There is no more B2B or C2C, only Human to Human. Customer engagement is the number one priority for every business. All organisations are figuring out how to engage customers and keep them engaged. What do you have to do? Who else does this well? What are the benefits? The answers to these differentiate companies in busy markets and are the source of sustainable and profitable business. Paul Greenberg, author of CRM at the Speed of Light, known as the bible of CRM, will help you figure that out.

1. There is no B2B or B2C
Only Human to Human

2. Paul Greenberg
CRM Expert, Industry Commentator
President 56 Group
Best selling author CRM At the Speed of Light
@pgreenbe
Dale Roberts
VP Professional Services Artesian Solutions
Author Decision Sourcing
@decisionhacker
#artcast on Twitter

3. Introductions and Housekeeping
– Readytalk
The Changing Buyer Dynamic - an Artesian Perspective
– Dale Roberts
At the End of Every B is a C (45m)
– Paul Greenberg
Q&A

4. Artesian Purpose
To change the way B2B Sales,
Marketing & Services Professionals
engage with their Customers for the
better, forever

6. ũ
The Sellers Agenda (According to Buyers)
Thinking of a typical meeting with a vendor sales
team or person how would you characterise their
agenda in your interactions
80% 20%
About the Seller About the Buyer
Source: Forrester, Q4 2012 Global Executive Buyer Insight Online Survey

7. 57% Of the buying decision is
complete before a customer
even calls a supplier
Source: Corporate Executive Board. The Digital Evolution in B2B Marketing

8. 75%
of
B2B Buyers
use social media to make
purchasing decisions
Source: IDC Social Buying Study, 2014
84%
of C Level/VP
Executives
use social media to make
purchasing decisions

9. Social Signals

10. Best selling author CRM At the Speed
of Light and the ‘Godfather’ of CRM

11. Customer
Engagement: 2014
and beyond
CRM in an era of digital
transformation

12. An era of digital transformation begins.
As era of social customer
ends.

13. Social communications revolution
Impacts all institutions.
Business among
them.

14. Information is transformed
How we create, distribute,
consume information has
been irrevocably changed

15. “What is transpiring is
momentous, nothing less than
the planet wiring itself a new
nervous system.
If your organization is not linked
into this nervous system, you will
be hard pressed to participate in
Geoffrey Moore the planet’s future...”
Author, Crossing The Chasm
“Amidst the texting and the
Twittering and Facebooking of a
generation of digital natives, the
fundamentals of next generation
communication and collaboration
are being worked out.”

16. The digital customer

17. Who is the digital customer?
Savvy using social channels.
Trusts differently than used to.
Communicates with peers.
61% find peers most trusted source [Edelman 2013 Trust Barometer]
Communicates with companies.
Gets what they want.
20% use Twitter for customer service [Colloquy]
Social. Mobile. Local. Omnichannel.
Expects immediate response. Or nearly so.
Expects information available nearly instantly when
searching.
Increases velocity of consumerization of work.
Active participants in affecting change by using social
networks.

18. Communities and blog sites
Fastest growing sector for internet use.
5.4% in a year.
Member communities
Reach more internet users than
email.
66.8% vs 65.1%.
Global Faces on Networked Places .
March 2009

20. conversation prism
[ Source: Brian Solis ]

21. Omnichannel
=

22. Trust
Key element of the
relationship.
Listen to customer needs and
fTeruesdt ibn acocmkp.anies is #1 concern of public.
[Edelman 2012 Trust Barometer]
High quality goods and services
offered.
Treats employees well.
Customers placed ahead of profits.

23. Perception gap between consumers and businesses.
Consumers’ ranking Businesses’ ranking
Reasons for interacting
with companies via social
sites
Reasons they think consumers
follow them via social sites
Perception
gap
Discount (61%)
Purchase (55%)
Reviews & product rankings (53%)
General information (53%)
Exclusive information (52%)
Learn about new products (51%)
Submit opinion on current products/services
(49%)
Customer service (37%)
Event participation (34%)
Feel connected (33%)
Submit ideas for new products/services (30%)
Be part of a community (22%)
Learn about new products (73%)
General information (71%)
Submit opinion on current products/services
(69%)
Exclusive information (68%)
Reviews & product rankings (67%)
Feel connected (64%)
Customer service (63%)
Submit ideas for new products/services (63%)
Be part of a community (61%)
Event participation (61%)
Purchase (60%)
Discount (60%)
IBM Institute for Business Value: From social media to
Social CRM

24. Customer intimacy is
foremost on CEOs’ minds.
88% of all CEOs, and an
outstanding 95% of
Standouts, picked getting
closer to the customer as the
most important dimension to
realize their strategy in the
next 5 years.
These CEOs are convinced
they must not only stay
connected (or reconnect) with
customers, but keep on
learning how to strengthen
those bCEoO nStuddy s20.10 . IBM Institute for Business Value

25. Customer
engagement

26. Era of customer engagement
Social channels are part of
omnichannel strategy.
Beyond experimentation in social media to fully
integrated omnichannel perspective.
64% of companies are beyond experimental stage
(integrated channels, multi-channel, cross-channel)
[State of Social 2011, eConsultancy]
CRM is making money for
companies.
$5.60 on the dollar per CRM program
reviewed. [Nucleus Research]

27. Customer experience
is a key focus
60% of companies have
senior exec in charge of
customer experience.
[2011 State of Customer Experience Management, Bruce Temkin]
30% of companies have
20+ employees delegated
to customer experience.
84% received positive
results from Voice of
Customer programs.
But...only 17% feel execs are
willing to trade off short-term
financial results for long-term
customer loyalty.

28. What is it?
Not
Not marriage.
Not advocacy.
Not loyalty.

29. What is it?
Not
Not unidirectional.
Not consistently the same
level.
Not determined by the amount
of time or effort a customer
makes.

30. Company
PVC
What is it?
Proactive involvement.
[Peppers & Rogers]
EVC
Vendors/
Suppliers
Friends Family
Everything
Else
Going On
Other
Companies
External
Agencies
Partners/
Channels
EVC
Part of personal value chain intersects
enterprise value chain Customer
“(Online engagement) is an
estimate of the degree and depth of
visitor interaction on the site
against a clearly defined set of
goals.”
[Eric Petersen]

31. What is it?
The ongoing interactions between
company and customer, offered by the
company, chosen by the customer
Customers choose channels they engage
in.
Company
PVC
EVC
Vendors/
Suppliers
Friends Family
Everything
Else
Going On
Other
Companies
External
Agencies
Partners/
Channels
EVC
Part of PVC Intersects EVC
Customer
Engagement levels vary.
Casual to intense.
Infrequent to frequent.
Changes moment to moment.

32. What is it?
But remember engagement isn’t only
determined by immediate interaction
Other factors impact interaction
Company
Company has enterprise value chain.
Customers have personal value chain
that impacts interactions. PVC
EVC
Vendors/
Suppliers
Friends Family
Everything
Else
Going On
Other
Companies
External
Agencies
Partners/
Channels
EVC
Part of personal value chain intersects
enterprise value chain Customer
Vendors/Suppliers.
Partners
External agencies
Employees
Customers
Customer analytics important.
More important, making sure
that things work right.

33. Customer engagement
a major concern
Source: Bluewolf Consulting
In a survey of a large technology
vendor’s customers…
 60 percent of respondents said customer engagement top priority
AND
 84 percent believed customer engagement would overtake productivity as their
company's primary driver of growth.

34. Era of customer engagement
Customers self-selects.
Customer has products, services, tools and
consumable experiences to sculpt the kind of
experience and the level of engagement they want to
have with companies.
They look for highly
personalized interactions.
They want to feel valued.
They want to know that you “know”
them w/o talking to someone
necessarily.

35. Gamification
“... describes a series of
design principles,
processes, and systems
used to influence, engage
and motivate individuals,
groups, and communities
to drive behaviors and
effect desired outcomes.”
~ Ray Wang, CEO
Constellation Research Group

36. Gamification traits
4 traits.
. A goal.
. Rules.
. Feedback system.
. Voluntary participation.
Supports engagement. Big
time.
Games can evoke:
. Flow (in the
zone)
. Fiero (Yes!)

37. Simple.
If you register or buy in the next five
minutes...
Complex.
. Farmville
. World of Warcraft
Business value.
Increase advocacy and loyalty.
Support positive changes in customer behavior.

38. Bad customer engagement
Bad use of gamification by the otherwise popular
GetGlue.
I think
Radiohead
sucks!

39. The company side
of the
engagement story

40. Company concerns
Experience.
Making experience seamless regardless of channel.
Expectations.
Recognizing the customer will be expecting the best
results s/he had in all channels.
Costs.
Knowing costs of trying to provide all that a
customer wants is incredibly high.
Priorities.
How to prioritize the channels offered.
Knowledge.
What is it that we need to know about the customer
(or groups) that helps us make those decisions?
. Transactional
. Unstructured

41. Company preparation
Expectations.
Meet customer expectations, if reasonable.
Reactions.
Don’t react to everything.
Relationship.
Treat customer as a partner, not a client.
Involve customer as extension of company
(community retailing).
Resource.
Resource customers to sculpt their
relationship with you.
Value.
Recognize customers and your idea of
value are not the same.
Important channels.
Provide most important channels to
customers, not necessarily all of them.

42. Systems of
record
Needs to:
Record transactions.
Automate operational processes.
Capture data.
Analyze data.
Scale appropriately.

43. Systems of
engagement
Integrate with systems of record.
Systems that encourage customer
involvement with company at level that
customer chooses.
Based on:
Interactions.
Collaboration.
Community.
Rich media.
Usability.
Open access.
Immediacy.
Insight and analysis.

44. Case study
giffgaff

45. Case study
giffgaff
“At current trajectories,
within five years we
expect that community
peer-to-peer support
projects will supplement
or replace Tier 1 contact
center support in more
than 40 percent of top
1,000 companies with a
contact center.”
~ Drew Kraus, VP Gartner

46. who is giffgaff ?
Virtual mobile network operator
(VMNO).
Sells SIM cards with embedded
services.
Brainchild of Director of
Innovation at O2 in the UK.
Start up, not division of O2.

47. Case study
giffgaff
beta launch

48. giffgaff
beta launch
Value proposition.
Mutuality.
Beta launch strategy.
Target tech savvy digital
natives who would talk.
Beta launch issues.
No funds for traditional media.
People-powered mutuality w/o
people!

49. Created tool hire
{01} Use the
Tool to make
video.
{03} Top 5
videos win
£5,000
each.
{02} Upload
the video to
YouTube -
free calls 1
year.
giffgaff
beta launch

50. Gamification = Engagement
giffgaff
beta launch

51. Results of beta launch
Videos created: 156
YouTube video views: 615,116
ToolHire site visits: 43,301
ToolHire site page views: 151,230
Facebook fans: 6,000
Primetime TV pickup reach: 1.2
million
giffgaff is on the map. giffgaff
beta launch

52. Case study
giffgaff
full launch

53. giffgaff
the company
Implement customer ideas (112 by end of 2010) incl.
pricing.
Provide advocacy program
Points for recruitment, email, activated SIM cards
Community provides customer service.

54. giffgaff
community is
vibrant with
over 1 million
interactions

55. giffgaff customers ask other
customers for answers 50% of the
time
Source: Capgemini

56. giffgaff customers are actually happy with
giffgaff unlike other U.S. based telco
customers with their carriers (e.g. Verizon)
Source: Capgemini

57. In summary
Communications revolution.
The communications revolution has transformed business.
Engagement at the ready.
Customer engagement is at the center of customer facing
programs and strategies.
Digital customer.
We have a different kind of customer - a digital customer - but
s/he is still a customer.
Experience and partners.
Our customers should be subjects of an experience and
partners, rather than objects of a sale and clients.
Omnichannel strategy.
In order to acquire and retain customers, we need to have a
omnichannel strategy - with selected channels.
Golden rule.
The key is to provide the products, services, tools and
consumable experiences that the customer needs to sculpt
their own relationship with you.
Systems of engagement.
To do so, since we have transformed how we communicate, we
need to enhance our current systems of record with systems of
engagement.

58. Paul Greenberg Author.
the56group.typepad.com
@pgreenbe
CRM at the Speed of Light (4th Edition)
Managing Principal.
The 56 Group, LLC
Managing Partner/CCO.
BPT Partners
EVP.
National CRM Assn.
Named to CRM Magazine CRM Hall of Fame 2010
Named #1 CRM Blogger 2005, twice in 2007 by
TechTarget
and InsideCRM & InsideCRM 2008, Forecasting
Clouds, 2010
Blog.
the56group.typepad.com
Social CRM: The Conversation.
blogs.zdnet.com/crm
Email.
paul-greenberg3@the56group.com
Twitter.
twitter.com/pgreenbe
Facebook.
facebook.com/pgreenbe
Google Voice.
571-229-7549

59. Questions
www.artesiansolutions.com
info@artesiansolutions.com

60. Thank You
“By 2014, refusing to communicate with
customers via social channels will be as
harmful as ignoring emails or telephone
calls is today”
Gartner Predicts, Engage to Succeed in the Social,
Mobile, Digital Enterprise
Dale Roberts
www.artesiansolutions.com
@artesianS