OMG! Your Customer Really Is Your BFF!
I want to poke you.
Yes, you heard me right.I want to poke you.In fact, I want to SuperPoke you.
Before you go contacting your attorney to find out how to sue me for sexual harassment, hold up a minute and listen.
“I want to poke you” goes to the heart of why I wrote this fourth edition of CRM at the Speed of Light.It is a reflection of the evolving Social CRM, which is markedly different from CRM 1.0—or CRM as you knew it and as I wrote about in all three prior editions.It is an indication of why Social CRM is not just the purely operational CRM that you knew and loved (or hated).Before you pick up the phone and make that call to your attorney, hear me out.It shouldn’t take long. A few hundred pages or so.By the end, you’ll know why me wanting to poke you is a good thing (for the most part). Not only is it good for you, it’s meaningful to your customers.Much better than a megabucks lawsuit—think of the time you’d have to spend in court, when you could be spending it reading this book instead. Bursting the New Mythology: Zeus Drops to Earth
Before we get into the guts of how this book is organized, I have to start out by dispelling some myths because….well, I have to.Trust me.
There is a business transformation going on that is forcing the makeover of CRM 1.0 (or even 1.5) to Social CRM.
The change is a social change that impacts all institutions including business.Unlike the past, business has no substantial or even marginal advantage over any social, political, economic, government, or other form of institution.It is a revolution in how we communicate, not how we do business.
Web 2.0 is going to go the way of Web 1.0.Things like social networking are fads that will pass and investments in them will fail as did the Web 1.0 investments.
Web 1.0 was a technology-based fantasy that operated on the premise that the Web would be able to provide a way to overcome all sorts of business problems through automation and cool apps.The cooler or more efficient the technology, the more money there was to be made.But there were no social conditions to support Web 1.0.It was driven by investments in the technology du jour and a bit o’ buzz created around it, not the actual value it had.
Web 2.0, which plays a significant part in the Social CRM transition, is not based on making money from technology investments that may or may not have some utility.In fact, from the standpoint of technology, much of the technology that underlies Web 2.0 is technology made freely available in on incarnation or another to anyone who wants it.Often, it’s been developed as open source, which means there is a community of developers who have been given easy access to the source code. In return, they develop features, functions, and entirely new applications based on collaboration with other developers and the providers of the source code.Typically, the Web 2.0 tools facilitate peer-to-peer collaboration and easy access to real-time communication. That, my friends, is the core of the social change we’ve been seeing in dramatic fashion since 2006.
Because much of the communications transition is organized around Web-based technologies, it’s called Web 2.0, but its relationship to Web 1.0 is specious at best.
You dispute the drama?You say, yo, Greenie, you’re overstating the case.Ask Barack Obama about that.One of the primary reasons that Barack Obama was able to become the President of the United States was because of the social presence he had online, which I will examine in some detail in upcoming Chapter.
Unlike Web 1.0 and the collapsed bubble of 2000–2001, this one is here for good.The technology drives it and supports it, but doesn’t own it. It’s owned by the customers themselves—the human beings involved.
Social CRM means that the “old style” of CRM—the operational stuff that’s based on sales, marketing, support processes, and automation through technology—is no longer viable.
In fact, the operational is still as necessary today as it was five years ago and even three years ago.But the requirements of customers, their expectations, and who they trust have dramatically changed.Consequently, for a business to get the attention of customers, much less retain them or turn them into advocates, it’s become necessary to provide new means of developing and sustaining relationships in response to changed customer expectations.The baby remains, even as the bathwater drains.