makes Sense and What Doesn't

Tom Petrocelli
Senior Analyst, Social Enterprise
Enterprise Strategy Group
@tompetrocelli, enterprisestrategygroup.com

4/25/2012 ©2012 SugarCRM Inc. All rights reserved. 2

Agenda

 The Socially Enabled CRM Situation
 The Goals and Benefits of Social CRM
 Integration and Alignment
 Focus on the Customer
 Ideas For Achieving Success
 Q&A

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How Is Socially Enabled CRM Different?

 At present, it’s not any different
 Socially enabled CRM applications have the same
social features as all enterprise applications
 There are no special clusters of features
 Social tools depend on the vendor more than the
application

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Preponderance of Social Tools In CRM
Applications
Number of Social Features of CRM Applications
12

10

8

6

4

2

0
Microsoft Dynamics CRM Salesforce.com SAP CRM SugarCRM Ardexus WebMode, Mode Zoho CRM
Chatter/Sales Cloud

Not much variance here
© 2012 Enterprise Strategy Group

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The Most Common Social Tools in CRM

 Activity Streams
 Micro-messaging/Group Discussions
 IM or Internal Messaging
 File Sharing
 Task Sharing
 Group Calendar

Only 10% to 20% of tools are integrated into the
CRM application

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Social Tools Deploy Widely
How has your organization’s deployment of social communication and/or
collaboration tools been rolled out? (Percent of respondents)
Social communication tools (N=239) Social collaboration tools (N=229)

80%
70%
70% 65%
60%

50%

40%

30%

20% 16% 18%
10%
10% 7% 5% 7%
1%
0%

Company-wide At a departmental At a divisional level Individual Don’t know
level employees use on
ad hoc basis

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Socially Enabled CRM Situation

 Social tools are deployed to as many people as
possible and not targeted to CRM
 When they are, there are a lot of tools
 There is nothing special about how social tools are
implemented within CRM
 Social tools are often not integrated into enterprise
applications
 Don’t despair: This is only the first wave

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Adoption Drivers
Why did your organization deploy / plan to deploy socially enabled
applications? What would you say is the primary reason for deploying /
planning to deploy socially enabled applications? (Percent of
respondents, N=212, multiple responses accepted)

To allow employees to use their time more 16% Primary
efficiently 77% reason for
22% deploying
To be more productive overall 77% socially
14% enabled
To save on travel time and budget 75% applications

To collaborate internally more effectively 16%
75%

To create more efficient business processes 15%
70%
All reasons
To serve our customers better 12% for
67% deploying
Other 1% socially
17% enabled
4% applications
Don’t know 4%
0% 20% 40% 60% 80% 100%

© 2012 Enterprise Strategy Group
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Benefits of Socially Enabled CRM

 Top Benefits
Reduced Travel Time
More efficient operations
Teams that work better together
Better decision making

 Lesser Benefits
Better Customer Service
Higher Productivity

Only 36% of respondents claim to be able to provide better service.

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The CRM-Social Disconnect

 Organizations want and get more efficient operations
and collaborate better
 Organizations want but don’t get higher productivity
 Organizations don’t want better customer service and
get that – which is not good

The benefits are working better internally
rather than interacting with customers

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How Do You Achieve Benefits of Socially
Enabled CRM?

Alignment & Integration with Business
Processes

Focus On The Customer

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Inhibitors to Wider Adoption

 Outside of costs and regulatory concerns inhibitors
are:
Poor alignment
End-user resistance
Lack of executive buy-in (i.e. More resistance)

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Integration And Alignment With Business
Processes

 Socially enabled CRM systems have too many
features
 They can’t all be useful to CRM processes
 Gap between expected benefits and actual benefits
maybe the result of misalignment with business
processes
 Social tools as deployed don’t support business
processes well

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Characteristics of Social Tools

 Mode Of Communication
 Persistence
 Users/Reach
 Threaded
 Response Time

Match the characteristics to the process you want to
support

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Contextual Social Enterprise
 Understand the context within which a user operates
on a day to day basis.
 Place social tools within the context of the user
experience.

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What To Do About Integration and Alignment

 Find the tool that people will actually use most of the
time
 Integrate the tools to the process not the other way
around.
 Consider the characteristics of social tools
 Be judicious; Don’t deploy every social tool just
because you can
 Hide what you don't use, train on what you do
 Deploy social tools as part of an enterprise
application or workflow

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Focus on The Customer

 Overall IT is not using social tools to connect with
customers
But CRM is about customers
 Social tools are not targeted to CRM needs

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What Doesn’t Make Sense

 Micro-messaging on every entity
It’s like a fire hose of babble
 Activity streams that report on everything everyone is
doing.
It’s a distraction
Not connected to processes or workflows
Following only works when users make use of core
functions.
 Integrated video/audio requires too much attention
You can’t multi-task
It’s resource heavy

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What Makes Sense (Suggestions)

 Make social tools part of customer-oriented processes
Build into CRM applications; Do not rely on general company
solutions
Keep everything in the CRM system please
 Target social tools to user activities
Group Chat for escalation in tech support/service
Micro-messaging for quick tips and important updates
Activity streams for following daily account activity
File sharing for proposals
IM/Internal messaging as a replacement for out of stream emails.
 Groups. Organize into groups.
Groups help you see only relevant information

Think: Context. Relevance. Process.

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Example: Escalation in a Technical Support
Contact Center

 Real-time escalation
Group Chat because it’s carries an expectation of a real-
time immediate response, multi-user, many-to-many, but
single threaded.
Can connect a first-tier agent with an second-tier escalation
resource, and if that fails, an engineering resource.
Customer is not on hold or has to wait for a call back.
Better customer service drives the use of the social tool

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ESG Research

 ESG Social Adoption Trends Survey, April 2012
353 online surveys with IT professionals who were familiar with
their organization’s current social enterprise, collaboration, and
messaging efforts, as well as forward-looking strategies.
Midmarket (100 to 999 employees) Enterprise-class (1,000+
employees) organizations in North America
Midmarket (44%), Enterprise (56%)
Respondents by gender: Male (73%), Female (27%)
Respondents by age: 25 and under (1%), 26 to 35 (25%), 36 to
45 (33%), 46 to 55 (32%), over 55 (9%)
Multiple industry verticals including financial, communications &
media, business services, and manufacturing

 ESG Socially Enabled Enterprise Solutions Market
Landscape Report, May 2012

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