Posts Tagged ‘social marketing insights’

Executive Profiles: Disruptive Tech Leaders In Social Business – Kelly Pennock, Visible Technologies

Welcome to an on-going series of interviews with the people behind the technologies in Social Business.  The interviews  provide insightful points of view from a customer, industry, and vendor perspective.  A full list of interviewees can be found here.

Kelly Pennock, CEO of Visible Technologies


Kelly Pennock is Chief Executive Officer for Visible Technologies. He brings over two decades of experience in executive management and technology vision to the company. In his prior role as Visible’s Chief Technology Officer, Kelly was responsible for authoring the technology road map and driving the engineering vision behind the Visible Intelligence™ software platform.

Before joining Visible Technologies, Kelly served as President at First Data Corporation, a Fortune 200 company headquartered in Denver, Colorado. At First Data, he led the Analytics Business Unit that was responsible for the sale of analytics products across the company’s customer base. Prior to that role, he was Chief Executive Officer and President of Intelligent Results, an enterprise software company that delivered analytics and business intelligence software and services to global financial services institutions. Kelly also held senior positions at, the world’s leading online retailer, where he launched two of Amazon’s early stores and led multiple enterprise wide initiatives related to personalization and cross-sell. Before Amazon, he was Chief Technology Officer and co-founder of Internet startup Cartia Inc., and a Chief Scientist in Information Sciences at Battelle’s Pacific Northwest Laboratory.

Kelly has authored multiple patents and won national awards for technology innovation. He holds a Bachelor’s degree in business and economics as well as a Master’s degree in electrical engineering from New Mexico State University.

The Interview

1. Tell me in 2 minutes or less why Social Computing is changing the world for your customers.

Kelly Pennock (KP): Agility, or the ability to innovate rapidly, is increasingly becoming the key to business success. Social computing, meanwhile, is fast becoming the key to that agility.

This makes sense because commercial tastes and trends, like any other cultural phenomenon, can’t be anticipated—at least, not with reliability. Commerce is therefore like any other emergent system—the weather or the stock market or the next best-seller. Prediction, except in the shortest of time frames or most static of markets, is unreliable. So if you can’t predict the future, the next best thing is to be able to see the present clearly, quickly and deeply and be ready to adjust as needed.

Businesses are figuring this out. Business planning used to be like building a bridge—devise a detailed long- range game plan that delineates the next three years of activity. Today, it’s clearly more of an innovation game—how quickly can you learn, adapt, try something new and then do it all over again next month. The business use of social media is all about learning from millions of “experts” on your products and brands, getting out there, trying things with your messaging, interacting with those experts to win their hearts and minds, and doing it in real time, all the time.

2. What makes social computing disruptive?

(KP): Social networks and the social intelligence we can derive from understanding human behaviors are disruptive forces themselves because they can help us understand what’s happening in society and commerce at a volume and velocity never before possible. For example, on average every 60 seconds there are more than 98,000 tweets, 1500 blog posts and 655,000+ Facebook wall posts.

Social computing is disruptive in another way. Social networks are not just a reflection of what is changing in culture and commerce, they are a catalyst for change: More people communicating about more things more often drives the evolution of culture and commerce at an ever increasing pace. The more we rely on them, the faster things change. The faster things change, the more we rely on them. So if the rate of change and the unpredictability of culture and commerce are what force us away from traditional business thinking in the first place, then the reliance on and participation in social networks as a mechanism to “keep up” ends up increasing the rate of change and makes businesses even more dependent on the agility they enable.

In a way, social networks are like a laboratory experiment: We can see the battle of ideas and brands in the network, identify the viral new and the dying old memes, quantify them and their rate of change, and measure the winners and losers at any point in time. It’s fascinating – and amazing – what you can learn. But like an experiment run amok, social networks and social commerce have spread to every corner of the world and now, we’re all caught up in the experiment.

So, in a nutshell, social networks and social intelligence make the present more comprehensible than ever before, and the future even fuzzier.

3. What is the next big thing in Social Business software?

(KP): Social networks provide a lab environment, of sorts, for society as well as commerce. Weather and culture have a lot in common—a large collection of individual units, molecules and people, respectively, interacting to create a macro or large-scale phenomenon. No one can predict the weather with certainty, but over the last 40 years, with the collection of massive quantities of data and the application of big computer models to figure them out, weather predictions are much more reliable than they used to be, at least in near term.

The spread of ideas through social networks and the resulting behavior will someday be predictable like the weather is today. It won’t be perfect, but we’ll gain a lot of insight and our guesses will be much more reliable than they are today.

This means businesses will be able to predict, not just guess, which messages will be effective, which promotions will move the needle, which consumers are buyers and what offers motivate them to buy. Utilizing the power of prediction en masse over the social universe will provide adrenaline to offline and online commerce, and thus, will be a multiplying force regardless of channel.

4. What are you doing that’s disruptive for Social Computing?

(KP): We are “un-homogenizing” social networks. The word network connotes for many a mass of tangled connections, something confusing and indecipherable. People think of social media as a faceless aggregation of consumers, much like a crowd, “wisdom of the crowds” and other terms confer that kind of homogeneity. We are pulling the network apart to reveal the fine structure underneath.

At Visible Technologies, we make it possible for marketers, customer service teams, and others across the enterprise to deeply understand social conversations at scale – easily. We’re bringing the social universe to the whole of the enterprise and enabling organizations to ask very precise questions of billions and billions of complex and multilingual pieces of human communications. What we provide is:

  • One part engineering: Google- or Yahoo-type architecture that can scale infinitely and deliver reliably to big companies.
  • One part science: Sophisticated machine learning that can compute things like the sentiment and intent of the communication in a host of languages, the influence and demographics and geography of the participants, the pyschographics of a site, and so on. This science will enable companies to specifically target social customer segments by age or gender or interests, much like they can in the “carbon world.”
  • One part user interface and workflow. These things make this mass of content and insight accessible and discoverable.

5. Where do you see technology convergence with Social?

(KP): Big data – or data and analytics at super-scale. More than 700 million Facebook users and 200 million tweets a day means a lot of data is being generated – and those are only two sources. Understanding data at scale and extracting and inferring data from that mass means massive analytics.

I’ve never trusted intuition or common sense when it comes to making decisions at scale. A lot of my career has been spent figuring out just how wrong and how often our guesses are for all sorts of things. Data can usually tell us a lot more about the right answer than our hunches will.

6. If you weren’t focused on Social Computing what other disruptive technology would you have pursued?

(KP): Predictive medicine. It entails predicting who will be prone to certain types of diseases or conditions or even injuries. Knowing this information allows you to institute preventive measures in the appropriate time frame to either prevent altogether, or at least mitigate, the impact of these issues on your health.

7. What’s your favorite science fiction gadget of all time?

(KP): The Antigravity Belt Buckle in Ultraviolet. She could change her personal gravity and so had a lot of fun walking up walls and along ceilings. She could also extend it to other objects, like her motorcycle, and make it perform the same kind of tricks. This has plenty of applications, from thrill seeking to good old fashioned self-defense.

Your POV

What do you think? Got a question for Kelly?  Add your comments to the blog or reach me via email: R (at) ConstellationRG (dot) com or R (at) SoftwareInsider (dot) com.

The Tech Vendor series is closed.  To be considered for the Business and Tech Innovators series, please reach out to Elaine (at) ConstellationRG (dot) com.


Reprints can be purchased through Constellation Research, Inc. To request official reprints in PDF format, please contact sales (at) ConstellationRG (dot) com.


Although we work closely with many mega software vendors, we want you to trust us. For the full disclosure policy, see the full client list on the Constellation Research website.

Copyright © 2011 R Wang and Insider Associates, LLC All rights reserved.

Executive Profiles: Disruptive Tech Leaders In Social Business – Rob Tarkoff
, Lithium Technologies

Welcome to an on-going series of interviews with the people behind the technologies in Social Business.  The interviews  provide insightful points of view from a customer, industry, and vendor perspective.  A full list of interviewees can be found here.

Rob Tarkoff, President and CEO Lithium Technologies


Rob Tarkoff is president and CEO of Lithium Technologies, the leader in Social Customer Solutions.

Before assuming the CEO role at Lithium, based in Emeryville, Calif., Rob was Senior Vice President and General Manager of Adobe Systems’ Digital Enterprise Solutions business unit that had annual revenue in excess of $1 billion. Rob pioneered Adobe’s Customer Experience Management strategy, and was responsible for the core Acrobat, Adobe Connect Web conferencing, Adobe Digital Enterprise Platform, and customer experience management offerings. He oversaw the Web content management and digital asset management solutions gained through Adobe’s acquisition of Day Software. Rob also led Adobe’s worldwide enterprise solution partnerships, including system integration partners and strategic ISVs.

Before Adobe, Rob held several executive positions at EMC Corporation, Documentum, Inc. and Commerce One.

The Interview

1. Tell me in 2 minutes or less why Social Computing is changing the world for your customers.

Rob Tarkoff (RT): Social computing is changing the way marketers and line of business executives interact with their customers. It’s not another channel. It’s a philosophy. It’s a key way that customers experience brand.

The larger question is: “How do you design, build, deploy and manage an effective solution in the midst of massive evolution?” And, unfortunately, there is no common interpretation of social. Some get it fundamentally wrong when they view this only as a channel. Some are enlightened with a new philosophy to serve their customers.

Today, we face an expectations-gap between the consumer world and business environment. Employees and customers yearn to experience software and offerings as social and community based, whether it’s shopping, gaming, or internal collaboration.

What’s interesting is there is a generational gap here. People are very interested in including their reference peer group in everything they are doing with recommendations and experience sharing. A slightly older demographic may see the value of social, yet have not implemented that into everything they do. They see it as a major advantage, but may not fundamentally know how they want to engage with the ongoing experience

Meanwhile, the 40 to 50 year old demographic is engaged. They have to think about social the same way they think about rich media. For this group, social media is a rich media. This medium provides new ways to interact and experience. They expect these paradigms to be designed into everything.

2. What makes social computing disruptive?

(RT): The major disruption is the change in the power balance. Consumers have the power because they can quickly amplify their experience with admiration for a brand they love or rally their connections to hear their injustice. Companies are responding as much as they are leading. We now have the customer-network effect.

With social on everyone’s mind, company authenticity gains in importance. You can’t hide stuff in a social world because everything you do is on Twitter and Facebook. The major disruption is people have all the power and expect to use the power to surface whether or not a company is authentic.

Is a company doing what it says it’s doing? Are they true to the core of what they are about?

People are more willing to tweet or post on Facebook about a bad experience than call a company to tell them they had a bad interaction. This makes the way companies must respond to customers very different. And, you need to build this competency into your call centers and at every customer touch point.

Now, the only way to differentiate yourself and experience is through service and customers experience. Some may some say this is a major challenge, but those who have embraced can make the social customer experience an opportunity to differentiate, accelerate sales, and build brand advocacy.

3. What is the next big thing in Social Business software?

(RT): We have spent years uncovering what makes communities so powerful. Today, we are working on helping business executives understand the business impact. There are a lot of start-ups and un-proven technologies in the market creating confusion. At Lithium, we’re interested in understanding the effect of communities on people’s loyalties. What makes a community tick? What makes them sustainable? What makes a visitor return? Tell their friends? These are critical aspects for business executives to understand and core to social business software.

Interactions must be much more interactive and dynamic. I can’t stress enough how important it is that companies focus on the health of their communities, guiding them to create, encourage and reward brand advocates.

Social business software also helps drive down customer service costs. But this really is so much bigger than containing costs. We’re changing the competitive dynamics across entire industries.

4. What are you doing that’s disruptive for Social Computing?


Research Summary: Introducing The 43 Use Cases For Social Business (Social Enterprise)

The Social Business (Social Enterprise) Moves Beyond The 18 Use Cases Of Social CRM

As social media adoption continues to move from mainstream to pervasive ubiquity, enterprises will begin to benefit from these advancements in the consumerization of IT (CoIT).  Just 18 months ago, early adopters identified 18 Use Cases for Social CRM (SCRM).  These ground breaking use cases showed enterprises how to bring social into existing CRM processes.

Consequently, the market has moved on beyond just marketing, service, and support use cases.  In the latest Software Insider “State of Social Business” survey, 103 respondents identified 25 additional use cases that spanned across key enterprise business processes that impact eight key functional areas, from external facing to internal facing (see Figure 1):

  1. Public relations/ marketing (PR/MA).  Key impacted business process: Campaign to lead
  2. Sales (SFA).  Key impacted business process: Lead to deal
  3. Service and support (CSS).  Key impacted business process: Incident to resolution
  4. Projects (PBS).  Key impacted business process: Kickoff to delivery
  5. Innovation/ product life cycle management (PLM). Key impacted business process: Concept to production
  6. Supply chain (SCM). Key impacted business process: Sourcing to acceptance
  7. Human capital management (HCM). Key impacted business process: Hire to retire
  8. Finance. Key impacted business process: Invoice to payment

Figure 1. Constellation Defines 43 Social Business/ Social Enterprise Use Cases and 24 Key Analytics

(Hint: right click to expand and view the full image)

Early Adopters Identify HCM And Projects As The Next Growth Area For Social Business

Survey respondents chose their top 3 internal collaboration and external engagement social business use cases (see Figure 2).  Not surprisingly, service/support use cases led the pack with Reactive support-External (68.9%) and Support escalation and resolution – External (64.1%).  Lead generation – External in the PR Marketing category rounded out the top 3 at (63.1%).  Meanwhile, Projects and HCM gain traction among the top 5 use cases. Respondents report an increase in adoption of Projects Workspaces- Internal (36.9%) such as wiki’s and similar internal collaboration tools.  Meanwhile, HCM Recruiting – External (34.0%) emerged as the fifth most utilized use case.


Monday’s Musings: Auction Sites Such As Deal Umpire May Level The Playing Field Among Daily Deal Sites

Merchants Must Break Free From Daily Deal Site Hysteria

Following up on the April 4th post about the damage caused by daily deal sites such as Groupon, merchants continued to send feedback about the challenges they face.  Those who use daily deal sites express the following:

  • Peer pressure to participate. Customers and prospects flooded by daily deals try out competitors.  Merchants afraid that lack of participation will hurt the business. A large restaurant chain VP noted, “Dammed if you do, dammed if you don’t.  We need to raise awareness above the fray, but the prize for winning is a losing business model”
  • Attraction of a low value, price sensitive customer base. Instead of attracting brand conscious, high value customers, merchants end up with bargain hunters.  Over time, merchants have had to raise prices to make up for losses with daily deal sites.  A high end spa owner complained, “I’m attracting the wrong customers and aggravating my loyal customer base.  Everyone now wants a bargain and we’ve got no more margin to give”
  • Inability to negotiate favorable terms. A lack of transparency on terms results in higher takes of percentage of revenue. Merchants lack visibility and expertise to secure better terms.  CMO of a large hospitality chain stated, “The terms for the deals stink.  We need some pricing pressure to move the pendulum back towards the center”.

New Daily Deal Auction Sites Create Win-Wins for Merchants And Daily Deal Sites

Auction sites such as Deal Umpire provide a market between merchants and daily deal sites.  These market places, if successful, will deliver two key benefits for merchants such as:

  • Visibility in deal terms among various daily deal sites. Deal site profiles include key information such as revenue split, payout terms, subscriber reach, subscriber demographics, deal site business model, credit card fees, media coverage, marketing materials, and when a deal can be featured.
  • Competition for daily deal business. The market place concept brings together multiple deal site programs into once place.   With competitive forces in play, merchants can drive pricing pressure on daily deal sites for lower revenue share and more favorable terms.

Merchants using a market place benefit with:

Monday’s Musings: Mastering When and How High End Brands Should Use Daily Deal Sites Such As Groupon

Daily Deal Sites Claim To Bring New Customers

Chicago, Illinois based Groupon, is a consumer oriented commerce site that brings consumers looking for the ultimate deal to businesses seeking new customer bases.  Local based targeting, fun cheeky copy, and a reach in almost 600 cities powers the frenzy behind the “daily deals”.   Customers pay upfront.  Groupon takes 40 to 50% of the deal.  Businesses  supposedly gain new customers.  Other start-up competitors in the digital coupon “daily deal” space include Bloomsot, BuyWithMe, LivingSocial, Scoutmob, and Tippr. Established brands Google, Facebook, Microsoft, OpenTable, Yahoo!, and Yelp all have similar offerings in play or planned.  The idea makes sense at first on a few counts for businesses with:

  • Immediate inventory items. Perishable food items, overstocked goods, closeout merchandise.
  • Unused service capacity. Unbooked hotel rooms, open spa appointments, down time at a bar.
  • Instant gratification offers. Quick promotions, fast deals, quick foot traffic.

However, Most Orgs Face Massive Pricing And Brand Dilution

After talking to over 50 high end, high profit customers, we’ve unveiled a growing resentment with how the current model works.  Despite the advertised 95% of merchants who’d use Groupon again stats, the numbers fail to tell the story.  In fact, the top three complaints we personally heard in our informal 51 high end organization survey include:

  • Brand value dilution. The novelty and brand promise not appreciated by new customers.  Brand value not fully communicated or achieved by customers.
  • Downward price pressure. Overall perception on pricing trends downward due to lack of scarcity.  Customers now see a new price for an existing luxury service.
  • Loss of profitability among existing customer base.  Existing profitable customers wait for deals instead of pay full price.  Loyal customers feel cheated.

The Bottom Line:  Use The Customer Profitability Matrix To Determine Your Strategy


Best Practices: Applying Social Business Challenges To Social Business Maturity Models

Early Adopters Cross Through Five Phases Of Social Business Maturity

Interviews with over 100 early adopters of social business (i.e. social crm, E2.0, social media marketing, etc.) reveal 5 phases of social business maturity (see Figure 1):

  1. Discovery. A few individuals begin the process of discovering new tools.  Individuals identify consumer tech innovations that impact enterprise business processes.
  2. Experimentation. Small teams experiment with new tools.  They fail fast on experiments, learn, and move on.
  3. Evangelization. Small department leaders seek repeatable processes and begin test pilots of technology.  Momentum begins to build for projects.
  4. Formalization. Successful evangelization leads to enterprise wide acceptance.  Processes become repeatable and predictable
  5. Realization. With a successful project at hand, the enterprise seeks to expand the usage to ecosystem stakeholders.  Suppliers, partners, and customers are brought into the fold.

Figure 1. Software Insider’s 5 Phase Social Business Maturity Model


Best Practices: Five Simple Rules For Social Business

Early Adopters And Pioneers Have Benefited From Social

Across executive board rooms and even in living rooms, social business is all the rage.  In 2010, social crm (SCRM) and Enterprise 2.0 (E20) rose into mainstream conversation.  Despite the mindshare and awareness, a majority of business leaders have yet to begin these initiatives.  The good news – those organizational leaders who have adopted disruptive technologies in social, have already realized the benefits.  Those benefits include:

  • Faster product time to market and customer adoption
  • Reduced marketing spend and increased marketing engagement
  • Reduced incident to resolution times that lead to greater customer retention
  • Greater market influence and brand awareness
  • Improved collaboration across departments and improved knowledge bases
  • Growth in the top line and savings in the bottom line

SCRM and E2.0 Evolve Into An Uber Category Of Social Business In 2011

Fast followers have noticed the business benefits and have begun planning for social business initiatives in 2011.  Innovative management teams can expect social businesses to bring together the many concepts of social media, social analytics, social media monitoring, social marketing, SCRM, E20, community platforms, and Vendor Relationship Management (VRM).  Leaders seeking to understand social business can succeed by following these five simple rules for social business (see Figure 1.):

Figure 1. Five Simple Rules For Social Business

  1. More…

Research Report: The 18 Use Cases of Social CRM – The New Rules of Relationship Management

Analyzing The Demand For Use Cases In Social CRM

Since joining Altimeter Group, I’ve had the pleasure of collaborating with my colleague Jeremiah Owyang on Social CRM.  On a daily basis, the requests for Social CRM strategies escalated from all parts of the organization. In fact, requests reflected all facets of CRM including the usual sales, marketing, service and support to advanced areas such as innovation, collaboration, and customer experience.  Who’s been asking?  Well it’s our clients, blog readers, and prospects.  They represent the line of business guys, the IT teams, the marketing gurus, and the board members who have told their executives that they need to do something social.

So why all this fuss and urgency?  Customers continue to adopt social technologies at a blinding speed and organizations are unable to keep up.  Social technologies continue to proliferate.  Because the conversations about organizations increasingly occur outside of the organization’s control in social channels, organizations need to:

  1. Discover where the conversations are happening in this new social world.
  2. Identify who’s influential and if they are customers or not.
  3. Assess friend or foe status and their willingness to engage
  4. Determine a tiered approach to engagement or re-engagement.
  5. Tie social channels to business value and objectives
  6. Bring the social channel back to existing CRM systems.
  7. Reallocate resources to support Social CRM efforts

This is the basis for the groundswell in Social CRM.  But keep in mind, Social CRM does not replace existing CRM efforts – instead it brings more value to existing efforts and should complement the uber CRM strategy.

Behind The Scenes In Social CRM – A Holistic Approach to 18 Use Cases That Show Business How To Finally Put Customers First

Social CRM reflects the new world of disruptive technologies and the related business models, processes, and organizational requirements we live in.  Hence the multi-disciplinary approach to this research.  We’ve paired Jeremiah’s expertise in social technologies and customer strategies with my background in CRM, enterprise applications, master data management, and order management.   Our goal – take a holistic approach across multiple business departments, roles, and processes.

Given the newness of this topic, we also went out to the community to collaborate and define the use case framework.  We started with the “godfather of CRM” – Paul Greenberg and worked with 11 other gurus in a concerted fashion and with some level of serendipity.  Thanks go out to the individuals below and the for putting up with endless revisions, late night skype chats, and debates about client demand and technology maturity (see Figure 1).

Figure 1.  Influencer Input


From there, we validated the framework with over a 100 Social CRM pioneers.  As a final process, we then tested out the framework with 30 vendors in the space for a sanity check (see Figure 2).  The result – 18 Use Cases of Social CRM with input from 100 pioneers and 42 influencers in the market.

Figure 2.  Vendor Input


With all this in place, additional thanks go out to Christine Tran our researcher who helped us tremendously on the production of this report and Charlene Li for her edits!

Taking The 20,000 Feet View

While we’ve taken a comprehensive assessment of the use cases,  keep in mind, the high level points of the report start with:

  • Customers have moved. Organizations are Falling Behind
  • Social CRM Reconnects Organizations Back to Customers
  • Avoid the Hype – Deploy Social CRM for Business Value
  • Get Value: Adopt the 18 Social CRM Use Cases
  • All Use Cases Start with Listening

Applying The 18 Use Cases

The 18 Social CRM use cases and the seven areas of business value can be summarized as (see Figure 3):

  1. Social Customer Insights Form the Foundation for All Social CRM Use Cases
  2. Social Marketing Seeks to Achieve Customer Advocacy
  3. Social Sales Enables Seamless Lead Opportunities
  4. Social Support and Service Drives Sustainable Customer Satisfaction
  5. Social Innovation Streamlines Complex Ideation
  6. Collaboration Reduces Organizational Friction and Stimulates Ecosystem
  7. Seamless Customer Experience Sustains Advocacy Programs

Figure 3.  18 Use Cases Show Businesses How To Finally Put Customers First
Framework:  The 18 Use Case of Social CRM

At a high level, we’ve prioritized the use cases into 4 categories by market demand and technology maturity (see Figure 4).

  • Evangelizables. This category represents market demand that is less than 16 months and technology maturity between beta ready technologies and those with critical mass.
  • Near Tipping Points. This category represents market demand that is more than 16 months and technology maturity between beta ready technologies and those with critical mass.
  • Early Movers. This category represents market demand that is less than 16 months and technology maturity between vaporware and beta ready technologies.
  • Early Adoptions. This category represents market demand that is more than 16 months and technology maturity between vaporware and beta ready technologies.

Figure 4.  Ranking The 18 Social CRM Use Cases

Social CRM Use Case Maturity:  Not all of the 18 use cases are market ready

The Report: The 18 Use Cases of Social CRM – The New Rules of Relationship Management

The Bottom Line – Take Action Today!

  1. Sign up for the webinar series. This is a deep topic, and the report is only the tip of the iceberg.  As with other disruptive topics, we’re going to offer a series of free webinars to explore each of the use cases in detail.  Sign up for the webinar now, as we can only have 1000 attendees per webinar, as our last webinar had over 1100 registrants.
  2. Read, then spread this report. As with open source, the Altimeter Group believes in open research.  We want our ideas to grow, and others to take advantage of it.  So if you found the report helpful, please forward the report to internal constituents, partners, vendors, clients, and blog it.  Use it in your presentations, business plans, and road maps.  The final report is embedded below, and there are download features for your own use.
  3. Have an internal discussion. Evaluate your current situation at your company, then draw up which business needs need to be tackled first, use the use cases as a roadmap by mapping out which phase comes first, and which phase comes second.  Keep business value in mind at all times!
  4. Learn more and join the community of pioneers. This is new territory, we don’t have all the answers, so we’ve created at group in which pioneers can learn from each other.  It’s free, and the conversation has started already, jump into the group, and learn together.

The Customer Strategists’ POV

You can read Jeremiah’s POV.

Your POV.

So ready to put the framework to use?  Any use cases we should add in the future?  We encourage you to let us know what else you see out there.   We know there’s more than 18 out there and we’re already revising this report to include new use cases!  You can post or send on to rwang0 at gmail dot com or r at softwaresinsider dot org and we’ll keep your anonymity or better yet, join the community!

Please let us know if you need help with your Social CRM efforts.  Here’s how we can help:

  • Assessing social CRM readiness
  • Developing your social CRM  strategy
  • Vendor selection
  • Implementation partner selection
  • Connecting with other pioneers
  • Sharing best practices


This report was entirely funded by the Altimeter Group. Client list disclosures are available on the Altimeter Group Website, providing clients give us permission approve.

* Not responsible for any factual errors or omissions.  However, happy to correct any errors upon email receipt.

Copyright © 2010 R Wang and Insider Associates, LLC. All rights reserved.

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