Social media and customer commitment according to senior executives

The role of social networks in the customer experience is so ubiquitous and so widespread that many of its implications often go unnoticed. But beyond the answers, let’s look at some questions. What is the perception of these channels according to top executives? For how many companies are these new media currently part of their customer service operations? Are these executives aware of what their company does with online conversations?

A recent study by outsourcing consultant Capgemini indicates that while senior management is often convinced that networks are very useful tools to invite customers to give their opinions about products and services, generate leads, respond complaints and even measure customer satisfaction, at least two out of ten (23%) still consider that they are a fad that will not significantly affect the success of their company.

The work also accounts for some disorientation: there is confusion within organizations about how, when and in what way they should interact with customers. Most executives (73%) are unfamiliar with the number of employees who are currently dedicated to “listen” to conversations with customers on the Internet, and rely solely on their marketing department to monitor new channels.

In addition, they do not seem to be very proactive: less than half of the companies (41%) that monitor online conversations about their brands, products or services only intervene when a customer asks a direct question, which represents missed opportunities to request information to improve the customer experience.

Regarding the use of technology, a significant number of companies do not meet the criteria established for the inclusion of social networks in their CRM platforms. And they suffer from the lack of a clear distinction between Social CRM, social media monitoring, social software, etc.

One of the problems of the technology applied to these channels is that social CRM is a relatively new concept with little experience in the real world of business. Therefore, there is little empirical knowledge.

Another emerging fact is that many companies are not taking advantage of the services of third-party experts yet. Almost half (48%) of those who use social networks as a component of their customer service strategy do not outsource these operations with suppliers.

In conclusion, despite the noise generated by social networks, its use as part of the customer experience strategy and customer service is still incipient, but presents companies with a clear opportunity to engage with current customers, find new and raise brand awareness in an increasingly competitive landscape.