Sep 21 2011

Age of Social & The Customer Profile – How Organizations Should Gather Customer Info

Since 1986, I have argued that at the core of every successful CRM initiative is a robust customer profile that provides insight into your customer’s needs and wants.  Think of the profile as a daisy, with the customer in the center of the daisy and the petals symbolizing different information about that customer (e.g., name, address, email, activities, products/services purchased, financial value to your firm, customer service issues, operational issues, competitive products/services purchased, marketing opportunities).

The problem with this definition of the profile is that it is static or transactional-based.  It lacks the emotional or sentimental side of a relationship.  What does the customer think of us as a supplier?  Would he/she recommend us to their colleagues? What has this customer said on social communities about our company and about doing business with our company?

Enter the “Age of Social” where one can easily listen or monitor social communities that your customer frequents or forums where your company becomes a topic of discussion.  And here is the beauty of today’s social tools; they allow you to easily monitor and then harvest or scrape information off of social communities and attach them to your customer profile.  So now you have a customer profile that contains both static or transactional information AND dynamic, sentimental information that reveals additional insights into your customer’s want and needs and how they feel about doing business with you.

For the past several years, ISM has been helping our global, best-in-class customers to redesign their customer profiles, taking advantage of the Age of Social.  For example, we just completed an engagement to help Marriott create their 2012-2014 Marriott Rewards customer profile roadmap that takes into account information from social communities.

Needless to say there is an entirely new set of challenges with looking and gathering customer information in the Age of Social. For example which information from which social source is worth gathering?  How best to act on this information?  Is a response required?  How to train sales personnel to take this information into account when calling on the customer?

But not bringing social insights into a customer’s profile is like playing a sports game with one-hand tied behind your back.  And that’s a game you will never win.

Tags: , , Posted by - Barton Goldenberg @ 3:36 pm

Sep 06 2011

Fun and Games with the National Labor Relations Board (NLRB)

A while ago I wrote that companies such as Virgin Atlantic, the Philadelphia Eagles, and Brixx restaurant fired employees for Facebook posts about the company or customers;  and, a Georgia teacher and New England Patriots cheerleader were fired for personal behavior posted on Facebook.  I opined that it’s critical to have a Social Media Policy that makes it clear what you expect from your employees online.

I still believe this is true, but now there’s a caveat – you have to be equally careful about what you don’t say in your Social Media Policy as what you do say.  The National Labor Relations Board (NRLB) has ruled on several cases where employees have been fired for what they said on their Facebook pages, and these rulings contain important information for employers.

A benchmark ruling was the case involving American Medical Response of Connecticut.  An employee was terminated after complaining that the company had asked her to participate in a disciplinary action without the union representatives she requested.  She wrote on her personal Facebook page, “Love how the company allows a 17 to be a supervisor,” referring to the employer’s code for a psychiatric patient, and called her boss a “scumbag as usual.” Her post drew favorable comments from her work colleagues. The company promptly fired her for violating the company’s blogging and Internet posting policy. The policy prohibited employees from “making disparaging, discriminating or defamatory comments when discussing the company or the employees’ supervisors, co-workers and/or competitors.”

The NLRB alleged that the employee’s termination violated section 8(a)(1) of the National Labor Relations Act, which prohibits an employer from interfering with, restraining, or coercing employees in the exercise of their rights guaranteed under 7 of the NLRA. Section 7 permits employees, regardless of whether they are represented by a union, to engage in protected concerted activities, which includes online discussion by more than one employee that’s in any way tied to working conditions, wages or other terms and conditions of employment.

What does this mean for employers?  The NLRB is pursuing employers with:

–      overbroad policies restricting employee’s social media use

–      employee discipline based on behavior discovered via unlawful surveillance, interrogations or threats

So, you need to make sure that your policy doesn’t try to limit employees’ discussion of wages, investigations or disciplinary action; or prohibit disparagement of the company or its management.  As much as you’d like to prevent employees from criticizing their manager or the CEO online, you can’t.  This is true whether or not your employees are unionized. So check your Social Media Policy, and make sure it doesn’t include these types of statements, or you risk attracting the attention of the NLRB – or losing the case if you try to enforce it.

Tags: , , Posted by - Kathy Barton @ 5:18 pm