An often overlooked tool when developing a customer loyalty strategy is social media. This presentation describes how you can develop your social media CRM strategy to enhance and maximize customer loyalty.

1. Harnessing the Full Power of Social
Media to Drive Customer Loyalty
Marc Steiner, Principal
Clay Walton-House, Senior Manager
Antje Helfrich, Manager
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Social CRM Strategy for Loyalty Marketers

2. Defining Social CRM Strategy
Deliberate integration of social media into
a comprehensive multi-channel CRM
strategy, taking advantage of social media’s
unique characteristics to maximize
customer loyalty.
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3. Social Media Requires Special Focus
from Loyalty Marketing
Social represents a large opportunity for driving loyalty, but…
Is often underutilized by loyalty marketers:
• Historically a channel focused on brand and acquisition
• An organizational function often separate from Loyalty Marketing teams
• Often integrated with loyalty strategies on ad hoc basis
Converting on the opportunity presented by social media requires an
intentional approach.
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4. The Opportunity at Hand
What Social Media Presents to Loyalty Marketers
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5. 5
The Social Media Landscape
Continues to Mature
65% of consumers use social to
connect with brands and research
products
One in five customers engage with a
brand on social media after a purchase
to make sure they are getting as much
value out of their purchase as possible
Brand fans are 11% more likely to
continue using the brand, and spend
43% more than non-fans!

6. 6
The Social Media Landscape
Continues to Mature
65% of consumers use social to
connect with brands and research
products
One in five customers engage with a
brand on social media after a purchase
to make sure they are getting as much
value out of their purchase as possible
Brand fans are 11% more likely to
continue using the brand, and spend
43% more than non-fans!
Social is the second fastest
growing marketing channel
(after Mobile)
Social Media spend expected to
double by 2016
40% of “leader” companies
prioritize incorporating social
media touch points into CRM
(compared to 26% of “follower”
companies)

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As a Channel, Social Media Presents Unique
Advantages for Loyalty Marketers
NEAR REAL TIME PROVIDES IMMEDIACY
PEER TO PEER
ENABLES TWO-WAY CONVERSATION
CUSTOMERS OWN AND INFLUENCE THE
EXPERIENCE

8. 8
As Functional Disciplines, Social Media &
Loyalty Marketing Intersect in Three Key Areas
ENGAGING & BUILDING RELATIONSHIPS WITH THE BASE
Retention & loyalty optimized content
Exclusive offers
Loyalty program integration
Peer to peer engagement: building a community around the brand
INTERCEPTING DETRACTORS & MITIGATING CHURN
Identify at-risk customers
Mitigate low engagement / churn risk
Mitigate detrimental brand impact
LEVERAGING PROMOTERS
Identify influential promoters
Amplify promoters’ voices programmatically
Leverage promoters for acquisition

9. 9
A Social CRM Strategy Framework
Helps Define Key Activities for
Leveraging Social in Loyalty Marketing
DRIVE CUSTOMERS
TO SOCIAL
CHANNELS
ENGAGE &
SUPPORT BASE
INTERCEPT
DETRACTORS
LEVERAGE
PROMOTERS
BUILD CAPABILITIES TO SUPPORT TRUE SOCIAL CRM
2 3 4
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“Pillars” 2, 3, and 4 in the framework represent the primary focus of loyalty
marketers in developing and executing a defined Social CRM strategy.

10. The Challenges
What Prevents Loyalty Marketers from Harnessing
the Full Power of Social Media
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11. Many Companies Face Significant
Challenges in Harnessing Social Media
Only 52% of companies have executives that are
informed, engaged, and aligned with social strategy
Only 48% of companies state that they have a clear
vision of how social media will improve customer
relationships
Only 34% of companies have clear metrics that associate
social activities with business outcomes
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12. Challenges Fall within Three Key Areas
#1 – LACK OF ORGANIZATIONAL ALIGNMENT
#2 – LACK OF CUSTOMER INSIGHTS RELATED TO
SOCIAL MEDIA
#3 – TECHNOLOGY & DATA LIMITATIONS
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13. Challenge #1: Lack of
Organizational Alignment
Social media functionally siloed or highly matrixed
Social KPIs not aligned to overarching business objectives
Executive skepticism
Unknown ROI
Weariness over less controlled conversations & properties
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14. Challenge #2: Lack of Customer
Insights Related to Social Media
Customer Desires for Social Engagement are Unknown
Customer Social Usage Behaviors are Unknown
Types of social properties used
Type of devices used
Types of conversations customers have in social channels
Who they talk to, and how often
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15. Challenge #3: Technology & Data Limitations
Social Media Technologies have not Reached Scale
Social Listening
Tracking, Measuring, & Reporting
Automation
Data is Distributed & Difficult to Leverage
Social media data is separate from other customer data sources
Difficult to append data from social properties to broader customer data
Difficult to identify and match customers to social media profiles
Test & Learn Capabilities Lack Scale
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16. From Opportunity to Strategy
Developing a Social CRM Strategy to Harness the
Full Power of Social for Loyalty
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17. 4 Steps to a Develop a Social CRM Strategy
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4. Prioritize & Plan Implementation
1. Confirm Customer Base Marketing Goals
2. Assess Current State
3. Identify Opportunities & Required
Investments

18. 1. Confirm Customer Base Marketing Goals
REDUCE
CHURN
NPS
Key Drivers
Renewal
Save/Winback
DRIVE
SAVINGS
Care Call
Deflection
INCREASE
REVENUE
X-Sell /
Upsell
Referred
Subscribers
BUSINESS OUTCOMES
KPIs
Loyalty objectives will vary by company / product / industry –
e.g.: Subscription business with high cost of care (telecom, cable, SaaS)
KPIs should tie to measurable business outcomes that drive bottom-line impact; though
seemingly obvious, this is a common misstep that companies make; e.g. using number
of Facebook fans as desired business outcome.
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19. 19
2. Assess Current State
Understand your
audience
Loyalty insights
Social media technographics
Social media coverage
Behavioral data
Assess programs
and capabilities
Social footprint
Programs, campaigns, content
Teams, agencies
Operating model, processes, governance
Data, systems, tools
Survey the
landscape
Internal: executive support, social competencies
Competitors
Best practices
Once overarching desired business outcomes have been established, a
comprehensive understanding of the Current State must be achieved.

20. 20
Potential programs and tactics
should be informed by:
Competitors
Best Practices
Internal Inventory
Opportunity assessment includes
review of investments needed:
No New Capabilities
Required
Requires Realignment
of Existing Capabilities
Requires Net New
Capabilities
3. Identify Opportunities & Required
Investments
Audience Insights
Current State understanding then informs identification of potential Social CRM
programs and required resources needed to deliver results.

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3. Identify Opportunities & Required
Investments
Identification of new Social CRM programs and tactics can be facilitated by
use of the Social CRM Strategy Framework; e.g. what tactics will best
address “pillar” #2—engaging and supporting your customer base?
DRIVE CUSTOMERS
TO SOCIAL
CHANNELS
ENGAGE &
SUPPORT BASE
INTERCEPT
DETRACTORS
LEVERAGE
PROMOTERS
BUILD CAPABILITIES TO SUPPORT TRUE SOCIAL CRM
2 3 4
5
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POTENTIAL PROGRAMS & TACTICS
REQUIRED CAPABILITIES

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SOCIAL KPIs & METRICS
REDUCE
CHURN
NPS
Key Drivers
Renewal
Save/Winback
DRIVE
SAVINGS
Care Call
Deflection
INCREASE
REVENUE
X-Sell /
Upsell
Referred
Subscribers
• NPS among Followers / Non-followers
• Correlation with Engagement
• Renewal Offers by Channel
• Content Views x Topic
• Call Volume x Topic
• Campaign/ Offer
Performance
• Offer Shares
• Referrals
4. Prioritize & Plan Implementation
New Social CRM programs and tactics should be prioritized based on how
effectively they support the desired business outcomes and KPIs established
earlier in the strategy development process.

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Following this Process to Define a Social CRM
Strategy Delivers Significant Business Value
CLEAR “CHARTER” FOR HOW SOCIAL MEDIA CAN DRIVE LOYALTY
ALIGNMENT OF FUNCTIONAL RESOURCES WITH CLEAR MAPPING
TO OVERARCHING BUSINESS OBJECTIVES
IMPROVED CUSTOMER EXPERIENCE
IMPROVED CUSTOMER INSIGHTS

24. About Lenati
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25. Who We Are
Lenati partners with clients to develop innovative sales and marketing strategies, elevating customer
experience and transforming how companies go to market. We help organizations build stronger
customer connections.
Our Expertise
Lenati’s services address four broad areas of
customer need:
Select Clients
Lenati works with a variety of Fortune 500
companies:
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26. What We Do
Tailored to the unique needs of our clients, we provide deep expertise centered
on creating customer connections through four primary solution areas:
Helping clients confront common
challenges:
 New product introductions & product revitalization
 Expansion to new markets and new channels
 Customer acquisition, retention & growth
 Marketing and sales execution, optimization &
measurement
 Sales team creation, transformation & enablement
 Loyalty and retention strategies and programs
 Channel partner selection, on-boarding &
management
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27. Customer Retention & Loyalty Services
Loyalty Insights & Analytics – Develop a 360° profile of your customers
 Customer Research
 Segmentation & Modeling
 Data Mining
Retention & Loyalty Strategy – Build the vision to improve customer engagement
 Strategy Definition
 Segment-Specific Models
 Business Valuation
Loyalty Program Design – Build, launch, enhance or retire a program
 Program Design
 Program Optimization
 Re-launch or Retirement
Streamlined CRM Operations – Get the most out of your people & process
 Organizational Design
 Process Improvement
 Program Integration & Consolidation
Technology Platforms – Evaluation & selection of supporting technologies
 Mobile Strategy
 Social CRM Strategy
 CRM & Marketing Automation Platforms
 Loyalty Program Platforms
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28. About the Authors
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Clay Walton-House, Senior Manager
Retention & Loyalty Services
As the leader of Lenati’s Customer
Retention & Loyalty Team, Clay helps
Fortune 500 companies create and
implement new and interesting
customer engagement strategies that
accelerate growth and build loyalty. His
expertise lies in understanding
consumer behavior and translating it
into actionable customer insights. Clay
has a proven track record of successful
program design & optimization and
CRM operations, helping uncover ways
to build retention and loyalty strategies
into a company’s broader business
model.
Marc Steiner, Principal
Customer & Product Strategy Services
Marc leads Lenati’s Customer &
Product Strategy Team, and has a
passion for combining his 20 years of
management consulting expertise with
insights from fields as diverse as
demography, anthropology, military
strategy, and religious studies to help
rethink fundamental approaches to
product and customer strategy. Marc
has been an advisor to companies
across numerous industries, including
leading brands like Starbucks, T-
Mobile, Microsoft, and Adobe.
Antje Helfrich, Manager
Social Media Marketing Services
Antje has over 15 years of experience
working in the intersection of business,
technology and consumers, both inside
corporations and as a consultant. She
has an extensive track record in
strategic planning, market and
customer research, and marketing and
program management. As head of
Lenati’s Social Marketing practice,
Antje has recently developed a Social
Marketing Operating Model and a
Social Measurement Framework for a
Fortune 50 global company, and a
Social CRM Strategy for a leading
wireless carrier.

29. Connect with Us
Headquartered in Seattle
1300 Dexter Ave N. #100
Seattle WA 98109
Phone: (800) 848-1449
Email: info@lenati.com
Lenati.com
Twitter.com/LenatiLLC
LinkedIn.com/company/Lenati-LLC
Facebook.com/LenatiLLC
www.lenati.com/blog
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