SXSW 2013 Sampler

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3 Customers Don’t See Silos Being great in social media needs to carry through the resolution chain. Have you ever waited in line at a store to return something? Always seems to happen to me on the busiest shopping days, like Black Friday or Boxing Day. And then, once you’ve waited a very long time, trying to be patient, you get up to the front of the line and somebody tells you, ‘‘This isn’t the right line.’’ You have to go line up somewhere else, starting the process all over and giving up even more of your time, effort, and energy. And the whole time you’re thinking, ‘‘Hey, I’m the customer here. This shouldn’t be so hard.’’ If you’re returning something, you may already have a negative issue with the store. Or maybe you just want to exchange what you have and turn around and spend even more money. Either way, you don’t want spend more time in another line. I know I never do. This is what a lot of companies are doing online in social media. Time and time again, I see examples of people tweeting or saying something on Facebook to a brand, looking for resolution, just to be 6
Customers Don’t See Silos 7 told they are in the wrong line. Sometimes the brand replies directly to let them know that this place (Twitter or their Facebook page) is not the right spot for talking about whatever issue they’re having. More often, and worse, no one is manning the account at all, and the customers and their issues are simply ignored and left sitting there. One of the worst things you can do online as a brand is write in your profile, company description, or even hidden in your notes that your page is ‘‘not the place for customer service complaints or inquiries.’’ People don’t usually read everything about you on your page before commenting. They just won’t see it, and that’s why it is such a big problem. We run our businesses through silos. There’s human resources, marketing, and public relations, and then there’s customer service. We use these to keep us organized and make sure everything gets done. The thing is, customers don’t see silos. They see your brand as a whole. And every time they don’t get a response or are told that they’re waiting in the wrong line, it hurts your brand. If you have a Twitter account, that is your company. Your Facebook wall is your company—it isn’t HR or customer service or PR; it’s you. We have to realize that this online place needs to be more of a social traffic control tower, automatically putting customers into the right line, versus one that puts up walls and acts as a gatekeeper. If you open up the social media doors and people start flooding in, be prepared for them to flood in and say anything, not just what you want them to say or ask. Set up something within your organization so that whoever sees comments will automatically assign them to the right department and reply to the customer. Be sure someone is responsible for letting customers know your brand is listening, cares about their feedback, is taking care of whatever issues may have arisen, and has passed it along to the right people. There is nothing wrong with asking a customer to e-mail you or phone you because you need specific or private information that shouldn’t be shared online, but make sure you tell them publicly in your reply. All of these interactions with customers are changing your brand’s impression every single day. Right now, when people are driving down the road, they don’t see the separate silos listed with your department names. All they see is you. And we are changing that brand impression with every interaction. Being great in social media needs to carry through the resolution chain.
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SXSW ® 2013 Sampler Foreword by Je
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Contents Acknowledgements ix Introd
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4 Twitter 53
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56 Channels Percentage of Tweets Th
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58 Channels tweeted around 22 times
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60 Channels Average # of Followers
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62 Channels Percentage of Tweets Re
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64 Channels 6 5 4 3 2 1 0 12:00 am
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66 Channels life, feel free to talk
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68 Channels 1. game 2. going 3. hah
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70 Channels CTR 18% 16% 14% 12% 10%
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72 Channels If you ’re sharing co
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74 Channels 0.2% 0% -0.2% -0.4% -0.
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Chapter 1 Great Britain ‘‘In a
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Great Britain 29 programs. This aus
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Great Britain 31 that made WhipCar
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Great Britain 33 younger drivers, s
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Great Britain 35 On the night we me
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Great Britain 37 she recalled, ‘
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Great Britain 39 things as basic as
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Great Britain 41 system and from so
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Great Britain 43 proposals to suppo
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Great Britain 45 motivate others to
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Great Britain 47 The average return
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Great Britain 49 The consumers are
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Great Britain 51 well-known local o
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Great Britain 53 Remarkably, Cherie
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11 IMPROVING THE UMOT TO OPTIMIZE T
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TOTAL RECALL
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How do we ensure that our customers
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Yet even with the pervasiveness of
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looking for the experience. Busines
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SORRY, WE’RE CLOSED How to Surviv
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The customer journey is still evolv
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[ ] DISRUPTIVE TECHNOLOGY IS A CATA
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They include: Blockbuster Borders C
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Case Study: What’s the Worst That
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world—faster, more competitive, a
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No one can pinpoint where we exist
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xx INTRODUCTION
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To that end, we’ve engaged a tale
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Contents Foreword: The Benchmark of
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Introduction In my last corporate j
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Introduction xxvii day, I gain insi
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Introduction xxix from studying bas
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Introduction xxxi is happening in r
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Introduction xxxiii Part Three allo
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INTRODUCTION Properly organized and
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● Fortune 500 companies that are
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● How to evaluate results ● The
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In 2000, Goldcorp CEO Rob McEwen wa
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4 CROWDSTORM What LEGO discovered w
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6 CROWDSTORM While Coase is focused
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8 CROWDSTORM Finally, in business a
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10 CROWDSTORM then-candidate Barack
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12 CROWDSTORM together collaborativ
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14 CROWDSTORM In 2010, what was uni
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16 CROWDSTORM We have focused so fa
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18 Key Partners Key Activities Valu
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20 CROWDSTORM few of the success st
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viii CONTENTS Chapter 3 Take Stock
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x CONTENTS Chapter 29 Celebrate Suc
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xiv YOU CHOOSE THE PATH TO FOLLOW o
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xvi PREFACE it became that focusing
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Short On Time, But Still Crave Amaz
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Short On Time 3 If all these pages
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Why a Guide? 5 If it were as simple
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Why a Guide? 7 4. Taking the Road L
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How to Be a Passion Hit 33 Those wh
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How to Be a Passion Hit 35 Each of
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viii Contents The Direct Approach
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x Contents Recording and Distributi
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xviii Introduction and make good gr
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xx Introduction more informed decis
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xxii Introduction The next question
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4 The Art of Explanation Trevor had
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BETH KANTER KATIE DELAHAYE PAINE FO
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x SIX The Ladder of Engagement: How
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The Secret Sauce for Nonprofi ts Ne
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United States (HSUS), the nation
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without a measurement plan is a was
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An important part of MomsRising ’
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Theme 9: Measurement Is Valuable at
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I N T R O I INTRODUCTION A BRIEF HI
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C H A P T E R 04 EDITORIAL INFOGRAP
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C H A P T E R 08 WHAT MAKES A GOOD
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Page 225 and 226: Marketing Is a Verb 5 haven’t eve
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Page 267 and 268: CONTENTS Foreword vii by Jeff Dachi
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Contents Introduction 1 1 The Art o
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Introduction Though I’ve run a sm
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Introduction 3 Small businesspeople
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Introduction 5 the ads that refl ec
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Introduction 7 Consider any job or
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Introduction 9 You might say that,
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Introduction 11 of your customers c
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Contents Foreword by David Meerman
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Contents ix Off-Page SEO: The Power
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Contents xi Chapter 13. Picking and
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4 Inbound Marketing well. More rece
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6 Inbound Marketing Ten years ago,
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8 Inbound Marketing co-founder of F
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