Social Media Mistake #1

We see too many “social media marketing campaigns” fail. Worst of all: Agencies who developed those “campaigns” even continue to promote those as success stories and case studies, despite the fact that the campaign was a complete disaster. You hear from companies making millions over Twitter, you hear companies who are “wildly successful” with their fan page and you hear about brands as social media success stories who don’t even use social media but just have an agency running some activities.

Why do you think is that? Continue reading “Social Media Mistake #1”

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Taking Social CRM theory and potting it into practice

In one of the Social CRM experts groups fellow group member Michael Brito asked some very interesting questions. I thought it’s worth sharing here.

The Xeesm team and their partners do about one Social CRM implementation per week right now and here is their experience:

1. Who owns social CRM (It’s easy for all of us to say everyone does, but that’s not reality quite yet; even for basic social media marketing)

Continue reading “Taking Social CRM theory and potting it into practice”

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Social Business goes mainstream

Do you still believe business leaders don’t get it and want to give some good advice? Think again. Last week I spoke in front of a group of executives from various industries. The speaker right before me talked about how important social media is for business. Somebody in the audience stood up and said:

“This is all very interesting but we are not here to learn how important social media is – we heard that in the last 3 years. We are here to hear how you implement it, how you create and execute a strategy and how you measure results.” Continue reading “Social Business goes mainstream”

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DELL, success story or flop?

“DELL makes millions on Twitter” how cool is that. OK sounds cool and as a social media guy I can take a success story any time. But this one? Not so sure.

What is it what DELL does? They give out promo codes that are only available in Twitter to get a discount for your next DELL. Is that a “social media marketing campaign” – it looks like but it has nothing to do with social media. It is one of those very unfortunate stories. It has nothing to do with social. It has nothing to do with conversation, it has nothing to do with dialog between business and their customers, there is no collaboration or sharing – all there is is a stupid discount campaign that was moved from traditional media to social media.

Why is it bad?

Continue reading “DELL, success story or flop?”

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Social selling – What does it mean in reality?

How much more “salesy” can you get? How much harder can you beat your sales force? How much more pressure can you put onto your customers? Didn’t you overstep the line long time ago?

Social selling is a new art, a new discipline, a more effective way to deal with more customers and be there when the opportunity is opening up. Clearly – there is nothing new in sales since 5,000 years. Yet once every 20 yeras we dramatically fine tune our engagement. Remember when “reference selling” – “consultative selling” – “whatever selling” – was better than what we did before?
Continue reading “Social selling – What does it mean in reality?”

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Webinar: Citrix Webex – a Social Media Case study.

It was great to have so many attendees in the webinar. Thank you very much for joining us.
Special thanks to all members of the leadership class Summer 2009 who performed this exercise and webinar using the assessment methods from the Academy, researching Citrix and Webex as a social media case study.
Team A – Social Media Customer Assessment

Barbara Daniels
Wendy Soucie
Matson Sparling

Team B Social Media Brand Assessment

Catherine Sherwood
Matthias Beckman
Lyn-Dee Eldridge

Team C Social Media Partner Assessment

Lisa Rob
Mark Eldridge
Nany Chou

Team C Social Media Competitive Assessment

Elsom Eldridge
Mark Moore
Susan Rice Lincoln
Steve Gasser

Questions from the webinar please find on this blog post.

We love to get your feedback about the webinar, the good and the bad.
Please share your point of view and comments.
Network – Contribute – Participate
Lets get in touch, join our groups and online communities
LinkedIn Group http://xeeurl.com/A0548 Facebook Fan Page http://xeeurl.com/A0805 Online Community = http://xeeurl.com/A01152

Listen to the podcast of the Social Media Assessment Case Study

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PayPal Case Study – Social Media Ignorance

Paypal was one of the first online payment services and had a great start but over time lost the edge. The company seems to struggle with their internal administration and adjusting their business processes to meet customer needs.

Company Background
Paypal has 160 million customers
Their support centers work shifts and deal with approximately 60,000 support cases every day.
Over 1,000 support people handle on average 60 calls per day.
You cannot email or use other ways of communication than phone, fax or post.

Support team
To deal all day long with frustrated customers is not a very pleasant job, so fluctuation is rather high and the level of competency very low. It takes on average three calls to find a competent person. Some customers suggest you don’t use a case number as you don’t want to get back to the same person.
Most of the support calls are very low level issues with routine answers, nothing special, simply based on lack of user help and a pretty confusing system administration (a user voice nails it: “This is done by a bunch of engineers and never reviewed by business people”). Many functions are even unclear to the internal teams. Support staff admits it is not very intuitive if it is anything other than pushing the pay now button. Everybody can read that in great detail in thousands on public complains.

Customer Experience
People still really like the product. Some even donated a website like This Link Lots of discussions with thousands of valuable inputs that – as it appears- non of the paypal people ever read. Paypal instituted a feedback form that customers are asked to fill out after each and every support case. Even so many people probably are too angry to even bother, some do, I did. But that source of customer feedback evaporates in the dysfunctional organization.

More Market Research?
Now the latest hit was that I received an invitation to participate in a survey – yet I have to be “elected” to join. However I get $200 if I participate after I am elected. But it looks like I have to drive to Mountain View to do the in person interview. A “market research institute” actually is doing the gigg. I don’t want to know what that cost in total.

So here is a company that has free feedback from millions of users and thousands of cases but just doesn’t bother to care – instead pays a research institute to create yet another source of feedback?

Paypals Social Web Presence

  • There is a paypal account on twitter, mainly tweeting “please follow us so we can DM you” – 63 updates, following 123 people
  • There are hundreds of paypal groups on Facebook from paypal fans to paypal frustrated customers
  • There are 18 groups focusing on paypal on LinkedIn with over 3,000 members
  • There are paypal customers on MySpace and many other sites, the feedback is priceless.
  • Yet paypal seem just not to care.

Even internally people know what the issues are: A support person inside paypal (very nice and very professional) “…I know, we asked numerous times to fix those issues but nobody seem to listen”.

How to actually fix the problem
Social Media for Paypal could become a life saver. Not as a marketing gigg but to improve and fix a dysfunctional operation.
1) At first a company team would aggregate and distill the customer feedback using established assessment methods and available reporting tools.
2) Then develop a customer supported advisory board and rigorously execute – fixing the top issues.
3) Tackle more problems and just grind through the list from top to bottom.
4) Ask the folks from “paypal sucks” groups and sites to HELP.
5) Using the, by then established, processes to figure out how new features need to be developed (co-creation)
6) Get feedback in a structured way through groups and networks rather than through useless questionnaires
7) Create forums where customers help customers, supported by maybe even less but better educated paypal support people

Non of the above has anything to do with sales or marketing – just building a better company.

Who Is Responsible?
Is this the responsibility of Dickson Chu Vice President of Global Product and Experience? Or is it Ryan D. Downs Senior Vice President, Worldwide Operations? Or is it Scott Guilfoyle Senior Vice President, Platform Services? Or Barry Herstein Chief Marketing Officer? Philipp Justus Senior Vice President, Global Markets, responsible for growing the company? Everybody has his/her fair share.

But No, Scott Thompson, the President is the one who need to engage his executive team in a cross functional initiative to fix the dysfunctional organization.

Social media is not a cool marketing gigg – it is a strategic engagement to react to the major changes in our society reflected by changing customer behavior and an ever more demanding market.

Axel Schultze Axel Schultze MyXeeSM

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