4. Let’s discuss
Waaay waaaaaaay back …
And the people?
Reconnecting with consumers.
Acting like a change agent.
Designing for engagement.
Designing for sales.
6. Some businesses started departments and different layers.
Some people within these business didn’t even speak or see their
customers anymore on a regular basis.
7. Some businesses started to talk like a company, not like people.
They installed fancy corporate communication policies.
Some businesses changed personal contacts for marketing (even more: militairy) speak like
„contact-strategy‟, “target” and “target-audience”.
8. Some businesses felt personal contact cost them money and
started callcenters and made it more difficult to contact them.
Some businesses started to reward their employees for speed, share of wallet and upselling, not
for service quality or service.
9. Some businesses started to think about how much money they
could make from different services, instead of supplying service.
10. Some businesses
adopted fancy
technology to deal
with people.
Zappos does an amazing job in making
technology invisible and really
understanding consumers.
(Thanks Steven Verbruggen for the tip!)
11. Some businesses felt that helping indivi-
duals didn’t make that much sense.
You might be surprised that 11% of all organizations doesn’t answer
customer emails. Even more when you know that exceeding customer
expectations builds loyalty (81% repeats, 63% recommends) and falling
below customer expectations erodes loyalty (5%/71%).
So start helping.
12. Some business started to stress their technical benefits, instead
of investing in real connections.
18. Let’s discuss
Waaay waaaaaaay back …
And the people?
Reconnecting with consumers.
Acting like a change agent.
Designing for engagement.
Designing for sales.
20. They started to be 24/7 and realtime.
KLM helps customers Monday to Sunday from 8AM to 11PM. That
is almost a 24/7/365 realtime customer support center. Imagine the
implications for your organization.
21. They started to have a lower tolerance for bad customer service.
25. They started buying things together.
What do you want your consumers to talk about? About pricing or something else?
However, recognize the lead-potential and social buying mechanics.
26. Let’s discuss
Waaay waaaaaaay back …
And the people?
Reconnecting with consumers.
Acting like a change agent.
Designing for engagement.
Designing for sales.
28. And it’s not about being on Facebook. Or Twitter.
Yes, Twitter is huge. And Facebook even bigger. But they are both platforms, not end
goals. So it really is about if and how both can help you reach your end goal. Which is
most likely not about having a Facebook fan page and more about driving
conversations, customer retention, sales or brand value.
29. It’s not about being a big brand.
With big brands come big problems. Never look
for an excuse in just being a small company with
little budgets. When it comes to connecting with
consumers, real relationships work. And size, for
once, doesn’t matter.
30. And it certainly isn‟t
about being the first
mover in adopting new
technology.
Mobile, augmented reality, location
based services are all just awesome.
And yes, there is PR-value in being the
first Augmented Reality bakery in your
neighborhood. But is that really what
you want your consumers to talk
about?
35. KLM showed they were really recognizing
the person behind every customer.
With the KLM Surprise campaign, they surprised customers based on their
Foursquare and Twitter checkins. Talking about remarkable customer service …
37. Embed new ways of
measuring success.
Try measuring the Net Promoter
Score to see how likely it is that your
colleagues will recommend your
company.
38. Isn‟t she cute? It helped Antwerp Zoo to capitalize on
their unused potential: their animals and employees.
It brought them 300.000 extra visitors, a nomination for product of the year and the
best thing … the number one carnival suit of that year.
41. Embrace co-creation.
More than 60% of all consumers and employees want to help to make your
product or organization really better. Facilitate them to do so.
45. Let’s discuss
Waaay waaaaaaay back …
And the people?
Reconnecting with consumers.
Acting like a change agent.
Designing for engagement.
Designing for sales.
56. Let’s discuss
Waaay waaaaaaay back …
And the people?
Reconnecting with consumers.
Acting like a change agent.
Designing for engagement.
Designing for sales.
66. Let’s discuss
Waaay waaaaaaay back …
And the people?
Reconnecting with consumers.
Acting like a change agent.
Designing for engagement.
Designing for sales.
67. InSites Consulting Social sales.
At the end of the day, we want to make money. The most obvious social sales is direct sales: convert
people from your touchpoint to sales. However, a large part of eventual sales is consumer-initiated (e.g.
they talk about products) or indirect (e.g. people see a facebook fanpage and go to the .com later).
So, what can brands do to stimulate direct and indirect sales?
Consumer initiated
Giftwrap
offering Affiliate
Engage- ENGAGING ACTIVATING
ment Stimulate consumer to talk so that Make it easy for consumers to
program they activate their peers to buy. directly influence others to buy.
Indirect
Direct
Social as
PRIMING relevant
Consumers have seen a social SOCIAL OFFERING
brand presence but act later. Design the offering to be social.
Source- Stimulate to act.
Social as
mapping Social as
sales
reach
Brand initiated
Polle de Maagt for InSites Consulting
68. 1) Social as reach.
It’s the 2011 equivalent of a mailinglist or bannering: just use social media
for reach purposes.
69. 2) Leverage social sales: buying together.
Be smart in offering deals: make it social.
70. 3) Have a conversation-worthy sales offering.
Make sure people can talk about your offering.