Study: Social Media more important for customer service

Social media platforms like LinkedIn, Facebook, Twitter and others are becoming more and more interesting from a customer service perspective. This is one of the results of a recent study by Boston Global looking at why consumers follow and unfollow brands on social platforms.

Consumers who want to reach out to brands and resellers for help, are fast in using social media accounts of brands. A quick direct message here, a public tweet there, or simply writing a review on the brand’s account site. Social media is becoming the contact point if companies want happy customers. Especially, when competitors are also on the same social network, the messaging and speed of reaction on engagement is essential for business impact and lead generation.

The study by Boston Global that asked 554 consumers makes clear why consumers follow and unfollow brands. or which content is relevant for them. In terms of content, there are two main reason why Instagram is relevant to consumers: a) to get to know more about products and b) to find information about their main hobbies. The conclusion is that the content of brands need to stick to the main business topics in order to stay relevant and drive business impact.

Furthermore, the study shows that social media helps customer service. Although a direct mail to the company or brand is the first choice, when there is a product question. The second way of approaching a brand on product problems is a direct message on the company page. Active and fast feedback of brands is essential in this case. It retains consumer loyalty, or regains customers that have made a negative product experience. Consumers unfollow brands predominantly as of irrelevant content, too high posting frequency and getting no feedback on direct messages on company pages.

And if you still think, social media is not important for your brand, then you better think twice. The study shows that especially Gen Z and Gen Y want to interact with brands on their social media accounts. Thus, dedicating serious resources to social media activities and leveraging the brand reputation on social platforms becomes an essential driver of business impact. Responding to consumers on social networks is appreciation and should not be underestimated for b2b and b2c companies.

The slightly other infografic about the social media universe

On which social media planet do you live?

Infografics are one of the best and most popular methods to show figures, developments and facts. You will find hundreds of charts with numbers based on data presented colorfull and visually. The enormous development of various social media platforms and the ongoing evolution is one of the frequent topics in the creation of such graphics. But this grafic is somehow different than any other.  Read more

Are you ready for the next level of future mobility? Young Germans are!

Germany is known as one of the leading countries in terms of innovation and inventions. But on the other hand germans are very careful and reserved when it comes to the use of new tools, processes and technologies. So the survey results of a currently published survey regarding future mobility astound somehow.  Read more

Internet Trends 2018 – Mary Meeker Report

There are a lot of reports within the technology business but there are only a few worth sharing. When talking about internet trends the following report from Mary Meeker is one of these positive examples we want to share with you. It covers more or less every interesting section within the tech industry where companies […]

3 recommendations when producing video by Richard Gutjahr [Video]

What format will be the one with the biggest growth rate? What do you think? For many of us it will be video. In terms of handling, reach and simplicity. But what are the points we should think about when we produce a video? In his interview the host Christoph Magnussen gets some very interesting insights about these questions and other impressive statements from Richard Gutjahr.  Read more

2018 Global Digital Future in Focus [Whitepaper]

There is so much going on within the technology, social networks and communication area and it’s hard to keep an overview of everything.  In these days it is good to see the variety of development paths either in countries, technologies or user behavior in the form of reports. comScore provides with his ‘2018 Global Digital Future in Focus’ a snapshot of desktop, smartphone and tablet usage around the world, examining how audiences and content consumption changed from over the last couple of months during 2017. There are some winners and some losers but the reason behind the results and the consequences are more interesting at the end.  Read more

Study: Value of social media analytics tools still not understood

The findings of a study by Demand Metric and Netbase sound positive – but not on a second glance. Although most marketers seem to have understood why they need to work with social media analytics tools, they still haven’t figured out how it helps them to find the social ROI. At least, 61% of responding marketers use social media analytics tools, and of those 53% started working with the tools in the last two years.

The study based on 125 marketers (70% B2B-focused, 13% B2C and 17% split) shows that marketers find social analytics tools most valuable for helping with campaign tracking, brand analysis, and competitive intelligence. 60% of the reponsing people use social media analytics tools for campaign tracking, brand analysis (48%), competitive intelligence (40%), customer care (36%), product launches (32%), and influencer ranking (27%).

Demand Metric SM Use Case Optimization

It still surprises me that the majority of respondents (66%) states that social media analytics tools are most valuable to help assess and quantify the degree of engagement. Is there more in it like understanding where engagement of the company is needed, leveraging content for production and curation, spoting the mentality and value of influencers, identifying engaged communities or platforms, or detecting features and traffic of personal brand advocacy? Obviously, most marketers are still far behind in understanding how to use and leverage social media analytics tools.

Demand Metric ROI SM EffortsSpot On!
Although most marketers see the opportunities to leverage the social ROI, most are still in their infancy in converting data in findings, and leveraging social media in their daily business. The findings show that most of those marketers (70%) still cannot quantify their social media ROI. The question is why they cannot do so? Do you have any ideas or experience where the main challenges are? Is it a problem of resources, of technology misunderstanding, or simply not clear which social KPIs make sense to meet the overall business targets? Let us know what you think…

Study: Big brands could do better on social customer service

Some weeks ago, we have written about the importance to be fast on response time on Social Media platforms. We made clear, based on some research by Convince & Convert, that companies need to react in not more than 60 seconds on complaints, customer enquiries and questions that appear on company’s and brands’ social platforms.

Now, a recent study of some of the biggest brands in the U.S., like Coca-Cola, McDonalds, Visa or Starbucks shows that providing a top standard of customer support on Twitter is not really as fantastic as it seems. Although some readings of all those good posts about these brands and their Social Media efforts might assume the companies do whatever they can in Social Business terms.

In the study, four Software Advice employees used their personal Twitter accounts to address customer service tweets to 14 consumer brands in seven industries – McDonalds, Starbucks (Fast Food), Coca Cola, Pepsi (Soft Drinks), Visa, Mastercard (Credit Cards), Wells Fargo, Bank Of America (Banking), Walmart, Home Depot (Retail), Apple*, HP (Consumer Tech), Gillette and Colgate (Personal Care).

They sent each brand’s Twitter account one tweet per weekday for four consecutive weeks, from “Urgent, to Positive/Negative, or questions about FAQ or technical issue. Then, brands were evaluated on their average response time and rate. See the results in the following infographic…

How people see it – The state of social at work

The technology service provider Appirio published some findings that most business people are more social personally than they are at work.

The findings show that twice as many managers are engaged in Social Media compared to the people they have in their teams. What the survey did not tell us is the reason why the people are using social platforms and features less than their managers. Are they not allowed to engage on communities at work? Are Social Media policies too much black and white? Or do they not see the benefits Social Media offers?

The positive outcome is that there is some understanding of culture and ownership of the social business as the driving factors for success. Although marketing seems to be owning the social business transformation, the question remains if this does not make space for a new position in companies like chief web officer or chief culture officer. Another question that could be raised in companies in my eyes.

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Interview: "Social Business = Creating a smarter workforce & a proven solution to business challenges"

One-on-one interview with Ed Brill

Ed Brill is Director, Social Business and Collaboration Solutions, at IBM. Brill is responsible for the product and market strategy for IBM’s messaging, collaboration, communications, and productivity products, including Lotus Notes and Domino, IBM SmartCloud Notes, IBM Sametime, Lotus Symphony, IBM Docs, and other related social business solutions. Brill’s focus is on extending and growing the success of these solutions through customer engagement, partner ecosystem development, and harnessing the breadth and depth of the IBM organization.

The Strategy Web spoke with him about the relevance and future of Social Business.

Why is Social Business not only a buzzword?

Leaders in every industry are leveraging Social Business technology to disrupt their industries and create competitive advantage. They are improving productivity and unleashing innovation by tapping into the collective intelligence inside and outside their organizations. With social, they’re creating a smarter workforce and proving that social business isn’t just a buzzword, it’s a proven solution to business challenges.

According to Forrester Research, the market opportunity for social enterprise apps is expected to grow at a rate of 61 percent through 2016. According to IBM’s CEO Study, today only 16 percent of CEOs are using social business platforms to connect with customers, but that number is poised to spike to 57 percent within the next three to five years.

What does it take to make a business “social”?

Organizations have quickly learned that a Social Business is more than just having a Facebook page and a Twitter account. In a Social Business, every department in the organization has embedded social capabilities into their traditional business processes to fundamentally impact how work gets done to create business value. A Social Business utilizes social software technology to communicate with its rich ecosystem of clients, business partners and employees.

Social business is a strategic approach to shaping a business culture, highly dependent upon transparency and trust from executive leadership and corporate strategy, including business process design, risk management, leadership development, financial controls and use of business analytics. Becoming a Social Business can help an organization deepen customer relationships, generate new ideas and innovate faster, identify expertise, enable a more effective workforce and ultimately drive its bottom line.

What does it mean to change the culture of a company?

Changing an organizations culture to embrace social must start from the top. Senior leadership must buy in and promote a culture of sharing, transparency and trust. Recent studies by IBM see this shift, today’s C-Suite recognizes the potential of social. Consider this, according to IBM’s 2012 CEO Study, today only 16 percent of CEOs are using social business platforms to connect with customers, but that number is poised to spike to 57 percent within the next three to five years. Similarly. IBM’s 2011 CIO Survey of 3,000 global leaders indicated that more than 55% of companies identified social networking as having a strategic significance to their company’s growth. And finally, 2011 IBM CMO Study reports that CMOs are using social platforms to communicate with their customers, 56 percent view it as a key communication channel. These senior leaders are the key to social business adoption and there’s a real shift occurring, social business is now a business imperative.

What role is the flexible workspace playing in the process?

Companies are able to build virtual teams out of expertise and leadership, regardless of their physical location or title on the organization chart. Today’s workforce expects to be able to share, post, update and communicate with colleagues, customers, and ecosystem using social tools to get real work done. Through those tools, employees who work remotely, use flexible “hot desks” in company offices, or open floorplans can leverage tools for instant e-meetings, video and audio tools, and embedded applications to process knowledge and activities faster and deliver more value to the organization.

What’s your advice for companies to become a “social business”?

Companies around the world are now focused on becoming Social Businesses, Forrester Research estimates that the market opportunity for social software is expected to increase 60% annually. But perhaps the most daunting part of becoming a social business is how to start the journey. That’s where creating a Social Business Agenda plays a vital role. In order to become successful in social business, an organization needs to create its own personalized Agenda that addresses the company’s culture, trust
between management and employees and the organization and its constituencies, engagement behind and outside of the firewall, risk management, and of course, measurement. The sponsorship for such an activity can be driven by leadership, lines of business, or other organizational catalyst roles.