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c h a p t e r 8 : ╇ E ngagement on the S ocial W eb╇ ■then focus on the ideas that have a lot of support and needn’t worry about those which
don’t. Simply put, you don’t have to be the person that says “no” to every wacky idea:
Other customers will say it for you.

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Figure€8.2╇â•H‰ industan Times: Talk to HT
The same holds true in support programs. Dell manages its customer support

forums using a small number of moderators by empowering other customers who
offer technical solutions based on their own experiences. This approach yields evi-
dent process changes that can be acted on after a sufficient number of customers have
“approved” the solution, providing a better support experience while at the same time
elevating the ideas that will result in likely business gains for Dell when addressed
through subsequent product innovations.

What’s nice about these applications and implementations is this: You can focus
on building relationships and managing the processes that support them rather than
the specific conversations. For example, by building trust—by implementing clear