Page 258 - Social Media Marketing

chapter 9: SOCIAL CRM ■ Beginning with listening, sifting, measuring, and routing conversations, a Social
CRM process is decidedly customer and constituent focused. Rather than using the
process to identify the next sales opportunity—which is a great business goal and
direct benefit of traditional CRM—Social CRM seeks to understand what custom-
ers really want, and to take that information and feed it into the organization where
it can be translated into new, superior products and services. Starbucks’ “No Splash
Stirring Stick,” shown in Figure 9.1, is an example of just this sort of customer-driven
innovation.

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Figure 9.1 Starbucks’ No-Splash Stick
Looking at the use of social channels by Australia’s Telstra, India’s Café Coffee

Day and the Hindustan Times, Germany’s Tchibo, IBM’s IdeaJam, and other busi-
nesses including Comcast, Dell, Starbucks and dozens of others around the globe,
listening is being taken a step further: These firms and many others are using social
software like support forums—perhaps recast as ideation platforms—along with exist-
ing social communities like Twitter and Facebook to build robust customer service and
response systems. Whether responding to ideas, crises, calls for help, or requests for
information, these response systems serve to connect these businesses to their custom-
ers in ways that are fundamentally more compelling to those customers than are the
more common—and highly controlled—traditional feedback channels.

Getsatisfaction.com: The Company-Customer Pact

Get Satisfaction provides a spot-on “Company-Customer Pact” that establishes the ground rules
for support programs that begins with this simple reality: “We, customers and companies alike,
need to trust the people with whom we do business.”
You can read the entire pact here:

http://getsatisfaction.com/ccpact/