SocialCare: Reinvigorate Customer Service with Social Media

#SocialCare
REINVIGORATE YOUR
CUSTOMER SERVICE
WITH SOCIAL CARE
BUILD A CONSUMER-CENTRIC
BRAND

Presented by NM Incite’s Advisory Services Team:
• Gadi Benmark: SVP, Client Development
• Liz Harrison: Director, Consulting
• Erin Tavgac: Director, Consulting
• Matt Phillips: Analyst II

OVERVIEW
Questions we will address:

1) How prevalent is social care?

2) Does social care matter to your brand’s health?

3) What happens if you do not invest in social care?

4) How can brands implement and measure social care?
Copyright ©2012 The Nielsen Company. Confidential and proprietary.

2

POLL QUESTION 1

Have you experienced social care, customer service via social media,
as a consumer/customer?

A) Yes
B) No

3

POLL QUESTION 2

Do you work for a company that offers social care through Twitter,
Facebook or another social networking channel?

A) Yes
B) No

4

SOCIAL CARE = SOCIAL MEDIA + CUSTOMER SERVICE

Monitor social media channels
to hear what customers are
Listen saying about your company/
products/services

Set guardrails for your social
care representatives TD Bank social care rep knows that
Process personal account info cannot be discussed
Define issues/questions they
publicly and responds appropriately
are permitted to address, and
how they should respond

Respond to customer service
Respond issues through approved social
media channels and attempt
to resolve issues

5

THE IMPORTANCE OF WELL-PLANNED SOCIAL CARE
Example: Progressive Insurance

Matt Fischer’s sister had Progressive Insurance. When she was killed in a car wreck, Progressive was
‘supposed’ to pay certain expenses. They refused. To force Progressive to pay, the family sued the man
who killed her to prove negligence. Progressive was accused of providing defense.

Matt Fisher wrote a
blog post:
“My Sister Paid Progressive Notes on Fisher’s Tumblr blog over first 24 hours
Insurance to Defend Her
Killer in Court”
Retweets of original Tweet linking to his blog post

Consumers bombarded Twitter mentions of Progressive by end of day
Progressive’s Twitter
handle with negative
comments

What was Progressive’s response?
6

HUGE RISK FOLLOWS SUBPAR SOCIAL CARE
Example Continued: Progressive Insurance

In response, the Progressive
Twitter handle generated a
series of identical, canned
responses

Consumers became even
more enraged and lashed

out further

7

WHY CARE ABOUT SOCIAL CARE?
“Unless you get social care right, it can drown out anything you’re trying to do in
social media marketing.” -Global Financial Institution, CMO

The lines between marketing …creating opportunities
and service are being blurred… for brands

Customers post service “Customer service
as a reality show” Turning successful service
questions on “marketing-
interactions into brand
oriented” Facebook pages and

advocacy
Twitter handles

Potential customers search and
find customer complaints in The peer-to-peer service
Google search results opportunity
8

POLL QUESTION 3

If a consumer/customer posts a negative comment on your company’s
website or social networking page, such as “F Company X, you’re terrible,”
what would you do?

A) Not respond
B) Delete the comment
C) Engage with the consumer/customer

9

THE PUBLIC F*YOU PROBLEM

Pfizer’s response to negative comments on a Chapstick ad sparked discussion…

Then, the press caught on…

10

ENGAGING WITH CONSUMERS ALLOWS YOU TO…

Convert
Build a Enhance

disgruntled
competitive marketing &
consumers into
differentiator branding
advocates

11

SOCIAL MEDIA EXPANDS THE TRADITIONAL
BOUNDARIES OF CUSTOMER SERVICE
ILLUSTRATIVE

A D
Traditional channels P2P (peer-to-peer) support site
(e.g., call center, email, in-person)
Directed to
company B
Who is customer asking

Employees on:

C E
Company proactively monitors and Influencers/experts on non-owned
responds to queries not directed at it sites
Not directed

to company

Who’s responding
Company Other consumers

“Traditional” customer service Expansion of customer service through social media 12

SOCIAL MEDIA: CHEAPER AND MORE SATISFYING
ESTIMATE ONLY
Estimated Average Cost By Channel 35% of companies
$ per interaction
experienced a 10% reduction
in support costs from
$6-$12
implementing Social Care2

$5 $2.5-$5

$1 <$1 <$1

Phone Live Chat Email Virtual Online Twitter/
Agent Forum Facebook

Availability1 86% 25% 96% <10% 23-50% 16-37%
Customer
Satisfaction
More satisfied
1% Online retailers currently offering customer service channel;
2MGI Web 2.0 Survey (2011)
13
SOURCE: Forrester Research; McKinsey Global Institute; Team Analysis

CLOSE TO HALF OF ALL SOCIAL MEDIA USERS
HAVE USED SOCIAL CARE
Social Care Use by Age1 Usage also
% of social media users
remains consistently high
across gender, income, and
59 educational segments
56 54
47
47%
36
30

18-24 25-34 35-44 45-54 55-64 65+
Consumer Age Group
1% social media users that have ever used social media for customer service (i.e. to ask a question, voice a complaint, or raise an issue to a brand/company about a
product or service)
SOURCE: NM Incite Social Care Survey 2012 (panel & data provided by Nielsen, n=2000 US social media users)
14

NEARLY 1 IN 3 SOCIAL CARE USERS USE SOCIAL
MEDIA FOR CUSTOMER SERVICE ON A WEEKLY BASIS

Social Care Frequency of Use
% of social care users
Monthly
Weekly
Daily
49
70

21

11

21
10
3 6 9
Multiple Once Multiple Once Multiple Once or Total
less Frequency
Times per day Times per week Times per month of Use

SOURCE: NM Incite Social Care Survey 2012 (panel & data provided by Nielsen, n=2000 US social media users) 15

1 IN 3 SOCIAL MEDIA USERS PREFER USING SOCIAL
CARE OVER PHONE CUSTOMER SERVICE
Preference for Social Care vs. Phone Customer Service
% of social media users
37
35
31
26 ~30%
24

17

18- 25- 35- 45- 55- 65+
24 34 44 54
Consumer Age Group 64

CONSUMERS EXPECT A RAPID SOCIAL CARE RESPONSE
Expected Social Care Response Time
% of Twitter or Facebook users

Within 30 minutes 30 25

Within 2 hours 23 21

Same day 30 35

Within 4 days 9 10

No response
8 10
expected

SOURCE: Oracle Global Survey, Q4 2011, n=3111 17

POSITIVE EXPERIENCE = USERS 3X MORE LIKELY TO
RECOMMEND A BRAND
Likelihood to Recommend to Others
% likely to recommend company/brand based on social care experience

71

~ 3X
33

19

17

Quick & Effective Quick & Slow & Effective No Company
Response Ineffective Response Response
Response

PROACTIVE SOCIAL CARE = INCREASED PURCHASE
INTENT
Proactive Social Care Implications

59% of online customers would be
more likely to ‘follow’ a business on
Twitter if that business account
answered one of their Twitter
questions

80% of online customers who received
an answer from a business via Twitter,
trust these answers as much or more
than answers they receive from non-

businesses (including friends/family)

64% of online customers that received
an answer from a business on Twitter
would be more likely to make a
purchase from that business

Source: InboxQ, 2011 19

HISPANIC CONSUMERS ARE MORE ACTIVE SOCIAL
CARE USERS
19% of Hispanic social
Social Care Use care users engage on a
Social Care Recommendation
% of social media users % of social care users likely to recommend
daily basis
brand/company post experience
+21%
+21%
57
47 39 47

General Population Hispanics General Population Hispanics

Social Care Preference vs. Phone Social Care Platform Preference
% of social care users % of social care users

+25%
29
Facebook
35
28 35
13
Twitter
26

YouTube
12
General Population Hispanics 25

SOURCE: NM Incite Social Care Survey 2012 (panel & data provided by Nielsen, n=2000 US social media users)
General Population Hispanics 20

TAKEAWAYS
3 key points to remember:
1. Customers expect it now
• Fast and effective
• On any social media platform they choose
• They reward brands that do it well and punish brands that do not meet expectations
2. There is an upside for companies that do it well
• Operational efficiencies
• Marketing/branding upside
3. Doing social care well is hard

• Dealing in public with highly emotional content
• Knowing when to go private, and when to let go
• Streamlining organization to react fast and consistently

Coming Next: How do companies do it well?
21

HOW TO BUILD A SUCCESSFUL SOCIAL CARE PROGRAM
Organizational Collaboration Playbook
• Enable collaboration with
existing/traditional contact
centers (e.g. phone/email)
• Create cross-functional
collaboration between marketing,
customer service and business units to
help
drive effective issue resolution

Metrics Data-Driven Insights

22

• Enable collaboration with • Create a detailed list of
existing/traditional contact issues and sub-issues
centers (e.g. phone/email) appearing most frequently
• Create cross-functional on social channels
collaboration between marketing, • Build response approaches
• Use script books from other contact centers
help
to inform the social care playbook


23

help


Ensure that the right set of
metrics are in place to
measure performance

24

help


Ensure that the right set of • Initiate root-cause analysis
metrics are in place to throughout the organization
measure performance • As an outcome of the root-
cause analysis, drive underlying
issue resolution, and be able to reduce
volumes against key topic areas for social
care as well as other contact centers
25

BRANDS MUST CONSIDER MULTIPLE FACTORS
IN SOCIAL CARE PROGRAMS Partially Dedicated to social care

Company

Grade A B B B B C+ D

Platforms

Best practice
Answer questions directly
on platform

Direct customers to online

content

Don’t redirect customers
to traditional channels

Answer questions through
private message

Sign responses with social
care rep name 26

BEST PRACTICE TACTICS OF SOCIAL CARE THROUGH
TWITTER

Best Buy trains and empowers
interested employees to join
their Twelpforce, and provides
solutions directly through
online channels whenever
possible

KLM provides social care through
Twitter that is ‘always on:’ 24-
hour global coverage in multiple
languages, with an explicit
warning for customers not to
share personal details in public
27

CITI BANK SETS A STANDARD OF EXCELLENCE BY
EMPOWERING AGENTS…

Citi provides detailed
information through a
private channel on a
branch’s location and
nearby landmarks

28

…UNLIKE BANK OF AMERICA, WHOSE REPS REDIRECT
CUSTOMERS TO OTHER SERVICE CHANNELS

Despite providing an
address, BofA fails to
actually help the customer.
Most likely the result of the
representative sticking to a
a script.

BofA responds to a
complaint on Facebook,
about the wait for a new
credit card, by directing the
consumer to either Twitter
or a 800 number

29

WALMART GENERATES INCREMENTAL REVENUE
WITH UNBRANDED SERVICE OPPORTUNITIES

Walmart reps reach out to customers who don’t even They proactively respond to customer Tweets seeking
mention the Walmart brand advice on where to buy products

When potential customers experience an issue at a competing retailer,
Walmart jumps in to notify them of the product availability at Walmart

30

TAKEAWAYS
Companies that excel at social care…

• Have a thought-through, effective, detailed playbook in place
• By issue and sub-issue
• By social media platform
• Lays out “triage” and full resolution
• Balances public and private
• Designed a cross-functional organization that applies the playbook
consistently and at scale
• Seize on new customer acquisition opportunities in accordance with
company’s DNA

Coming Next: How do companies measure social care performance? And how
do you put it all in place?

31

LEVERAGE SOCIAL DATA TO MEASURE CUSTOMER
SERVICE SATISFACTION

Social Media Customer Customer Service Discussion Drivers
Service Sentiment (CSS)
Unresponsive Service 10%
Multiple Service Rep
10%
Transfers
Persisting Issues 8%
75% Negative
Lack of Courtesy 4%

Quick response times 22%

Knowledgeable reps 18%
25% Positive

Proactive help 16%
Discussion sentiment
32

THEN BENCHMARK CUSTOMER SERVICE
PERCEPTION AGAINST THE COMPETITIVE SET
SAMPLE ANALYSIS
Customer Service Sentiment Scores1

Positive
97% 90% 89% 85% 67% 60% 59% 58% 56% 43% 25% 23% 8%
Comments1

Negative
3% 10% 11% 15% 33% 40% 41% 42% 44% 57% 75% 77% 92%
Comments1

Key Insights
• Zappos, REI, J. Crew and Nordstrom provide the best overall customer service as
measured by customer Tweets
• Several retailers significantly trail the competitive set, providing unsatisfactory customer
service
1 Based on a sampling of Twitter posts mentioning a customer service experience from 8/1/2011 – 8/1/2012 33

MEASURE THE SPEED AND QUALITY OF RESPONSES
VS. COMPETITORS
SAMPLE ANALYSIS

Response Time in Minutes1 Quality of Response Assessment

KeyBank 10 Medium Majority of responses are canned
Provide quality information and offer
Chase 10 High
alternatives
Responses are automated, and direct people
Bank of America 10 Low
from FB to Twitter
Empowered representatives provide
Citi 15 High
“outside the box” answers
Engage with the customer and provide link
Capital One 20 Medium
to online content
Responses are automated, and direct people
BBVA Compass 45 Medium
from FB to Twitter

Two responses to one question, and Twitter
US Bank 60 Low
account hacked
Wells Fargo 90 Medium Provide helpful content in some cases

Bank of the West 360 Low No true social care effort

0 100 200 300 400
Number of Minutes

1Response times and assessments determined by a company’s response to a standard set of questions asked by the NM Incite team, as
34
well as an evaluation of messages to the general consumer

BALANCED SCORECARDS MEASURE THE
PERFORMANCE OF A SOCIAL CARE PROGRAM ILLUSTRATIVE

Customer satisfaction Efficiency Effectiveness

LOW HIGH LOW HIGH LOW HIGH

# of ppl 25 Hours 3

Net promoter score by issue Number of people required to Average time to issue resolution
handle all “must answer” issues

during peak times

Root cause analysis By Sub-Issue
Call Volume
• Examine last six months of social care records
• Group data by issue types and outcomes
• Ask ‘why’ these issues are occurring multiple
times until able to solve the underlying problem
Time 35

CASE STUDY: DEVELOPING A CONSUMER-CENTRIC MODEL
Leading Global Financial Institution
1) Analyze 12 months of social media history

Top 5 issues, % total messages
Issue Summary Sample Verbatim

Unspecified Customer angry or upset with bank “Bank X is really starting to piss me off!!”
Dissatisfaction 19 “Bank X sucks”
without providing reason

“Dear Bank X, you're wasting $100 a year
Unsolicited Contact 17 Repeated and unwanted mail or sending me junk mail. Stop wasting both of
phone contact our time.”

“On the phone w/ Bank X, he just said "you
Poor CS Interaction 11 Unsatisfactory customer service know what? ...aw f*ck I'm sorry, have a good
day" and hung up. WTF??”

over phone or at branch

Current customer about to switch “About to start banking with Bank Y! and drop
Leaving Bank X 7 Bank X! Hard to say goodbye, but after
banks
multiple f*ck ups, it's time to go!”

Credit Card
Fraud / Theft 6 Victim or potential victim of credit “@BankX hey...I think my credit card was
card fraud or theft stolen...a little help here.”
36

CASE STUDY: DEVELOPING A CONSUMER-CENTRIC MODEL
Leading Global Financial Institution

2) Make the business case 3) Pilot initial two issues

Issue 1 Issue 2

4) Build social care organization 5) Root-cause analysis

37

CONCLUSION
Successful social care implementation projects have 3 attributes in common:
• Data-driven
• Solid business case based on past 12 month “organic volume”
• Ongoing root-cause analysis and problem solving
• Monitors, through social media, how customers view their overall
service experience with company
• Balanced metrics
• Customer-centric – social net promoter score (NPS)
• Efficiency metric – productivity at all levels
• Effectiveness metric – all organizational units affected

• Pilot, refine, roll out

38

Q&A
Thank you for attending our webinar!

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@NMIncite
@NielsenWire
#SocialCare

Please contact us if you have any questions or comments:
contact@nmincite.com
855.888.6904
www.nmincite.com

SocialCare: Reinvigorate Customer Service with Social Media

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