By michaelpace on November 20, 2013
My friends and family think I am a bit “Grinchy” when it comes to the holidays. I say “Bah Humbug” to that. Today, I give you the best present I can possibly give someone working with social media tools and their senior management who want to understand if they are providing actual business value – The How to Measure Your Social Media ROI “guide”.
A few notes to start:
- I don’t believe Engagement is a metric – it is a combination of metrics that may or may not tie back to an actual business goal. I’m not a big fan of using squishy metrics and buzz words.
- This methodology does not show or provide you the value of using social tools within your business. It may, but was not specifically designed to do so. However, there is plenty of juice here.
- There are a ton of non-quantifiable benefits of using social network tools for your business; it will still be up to you to show the value of those benefits. Story-telling does work well here.
- Quantifiable numbers, in context, make the basis for a fantastic story to tell. Your need to create the storyline, tone, and its beginning, middle, and end. Also, remember, story-telling is just another way to influence others.
- If you don’t know the value of other more important or relevant business activities, such as your retention efforts or acquisition, STOP HERE and go figure that stuff out first.
- Making progress on Learning Agendas is more important that ROI. Learning Agenda items may include things such as: content management, scale, hiring/development, infrastructure needs.
- Lastly, and maybe most importantly – If you cannot link social profiles to your customer database, you will never actually answer the question of ROI.
Ok, now you may unwrap your gift.
Part 1: As just previously mentioned, it is imperative you can link your customers’ social profiles to a customer database. To gather a somewhat accurate ROI, you need to be able to identify which of your customers are active on social media. If you then can link them back to a customer database, you can then index or compare them against your non-social customer data set. From there you will be able to see how they perform on the metrics below.
I realize in many industries and companies, you may not sell directly to the consumer (think home products, Coca Cola, trash bags, bacon, Smuckers, etc…), but you can still use the following information to develop your ROI.
Part 2: I am going to assume you are in business to acquire customers, retain customers, grow their usage, and do it profitably (if you are a for-profit company). All of the other stuff is how you get there. Traditional business models have brainwashed the simplicity out of getting actual results done. In other words, if you keep focusing on the pine needles, you are going to miss the forest.
Whether they admit it outright, most marketers are focused on acquiring customers. “Likes” and “Shares” are pine needles, they need to lead to something bigger. Context and content would be the trees in this metaphor. Social media used well can be an incredibly effective way in acquiring customers; I love the concept of Inbound Marketing made popular by folks like Hubspot. The four metrics I find most beneficial to look at are:
- Marketing Qualified Leads
- Sales Qualified Leads
- Cost per Acquisition
Some may feel “Likes” and “Shares” should be considered MQL’s or SQL’s, and I do too if, and only if, you are able to reconnect beyond just possibly being visible in Facebook (or other stream). I feel more strongly that content that leads to action (like email capture) is worth considerably more. If you context and content creation are strong, you should also be able to lower your paid search costs.
Everyone who works in social knows that content shared by a connection is more trusted than a commercial or direct mailer. The trick is now to track that referral. Isn’t that a big reason why we collect NPS (Net Promoter Score), to see if you would refer a family member, friend, or colleague? If social media is about connections and relationships, the referral is the ultimate, tangible result.
Of course, the easier you collect MQL’s, SQL’s, and referrals you lower one of your most important acquisition metrics – Cost of Acquisition. I’m not sure why cost of acquisition doesn’t get the attention it deserves, but all profitability starts with how much it costs to gain a customer. Lowering your cost of acquisition impacts how you look at retention, average usage, and general customer profitability.
While studies may vary, it is widely known that acquiring a customer is between 5-8 times more costly than to retain a current customer. In really simple terms, if it cost you $100 to acquire a customer, every customer you retain saves you between $80-$87.50. I love how David Skok illustrates this in the SaaS world with his article “Why Churn is SO critical to success in SaaS”.
During my tenure, at fast growing SaaS company, we saw customers, who were active in our community and social network platforms, attrite at half the rate of non-engaged customers. If you had no other metrics to prove the value of your social program, this one will typically turn a CEO on their head. Also, if your company employs a customer success program, you will want to see where and when social fits in.
Average Usage or Average Revenue per User
When I have consulted and spoken at conferences, I will usually refer to education and coaching as social’s best driver of average usage or average revenue per user (ARPU). Gaining more revenue from your customer is a no brainer, but how you do it is critical. Social networks, in tandem with strong context and content, are an incredible way to showcase how your product or service can better the lives of your customers. I highlight “better the lives” because there is a very real distinction between education/coaching and the cross sell. Cross selling for the sake of revenue will increase attrition rates eventually. You would need a very considerable amount of ARPU to overcome loss of customers. Education and coaching help your customer accomplish their goals. They chose your product or service for a reason, help them get the most out of it. Again another great illustration on the financial impact of increased ARPU or what David Skok refers to as Negative Churn.
Obviously, all of the metrics above can increase or decrease profitability depending on how well you execute on the initiatives and programs that drive those results. When I say profitability, I am specifically talking about how much does it cost you to serve your customer. Social networks, specifically community platforms, can serve your customers at far less expensive cost than your traditional networks like phone and email. Again, during my tenure with the SaaS company, we saw handling issues over Twitter costing about 1/6th the cost of a phone call.
Community platforms (such as Jive and Lithium) can deliver even better results, much better. A strong community manager can support tens of thousands of customers helping customers. Community platforms that have an easy to use search functionality are especially effective in lower your cost per customer.
Part 3: Now it is time to calculate, yay for math. I’d advise pulling in someone from your Finance or Analysis team to assist, specifically on how to best influence and showcase your data. However, if you need some assistance on calculators, here are a few helpful sites:
This may be my longest post ever; now you definitely cannot say that I didn’t give you anything for Chrismahanukwanzakah. Happy Holidays.
By michaelpace on November 5, 2013
“Customers do not expect you to be perfect. They do expect you to fix things when they go wrong” – Doug Porter while SVP at British Airways
Remember that time a company did not meet your expectations, or something broke, or you received sub-par customer service, or you were just having a bad day, and then something happened …
Something that moved you from “company challenger” to its biggest “champion”. You go from dislike to love, like a rocketship to the mailbox. Cupid’s company arrow struck you right through your wallet. We all have one; what was your most memorable service recovery kiss?
To quote two greats, Chip Bell & Ron Zemke, “Service recovery is the art of fixing what went wrong for the customer and mending the damage that error, mistake, or misstep did to your relationship with the customer. Service recovery is about restoring trust when your customer is most vulnerable to doubt.”
Service recovery is truly both an art and a science. It’s about both how you handle a customer who was impacted, and how do you spot them in a sea of customers. It’s about short term fixes, and long term proactive changes. It requires a special kind of associate, one who is empowered to do the right thing for the customer, while keeping the businesses best interests in mind, and can be consistent with process.
Below find a presentation on the Art and Science of Customer Service Recovery. Also be on the lookout for a full step by step article in this month’s Contact Center Pipeline.
By michaelpace on October 1, 2013
I can remember when Chip first changed my world. Almost a decade ago, I attended an intra-company process management conference with the hope I would not literally be bored to tears. Luckily, the conference was very well run and “edu-taining” as a whole. On the morning of the second day of the conference, the morning keynote was introduced. This man with an absolute crazy look in his eye, bound in his gait, and wild white hair appeared from nowhere and lit up the room. He brought energy, a sense of purpose, and most importantly smart information and storytelling. I was totally captivated.
When I returned back to the office, I order a copy of his latest book at the time, Managing Knock Your Socks Off Service. I would say that I blew through the book in hours, but that wasn’t the case. After each chapter, I was taking too many notes and streaming ideas for my contact center and customer service teams. When I finished, I ordered another 15 copies of the book for my direct reports, supervisors, and even my bosses. It drastically changed my customer service long term strategy, and I wanted everyone on the same proverbially page. He helped me discover:
- The Power of a Service Vision and Standards
- How to deliver truly remarkable and memorable service
- Part of my managerial style of today – helping others Exercise Their Responsible Freedom (my take on the subject)
Since then I have read all of Chip’s other books including Magnetic Service, Managers as Mentors, and Knock Your Socks Off Service Recovery. But my well worn copy of MKYSOS, still comes with me on every engagement. A couple weeks ago, I was honored to be asked to write a review of his latest book, The 9 1/2 Principles of Innovative Service. For me, it was a chance to give Chip just a little something back.
First, let start by acknowledging what the book itself is; it’s a gift book. Its (obvious) intention is not to provide you with detailed strategies on how to create and develop a remarkable and innovative service organization. There are plenty of books by Chip that provide that kind of information. The book itself is only “106″ pages. The book is meant to share basic principles and inspire. It will make a great gift for:
- Personal inspiration
- Thank you gift
- Customer gift
- Agent appreciation
- Reinforce culture
- Team development
- Prospect gift
9 1/2 Principles provides the basis for a great experience, with a short story for each and inspirational quotes from leaders across industries. All are great reminders what it takes to innovate in service. My personal favorite is “The Speed Limit 23 MPH Principle”. The story revolves around a group of visitors to a gated beach resort. Over a game of stump-the-other-team trivia, someone asked what the speed limit around the resort was, and everyone cheered 23 MPH. The principle is simple, even the littlest details make memorable experiences. By “working the edges of the box” (a little Seth Godin there), the resort makes you stop and notice, creates a memory, and gives their customers a story to tell. Give your customers a great story to tell. In our sharing economy, word of mouth and great stories travel.
9 1/2 is a great introduction to Chip, and a nice gift for someone on your list. Check it out.
For more about Chip, head over to http://www.chipbell.com/
As a little man, Boba Fett was by far the coolest Star Wars character ever. He had a jet pack, wrist rockets, and an outfit designed with attitude. I never thought about it back then, but his outfit and weaponry was not all that made him cool. And it definitely wasn’t his appearance in Return of the Jedi (worst Star Wars movie and scene ever). Part of Boba’s fandom comes from how you needed to acquire his action figure. And for a nine year old it was quite a hurdle.
Prior to Empire Strikes Back, Kenner (the toy company) created a hurdle for their Star Wars action figure community by offering a mail-in promotion, in which five proof of purchases would be the only way to acquire the action figure Boba Fett. For the first time, everyone couldn’t just go to the toy store and pick up possibly the coolest figure ever. Kenner created a barrier only their most loyal fans would cross.
Historically, I have been a big proponent of making your communities easy to use, easy to access, and providing the least amount of hurdles. Having multiple screens or process steps for someone to register or gain full access to your community limits volume, possible conversion, and the so sexy numbers your boss may like to see. For the most part of the past few years, this has been the strategy for many organizations:
- Providing a freemium product
- “Like us on Facebook”
- Just name and email for community platform access
If volume and impressions are your goal(s), this is a perfectly great strategy. It brings you more possibilities to convert, win over share of wallet, and allows your marketing message to reach a higher number of people. If your goals are about direct top and bottom line growth, you may want to rethink your strategy. In other words, would you rather have 10,000 likes or 100 raving fans? Yes, the answer is both, but requires two very distinct community management strategies. If your goals are about depth of engagement versus breadth, creating barriers to inclusion may be a strong option for you. Some barriers include:
- Pay for app or pay trials (think WhatsApp or other pay for games/apps)
- Develop an acceptance process to join a community
- Detailed information on entry
- The Mafia and other organized gangs have some very difficult hurdles (I don’t recommend)
Remember you are providing access to your community to achieve a goal or a number of goals. Take the time to think about which strategy help you get there, free and easy access or adding in some hurdles. Boba Fett still remains a personal favorite character, and I still remember the day my mom walked in and handed me the brown mailing box from Kenner.
Do you belong to any communities that provided hurdles?
Does your organization make it purposely difficult for customers to get involved?
Did you get your Boba Fett in the mail too?
By michaelpace on April 18, 2013
Drum roll please …
And the Winner is …
Ladies and Gentlemen we have a tie, a three way tie. The winner of an amazing opportunity goes to PerkStreet Financial, Me, and Everyone who is tired of broken banking as usual.
PerkStreet Financial (located at 114 State Street, Boston, MA) will be my new home away from home, and I couldn’t be more excited. PerkStreet Financial is changing the way we can bank. If there ever was an industry that needed to be disrupted, it’s Banking and Financial Services.
- Get rewards for using your debit card, rather than going into debt (Hmm … that would be nice)
- Reach a person 24/7 (Stuff happens, we’re there to help)
- Use social media to create community (Yes it is possible in Financial Services)
People say things happen for reason, and while the search for the right opportunity took longer than anticipated, PerkStreet is a perfect fit for my customer service experience, social and community management skills, and financial services background. PerkStreet doesn’t approach business with typical functional silos like marketing, operations and customer service. Instead, they organize around the business objective* with team members with different skills working together in stand alone teams. My job will be to spearhead Customer Care and Cultivation in 4 critical areas:
- Customer Dialogue – How do we engage with prospects and customers across channels to help them get the most out of PerkStreet?
- Issue Diagnosis – It isn’t enough to fix things that go wrong, we are applying analytics to our customer interactions to understand how we fix things that went wrong and take friction out of the process.
- Scale and Flex – How do we grow without losing the human touch?
- People Leadership – All great businesses have cultures that drive success, how do we maintain and build upon a strong foundation, particularly when we leverage outside parties?
Banking customers and their money deserve better, and I intend on changing their perceptions and realities.
Special thanks to Jennifer Spencer for advocating internally for me to bring me in to speak with such a great team!
Want to make your manager uncomfortable? Try one of these below out on them.
“When am I going to get promoted?”
”I’ve been in this position for two years, I should have been promoted by now.”
”Why does <insert first and last name here> get promoted, and I get looked over every single time?”
Want to NOT get promoted? Try one of these above out on them.
In my 12+ years in being a people leader, promotion conversations are some of the most difficult to have with an associate. After all, these promotion questions and statements are almost always difficult conversations where the manager needs to explain to a (usually) solid employee that a promotion is not in their near future. Possible promotion talk is a welcomed conversation to a manager. Many managers “give away” the promotion news too early because they too are excited about the news. Odds are if you have to ask, you are not ready in your manager’s eyes.
Promotions feel a little bit out of your control. Sure you can work hard, smart, and long, but that will not ensure a promotion. You need to understand what a manager looks at to promote you, regardless where you are on the corporate ladder. I have never seen this written down in a book, and most managers don’t understand it themselves; therefore, they will not be able to tell you.
In general, there are 5 requirements for an associate to receive a promotion.
- Results in your current role are reflective of potential success
- Competencies demonstrated at the NEXT level to compete with your new peers
- You possess the technical or job specific skills for the role
- The role and scope of the role is available
- You have advocates, preferably influential ones
Results in your current role reflective of potential success
If you want to get promoted, be awesome at your day job. Yes, this appears as a “Captain Obvious” statement. However, so many think their current role is beneath them. Once an associate takes their role for granted, their best rarely comes out. Don’t drop your day job.
One of my most valuable lessons in business came in my first “professional” job at Tiffany & Co.. I was a phone agent in the Customer Authorizations Department setting up private label credit cards for our customers. I could do it in my sleep after about six months; it felt natural to me as a combination of art and science. I was faster than others in my group. I was more accurate than others in my group. I was consistently requested by our internal customers to help them out. I could have breezed, beat everyone out with a minimal amount of effort. I did the opposite. I busted out twice as much work, and volunteered and “Leaned In” while keeping up the pace. I put in a lot of hours that were never recorded. I never mentioned a promotion, but discussed my future. I got promoted. If I skated through, I may have been promoted at some time, but I could have just as easy been passed over for an external candidate.
Competencies demonstrated at the NEXT level to compete with new peers
Competencies are about how you get work done. How you get the work done is just as important as the results. Let me provide an example. A Project Manager could get a lot done and possibly good results by being a ruthless barbarian of a leader. It will not last long, as their relationships will suffer. Most likely they are not showing strong communication or teamwork skills. Competencies must be demonstrated at the next level or role.
Competencies most managers look for:
- Communication skills – oral, written, and presentation
- Results Driven
- Teamwork – intra-team and cross functional
- Understands and integrates data to make decisions
- Ability to influence others
- Focuses on the customer
- Lives the Values of the organization
- Can work autonomously
- Efficiently leverages resources
- Looks the part
Alright, looks the part is not a competency. But portraying an image of someone who belongs at the next level is critical. If you are fantastic in every way but look like you just woke up and threw on he sweatpants, you are adding an extra hurdle. Even if the sweatpants fit in your corporate dress policy, you are doing the bare minimum. Take pride in your appearance, and give yourselves a pant leg up, no shorts please.
You possess the technical skills or job specific skills for the role
Odds are if you are getting a promotion, you will have new responsibilities. These new responsibilities may be managing associates, managing 10X the number of current associates, use a specific technology, budgetary, able to communicate to large audiences or public speaking, build strategies, negotiate a deal, understand influences on stock price, project or program management, etc… It will be different for every role and level. Find out what are the technical skills your manager does today. Offer to help them next time they need to accomplish a like task. Create a personal development action plan. If you are promoted, you may need to use this skill on day 1.
The role and the scope of the role is available
You may be promotable for every reason, but if your organization does not need a person in that role, promotion is rare. When this is the case, you have four choices:
- Influence the need
- Create a new role that is needed
- Suck it up
- Leave the department or company
You have advocates, preferably influential ones
Promotion is rarely decided entirely by one person in medium to large size organizations. Most often, your manager’s manager is involved. If there are multiple people at that level, each one may be included in the promotion thought process. Most organizations, at least, include Human Resources in the promotion process. Key take away: you need more than just your direct manager as an advocate.
How do you acquire advocates? Here are a number of different ways to build advocacy:
- Find mentors to build on your weaker competencies
- Go above and beyond in your normal job so that you are impossible to miss
- Join cross functional teams
- Ask good thoughtful questions, perhaps over a cup of coffee
- Get out of your cube/office and make a physical presence
- Buy doughnuts, and walk around meeting new people
- Be visible
Understanding the key drivers of promotions puts you in control, removes the victim tonality out promotion conversations, and stops putting your manager in an awkward position. Be awesome at your current role. Build and demonstrate competencies at the next level. Acquire the job specific skills needed for that new role. Make sure it will or is available. Find your advocates or make them.
By michaelpace on March 18, 2013Overview:
A majority of organizations are using some sort of community based support model or have considered doing such. The question is, are you seeing the results and cultivating real relationships with your customers?
It is known customer communities can be an incredible source of support, for both your customers and your organization.
In this episode, I have invited Michael Pace (Customer Support & Community Management Executive) to join myself on Voice of the Customer Radio to discuss “Community”.
- Learn about communities and community management for all levels of the enterprise
- Uncover the tremendous benefits of this unique “self” service tool
- Step by step assessment guide on how to get started
- Technical options available for you
How do they impact engagement? C-Sat? Reducing Costs? Driving top line growth?
How did you get involved in communities?
Where do you start?
Once you are up and running, how do you keep your customers engaged?
How do you get executive buy in to pursue?
People – what kind of people do you need to be community managers? How do you hire?
What kinds of tools are available?
Are there any resources to help get folks started?
Execs In The Know promotes the capabilities of global “Customer Experience” or “Service Leadership” professionals around the world. Their model is to “serve” and be an “advocate” for providing awareness, facilitating networking opportunities, offering talent reach and highlighting the significant accomplishments this industry has to offer.
“We are always told repeatedly
The very best in life is free
And if you want to prove it’s true
Baby I’m telling you
This is what you should do
Just help yourself … ”
Community Management is a new and exponentially growing career field. And because it is new and growing so fast, it is hard to understand how others are building their infrastructures, creating best practices, lessons learned, and how to fail fast. Today’s guest post is from Rachel Happe, Principal of the Community Roundtable, and she needs your help to help yourself.
(Note: I am a member of the Community Roundtable, and a HUGE supporter and promoter of their services; you should check them out.) I’ll let Rachel take it from here:
Many of The Community Roundtable Network members and the organizations we work with struggle with some of the following questions:
- What is the benefit of a community strategy?
- When should I expect to see those benefits at a meaningful scale?
- What difference does community management make?
- What are the standard roles and responsibilities of community managers?
- How does the performance of internal communities differ from external communities?
- How big should I expect my community program budget to be?
Our annual State of Community Management has covered qualitative best practices over the years – in 2011 the SOCM covered practices related to the competencies of the community management discipline and in 2012 the SOCM covered how organizations mature with the common initiatives and milestones organizations take in each stage. This year we are looking for organizations willing to help us understand the underlying performance data from their community initiatives. Does this describe you?
- Your organization has been working to develop a social or community competency for over a year.
- Your organization has the ambition to have an enterprise wide approach to how it coordinates and manages its communities, both internal and external.
- Organizational demographics
- Community program profile
- Community management profile
- Profile of the performance of one specific community
We will select three participants to receive a custom research presentation that includes performance benchmarks for their organization, worth $7,500 each.
Are you ready to help move the industry forward? Do you want to know where you stand? Are you game for the challenge? We want you!
First: Download the 2013 SOCM Workbook
Second: Complete the online 2013 SOCM Survey
Rachel is a Principal and Co-Founder at The Community Roundtable - A company dedicated to advancing the business of community which offers a monthly subscription report, a membership based peer network, a community management training program and advisory services for corporations and individuals.
- Take two of these every 4 hours for 5 days
- Go home and rest
- Drink plenty of fluids
- Make some chicken soup
- Take ibuprofen to reduce fever
- Gargle salt water for a sore throat
- Steam to loosen congestion
xIdentify the most common paths to Customer Success or “Happy Paths” (no more than 5) – As the doctor has learned from years of training and experience, you must understand the best practices of customers to achieve success. While product training and experience will be helpful, I believe, you should be leveraging the best practices of BPM (Business Process Management) to clearly understand your customers needs.Map out how your current processes are actually working. The two best tools from BPM for this activity are SIPOC and Swimlane tools. These tools will help you understand the people and tools involved in the processes, and will help identify overlaps, holes, and general inefficiencies. You will probably come out of this exercise with a number of opportunities.
- Map out how your current processes are actually working. The two best tools from BPM for this activity are SIPOC and Swimlane tools. These tools will help you understand the people and tools involved in the processes, and will help identify overlaps, holes, and general inefficiencies. You will probably come out of this exercise with a number of opportunities.
- Determine what is Critical to Quality for your customer. A very helpful tool process managers use to flesh out who your customer is, what they care about, and how to measure what they care about.
- Get deep into your analytics. Hopefully, in this age of Big Data, you are collecting information about your customer’s habits and trends. You need to understand what your most successful customers are doing, and how they are doing it. Examples: How often do they log in? What activities are they doing? Are they contacting Support or are they using Forums? At my previous employer, we saw an incredibly strong correlation of success with the amount of times they contacted Support. They more the better (odd but true). Do they use your product or service in a specific way? Understanding your data will assist in the Success Path creation.
xThe critical handoff(s) after purchase. As I just stated, you must provide evident value quickly. Hopefully, within your Sales process you are able to demonstrate real value to your customer. This is one of the huge benefits of providing trial periods. If you are lucky enough to have a fast sales cycle, you may need to take additional steps to ensure the handoff of post sales to implementation or support is done incredibly well. In fact, the harder it is for the purchase to be made (financial, complexity, etc..) the more time and money you need to spend in designing handoffs that ensure effectiveness. I highly recommend adding a Customer Success team to identify struggling customers. If your customers just purchased, their will to achieve the skill is at its highest. A Customer Success team is charged with developing exception reporting to understand customer usage gaps, and remedy the situation through a mixture of well placed content and some courtesy calls. The behavioral analysis you conducted previously should provide what’s needed for understanding your exception reporting.
xMonitor behavioral and emotional responses. A low amount of companies are collecting behavioral information about their customer’s actions. A much larger portion is monitoring emotional ties to your company (Customer Satisfaction and/or NPS). Guess what? You need to be measuring both simultaneously. Let me give an example: I am a customer of a cable company that provides my phone, internet, and cable. Behaviorally, I am a great customer; I buy all of their services and upgrades. Emotionally, I can’t stand them. My NPS for them would definitely be in the detractor category. Conversely, I am a customer of an internet based music collection company. I have them on my mobile devices and desktop, but I forget to use it 99% of the time. I love the service and function, but I forget all about it. You need to be able to monitor both to prescribe the right action.
xAction. Action. Action. Sometimes we end up in analysis paralysis, and forget to do something with all this data. Regardless, if you are collecting only NPS or behavioral scoring, or both, you need to do something with the info. If you are scoring low on CSAT or NPS, you do not have a strong relationship with your customer or they do not trust you. If you are scoring low behaviorally, you may need to increase awareness or education. Regardless, you will need to determine strategies to move the needle on your customer. Make sure your post sale marketing is directed to their particular issue. Make sure your customer service agents can see their scoring and have effective means at their disposal to correct the situation.
xCustomer Success is complex, and has been overlooked for many years. If you leverage process management tools, recognize your Sales team is deeply involved and it doesn’t start at Support, ensure solid handoffs, monitor behavioral and emotional responses, and take action, you have the prescription for Customer Success.
- Everyone can be a Community Manager & Happy Community Manager Appreciation Day
- Usual, Great, and Future Leading Companies
- “Well, it’s all about Trust”
- It’s Time to Grade My 2012 Predictions – Customer Service Fortune Cookies for 2012
- My 3 All Time Favorite Communities (& Why)
- Swinging a Hammer Does Not Make You a Carpenter; It Just Makes You Dangerous Or Smart Use of Social Media for your Contact Center
- Live Google+ Debate: Will Technology Kill the Call Center?
- The Power of the Social Business – presentation
- The Power of the Social Business – Why this is where your business needs to be
- Visual Service can be Proactive Customer Service