Intranet 2.0 - Are there any out-of-the-box solutions yet?
26 July 2010In one of our German XING groups there is a nice discussions about “out-of-the-box” solutions for a Intranet 2.0 approach: Intranet 2.0 im Enterprise- warum immer große teure ECMS, WCMS nötig dazu?.
The following solutions have been listed so far:
- Intranet Connections - http://www.intranetconnections.com
- Liferay Portal - http://www.liferay.com (IMHO - this is not out-of-the-box!)
- Gemilo Social - http://www.gemilo.com/en/products/gemilo-social
- Bitrix Intranet Portal - http://www.bitrix.de/products/intranet/index.php
From the top of my head I’d like to add the following specialized vendors:
- IntraWorld IntraExperts - http://www.intraworlds.com/solutions/employee-community-solutions/intraexperts/
- JustSoftware - http://www.justsoftwareag.com/produkt/%C3%BCberblick/enterprisenetworx
- Adenin IntelliEnterprise - http://www.adenin.de/Intranet-Software-Solutions/socialintranet20.aspx?nf=/solutions/socialintranet20.aspx
So in order to complete this list I’d like to call out to any vendor to comment on this post and list your solution. While the initial discussion on the XING group was focussing on special SMB solutions - I’d still like to extend this search also to the framework vendors as they mostly offer also specialized “out-of-the-box” solutions for the Intranet.
Where’s the Difference between Social CRM & Social Media Marketing
23 July 2010A recent discussion on the blog of Jacob Morgan led me again to the question that came to my mind when I first heard about the term "Social CRM" - where’s is the line between Social CRM and Social Media Marketing? Is Social CRM the holistic tech view as seen in the Altimeter report ? Isn’t there a difference between Social Media Marketing and Social Media Campaigning though used quite indifferently on Jacob’s post?
In the middle of all this thinking there is the notion of the "Social Customer" who is more likely to connect and conduct an open and collaborative conversation with and about a corporation, its products and its brands. While not every customer is a "social customer" the percentage of consumers and also B2B decision makers that consult social media for third party information about a company and its offering is steadily growing. These kind of customers like to get engaged and share their experiences and opinions with others. Though again the willingness to share is not even for any kind of product and service there is always someone on the Net. And third for this kind of customer the perceived value of the goods and services include the online experience of the purchasing process.
So turning towards a "Social Customer Orientation" means putting the customer into the middle of all actions (aka being customer-centric) and generating additional value into the customer experience and the corporate outcome by making use of the network effects of social software.
While referencing to the highly questionable functional design of a corporation within the marketing & sales department I came along the following five "social activity pattern" for the integration of the social customer into the social business strategy:
- Social Campaigning : At the lowest level of the integration we can find the by promotion purposes driven social campaigning. This includes firing up some viral ads, videos or other more complex actions like "Alternative Reality Games" etc. The purpose is to gain awareness and build up some reach in forms of fans/followers/"listeners" in those distributed social media channels. The social customer is integrated on the level of distributing the "message" about the corporations’ fun stuff - the generated value is limited towards an entertainment benefit - but it also pays a portion of the total online experience value that the social customer is taking into account while evaluating different offerings.
- Social Marketing (aka Social Media Marketing, Marketing 2.0, Conversational Marketing) : On this level the company is providing means for a real customer engagement. As social toolset used at this level you can find short- and long-term investments on community activities (both own as well as on third party platforms like Facebook). The generated customer value is around the created relevance of the conversations about the corporation, its products and brands. An important objective of this level is to identify and support advocats within the prospect and customer base. The integration of the "Social Customer" goes along with the open and collaborative conversation of the company. This changes the role of the customer from being the recipient and distributor of the company’s message towards being the voice (also in a polyphonic or modified form) of the company.
- Social Sales : On this level we have to differentiate between two aspects. It’s the notion of the extended (new) sales model that Paul Greenberg is talking about in this presentation . On the one hand we have new forms of lead generation and sales closure by third party affiliates aka brand/product advocates. By recommending the company’s offering there are new sales opportunities. On the other hand the inside sales has new forms of interacting and managing relationships with prospects and customers throughout social media. A clever salesperson takes advantage of the open and collaborative conversations within the social space to position himself/herself as expert and first contact to ask. The integration of the social customer is therefore two-sided. On the first the social customer becomes the external salesperson of the company. On the second side the social customer get a direct contact person who can be easily addressed and is not pitching everytime he/she is being addressed.
- Social Service : On this level there are again the same two aspects as for the "Social Sales" part. On the one hand the social customer and his published reviews and experience reports become or better are part of the customer service information on the net. And on the other hand the inside customer service can be directly addressed and is able to re-/interact in realtime with the customer and his/her issues.
- Social Production : On this level the Social Customer is fully integrated into the design and production process. But contrary to the classical mass customization approach the designed products of the Social Customer are made available again also for others (like at this lovely shop of "Julie & Grace ").
So wrapping up - extending the social software approach towards marketing, sales and service embraces different "social activity pattern" along the integration line of the social customer. So far I am not talking about Social CRM yet - as for me CRM is only an IT-enabled management approach for customer relationships and "Social CRM" is a CRM concept enhanced by a social toolset. Nothing more and nothing less. I fully agree on the definition of Lisa Moore in limiting it towards the formula: "social CRM (sCRM) definition : CRM + aggregator + socialytics ". I also agree on the greater idea behind the post of Mark Tamis: "Enterprise 2.0 and Social CRM Converge towards the Collaborative Enterprise " - though I would still limit the notion of "Social CRM" towards the technology part. And for this I would break up the characteristics of a "Social CRM" application into five main feature sets:
- Analytics of Social Activities - aggregating and analyzing the social activites around a company’s product and brand offering is the basic task of a social CRM application.
- Campain Support - identifying the peers and promoters to be linked to and to engage with and seeding it to them are further supporting features to be fulfilled
- Conversation Support - identifying the hot topics around a company’s and brand’s conversational world as well as the conversation leads on these topics are more features
- Advocacy Selection Support - identifying and supporting advocates in direct and indirect sales processes are the key feature. While the other features are really extending the data-driven world of classical CRM systems the provision of enhanced social information about some customers and proceed important peer customers differently should be a basic feature for socially enhanced CRM systems.
- Service Information Aggregation - The aggregation of own and third party service information ressources in order to provide a better self-service experience for the customer is IMHO the fifth key feature of social CRM systems.
In my opinion putting the social into the customer sales and service processes is definitely not only a technology "thingy". But IMHO "Social CRM" is also not the right term to be compared with "social marketing". But maybe I am also wrong in my perception of this - therefore I am really looking forward to your feedback and comments.
UPDATE: Published my “drawings” in a SlideShare deck for further reflection at http://www.slideshare.net/bnegelmann/social-customer-social-business-design-social-crm
Is Facebook Compuserve on steroids? | ICH MARKE DU JANE
22 July 2010Das wirft die eigentlich interessante Frage auf: Ob und wie vertragen es Mega-Communities ein Medienkonzern zu sein? Kann eine Community im Social Space nur Community sein, oder überschreitet sie mit Erreichen einer gewissen Größe eine Grenze, die sie zum Untergang verurteilt? Es wird interessant zu sehen, welches Modell hier Abbildung findet: Compuserve oder Google? Niedergang durch Fokussierung oder Erfolg durch Diversifikation? Oder umgekehrt?
Spannende Frage, die Markus Spiller aufwirft - ich bin ja der Meinung, dass der Vergleich zu Compuserve nicht so passend ist, da das 0.1 Netzwerk (aka CompuServe) die ständige Erschaffung von neuem Nutzwerten über die Netzeffekte nicht so gut heben konnte wie Facebook. Dennoch gilt wohl auch für Facebook, dass wenn es sich nicht ständig neu erfinden kann, wird es irgendwann etwas Neues geben, was Facebook ablösen wird.
Social CRM. The Inside Is Out - Or from CRM to CMR
8 July 2010It’s true. Social CRM — where online communities provide content to customers in search of information – is pitching the traditional 1:1 dialogue of CRM into a veritable shout out. Not surprising.
Social CRM has transformed CRM into CMR — one of those breezy acronyms I wish I would have thought of first. Because what’s not to love about that quirky letter exchange. But Social CRM– and its byproduct –a Customer Managed Relationship — is a lot deeper than glib wordplay.
Customer Managed Relationships have been designated, validated and abbreviated “CMR” by Yoram Wind, one of the brilliant minds at Wharton. Finally, three magic letters that identify what happens in the social cloud where consumer networks and member opinions and intersect with traditional, data-driven CRM business models. The result of this consumer content and brand message mash-up is Social CRM.
Businesses engaged in Social CRM connect with their customers in a more open, benign environment where their prospects network and congregate. Here they can listen to conversations about their brand and turn their observations into insights, action and yes, even product development. For a more relevant relationship.
A Social CRM strategy is not a replacement for traditional CRM, but a way of using social media to engage with customers on a more transparent, personal level. To do this, a company must have an effective, traditional CRM system in place, according to Brent Leary, a leading authority on Social CRM. You can follow him on Twitter at http://twitter.com/brentleary.
>
Be advised. The enterprise that takes the next step to engage with current customers and prospects in Social CRM, well…that company is expected to react, respond and respect the comments of the community. Or be outed.
From the outside in.–>
Tagged as: CRM, Customer Managed Relationships, Social CRM
Related posts
- Making Customer Loyalty a Core Business Strategy
- The Experience is the Brand
- Who Owns Social Media?
- How the customer experience affects brand loyalty, advocacy and profit
- What’s Your Social Equity?
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Good post on the notion of Social CRM - or the change CRM approach in a social business world.
Posted via email from Notes about the E2.0 SUMMIT & E2.0 FORUM
How Communities Really Behave?
8 July 2010
Great visual from the NextEngine-Blog on the different players/roles within a community.
Critical elements to becoming a ‘Social Brand’ | The conversation
1 July 2010
Interessanter Beitrag von Carl Gallagher (aufsetzend auf einen Beitrag von Katy Thorbahn http://www.mediapost.com/publications/?fa=Articles.showArticle&art_aid=130905) zu den kritischen Elementen einer Social Media Marketing/Marketing 2.0 Strategie … es gehört halt mehr dazu als nur eine Facebook-Seite aufzusetzen!
Ist Social Messaging der E20-Treiber?
28 June 2010Unser Blog- und Research-Partner Joachim Lindner hat im Enterprise2Open-Blog ein paar nette Thesen zum Thema “Social Messaging” gesammelt. Er stellt dabei einleitend die Frage, ob “Social Messaging” die “Killer App” für das Thema “Enterprise 2.0″ ist. Sicherlich habe ich bei dieser Fragestellung keine ganz neutrale Position, weil wir ja mit Joachim gerade eine Studie zu diesem Thema machen und im Juli auch noch ein Seminar im Rahmen des E20 FORUMs anbieten, dennoch mag ich hier kurz mal meine zwei Standpunkte zur Unterstützung dieser These darlegen:
1. E20 Immanenz
Das Systemkonzept zum “Social Messaging” zahlt in vielerlei Dingen auf die Vision zum “transparenten” und “flexiblen” Unternehmenskonzept ein. Richtig eingesetzt bietet es die Möglichkeit zur “Transparenzmachung” der “Feeds & Flows” - sprich der Informationsflüsse, welche die Vorgänge im Unternehmen repräsentieren. Es fördert damit den Informationsaustausch, den Wissenstransfer, die Zusammenarbeit und die Problemlösungsfindung im Unternehmen (IMHO die vier Use Cases für E20!). Denn wenn ein jeder Mitarbeiter kurz und knapp dokumentiert, was er macht und welche Probleme er/sie gelöst hat, wird es für andere Mitarbeiter - egal ob am gleichen oder entfernten Standort, in der gleichen oder völlig anderen Abteilung - möglich, die Informationen, das dokumentierte Wissen, die Problemlösung des ersten Mitarbeiters im Social Messaging System zu finden und für sich selbst anzuwenden.
2. E20 Enabler
Die “Transparenzmachung” von “Informationsflüssen” zu Vorgängen im Unternehmen ist wiederum auch das zentrale unterstützende Merkmal der Social Messaging Systeme für die Einführung von E20 Initiativen im Unternehmen. Sie machen sichtbar, was sich verändert, verbessert aber auch verschlechtert - bei der Einführung von E20 Konzepten.
Vor dem Hintergrund dieser beiden Punkte ist für mich “Social Messaging” das zentrale Tool einer E20 Strategie und bedarf besonderer Beachtung. Und deshalb haben wir auch auch unserer Research-Aktivitäten gerade in diesem Feld gestartet - aktuell mit der Anbieteranalyse und zum Herbst mit einer Best-Practice-Studie. Außerdem bieten wir zusammen mit Joachim Lindner am 13.07. in Frankfurt ein Einführungsseminar zum Thema “Social Messaging im Unternehmen” an.
Blogging Innovation » When Should Management Push Enterprise 2.0 Adoption?
28 June 2010
Very nice framework towards E20 adoption strategies by Hutch Carpenter (found via Tweet of Dion Hinchcliffe)
Posted via email from Notes about the E2.0 SUMMIT & E2.0 FORUM
Enterprise 2.0 conference : a strategic agenda for 2010-2011 | Bertrand Duperrin’s Notepad
19 June 2010Then came what is, my opinion, the major teachings of this event. We had to wait for the very last session to get it. People were ask to list the issues they would have liked to be more addressed in the conference. The result was eloquent :
- integration with business processes
- metrics
- local culture issues
In my opinion these points have been, for many reasons, overlooked too often for years, but they can’t be swept aside anymore if we want to, first, demonstrate that enterprise 2.0 is a major improvement to organizational models and not only a “nice to have” and, second, address the most reluctant and mistrustful businesses that only pay attention to rational approaches.
I’ve been writing and focusing a lot on these issues for the last twelve months what makes me say that the fact these three issues come together is not a coincidence.
- enteprises create value through business processes, so overlooking them is the best way not to impact value creation. I don’t mean all these processes are efficient or useful and that a cleaning session is not needed. Anyway, this issue must be dealt with as a priority.
- when the goal is to improve a business process, it’s not difficult to find the right indicators since they are those that apply to the process in question. THat said, it’s obvious that new ones can also be introduced and some irrelevant one removed.
- multination companies realize that they can’t use the same adoption model in every country and have to customize it according to local cultures. Most of all, the adoption council that gathers many organizations from all around the world, alerted the enterprise 2.0 ecosystem on that. Seen from my european and french viewpoint, cultural and business process issues are tied. When it comes to address less open but sceptical and change averse cultures, involving people who fear overexposing themselves and engaging too much, the best way to bring both organizations and people to adopt new behaviors and tools is to take them by their lowest common denominator, that is reassuring and less sensitive on a human point of view. This point of entry is business processes.
A very nice recap of E20 Conference in Boston by Bertrand Duperrin …
Posted via web from Notes about the E2.0 SUMMIT & E2.0 FORUM
Marketing 2.0 Practice: IKEA - virale Facebook-Kampagne durch Photo-Tagging
18 June 2010Sehr schön gemacht - überlege, ob das für alle Zielgruppen/Produkte funktioniert. Oder nur bei IKEA, weil es eine starke Marke mit hoher Abdeckung auf Facebook hat
