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The Truth About 5 Social CRM Myths

An extract from our report in collaboration with Atos Consulting called ‘SocialCRM: Towards enhanced Customer Relationship Management‘.

Like any innovation, Social CRM is often misunderstood or sparks resistance from those opposed to change within the organization. This lack of understanding and resistance gives rise to myths or prejudices, which sometimes become ingrained.

Let’s put them to rest once and for all:

MYTH Number 1: Social CRM Is Not Here To Stay

Social CRM is the answer to changing consumer behavior
Advanced tools with customer data that can be increasingly exploited
40% increase in market value compared with 2010 and more than 20% extra in 2012 (according to Gartner)
40% rise in budget spending

MYTH Number 2: Social CRM = Facebook + Twitter (+Google+)

These social media are not the only scope for action
First prioritize Social CRM integration on the corporate site of the company
“Fish where the fish are”: casting a wider net on social media, where most of the brand consumers are brought together
Extending out to the preferred social media of influencers

MYTH Number 3: Social CRM Stops At Customer Service

It impacts on all departments of a company
Priority departments at present: Marketing, Sales and Customer Services
Once a certain level of maturity has been reached there is internal collaboration and co-creation.

MYTH Number 4: Only The Community Manager Can Be Tasked With Social CRM

Maturity analysis of the organization is needed to determine team requirements, i.e. composition and training


Social CRM Myths | Courtesy: Fybrid Photos

6 Recommendations for making your Social CRM a success

Here is some strategic advice to get you started:

1. Define your improved strategy, which should combine the benefits of social media with those of your current CRM approach (in terms of target, objectives, budget, etc.) Type of interaction framework:

  • Listening, Discussing, Assisting, Empowering, Capitalizing on customer knowledge
  • Consider the exact strategic and operational objectives needed to evaluate the Return on
  • Objective (ROO)
  • Determine the most relevant KPIs and means of measuring the effectiveness of your Social
  • CRM according to your objectives

2. Evaluate and implement a management strategy adapted to your organization: centralized, unique hub, several hubs, etc.? Internal & external procedures, rules of customer engagement?

3. Analyse the changes that Social CRM will trigger within the company in terms of employees: training, creation of new positions – will it be necessary to recruit and what type of person is required, etc.

4. Develop a plan for Social CRM-specific organizational change using diagnostic procedures for the various elements of the plan:

  • Human (corporate culture, sensitivity to social media, management of distributed content, etc.)
  • Strategic (vision, engagement of senior management, approach to management, etc.)
  • Technological (CRM tools, CRM system architecture, platform used, process, etc.)

5. Choose the tools that will support your Social CRM strategy. “Social” functions to be integrated into the existing CRM tool: listening, assistance, conversation, management, analysis and performance measurement
6. Launch trials early on, during the continuous “Proof of Concept” stage adapted to social media

Also read our report on SocialCRM:

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