By Mike Stiles on Sep 27, 2013
As brands adapt to the new world of social across the enterprise and using the massive amounts of available social data to generate superior customer experiences, the question always arises of how to organize internally for the most effective social relationship management possible. We kept the lines of communication open with Aberdeen’s Trip Kucera for a talk on that very subject.
Spotlight: It’s not uncommon to see big brands honestly trying to communicate via social, but winding up with egg on the face for not executing it properly. You probably see the same thing right?
Trip: Well, a funny thing happened in social media earlier this summer. Some folks from the “Occupy” movement tweeted a photo of some chalk art they’d created in front of the new Bank of America building in NYC. That was right after they’d been asked to leave by the local constabulary. The chalk art featured the Monopoly guy and fairly predictable missives about the 99%, etc. The tweet included a mention of @BankofAmerica. No news value here so far, right?
Spotlight: I’m still impressed with your use of the word “constabulary,” but I bet there’s more to the story.
Trip: There is. As it sometimes goes with social, the response is where things get interesting. @BofA_Help responds with a “helpful” and friendly, but obviously auto-generated tweet, “We are here to help, listen, and learn from our customers and are glad to assist with any account related inquiries.” In fact, they auto-replied to every single retweet of the Occupy post mentioning @BankofAmerica, including those of an increasingly mocking tone. It’s not hard to see how this (auto)-response might come off as the epitome of faceless, nameless corporate America.
Spotlight: It’s one of those things where an instant, generic auto-reply probably sounded like a good idea at the time internally. But in the real world, it exposed them.
Trip: Yes, and the point here isn’t to pile on, but to learn from this rather public moment how we all might be able to do it better. Two thoughts come to mind:
- Social is personal. It’s an essentially person-to-person medium. Social is interactive and responsive by its nature, and customers expect it that way. Window dressing won’t do anymore. If you’re going to have a social presence, it needs to have presence. Of course, that can make scaling social for large brands challenging.
- Social is a team sport. Marketing may, and should, have primary responsibility for a firm’s social presence, but it’s a responsibility that’s increasingly shared with other stakeholders, including the sales and support organizations.
Trip: Great customer experience is core to social media success, but social relationship management Leaders, the top performers as identified by Aberdeen’s research methodology, don’t just wait for the magic to happen, they engineer engagement through effective teamwork. Aberdeen’s recent social relationship management research found that as a compliment to their social listening capabilities, top-performing companies are 36% more likely than Followers to identify and prioritize social posts for engagement (45% vs. 33%), and 53% of Leaders have established a workflow to pass info from social marketing to internal stakeholders for follow-up, such as a “hot” lead or customer complaint, compared with 42% of followers. These capabilities are the social version of the 360˚ view of the customer, but also point to the transparency of social. That improperly handled customer service issue can quickly become a drag on social brand equity.
Figure: Social Engagement is a Team Sport
Source: Aberdeen Group, July 2013
Spotlight: So it’s not like you can just go rogue and start doing social for your company. The C-suite has to give the green light. And frankly, getting top-level support has been an issue.
Trip: Organizational imperatives like this often start at the top, and social is no exception. The notion of the socially enabled enterprise has clearly reached the C-level. Senior management at Leader companies is 23% more likely than their Follower counterparts to understand and support the company’s social media strategy. Senior management support is not only instrumental in getting everyone on the same page, so to speak, but in granting “permission” for the organization to develop its social voice as an extension of its culture.
Spotlight: Of course, that permission usually comes with caveats in the form of social media policies, whether those are soft guidelines or hard rules.
Trip: Just as broader corporate culture should be expressed and represented in the norms and policies of a company, its social culture should be at the heart of any social media policy. To this point, we find that Leaders are 30% more likely to have a company policy in place for employee use of social media, 61% vs. 47%.
Spotlight: Sounds like the advice is that if you don’t have any social plan for the organization, let an internal leader craft that plan and support them in it.
Trip: We know that great social media moments start with, and could very well end without, great customer moments. But smart companies also know that winning in the “hidden sales cycle” of social requires more. It requires an organizational commitment to social relationship management that starts at the top and stays all together.
Don’t forget to check out some further insights into just how organizations are dealing with social entering and being applied across the entire enterprise by getting our study of social business from Oracle, Leader Networks, and Social Media Today.