Social CRM means different things to different people. If you ask three people to explain social CRM chances are that you’ll get four different responses. The thing to remember is that all of this “social” stuff is about solving customer facing problems that address people’s change in behavior, expectations, technological fluency, and communication methods. These problems are solved with strategies that include BOTH new technologies (such as Facebook, Jive, Lithium, Twitter) AND older technologies (such as CRM systems).
Business goals and metrics
- What is it that we as an organization are trying to achieve and why?
- What are the goals for the organization as a whole vs what are the goals for the specific departments involved in this initiative? Think campaign vs strategy.
- What is the value that we are going to provide to our customers and what value are they going to provide to us as an organization?
- What are the risks associate with this social initiative and how we can prioritize and mitigate those risks?
- Where have we had successes in the past and how can we replicate them?
- What are the metrics we want to use to evaluate success? Are these the same for each department and for the organization as a whole?
- How are we going to measure success from an organizational standpoint and from a departmental one?
- Who is going to own this initiative? Departments? People? A special team?
- What is “true but useless” vs “true but useful?”
- What is this going to look like in 6 months, 1 year, and 3 years?
- Is our culture open or closed?
- What should we be “open” or “closed” about?
- Does our corporate culture support the strategic initiative we are proposing? For example if we are advocating customer collaboration does our company culture encourage collaboration?
- Is our corporate culture aligned? Do employees and senior level executives see eye-to-eye?
- What are the barriers that the organization is faced with in respect to this social strategy and how can those barriers be overcome?
- How can we cultivate “T-shaped leaders?” (a concept my Morten T. Hansen which suggests leaders need to be great at working on their own things and also contributing across the organization).
- How are we going to change the way we evaluate, reward, and motivate employees and customers?
- What emergent tools are we going to use to meet our business goals?
- What legacy or “old” tools are we going to use to meet our business goals?
- How are the emergent and legacy systems going to communicate with one another to provide a “single source of truth” around the social customer and what is that going to look like?
Rules and guidelines
- What do we do when we get positive feedback?
- What do we do when we get negative feedback?
- What hours are we going to engage?
- What should we not discuss publicly?
- What channels should we respond on and what channels should we listen in to?
Workflow and process
- Once we begin receiving incoming data what is the process for response?
- What systems control and route information and who are the employees responsible for the response?
- What can we automate vs what requires a human response?
- What is the escalation and crisis management policy?
- What is the process that goes from the customer to the company and back to the customer? (map it out with pen and paper).
(Cross-posted @ Social Business Advisor: Social CRM and Enterprise 2.0)