Just do it! You learn social by doing
Frank's key lessons are:
Go do it and learn from what happens.
Don't ask permission but ask for forgiveness afterwards.
Share your experiences and best practices across all countries and all brands.
Provide central control.
Adjust your KPIs: no longer judge them on sales, but on the relationship.
Train your marketers. Do as much as possible yourself and outsource as little as possible to external parties.
Social business is one big change process: learning, learning, learning and doing!
Integrate social into your processes and the customer journey.
KPN's social business ambitions and actions
KPN is changing and it has to, says Sebastiaan van Rijnsoever , director of social media at KPN, opening his presentation. These are not easy times for the former state-owned company, which has not kept up with the times in terms of customer service. KPN customers are suffering from this. They report via social media and webcare if they cannot get through by phone.
KPN needs to rediscover its role by working small and personal and KLM is an example of this. KPN wants to reconnect with the outside world and Sebastiaan mentions the action in which the webcare team offered a cake to the most loyal KPN fans on Facebook.
Sebastioaan van Rijnsoever KPN about service and social businessThe role of webcare within KPN
Webcare plays a major role in this change and KPN uses this via Facebook, Twitter and the KPN forum where customers help each other and with which KPN saves a lot on call center costs. But webcare also provides a different customer experience: research shows that after contact with the webcare team, customers leave more satisfied or less angry than when they came in. So the social knife cuts both ways.
The role of the social CEO: walk the talk
Service, business, brand are the three pillars under the activities of the social media team. And gradually she is working towards a layered approach, such as KLM applies. Social goes further than just the marketing department and the real change starts internally. For example, with the CEO who has to convey the change. KPN also has some way to go in that.
Finally, Sebastiaan shows the recently released internal 'Just Do It' app, romania mobile phone number list with which KPN employees can report complaints from customers in their environment on the spot. They can do this in a visible way for the complaining customer. In this way, KPN wants to show that it is serious about social. The app sends a two-way signal, to employees and customers: 'we really want to help our customers and want to become a human company again'.
From KPN we went to an 'old hand' in the innovation and social business field: IBM. On behalf of IBM, Liselore Ammerlaan spoke
about the dangers and opportunities you encounter when you initiate the change to social business. IBM knows what it is talking about, because it has experienced several moments of major change. In 1994 it almost no longer existed and 9/11 heralded another major system change for IBM. From that moment on, IBM decided to focus on social networking in the broadest sense of the word.
Social business: a new way of engaging with customers
For IBM, social business is the new way to interact with your customer. But how do you connect with customers and what happens behind the scenes, with the people in the (organization) who have to do it? Two worlds are forced together, both in terms of mindset and technology. And that requires a different attitude.
Liselore Ammerlaan_IBM on social business. jpgIBM expects a shift to online core processes that are transparent. Liselore jokingly calls that a peep box: customers want to know who is behind the organization, relationship manager or customer service employee. This applies not only to b2c, but also to b2b.