HGS Interactive is a partner agency for Subrat Bisht and specializes in Digital CRM. In this presentation HGSI has debunked the myths around social crm and shared valuable Insights. For more case studies like this, visit www.hgsinteractive.com

2. Conventional CRM
v/s
Social CRM

3. Why Social CRM above Conventional CRM?
*A survey on internet users by IBM
Trust – 78%
Social Media
recommendations vs.
14% conventional ads
Forum peer /on-line
discussion vs. 26%
direct promotion
Influence – 74%
Decide – 38%
Read negative opinion >
changed mind
Verdict:
Social media is the 1st
choice for customers to:
 Obtain information
 Express
 Give opinions, both positive and negative
78% 74%
38%

4. Personalized
Marketing
Mass
Marketing
Push
Collaborative &
Interactive
...to relational and conversational
 Quality of customer Relationship Management
often throughout the life cycle
 Continuous contact
 Increase in the number of relationships
maintained by the brand
From Transactional.....
 Quality of customer Relationship
Management often measured as the
operational quality of the transaction
 Internet contact with customer
Conventional CRM to Social CRMStrategy
Approach

5. General Social Tools – How they do it

6. Social CRM – Myths Busted
MYTH N°1: SOCIAL CRM IS NOT HERE TO STAY
 Social CRM is the answer to changing consumer behavior
 Advanced tools with customer data that can be increasingly exploited
 40% increase in market value compared with 2010 and more than 20% extra in 2012 (Gartner)
 40% rise in budget spending
MYTH N°2: SOCIAL CRM = FACEBOOK + TWITTER + (GOOGLE+)
 These social media are not the only scope for action
 First prioritize Social CRM integration on the corporate site of the company
 “Fish where the fish are”: casting a wider net on social media, where most of the brand consumers
are brought together
 Extending out to the preferred social media of influencers
MYTH N°3: SOCIAL CRM STOPS AT CUSTOMER SERVICE
 It impacts on all departments of a company
 Priority departments at present: Marketing, Sales and Customer Services
 Once a certain level of maturity has been reached there is internal collaboration and co-creation.
MYTH N°4: ONLY THE COMMUNITY MANAGER CAN BE TASKED WITH SOCIAL CRM
 Maturity analysis of the organization is needed to determine team requirements, i.e. composition
and training

7. Social CRM
Present Scenario

8. According to a survey conducted by IBM , nearly 80 % of companies
have a social media presence and most use social media for Customer
Relationship Management purposes.
Social media usage by companies
- Communicate with customers
- Respond to customer questions
- Promote events
- Generate sales leads
- Sell products / services
- Solicit customer reviews
- Capture customer data
- Brand monitoring
- Customer research
- Recruit employees
- Employee-to employee interactions
- Solicit customer ideas
- Provide support
- Expert insights / thought leadership
- Training / Education
- Customer-to-customer interactions
- Vendor or partner communications

9. Social Media Maturity scale of a Company
Each company can have its own Social CRM policy relevant to its internal characteristics (organization, culture,
resources, targets, global Communications and Marketing strategy, etc.) and external ones (expectations,
conversations, support, etc.). There is no such thing as a single practice that can be applied to all companies
and no set rules in terms of organization
These companies
have managed
to exploit social
media on an
industrial scale in
a coordinated and
integrated
approach
to augmented
Customer
Relationship
Management,
involving
customers in all
the key
departments
of the company,
i.e. Sales,
Marketing and
Customer
Services.
Start of relational
and
conversational
usage of Social
Media
The Social CRM
model is
integrated
as an information
silo into the
different
functions of a
company with a
limited level of
industrialization
Transition to a
phase of active
communication,
although it is still
not conversational
and lacks an
overall
strategic vision
Some
experimentation
with main social
media, Usage
focuses mainly on
communication
using the push
and
passive approach
No Move
towards
Social Media
Pre - Social
Experimental
Connected
Engaged
Strategic

10. Social CRM – Need of the time
Why Social CRM?
Customers are increasingly located in social media.
The companies, therefore, need to be where the customers are.
Why it can’t be ignored?
• 80% of Internet users use at least one social network
• 80% of consumers want a dialogue with brands on the Internet
• Facebook has 750 million active members worldwide
Expectations:
Blogs & forums: Longer, in-depth conversations and interactions
Social media: Expressions without necessarily expecting a reaction

11. Social CRM
Ideal Scenario

12. Understand
Get customer insights on
individual‟s profile, history
and environment
Build
Create closer relationship
with individual
Influence
Encourage brand loyalty
Brand community
Advertise
Campaigns: Run launch
offers, events, promotions
Amplify
Message spreads via
friends & followers
Measures
Analytics on consumer
behavior, source of
pre-purchase information
Impact
Interactions with company
sales forces
Explore opportunities
New marketing and
sales channel
Social CRM - Usage
Customer Service: Effective handling of customer dissatisfaction
Enriching loyalty programs:
New customer acquisition:
Measure & explore opportunities:

13. How Social CRM processes are distributed across a company?
Communication Marketing Sales Customer services
Increasing brand
Reputation and visibility
Improving
retention rates
Generating
Qualified Leads
Improving the quality
of services
(speed relevance, etc)
Monitoring
Online
conversations
Managing
and measuring
e-reputation
Utilizing
brand ambassadors
as word-of-mouth
potential
Online and offline
campaign-mixing
as part of a global
strategy
Encouraging
experience-sharing
and feedback,
rewarding influencers
Monitoring consumer
rections to improve
the effectiveness of
marketing campaigns
Understanding
customers in real time
their precise needs,
based on the social graph
Capturing sales
opportunities by
identifying leads in
community real time
Using
communities
to develop lead
identification programs
Increasing contact
avoidance by
transferring
Knowledge to
communities
Capitalizing on customer
knowledge to enhance and
correct support services for
customers
Reducing
response time
to crisis situations
and complaints

14. Companies adopting to Social CRM should remember…
Be original:
Social media customers are often looking for an “authentic” dialogue, as opposed to the scripted
dialogue delivered by contact center agents. So companies will need to adapt their conversations
with customers so that they are more in line with the general tone of an exchange.
Be committed:
Opting for social CRM is without a doubt a long-term commitment as Social CRM should be a daily
and ongoing practice. It is not a series of campaigns that need to be implemented
Be flexible:
Companies need to find the right balance between steadfastness and speed - a balance which is at
odds with firmly entrenched procedures. A flexible approach to social support is essential
Be simple:
In “conventional” customer support processes, a certain number of validation steps are necessary.
With social media, it is vital not to end up with too many steps as this may result in “loss” of a
customer who is expecting greater reactivity than in traditional media

15. Social CRM
ROI

16. Evaluating the effectiveness of Social CRM - ROI
• Return on Investment or Return on Objective (ROO) is still very much
dependent on initial strategy. The benefits of Social CRM cannot be
measured uniquely in financial terms (transactional marketing), as the
notion of ROI would suggest.
• Risk Of Non Investment (RONI) - The effectiveness of Social CRM is
measured firstly in terms of the risks incurred by companies who decide not
to use it. Deciding not to adopt a Social CRM approach means refusing to
align with a long-term sociological evolution in consumer behaviors.
• Social Media strategy thrives on potential business opportunities that could
bring fundamental changes to the customer/brand relationship and
increase profitability in the long term.

17. A stratified ROI concept - DELIVERING THE RIGHT
INFORMATION TO DIFFERENT AUDIENCES
Business Executives Business Metrics
Profit generated,
Reputation
rating, Cost reduction
Assessment etc.
Business stakeholders
(management. employees,
suppliers, investors, etc)
Social Media Analytics :
Information obtained from
comments on social media
Scope of conversation,
Impact of ambassadors,
resolution rate of issues,
etc
Operations
(community managers,
Developers, agencies, etc.)
Customer & Prospect
engagement data
(opt-in, etc)
Number of clicks,
fans, followers, check-ins,
views, re-tweets, etc.
Role Metrics Specific Data

18. Return on objective (ROO) and key performance
indicators (KPI) to measure
“SOCIAL ROI”
• The Return on Objective helps companies that are genuinely customer focused to
improve their operational evaluation of the quantitative and qualitative impact of
Social CRM
• Instead of measuring the success of a campaign by focusing only on additional
profit generated, ROO allows companies to better anticipate the overall
Social CRM gains based on the conversational and relational impact as well
• Four big strategic objective categories (brand perception, effectiveness of
marketing, revenue growth, savings)

19. KPI # 1 - Strategic objectives on brand perception
Brand equity
- Loyalty
- Reputation
- Perceived quality
- Brand associations
- Other assets
Customer experience and satisfaction
- Satisfaction rates compared with other
contact channels
- Likeliness to recommend (Net Promoter Score)
Churn rate
Social CRM is about improving the reputation of a brand, its association with
customer values, buying intentions linked to this, etc.
Examples of KPI:
Identifying with the brand
- Volume of online posts and print-offs
- Developments before, during and after Social
-CRM campaigns
Share of Voice
- Number of times the brand is mentioned on
social media
- Comparison with competitors
Propensity to buy

20. Brand website audiences, the number of links to these sites and how they are
indexed by search engines can all benefit from the Social CRM approach.
Examples of KPI:
SEO
- Development of referencing on search engines
- Volume of traffic on a company website
- Volume of traffic on social media
Scope and development of conversations
- Number (and growth in the number) of followers, fans, subscribers
- Number of connections on third-party software
- Number of interactions
- Audience participation
Number of clicks, shared threads, mentions, responses, assessments, comments,
re-tweets, votes, downloads, participants, favorites
KPI # 2 - Strategic objectives on marketing effectiveness

21. Many brands have enjoyed fruits of social media activities over the period of
time in terms of revenue.
Examples of KPI:
Lead generated by Social Media:
- Wider audience generated
- Number of contact forms completed on website
- Number of contact forms completed directly on social media
Impact of Social media on online and offline sales:
- Turnover generated through social media
- Rate of differentiated transformation in social media monitoring
- Retention rate compared with other channels
KPI # 3 - Strategic objectives on revenue growth

22. KPI # 4 - Strategic objectives in terms of savings
This is not the only criterion that allows a “social ROI” to be calculated, but it still
needs to be taken into consideration. It can take the form of either an increase in
sales or a savings on marketing costs.
Examples of KPI:
Cost per lead compared with other
channels
Cost of customer data acquisition
compared with other channels
Creation of community
Content: number of notes and
assessments (User Generated
Content)
- forums, wikis
number of issues resolved by
customer support services
number of issues resolved by the
community
Savings on customer support services:
- resolution rate
- cost of using social media support
services compared with other Channels
- rate of contact avoidance on other
more costly channels (e.g., telephone)
Savings on marketing surveys:
- reduced survey, interview and small
group costs
- reduced costs for focus groups and
mystery shoppers, thanks mainly to
the availability of customer data
from social media

23. Present Market
Offering

24. HGS SCRM Work Flow

25. Function
Listening
Collecting
Redirecting
Interacting
Measuring
Assessing the performance of CRM KPIs
implemented thanks to data obtained from
social media.
Retrieving information from social media
intelligently and integrating it into the various
existing databases to build an overall picture
of the contact.
Retiring and sorting information to ensure it
is redirected to the adequate group of
people.
Retrieving raw data from people who
have registered on identified sites.
"Listening" to information on social media as a way of
becoming better acquainted and adapting strategies offline
(understanding how customers/prospects perceive the
company or new products/offers marketing campaigns -
without retrieving customer data.)
"Listening" to social media
for offline analysis and
responding in non-real time.
Enhancing the database for
offline analysis and
responding in non-real time.
Using data from the right
people for offline analysis and
responding in non-real time.
Enabling online reactions
(in real time) and using
intelligence in the selected
channels.
Adapting CRM KPIs that have
already been implemented.
ObjectivesDescription
HGS Social Offering – Functions & Objectives

26. Maturity Strategy Functions Objectives
Listening, measuring and
analyzing the information
retrieved from social media Managing KPIs on
a single channel
Listening / Collecting /
Measuring
Managing KPIs continuously
and in an integrated manner
on different channels
Listening / Collecting /
Redirecting /
Measuring
Obtaining an overall
picture of the contact.
Creating community
platforms
Listening / Collecting /
Redirecting /
Measuring
Proactively engaging customers
and monitoring them on
different channels
Managing KPIs and responses
in real time on different
channels, whilst integrating
customer participation
Listening / Collecting /
Redirecting / Managing
/ Measuring
Creating interactive
platforms
HGS Specialist Social Tools – Methodology

27. Social CRM
Case Studies

28. Hinduja Hospital: Monitoring & Engagement
Key objectives:
• Community building on prominent social networking sites – Facebook, twitter, foursquare, YouTube
and LinkedIn
• Brand monitoring
• Reputation Management
• Generating conversations about new initiatives of hospital, i.e., first lung transplant in India, etc.
A phase-wise development strategy was developed wherein brand presence on social networks was
built with profiles and sections, with listing of services and information. Developed a content approach
which is similar to a health magazine, and develop interactive tools and calculators.
Regular monitoring of on-page & off-page interaction is assessed and reverted to in real time,
channelized via escalation to Hinduja Hospital. The hospital is gaining popularity on social networks
with average rise of 20% per week; currently the weekly reach is over 103,129 people with 1,164
weekly impressions.
P. D. Hinduja National Hospital & Medical Research
Centre is an ultra-modern tertiary care hospital,
internationally acclaimed for its world class medical
services, covering all specialties and diagnostics.

29. Dish Hospitality: Aurus
Key objectives:
• Translate and transmit event experience via social media platforms, and channelise it to enhance
brand image & identity.
• Generate buzz about event & increase footfalls to the event.
The strategy for Aurus was to engage, create innovative concepts to showcase the brand, build
interaction and channelise cross promotion, while increasing footfalls. Technology integration for Artist
section created a unique brand identity for the artist and brand.
Generated user interest by content dissemination, while monitoring and responding to the online
community and their reviews and comments.
Fan response was overwhelming, from a revert rate of 5 RSVP‟s; it soared to 450-500 attendees.
Strategic cross linking resulted in 5000+ followers for Aurus Sunday Sundown's Twitter page, with
effective bookmarking reducing the impact of negative reviews.
Located in Mumbai, Aurus – a fine dining restaurant, is a part
of Dish Hospitality, a group that is focused to conceptualise, build
and manage innovative hospitality and lifestyle concepts.
Christened „The Aurus Sundown‟, the restaurant featured
international award winning electronica acts every week during
Sunday Sundown.

30. Dish Hospitality: Sancho's Restaurante & Cantina
Key objectives:
• Keep patrons updated on social
networks about restaurant
events, menus, and other
activities throughout the year
• Deliver brand essence on social
networks & enhance brand image
• Campaigns to increase footfalls
• Offers & deals promotion
• Reputation management
• Brand monitoring
Ideated and executed engaging campaigns to maintain
positive brand sentiment, these included successful
campaigns like Friday Night Campaign and Women‟s Day
Cocktail campaign which resulted in a 50% rise in page
views.
Proactively inviting community (social influencers) to get
involved with brand communication (food bloggers meet).
Monitored and responded to the online community and their
reviews and comments, this included extensive Twitter and
Facebook brand reputation management. The number of
unique people reached via campaigns 3,98,868.
Sancho's Restaurante & Cantina is one of Mumbai‟s major
standalone Mexican restaurant in Mumbai. Sancho‟s serves
authentic Mexican fare and has been voted the Best Mexican
Restaurant in Mumbai by the Times Food awards 2011.

31. Tata AIA Life Insurance: Brand Monitoring
1. Monitor conversation on social media relevant to the brand.
2. Scan networks: News, Blogs, Forums, Social Media, Video
3. Perform analysis and tagging of conversations
4. Understand brand sentiment, user perception & pain-points
5. Work alongside TALIC team to define escalation points, departments to contact and
resolve customer queries
6. Recommend response strategy and support for closing critical issues (Prioritizing
comments, drafting reverts, canned responses, etc.)
7. Generate report on sentiment analysis, influencers and reverts
SET-UP & MONITOR
Amplify positive
reviews, revert to
neutral mentions &
act on negative
mentions
ANALYSIS & REACT
React to negative
mentions: Create
buckets, escalation
points & resolve
accordingly
RESPONSE & REPORT
Keyword density,
Sentiments,
Influencers, TAT
Performance report,
Response Trend,
Open Questions
IMPACT & GAIN
Positive brand image,
Target Influencers to
be Brand Advocates

32. THANK YOU