Rosetta Stone — darn, much better name than Pivot Point. If I end up using it in my book will give you credit

You said this in your next message, but the response and deeper explanation on the PP is on the next entry. As well as a lengthier explanation of how it is constituted in the comments section.

Thanks for reading!

Just a quick remark – I take it that the Social Business Pivot Point is the evolution of your ‘musings’ about Enterprise Feedback Management? If so, how do you see this materialize? My first impression would be a software framework that gathers inputs (from ALL touchpoints, not only Social Media) using analytics and datamining to turn this into actionable insights, and a rules engine to dispatch to groups (cf Response Communities) that will work on the actions. Am I far off from where you are heading, or will you deal with this in one of the other parts? The Pivot Point as the Rosetta Stone…

Cheers!
Mark
Mark Tamis´s last blog ..On Social CRM Options

Thanks for the good comment, and for spotting that. There is still a lot of ground to cover and the SM policies is part of the second (from the top) layer – the Rules layer. That would be part 3 – unless I end up breaking it into pieces and I won’t know that until — tomorrow probably.

Thanks for reading, stay tuned!

I notice though that a Social Media Participation Policy does not get a direct mention. Do you assume one is in place or is it covered in a later part of the 5 part set of articles?

Peter
Peter O’Brien´s last blog ..What’s the bedrock to your Social CRM Strategy?

I like to think of it as a the framework to a strategy. I obviously cannot tell you what your strategy will look like (eventually), but can certainly help by providing a framework to think through it.

The second part of the series, due today if i ever stop commenting and reading in other places in the world, deals in more detail with the feedback->actionable insights, the end-to-end-process->experience, and the social business pivot point that are critical for the implementation. As for management setting an objective, a vision, a goal for the implementation – that is always the first step of any strategy (also living within the top layer of the pyramid). I did not think it was necessary to highlight that – but you may have just converted the series from 5 to 6 posts on that comment. Maybe I am assuming a lot, and we all know what happens when I assume…

Thanks for highlighting that. And for the compliments… I think that we complement each other very well… I am going to put the onus on you when I write about metrics, you may have to revive the Measurement 2.0 community you had going for a while… say uncle when ready

Thanks
Esteban

I will put a little bit here, but most of the meat is in the post for the Rules layer.

Metrics for SCRM are not like CRM in the sense that they don’t monitor simply if the system is running, and how well (traditional metrics focus on the operations, not the effectiveness of the interaction). In addition, traditional metrics are not end-to-end: they just measure one instance of one interaction in one channel (usually) and don’t carry through the organization (e.g. the customer was satisfied, but what was the cost of that satisfaction to me, or what was the repercussion in future purchases). Finally, when you throw in the infamous “return on engagement” metrics that people throw around for social media these days, how do you connect all that?

Correlation between metrics and KPIs is a very important part of SCRM. There is not a single, obvious way to say this or express it – but there are ways to look at your organization from a different perspective: effectiveness vs efficiency, end-to-end vs point-of-occurrence, and correlated vs stand-alone. if you blink you are going to think you are measuring the performance of the enterprise as a social business… and that is the idea. more on this on the post on rules (which should be tomorrow or Wednesday if the post gets too long).

Thanks
Esteban

I agree with you and I would add that the best practices we learned from CRM and ERP and countless other enterprise apps still apply. However, the social aspects and the best practices for that side of the world are pretty much in the greenfield stage you mention. I am looking forward to writing a little bit of those myself once we get going. Step 2 (framework) is on its way, step 3 (implementations) is going to be a 2010 thing as I see it. Big time.

Thanks for the comment and the read
Esteban

Excellent piece! I’m in complete agreement with Wim and Kathy that “the ONLY value that deploying SCRM brings to your organization is actionable insights derived from the feedback you customers provide and the actions you observe”, and agree with Kathy that these are acheiveable through listening AND supporting.

I agree with you and Bob that metrics are important – you get what you measure – but I see a diconnect between the metrics of traditional CRM and Paul’s definition the SCRM is “the company’s response to the customers control of the conversation”, so I’m confused by your response to Bob. Would love to see that clarified in later posts.

I agree with Wim that it is important to clearly understand the purpose and context of the actionable insights derived from customers to. I have fond memories of coming into an organization that cherry-picked the insights to follow (amongst overlapping and competing customer goals) and nearly brought the company down. Listening is not synonomous with understanding.

Looking forward to where this is going.

Scott

Outstanding framework. Simple,straight forward. As we have discussed, we need to move beyond the definitional discussion and help folks understand how to move forward. Steve Ballmer says publicly he believes every company on the planet will embrace social computing, but they need to know how.

I agree with many of the existing comments, so no need to elaborate. I do think that as companies progress along the design and implementation phases there will much to be learned in terms of not only metrics but best practices to achieve the desired results. This is greenfield territory in how best to execute strategy.

Nice job. I look forwward to more.

Bill

Did not have time writing a compliment before, because I was “fighting” you over at my own blog

I really think you did a great job defining a strategy (or is it tactics?) to get to a strategy. I of course especially like your quote: “the ONLY value that deploying SCRM brings to your organization is actionable insights derived from the feedback your customers provide and actions you observe”.

It cannot be stressed enough that the entire purpose of Social CRM is to better understand Customer needs in such a way that you can better meet them through incremental improvements all the way to disruptive innovations.

Now you say this in (not so) many words, but I miss the outline of this purpose in your pyramid model. IMHO it is the purpose or strategic goals that should be provided, explained and put into context by the company leadership team, before entering into any of the phases or sub-strategies as you name them.

It is not enough to derive actionable insights without understanding what kind of insights you are looking for. Without the proper purpose and context you run the risk of having numerous actionable insights, collected by engaged employees, only to discover in the end that these insights will not bring you any closer to the break-through improvements or innovations your Customers desire..

Let me know what you think..
Wim Rampen´s last blog ..The Next Big Thing is not Social “XYZ”

I promise I will think about this more, but my first reaction is that Social Media brings not much that simple channels to the table. Of course, all those “social media gurus” out there will roast me alive for saying that. Either way, I see the SM channels as the second layer in my model and will cover them in more detail when I start working through them in the next few days. I will have done the thinking (heck, will probably think out loud while writing even) and cover your comment in more detail. It is probably my shortsightedness after many years of seeing channel after channel being added to CRM without increasing the value to the system.

Thanks for the nice comments, I am sure we will continue this discussion in the very near future

Thanks
Esteban

Very interesting point – especially on B2B2C. Of course, that model (actually all those models) change when you add communities to the fray. The only B2C moves to B2C2C or better explained as 1:1:M. We ignore today the fact that addressing only the issues and concerns for customers without addressing their surrounding communities brings more problems. But that is a concept for further posts…

Thanks
Esteban