Page 259 - Social Media Marketing

In addition to creating a closed-loop feedback, and engagement process, the 237
firms and organizations adopting Social CRM practices are measuring these social
activities and tying the results to their business objectives. This includes understand- ■ SOCIAL CRM AND BUSINESS DESIGN
ing and measuring not just the transactional activities—posting content, reading or
writing a review, and similar activities—but also digging in and understanding who is
involved. Identification of influencers, right along with conversational analytics, is fun-
damentally important.

Social CRM and the Social Web “Bill of Rights”

Joseph Smarr, Marc Cantor, Michael Arrington, and Robert Scoble offered a point-of-view on the
use of personal data—not just identity, but also their activity streams (“Bob just uploaded a
photo…”) and the relationships they form (part of their personal social graph). The Social Web
Bill of Rights is worth reviewing as you think through your Social CRM strategy.

You can read more about the Social Web Bill of Rights here:

http://opensocialweb.org/2007/09/05/bill-of-rights/

Social CRM—when viewed as a process rather than an application—looks very
different as compared to traditional CRM programs. Figure 9.2 shows the complete
Social CRM process, identifying the components covered in the prior section. As you
look at Figure 9.2, consider how different the impact of Social CRM is when looked
at from the business perspective as compared with traditional CRM: Much more than
marketing and traditional media, social media expresses itself internally through Social
CRM—in collaborative processes that facilitate customer-driven innovation—as much
as it does externally, where conversations circulate between customers themselves.
Social CRM is the process and toolset through which you can tie all of this into your
business and put the Social Web to work.

CRM

Social Web

Business Processes Operations Sales

Social Analytics

Social CRM

Figure 9.2 Social CRM in a Business Context