Gartner defines social CRM as: "a business strategy that entails the extension of marketing, sales and customer service processes to include the active participation of customers or visitors to an Internet channel (web or mobile) with the goal of fostering participation in the business process." This definition is purposely broad and vague. This article discusses the importance of establishing and communicating a definition specific to an organization. This definition will guide the use of social CRM and should be regularly updated as the platform develops and "matures".
I though this made a lot of sense given the vast array of possibilities for social CRM, along with the wide range of industries and organizations that will utilize it. Social CRM will look very different for say an animal shelter, a financial services company, and a car dealership. Organizations have different regulations, customers, and cultures and something as critical as customer interaction and feedback must be closely aligned with the organizations broader goals and objectives.
This article made two other points that I believe are very important. First "don't wait, opt for rapid integration, rather than an over-planned social CRM program". As I mentioned, anything that guides or restricts interaction with customers and clients is very important for any organization. I think there is temptation to over-plan and heavily restrict this type of platform on the part of senior management. This can really hinder affective adaptation though. Social CRM is very touch-and-feel and needs to change as customers become familiar with the platform and adapt to using it. A strong organizational definition of social CRM will guide it's use, but should not restrict it from adapting to a more effective platform.
Second: "consolidate all social CRM projects under a single team..." Having too many cooks in the kitchen can ruin the stew and having too many departments adapting to their ideal social CRM strategy can cause a lot of problems. Having one team or "project office" in charge of fielding departmental concerns/desires and adapting the social CRM platform to address them while maintaining a uniform appearance and feel to the customer or clients is critical.
The article closes with 10 tactical steps to follow in initial implementation of a social CRM strategy, many of the general guidelines above are reiterated.
So, what do you think? How do you balance the concerns of senior management wanting to control something as important as customer interaction with the effective implementation of social CRM which really requires a great deal of adapting and flexibility?
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An increasing number of companies are creating social media guidebooks as a means of imposing some control and order in their online interactions with customers. While I do not believe a handbook alone will remove senior management's concerns, it will force them to develop an actionable plan around the perceived risks and give employees guidelines for using social media. As both you and the article recommended, it also would be wise for the company/organization to create a team internally that would be responsible for enforcing these rules and monitoring the sites. Obviously, relinquishing control will be easier for organizations that have embraced openness and whose management teams have established a high level of trust with their employees.
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