The UK General Election has accelerated the interest in what is called ‘social media’ – in this context meaning Twitter, Facebook, Bebo, etc. And in particular, how these new ways of communicating with people can be used to win the election.
A lot of this has to do with the perception that the use of these new tools was hugely influential to Barack Obama’s success in the US Presidential election. We can debate whether this is true or not, but my purpose here is only to recognise that social media has become widely acknowledge and discussed. I want to look at the potential impact social media may have on business.
The current news items are only the public face of a debate that began some time ago in the business and government worlds. But what the added attention has done is move the topic of social media up the corporate agenda – and no doubt many will rush to ‘”do something”, to be seen to be doing something and not to get left behind.
Like most bandwagons, and especially technology-led ones, it pays to be cautious and spend time thinking – hard – about what you want to achieve by engaging in these new forms of communication. In amongst the uncertainty about how organisations should react to this change in customer behaviour, one thing does seem to be certain. There is no going back once you have started.
Many groups and forums are springing up to address this area, many of which are ill-informed and offering poor advice. But, there is lots of valuable thinking and sharing being done as this new area is explored. One that I like is called Social CRM Pioneers. It has somewhat of a technology slant (which suits my background) but there are some very informative and insightful conversations being had there.
The first question is how to start – what should be done first? There is no single right answer to that, as individual circumstances differ massively, but here are a few thoughts for you.
Your customers have always been having these conversations between themselves about your products and services (although with less reach and fewer people to listen). You now have the possibility to ‘overhear’ what they are saying in these public communities and networks and, if you are careful and respectful, the possibility to be invited into the conversations and maybe influence attitudes and opinions.
How will this change in customer behaviour affect your corporate culture? Firstly, remember, your employees are customers too – and will be feeling this change first-hand in their everyday lives. So, you probably already have a lot of knowledge internally. Perhaps, you could start by asking employees about their experiences and how they would like brands to interact with them in this environment? Start an internal conversation as a precursor to external conversations.
The rise of Customer Relationship Management (CRM) systems over the last fifteen years should have been accompanied by corporate adaptation to a more customer-centric model, although in most cases only the technology was implemented. Maybe, in this new social revolution we should be building ‘people-centric’ organisations.
That is, not companies facing off to individual customers (remember the ‘market of one’ and 360 degree customer views?) but individual people in organisations building trust and relationships with individual prospects and customers over time and through multiple channels and media – whether that be for marketing, sales or service needs. That would mean organising internally to meet customers’ needs and not simply organising for efficiency.
Oh, and don’t forget that there are a large number of customers who do not not participate in online communities and social media. Their needs must not be overlooked in the seeming stampede for this new promised land.
I flew to Stockholm last Thursday morning at 7.30am by British Airways from terminal 5. I’m just on the way to pick up my car, one week later.
