Zach Hofer-Shall Analyst Forrester Research

Mark Angel EVP, Chief Technology Officer KANA

Thank you for joining us. We will begin the webinar shortly.

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Powering Customer Support with Social Media Intelligence
Zach Hofer-Shall Analyst Forrester Research July 27th, 2011

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Social media gives consumers the ability to connect to – and share their opinions and concerns with – others Will you be there to learn from and help shape their opinions?

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Agenda
 The growing power of social media
 How to evolve from monitoring to social support  The four steps to social intelligence powered customer support  Recommendations

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Social media is more popular than online video

November 2010 “Fight Social Media Stagnation” 6
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The internet is search, search is social

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Mobile is inherently social

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Social media lets consumers talk… about everything…
“Which of the following are you likely to express your opinion about using the Web?”
Restaurants
21%
20% 15%

Consumer electronics
Automobiles Music

15%
15% 14% 13% 11% 10% 9% 9% 4%

Computers
Videos/DVDs Hotel reservations

Food and beverage/groceries
Political candidates Health treatments

General apparel/clothing
Business services

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Source: North American Technographics Empowerment Online Survey, Q4 2009 (US) Base: 10,044 US online adults

500 billion impressions
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Social isn't just large – it's also trusted

*Trust is defined as a 4 or 5 (trust a lot) on a scale from 1 (do not trust at all) to 5 (trust a lot).

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Source: February 2010 “Tapping The Entire Online Peer Influence Pyramid”

Before social media, companies had it easy

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But now, customers talk to each other – in public

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Social media enables interconnected communication

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Brands know the importance of online conversations
For what purpose do you collect social media data?

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Listening is only the first step towards understanding

Just listening means having an open ear and a head in the clouds

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Agenda
 The growing power of social media
 How to evolve from monitoring to social support  The four steps to social intelligence powered customer support  Recommendations

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What is “Social Intelligence”?

– The management and analysis of social media data, used to activate and recalibrate business programs.

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The Social Intelligence life cycle
Customer support

Outreach opportunities

Customers’ brand experience Online conversation

© 2011 Forrester Research, Inc. Reproduction Prohibited 19 Source: March 12, 2010, “Defining Social Intelligence” Forrester report

Social Intelligence drives many business functions
Strategic

Customer segmentation Campaign measurement

Marketing messaging/SEO Market research

Product research Sentiment analysis Interactive buying Lead generation Customer support Brand protection
Tactical

Product innovation Competitive intelligence Influencer marketing

Crisis management
Reactive Proactive

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Agenda
 The growing power of social media
 How to evolve from monitoring to social support  The four steps to social intelligence powered customer support  Recommendations

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The four pillars of using social media for customer support
1. Staff the right people for the job

2. Define measurable goals

3. Leverage technologies best suited for the job

4. Establish a repeatable and scalable plan for action

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The four P’s of Social Intelligence

© 2011 Forrester Research, Inc. Reproduction Prohibited 23 Source: “How To Make Social Media Data Actionable” Forrester report

Step 1: Staff the right people for the job
 Dashboard/Report Administrator(s)
– Day-to-day work managing incoming data – Serves as first level triage and escalates issues when needed

 Data Analyst
– Interpret the information – Identify risk and opportunity in the data

 Process Lead
– Develop goals – Oversees ongoing operation – Manage the technology partnership for the team

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Staff the right people for the job
 Social support is time consuming  Social support requires business and knowledge and then social media knowledge  Determine who will be responsible for social outreach

 All employees need formalized training for a scalable strategy

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Step 2: Define the social support teams’ objectives
 Tie social support objectives to existing support goals  Measure both social metrics and business metrics  Determine a repeatable reporting process and plan for data distribution

 Social media measurement – Increased brand mentions – Larger share of voice – Engagement with online customers – Increased Twitter followers – More positive sentiment
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 Business measurement – Decrease call support or email volume – Increase sales – Increase website visits – Improve brand awareness

– Higher CSAT scores

Step 3: Leverage a technology platform
 Identify technologies that can:
– Track social media and identify trouble customers – Can integrate into existing customer support, ticketing, and database systems – Combine social and business data to determine measurable success – Help access data and share insights across the organization

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Step 4: Establish a repeatable process
Social support means interacting online in real time
 Engaging with customers requires
1. Managing incoming social media data 2. Identifying relevant content 3. Interpreting content and understanding the issue 4. Escalating the issue to the correct party 5. Conducting recommended action 6. Keeping track of actions

 Most companies today only prepare for step 1

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Successful social support teams build playbooks

 

Playbooks contain preapproved actions for possible scenarios
Playbooks define responsibilities and assign accountability Playbooks plan beyond the support for broader company action

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Agenda
 The growing power of social media
 How to evolve from monitoring to social support  The four steps to social intelligence powered customer support  Recommendations

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Recommendations
 All: Evaluate the 4 P’s to determine your readiness for social support
 New to social media:
– Start collecting social data now – Start small: aim for a single product, customer group, or touch-point

 Experienced with social media:
– Move from listening to acting – Improve measurement practices and prove the value of your efforts

 Social data experts:
– Refine and automate the process as much as possible – Formalize a reporting process and begin sharing insights with the organization

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Thank you

Zach Hofer-Shall

http://twitter.com/znh
http://blogs.forrester.com/zach_hofer_shall www.forrester.com

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Social Listening in Customer Service
Mark Angel, CTO, KANA mangel@kana.com
April 28, 2011
Good Experiences. On Brand. On Budget. | 33

Multi-Channel Service Experiences
Customer
email phone web chat

I want to place an order.

I want to check on shipping.

I want to return an order

I can’t get installation working.

How do I get more value?

Orchestrate

Tailored Experience Flows on the Adaptive Desktop

Design

Service Managers Can Adapt Experiences in Minutes, Not Months

Service Manager
Good Experiences. On Brand. On Budget. | 34

Multi-Channel VoC Analytics Including Social:
Listening Gateways Analytics CRM

Good Experiences. On Brand. On Budget. | 35

But, for the Service Manager: A Vast Chasm Between Insight & Action
Voice of the Customer Analytics Service Experience Management

Insight + Action

=

Listening
Good Experiences. On Brand. On Budget. | 36

The SEM Listening Model
MONITOR

UNDERSTAND & ANALYZE
Derive Insights

IMPROVE & ENGAGE
Service Manager

email

Listen

phone

Brand & People Performance Forum Posts Content Utilization Linked In activity Experience Effectiveness

web

Customers & Agents Use Experience Flows

Forums

Design Better Experiences virtual bookmarks

social

 Experience Flow optimization  Social Search  Tailored content  Proactive Alerts
Good Experiences. On Brand. On Budget. | 37

| Corporate Overview

July 27, 2011

Listening Checklist
Listen Across ALL Channels
Apply Semantic & NLP Capabilities Use Sentiment Analytics Use Influencer Analytics Benchmark Against Brand Peers

Track & Focus on Emerging Topics
Auto Inject “Key” Posts into Case Management Sentiment and other Analytics available to Agent Round-trip Respond in Real-time Adaptive Desktop that helps Agent to “do the right thing”
Good Experiences. On Brand. On Budget. | 38

About KANA

Good Experiences. On Brand. On Budget. | 39

KANA Overview
WHO WE ARE
The leader in Service Experience Management (SEM) Solutions

Top Banks
#1 - ING #3 - HSBC #6 - Bank of America #8 - Citigroup #11 - Chase

Top Telcos

WHO WE HELP
Customer Service Leaders

#1 - AT&T #3 - Verizon #6 - France Telecom #12 - Sprint Nextel #14 - Comcast

600 Customers Worldwide
Financial Services 120 Telecommunications 100 Government/Local 100 High-Tech / Manufacturing 100 Retail 75 Travel / Transportation 40 Hospitality & Entertainment 20 Healthcare / Services 20

HOW WE HELP
KANA lets you take total control over customer journeys, so you can take care of your customers and your brand.

Government
City Of Toronto City Of San Francisco City Of Vancouver City of Boston Transport for London

WHO WE SERVE
Over 600 B2C companies with a relentless focus on customer service Local, State and Federal government agencies serving citizens

Top General Retailers
#1 - Wal-Mart #2 - Target #3 - Sears Holdings #6 - Macy’s

Top Specialty Retailers
#2 - Home Depot #4 - Best Buy #7 - Staples

Good Experiences. On Brand. On Budget. | 40

KANA gives you total control over your Service Experiences…
Our Measures of Your Success…

Strengthen brand perception and customer loyalty Lower Average Handle Time and reduce service delivery costs Drive cross-selling and up-selling revenue Reduce errors and enforce policy compliance

Good Experiences. On Brand. On Budget. | 41

Thank You! www.kana.com @KANASoftware

Good Experiences. On Brand. On Budget. | 42

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