Five Years of Social Customer Care: The Pig Puts on Some Lipstick and the Fish Come Out to Play 06aug14

Five Years of Social
Customer Care:
The Pig Puts on Some Lipstick
and the Fish Come Out to Play!
Arranged by Guy Stephens #SocialCustCare

2 | Five Years of Social Customer Care | #SocialCustCare
Five years ago, we were at the height of social media hype. In 2010 I did
my own “social business” study and found that social media was a veritable
“Swiss army knife” of capabilities that could be used to socialize traditional
CRM processes like marketing, sales, and yes, also customer service.
Of course, online support communities existed long before terms like Social
CRM became the next big thing. But Twitter and Facebook opened up
genuinely new ways for consumers to vent about their experiences and
ask for help. For a few brave souls like Frank Eliason at Comcast and Guy
Stephens at The Carphone Warehouse, these new social “channels” created
opportunities to engage with, and care for, customers.
The real power of social media lies on the consumer side. Musician Dave
Carroll (of “United Breaks Guitars” fame) put it brilliantly in a 2012 interview
Foreword:
Time for More Social,
Less Media
Guy Stephens asked some of the world’s
innovators and thought leaders for a five year
retrospective on social customer care,
and I’m honored to offer a few thoughts of my
own to introduce this collection of articles.

with me: “No customer is statistically insignificant.” Our voices count,
and it’s about time.
I’m sure that’s why my attempts to get help via social media have been
mostly successful. One time I got a DSL problem escalated and fixed more
quickly after tweeting about my frustration. Another time, I got help picking
technology from Best Buy’s #Twelpforce. I sum up the past five years as a big
win for consumers.
That said, many companies struggle to serve customers effectively via social
media. Scaling social channels and integrating into a multi-channel approach
is a work in progress, to put it mildly. Still, these technology challenges can
and will be overcome. just as contact centers have adopted web, email, and
chat as normal service channels.
The key to real success, in my view, is to look beyond the automation and
remember the first word of social customer care — “social”. And the last one —
“care”.
If Social Customer Care is to rise above “lipstick on a pig” status, business
leaders should not treat social as just another channel to cost optimize.
Instead, use social customer care as an opportunity to engage human-to-
human and show that a company really does care about its customers.
When that happy day arrives, we can go back to just calling it Customer Care.
Bob Thompson
Bob Thompson
CustomerThink Corp.
@Bob_Thompson
CustomerThink founder and global evangelist for customer-
centric business. Buzzwords (CRM, CEM and Social Business)
optional.

Acknowledgements
I had been thinking about how to
mark – celebrate even – five years
of social customer care. As
I reflected on the topic it struck me
that the best way to celebrate was
to invite those people I had come to
know over the preceding five years
to share that moment with me.
The “reflections” that follow are
the result of that.
The retrospective, laid out in
roughly chronological order of
when I first met each person,
reflects a variety of views, insights,
and musings on social customer
care. Some hopeful, others more
realistic, yet I believe all are united
by a collective sense that social
has been catalytic in disrupting
the service landscape in some
meaningful way. The “early years”
of 2008 – 2009 were perhaps
some of the most exhilarating times
for all of us, and the hope is that
this “exhilaration” can be translated
beyond mere novelty value.
This group of people – explorers
and pioneers perhaps – are,
in my opinion, some of the most
influential commentators and
participants in this space, their
opinions I value greatly, and for
their involvement (and patience!)
in this small project, I genuinely
thank each one of them.
Sponsored by Brand Embassy – A Red Herring awarded social media customer care tool used by GE, Telefonica O2, Vodafone
and over 50+ customer-centric companies. www.brandembassy.com.
I would also like to thank Tighe
Wall for his help editing and
proofreading this document and
Future Care Initiative for designing
this retrospective.
Guy Stephens | @guy1067
Looking Ahead:
The Margins
Become the Centre
70

My personal thanks to:
Frank Eliason, Citibank: @FrankEliason
Richard Baker, Carlsberg Group: @TheIntrapreneur
Graeme Stoker, Freelance Digital Consultant: @Graeme_NCL
John Bernier, Lubrication Technologies: @BernierJohn
Dr Natalie Petouhoff, Constellation Group: @DrNatalie
Esteban Kolsky, ThinkJar: @EKolsky
Bob Thompson, CustomerThink: @Bob_Thompson
Barry Dalton, Strategy&: @BSDalton
Colin Shaw, Beyond Philosophy: @ColinShaw_CX
Vincent Boon, Standing on Giants: @VincentBoon
Wendy Lea, GetSatisfaction: @WendySLea
Mitch Lieberman, DRI: @MJayliebs
Kate Leggett, Forrester Research: @KateLeggett
Dave Carroll, United Breaks Guitar: @DaveCarroll
Martin Hill-Wilson, Brainfood Extra: @MartinHW
Joanne Jacobs, 1000heads: @JoanneJacobs
Joshua March, Conversocial: @JoshuaMarch

So Where
Are We Today?
Frank Eliason
11
The First Five Years:
What a Rush!
Esteban Kolsky
32
Where Do We Go
From Here
Barry Dalton
36
Social Customer Care?
What Social Customer
Care?
Colin Shaw
40
Five Years On,
Has Anything Really
Changed?
Rich Baker MBA
14
BTCare
and a Pint of Guinness
Graeme Stoker
20
#Twelpforce:
What a Ride!
John Bernier
24
Seven Steps to
Executive Business
Success with Customer
Experience and Social
Media ROI
Dr Natalie Petouhoff
28

Community and
Empowering
the Social Customer
Wendy Lea
47
A Story Only Just Begun
Martin Hill-Wilson
59
From Advice
to Direction:
A Shift in Perception
Joanne Jacobs
63
A Fundamental Shift
(And In Your Pocket)
Joshua March
66
Social Customer
Service: A Fifty Year
Retrospective
Mitch Lieberman
50
Social Customer Service:
You’ve Come A Long
Way
Kate Leggett
52
Social Customer Care
Four Years After “United
Break Guitars”
Dave Carroll
55
Five Years On:
An Amazing Journey
Vincent Boon
43

Introduction:
Five Years
of Social Customer Care
It is over five years since Frank Eliason sent his first tweet.That one tweet has set in
motion a transformative shift in the way customer service is delivered.Where Ford
and Taylor embedded consistency and control into the service model, social has
been the catalyst and means by which people – you, me, us – have returned a sense
of intimacy, humanity and empathy to it.

Organisations willing and able to take that early
leap of faith, looking beyond the names – Twitter,
Facebook, YouTube – and understanding what this
type of communication represented, have been able
to navigate the disruptive landscape in a more open,
collaborative, and trusting way. This does not mean
that such organisations have not faced their own
challenges in the eyes of both their customers and
employees. The challenges will always exist, for at
heart all organisations are made up of people. But it is
the way in which those challenges have been and will
be met that will set apart the leaders, the pioneers,
the brave, and the courageous.
I have been involved in the social customer care space
since 2008, as both @guy1067 and @guyatcarphone.
I come to this space from the perspective of marketing,
knowledge management, and customer service.
A fortuitous combination, brought together by
serendipity, which has served me well. Each has shown
me how dependent one has become on the other.
Each one an integral piece of the jigsaw. Clay Shirky
perhaps encapsulates it best in his book Cognitive
Surplus: “We are increasingly becoming one another’s
infrastructure.”
An infrastructure founded on people. An infrastructure
that is slowly remembering its humanity.
An infrastructure that is gradually becoming more
tolerant, more understanding, and more able to
engage with those who inhabit it at the moment of
greatest truth: Now. “The Cluetrain Manifesto” might
refer to this “infrastructure” as the “marketplace,”
where organisations are increasingly willing to “get
down off that camel!”
“This does not mean that such
organisations have not faced
their own challenges in
the eyes of both their
customers and employees.
The challenges will always
exist,for at heart all
organisations are made up
of people.”

The infrastructure, or
the marketplace, emerged at
the margins, and it was here that
social customer care evolved.
It did not set out to destabilise,
decentralise, or disrupt the existing
service model; these were natural
consequences. Social customer
care simply served to remind all of
us what customer service could be
like again. It held up a mirror and
rather than asking a question, made
a statement: It is now time for you –
the organisation – to deliver on your
promise of customer-centricity.
As we move forward in to the next
five years, my concern is that we
simply ignore the opportunity that is
at hand and end up with
the same model, but with some
social tendencies plastered over
the top: We tried the experiment;
it was fun, but now back to some
proper work. And by the way,
the pig still doesn’t look great!
We are asking similar questions
and making similar assumptions
that we would for ‘traditional’
customer service. I have yet to see
an organisation genuinely create a
service model that recognises and
integrates the unique characteristics
of social. The closest to come to
this perhaps (albeit in parts) over
the last five years have been BT,
BestBuy, Dell, O2, Zappos, with the
mantle perhaps now passing to
organisations like KLM and Maxis.
In the final assessment, social
might be more about the way we
communicate and engage with
each other, rather than just a set
of technologies delivering a three
minute resolution. My hope is that
we are able to make that transition.
Looking ahead to the next five
years, however, I am seeing social
customer care moving towards its
traditional counterpart and the two
coming together under the banner
of digital service. If social has been
the catalyst, then perhaps digital will
be the foundation on which
the next service transformation will
take place.
@guy1067
July 2014

Frank Eliason @FrankEliason
Formerly @ComcastCares, Author of @YourService, Director Global Social
Media for @Citi & board member for @BBB_US & @Socap.
So Where
Are We Today?

When we go into new jobs we have thoughts and dreams of the potential
success. I never could have anticipated what the next few years would
bring. Within a few days of starting the job, a NPR & AdAge writer (now with
MediaPost) started Comcast Must Die. All of a sudden my job shifted and I
was learning about reputation management, social media, public relations,
and so much more.
We had a great team at Comcast and our efforts were truly a team effort,
especially the corporate communications team. Now we were interacting with
customers in all kinds of spaces on the internet. In February 2008, when I
first saw Twitter (before there was a way to even search it), I had no clue how
we could use it. Then search was born via a website called Tweet Scan and
Twitter servicing could be born. On April 6, 2008 Michael Arrington published
“Comcast, Twitter, and the Chicken (trust me I have a point)” after a Sunday
afternoon after I contacted him because of tweets I saw. That is the day the
ComcastCares Twitter handle was born.
So what has gone on since that day? After spending several years in the
cable industry I returned to financial services at Citi three years ago. I have
had the opportunity to work with countless businesses and organizations
regarding social media. I am also the author of the book “@YourService”
published by Wiley. We have watched an evolution in social media, mainly
as a marketing force, but as more and more companies entered the space,
they received engagement from their customers, but it was not always in
the manner they envisioned. Customers were coming at them through every
social media channel to complain about products or service. The marketers
It was September 2007. I just started a new job in an industry I was only
familiar with as a customer. Little did I know at that time how the events over
the next few weeks, months, and years would completely change my life. My
new job was at Comcast and I would be managing the executive complaint
department, or so I thought.

responded! Their customers must want social servicing.
The challenge is they were not fully listening to these
complaining customers, and I am not sure companies
are still doing a great job at that. They never wanted
social service, they wanted to be treated right the
first time. Companies started advertising their social
servicing welcoming the public complaints of their
customers.
They often treated them better than other channels,
causing more customers to come to social media to
blast the brand. We watched studies galore profess the
need for social servicing and how the process turns
these complainers into brand advocates. The problem
is that is not the case and never was. That was spin
based on someone thanking the company for the good
service experience, but the reality is when they need
help again they will first turn to blasting the brand to
get the best help. The challenge is people did not see
all the work companies like Comcast were doing to
improve the actual customer experience.
I cannot talk about Comcast over the past three years,
but while I was still there we implemented many new
tools and new procedures based on the work of the
social media team. The same is true during my time at
“They never wanted social service,they wanted
to be treated right the first time.”
Citi. We recognize that customers just want the right
experience the first time and we need to deliver that.
Social media can help us listen to our customers, but
so can so many other means in which we interact with
our customers.
So where are we at today? I think we are at the
beginning stages where businesses recognize the
need to fix the customer experience. I am thrilled to
finally see the message we have been delivering for
years being seen by the leaders in these organizations.
Companies are now starting to listen not just to social,
but across all touch points. They are realizing the
importance their front line team members are to the
brand and the value they can offer to all facets of the
business. Okay, maybe this has not fully gotten to this
stage yet, but we are seeing organizations move in this
direction. We are seeing more and more companies
insource customer service and find ways to have top
leaders closer to the customer. This was always the
power of social media! We are in a new era that is
more relationship driven than marketing or message
driven like the 40 years prior. I think the next few years
will be an incredible time for customer experience
professionals and the rate of change that we will be
able to lead! I look forward to doing this together.

Five Years On:
Has Anything Really Changed?
Rich Baker @TheIntrapreneur
Engage or die! Intrapreneur, senior leader and communications expert.

So when Guy asked me to jot down some thoughts about the last five years
I was happy to.
Here’s my brief reflection
I started tweeting “properly” in mid 2009, whilst working for Virgin Trains.
I remember thinking at the time I was taking a big risk; it wasn’t sanctioned by
the wider Group, and it so was new that there weren’t any organisations doing
social well enough to copy.
So whilst others may have had a master plan (although I doubt it),
I largely made it up as I went along. Pinchot, the man who invented the
term “intrapreneur” way back in the late 1970’s said, “It’s easier to ask for
forgiveness than permission.” And so it is.
My timing must have been perfect. Within a few short months the “Twitterati”
were going crazy for us – no doubt as a result of the strength of the Virgin
brand, and the fact that a large number of the early adopters worked in PR
and marketing.
I was asked almost daily to speak at events, guest blog, do live Twitter
interviews, and was the subject of a large number of articles and case studies.
I was even featured in a best selling book “5 Star Customer Service.”
Launching @virgintrains
Months passed, and as the popularity of the account continued to grow
I launched the @virgintrains account.
Guy has been at
the forefront of social
customer service
since we both started
tweeting for business;
him for The Carphone
Warehouse and me for
Virgin Trains. Along
the years, we’ve kept
in touch, and asked
to facilitate events
together.

Back then, there weren’t as many
people using Twitter as there are
today, and so I wasn’t inundated
with queries from the travelling
public.
I’d also taken the deliberate
decision (something I feel
strongly about) to give customers
information that meant they
wouldn’t need to ask me basic
questions in the future; they’d be
able to find out for themselves.
For me, good social customer
service is about empowering
customers, not making them a slave
to your channel. With the amount of
information available to customers
online, it makes good business
sense to adopt a self-service model.
“As well as it being
easier to manage,
it’s much more cost
effective.”
As well as it being easier to manage,
it’s much more cost effective.
Nonetheless, I was doing this in
addition to my day job; a regional
manager with over 180 people and
thousands of passengers in my care
every day. So I was very conscious
of the time it took to manage.
As you would imagine, most of the
conversations were about routine
matters like, “Where’s my train?”,
“Can you turn the heating down?”,
etc. Despite this, I got a huge
amount of personal satisfaction
from it. If you’ve ever worked in
customer service you’ll understand
what I mean. The reward for helping
people is immediate and can be a
key driver of employee engagement
all by itself.

Celebs
Some of the people using our train service were very well known,
and Stephen Fry caused a minor Twitterstorm one afternoon, complaining
about a delayed train. (He later apologised when I explained, via DM, that it
was due to a fatality.)
Perhaps one of my most memorable conversations was with the writer, actor,
and director Kevin Smith. He was travelling to Scotland for a gig and wasn’t
expecting a response to his tweet:
You can probably tell, I loved it. Twitter for customer service/pr/marketing was
new and exciting. People really responded well, and it was great to feel I was
at the cutting edge of something that would change our lives.
Making it sustainable
Based on the success of the @virgintrain’s account, I was asked to help other
Virgin companies find their feet with their own Twitter accounts – and had
a few quiet conversations with Eurostar about their handling of social media,
too. It seemed logical to me at the time that eventually I should transfer
ownership of the Twitter account to our customer relations team.

At the time, there wasn’t a roadmap for doing this,
but I applied some principles around employer brand
and tone of voice to create a plan.
I remember that lots of people involved in marketing
and PR were arguing for ownership of social customer
service, but I – and others – felt strongly that social
customer service should be led by people who truly
understand traditional customer service in the offline
world.
And so my colleagues began tweeting using the
same Virgin tone of voice and customer-focus people
expected, using the now defunct – but excellent –
CoTweet.
What’s changed?
Well, the direction of my career has for a start! Largely
as a result of my experiences in Virgin, I now spend all
my time working in communications and engagement.
I’m passionate about enabling conversations that
improve employee engagement and the customer
experience.
“The truth is,they never were
in control,just the illusion of it.”
However, I’m not sure social customer service has
changed very much. And you could argue, it doesn’t
need to. The same rules apply now as they did then;
treat people as humans. Be nice. Use the right tone
of voice. Always try and fix things. And remember –
EVERYONE IS WATCHING!
Perhaps what has changed is that with the growth of
Twitter, things are more difficult to manage. And as
a result the tools we use are more sophisticated.
Today we can analyse tweets for sentiment (sort of),
find influencers, track people, categorise them, link
their tweets to their email accounts, and much more,
all in real time.
But despite the prevalence of it today in our personal
lives, I’m still seeing resistance to social media.
Companies (and countries) are afraid of it, both as
a customer service tool and as a way of engaging with
employees and citizens.

I remember we used to talk passionately that this was
going to change the world; make it easier for people
to be heard who had no voice, to democratise self-
expression.
However, we all know that there are few true social
businesses; ones that dissolve the barrier between
customer and employee, that simplify the way we do
business, and use technology to (re)socialise people
and commerce.
My personal opinion is that this may be linked to
the wider issue of trust in our society. Many
organisations still feel they need to control, rather than
liberate. And that’s out of step with today’s workforce
and how they want to be led.
The truth is, they never were in control, just the illusion
of it.
In 2010 I wrote “Twitter (for customer service) belongs
to everyone in the organisation who cares a jot about
their customers. That requires more fundamental
changes inside organisations to make sure
departments are talking to each other.”
Five years on, it seems we’re making some steps in
the right direction, but we’ve still got a great deal
of work to do.
“Many organisations
still feel they need
to control,rather than
liberate.“

BTCare
and a Pint of Guinness
Graeme Stoker @Graeme_NCL
Newcastle-supporting, tech-loving digital bloke. Passionate about
customers and innovation. Partial to a little electronic music & getting into
cycling, slowly.

Back in 2009 the brave new world of social suddenly
came of age. Over the pond Frank Eliason and
the team at Comcast were doing really cool things with
Twitter, and it didn’t go unnoticed over here.
A handful of us in the UK watched eagerly at the effect
that Comcast were having and thought, ‘could we do
that?’ EasyJet, The Carphone Warehouse, Virgin Trains
and my employer at that time BT all separately saw
the opportunity and decided that the impact of not
being involved was simply too high to risk. And so
the adventure began.
At that time I was leading a customer service team
in BT Retail, the company’s UK consumer and SME
business. As a bit of a tech nerd myself I’ve always
frequented the outer-edges of the Internet and I found
Twitter in particular to be fascinating. I can distinctly
remember how what we now know as BTCare came
about. Warren Buckley – BT’s MD of Customer Service
– and I were on a trip to Belfast and had gone out
for dinner. I’d been bugging him about Twitter and
Comcast and such like for a few weeks, but it was
the first time I’d had a chance to pitch the idea
properly. “We could interact directly with our customers
and solve their problems there and then,” I said.
“Imagine what the ever-bashing Daily Mail would make
of that!”
But as it went, it wasn’t a difficult pitch at all. Warren
was keen to reach out to his customers in any way
possible and as a bit of a geek himself he could see
the opportunity. And so, over a couple of pints of
Guinness, @BTCare was born.
It didn’t take us long at all to take the idea and get
up and running. In a customer service business of
over 10k people we were able to “borrow” a couple
of people who knew a bit about social media and in
a bit of a whirlwind, we were there on Twitter, ready
to interact with our customers. It was all a bit raw and
without a doubt we were winging it a fair bit, but serve
our customers we did. And they were amazed!
The BTCare story has been well documented already
so I won’t dwell on it here other than to say that our
aims of the time – to interact with our customers in
their domain, using language both appropriate to
the medium and representative of our brand, to take
ownership of problems and not farm them out to others
to sort – were all achieved. Twitter expanded to forums
– initially others like Money Saving Expert, and later
Social Media Customer Service. Social CRM. Social Relationship Management.
Online Social Engagement. eCRM. And so on. Over the past five years I’ve
come across no end of buzzwords to describe how service is delivered online,
but I’m not sure the name is important. What is important is how brands
interact with their customers rapidly, effectively and genuinely,
turning negatives to positives, engaging with and pleasing their customers.

the BTCare Community itself – and
then on to YouTube and doubtless
many more social channels since.
And I think it’s fair to say that our
little pilot into social back in 2009
had a massive impact both within
BT and as a catalyst for other
brands to sit up and take social
seriously themselves.
Five years ago I’m not sure that
many of us really appreciated how
much of a fundamental channel
shift social would be for customer
service. We all knew it was cool and
that we could reach a certain group
of customers that way,
but the extent to which social has
now become firmly rooted as
a primary service channel for pretty
much every company with any
sense has been staggering. When
I started playing with Twitter I didn’t
see it becoming the mainstream
medium that it is now. The idea of
a broadcast short message service
becoming a seriously important
service environment was I thought
an ambition too far. We all knew
it would work for the niche of us
trying out Twitter, but would it ever
become mainstream?
Of course that is precisely what has
happened. Social has become not
just a service channel but a really
important customer engagement
tool – and I’m not talking about
direct selling here. If a brand is
criticised via social and chooses not
to respond, or maintains
a purely defensive position –
indeed offensive in some cases
– then the channel itself will start
to take over and the power of the
RT or population of the community
will rapidly lead to brand-damaging
chaos. So savvy companies have
rightly seized the opportunity to not
only deal with service issues but
to also surprise and delight their
customers in other ways.
To embrace the new opportunity
that social gives them. To become
less of a faceless monolith and
more of a personality. These
for me are some of the biggest
opportunities of social media
and ones which now are widely
understood and adopted.
Yet still five years on not everyone
gets it. I still see companies
blindly tweeting inappropriate PR
messages, links to articles that few
will follow, ignoring their customers’
cries for help or just behaving as
they always have. And here’s
the rub. Social done badly, without
care and attention to detail, can be
more damaging than helpful. Whilst
many companies have the best
of intentions there are still far too
many ‘dad in the disco’ moments
“Five years
ago I’m not
sure that many
of us really
appreciated
how much of
a fundamental
channel shift
social would be
for customer
service.”

where the messaging, the tone or
the approach is just totally wrong.
Thankfully though, more and more
now get it, and whilst back in 2009
there were just a handful of us
engaging in this exciting new world,
now there are thousands. A whole
new industry has sprung up around
social and as the market matures,
customers’ expectations continue to
become ever-more demanding.
It’s a while since I worked for BT but
as I look back at what we created
with BTCare, and look at how BT
still continue to innovate in the way
that they interact with customers
over social media, I can’t help but
feel proud. Way younger and way
smarter people than me have taken
what we created and continued
to innovate, continued to find new
ways to connect with customers,
to surprise and please them. Social
is no longer niche – it is now firmly
embedded in the mainstream.
But what is next? Have we already
reached the peak of how social fits
into the service mix? I think not.
Technology continues to grow,
new social media appear, they
grow and innovate and the sector
overall continues to thrive from
both a technology and capability
perspective and at the same time
the volume of people using social
media has gone stratospheric.
But for me it will more so be how
the media is used that brings
the real innovation. Retro-fitting
traditional service models to a new
channel is do-able – we all proved
that – but building the service
model from the ground up around
the customer and their preferred
channel mix, that is where the real
opportunity lies. What GiffGaff did
with their purely online service
model really excited me but it’s just
the start, and as brands bravely
step away from their traditional call
centre voice-dominated vertically
organised structures they will reap
the benefits that digital service – for
it isn’t all about social any more –
brings.
The next five years promises to be
even more exciting than the last!
“But what is next? Have we already reached
the peak of how social fits into the service mix?
I think not.”

#Twelpforce:
What a Ride!
John Bernier @BernierJohn
By Day: MarComm and Tech at Lube-Tech MN, Idea Connector, Naturally
Curious Tech junkie. At Home: Husband, Father and Coach, reader, learner

As with most things, the idea was small, but a core
group of people believed it had potential. Just
how much potential was a big question mark, and
whether we could build something meaningful and
useful was also up for grabs. But we had people
who were willing to believe in the idea and support
it with their actions and their budgets. We also had
timing on our side. The company culture was ready
(if not willing) for a game-changer, and the risk
seemed appropriately small at the time.
What we were solving for was:
How to make sure any customer
(ours or not) knew all we knew,
as quickly as we could share it.
What we were aiming for was:
A way to leverage the knowledge
stored across a vast network of
employees to meet an ever growing
demand for real-time interaction.
What we came up with was:
The @twelpforce program. Real-
time customer service via Twitter,
staffed by nearly 3,000 registered
“Twelpers” across the country.
For over four years,
@twelpforce ran day and night,
7 days a week. Associates, agents,
executives, and regular old
corporate employees provided
answers to over 65,000 questions,
and did it in as close to real-time as
possible. We had heroes emerge
who became our power users. We
had newbies, pop-ins, and seasonal
employees who got in on the action.
We had passion, momentum, and
desire…and we had something
everyone wants: availability and
answers.
“Associates,
agents,executives,
and regular
old corporate
employees
provided answers
to over 65,000
questions,
and did it in as
close to real-time
as possible.“

Some thoughts on the program:
When I recall the launch of the program, I can admit
now that we had some hiccups out of the gate that
we got fixed pretty quickly. I wrote a blog post called
“Getting dressed in a glass house” (https://bbyopen.
com/2009/07/getting-dressed-in-a-glass-house) that
detailed some of the things we learned after the first
week of launching the program. It’s pretty funny to look
back and see just how EARLY we were on our journey
at that time.
Regardless, a lot of people said we were crazy, or that
we’d fail. Those people were great motivation. Barry
Judge, our CMO at the time called me while I was at
O’Hare Airport coming back from a funeral to remind
me that we can’t screw this up (He did not use those
words though.), and that we needed to be all over
the launch to react left and right to what happened.
He was also a good motivator since he signed my
checks…
Many of us were putting in 60–70 hours of work in
for weeks in a row, and while it was hard, it was worth
it, too. Getting employees on board was pretty easy;
we’re tech people after all, and the technology behind
the service was solid. What was uncomfortable to
some was not knowing what to expect. We also didn’t
know what to measure. We knew metrics would fall out
of running the service for a while, but we just needed
time to figure out what was important to measure.
All along I kept telling people I believed we were
exceeding some of those undefined expectations,
and thankfully people believed me.
Once we had it running for a while, people started to
notice, and they still called us crazy for trying it. But
they also called us bold, and fearless, and disruptive…
“Many of us were putting
in 60–70 hours of work in
for weeks in a row,
and while it was hard,
it was worth it,too.”

Yes, it did take a little bit of crazy to
do something no one else had done
before. And yes, we failed a bit too.
Detractors asked us what we’d do if
one of our employees went off the
deep end, or what we’d do if
an answer turned out to be wrong,
or whether our vendor partners
would be mad if we recommended
one product or brand over another.
In truth, all these things happened,
and the world is still spinning.
Imagine that?
It went great for a while, but like
they say, all good things must come
to an end. We recently shut down
the program because we saw that
as time passed, more and more
people just simply became used to
talking directly to a brand by their
handle. @bestbuy tweets were
steadily climbing,
and @twelpforce questions had
slowed down to a trickle. It was
time. While the experiment had
taught us a ton, it was time to close
up shop.
The last @twelpforce tweet went
out 5/7/13. RIP @twelpforce.
What a ride.
“We recently
shut down
the program
because we
saw that as time
passed,more
and more people
just simply
became used to
talking directly
to a brand by
their handle.”

Seven Steps To Executive
Business Success With
Customer Experience
and Social Media ROI
Dr. Natalie Petouhoff @DrNatalie
Constellation Research Analyst / Sport & Media Institute UCLA Anderson /
Margaret Mead of Tech Being the change I want to C in world /

With these choices, customers are more demanding
of businesses than ever.
Most companies are not prepared to provide great
customer experiences over multiple channels (phone,
email, web, social media, mobile devices, and in-
store locations). As a result, businesses are finding it
extremely difficult to track and manage all customer
interactions. Social media provides customers with
a giant megaphone to publically broadcast how poorly
they are treated, and has a one-to-millions multiplier
effect, spreading bad-word-of-mouth quicker than ever.
To describe the effect on business, I created
the term the “Witness Factor.” I wanted something that
encapsulated the fact that for the first time in history –
how a company treats their customers is publically
and permanently displayed for customers (current,
past, and potential) as well as competitors to see.
This online “inking” of customer’s experience is
affecting every aspect of business. Companies realize
the public nature of customers and their experience
There is mounting pressure
on organizations to improve
the customer experience.
Customers are empowered
by the internet, social media,
and mobile technologies to quickly
find and share company products,
services, and pricing information
whenever and wherever they want.
means something needs to change. But exactly what it
is, is alluding many.
Most companies started in social media with a tactical
approach. Creating a Twitter handle and a Facebook
page, they said, “Happy Monday and buy our stuff,”
and were disappointed in the business results. Why?
Most companies don’t have a point of reference to
know if what they are doing will drive better business
results in Customer Service, Marketing... I often get
asked, “How do I…”
Hype Reduction and A Structured Approach
To Social Media
While the pre-chasm adopters (innovators and early
adopters)* have been on board for a while, the real
impact of social awaits the adoption by the early
majority/pragmatists.* To enroll them? They want
to know how social impacts the bottom-line. That’s
why I developed a 7-step process & ROI models that
show how social initiatives, integrated with traditional
business operations, provide real results. My goal?
Do more of the right things & make smarter decisions?
Reduce the politics, get alignment; come to
consensus on best next steps?
Justify the plan to senior leadership?
Track the progress?
Have the investment in social media deliver real,
accelerated business results?

Clear up the hype about social and show executives
how it drives business results like never before.
Step 1: Insights
Most people start at what I call Step 5: Interaction. But
they need to start by gaining insight (Step 1) into their
audience, their competitors and how their company is
perceived. Companies with negative sentiment find out
quickly when they launch into social and it results in
a field of #fail messages from customers. You can’t sell
to people who are mad, so you have to listen to figure
out what’s right, what’s wrong and what would be
better if…
Step 2: Benchmark
Social media innovators didn’t ask for permission; they
asked for forgiveness. But today the only way to get,
keep, or expand budget is to provide a business case.
Senior leadership wants to know, “Why you want more
money for WHAT?” Budgets are stuck; social software
vendors jockey for position with similar promises.
It’s confusing at best.
Companies need to benchmark themselves compared
to their competitors, best practices and set up business
goals and measurements. (Step 2). The key? Giving
attribution to how social is affecting traditional business
metrics. Without it, companies can’t explain why they
need (more) resources and budget for social.
Step 3: Target Audience
and Step 4: Content
Part of the value of social is the relevant, exponential
reach of customers and brand ambassadors (Step 3)
who share content (Step 4) with your key audiences
that drives awareness, lead conversation rates,
“Companies need to
benchmark themselves
compared to their
competitors,best
practices and set up
business goals and
measurements.”

and solves customers’ problems; done well it creates—
advocacy, referrals, and loyalty. But to do Steps 3 & 4
well means you’ve done a great job with Steps 1 & 2.
Step 5: Interactions
Without Steps 1–4, knowing how to personify
the benefits of your products via storytelling content
to drive social engagement, interactions are dull,
ineffective, and don’t hit business goals. But companies
who do follow this type of structured strategy and
choose the right technology to scale interactions are
delivering ROI and business results.
Step 6: Organizational Alignment
Corporate politics? They should simply be a white-
collar crime. They waste money, time, and resources.
The issue? CEOs are delegating social down into their
organization. Politics are thick; who should interact with
the social customer is more complicated than ever.
Businesses need strong leadership and organizational
change management so that Steps 1–5 don’t end up in
political quagmires and stalemates.
Step 7: Iterate and Pivot
Without a clear plan in place and a way to evaluate its
success, it can be difficult to iterate and pivot (Step 7)
so that the business can do more of the right things,
real-time.
Don’t Fall Behind
The idea of listening and change isn’t new. Scholars
like Edward Deming said it over 30 years ago.
“The Cluetrain Manifesto” authors predicted in 1999
there’d be a time when the customer and employee’s
voice would matter. That time is now. Consider
a company that is listening to its customers and
employees and making changes. Then consider one
that isn’t. Over five years, the first type of company will
have innovated its products and services. The second
type? It will become the DECs, Tower Records, and
Circuit City’s of the future. Social Business is as simple
as that. Which type of company are you going to be?
*Geoffrey Moore’s “Technology Adoption Curve”
“The Cluetrain Manifesto
authors predicted in 1999
there’d be a time when
the customer and
employee’s voice would
matter.That time is now.”

The First Five Years:
What a Rush!
Esteban Kolsky @EKolsky
If you think of #DigitalTransformation as The Matrix you are missing
the point...

The first two are a reality, while the third one – No, I won’t spoil the fun.
You will have to wait another 3–4 years before that one becomes reality.
Back in the early days of the “social movement” we did not foresee Twitter,
could not conceive that a replacement for Second Life or MySpace would have
real commercial applications, nor did we preview the customer becoming more
controlling of the interactions. Alas, in front of our eyes our little baby has all
grown up and become Social Customer Care.
What it means to me? Two things.
First, I’m very happy that the predictions from over 10 years ago are becoming
reality. We could see a lot of value in the early days of collaborative customer
service on how to become more customer-centric, how to offload the contact
center, and how to provide better value via communities. I still do, if you know
me or read what I write – since 2007 I have been saying that the “Social
Customer Care Revolution” (SCCR – Nah, doesn’t work.) will happen via
communities – not social networks.
I think there is a lot of value to explore and understand in how communities
can change the way the world works and interacts. I even created the ultimate
model to do this; the experience continuum where communities become
the ruling components and collective knowledge replaces virtually all of our
current customer service solutions.
What a rush!
Five years or so doing customer service over social channels.
I still remember my first piece on this subject – back in 2003 I wrote for
Gartner about the three coming models for Customer Service: Customer
Interaction Hub, Collaborative Service, and Secret Customer Service.

Second, I’m very sad.
The hype surrounding Social
Customer Care is making
organizations and individuals blind
to the amazing waste of resources
(people, time, and money) that it
has become. True, whenever a new
channel has something to offer
it takes some time to take hold.
It happened to email, chat, SMS,
and web self-service as well as
kiosks and other channels. Alas,
the adoption rates those channels
saw were directly related to use
cases and potential. Today email is
used almost as much as the phone
for customer service, with chat
and other channels taking lower
single-digit adoption rates based
on how few use cases they can
SUCCESSFULLY service.
Even at the hype of those “new”
channels, we never saw as much
adoption as we are seeing today.
I don’t have the latest statistics
handy, I am sure that one of my
fellow authors will push them out,
but nearly 80% of organizations
have adopted one or more of
Twitter and Facebook for Social
Customer Care. (They are the most
used channels; nothing even comes
close.) However, very few of them
have implemented social-aware or
social-centric processes, instead
using the traditional processes
and a hodgepodge of models to
integrate data flows (not always well
done, usually done manually).
And how about the results?
Again, I am sure you can find the
real numbers and sources from one
of my fellow authors, but nearly half
of interactions in Twitter that require
assistance are NEVER answered,
and close to 2/3 of the similar ones
in Facebook also get no answer.
Even when they do, on average
those answered take between 8–10
hours to be resolved – and more
than 90% of them end up being
escalated. Yes, there are exceptions
to this rule – just like there are
exceptions to any rule and channel
and there are organizations that
provide all support via email,
for example.
When you compare those numbers
with the standard channel for
customer service today, the
telephone, there is nowhere to
find solace. Customer Service
interactions over the phone end up
being solved between six and eight
minutes, with an overall FCR or
nearly 90% of calls never escalated.
Of course there is a drop rate for
telephone based customer service
– but it is so small, it’s probably not
worth mentioning.
“Even when they
do,on average
those answered
take between
8–10 hours to be
resolved – and
more than 90%
of them end up
being escalated.”

As I have written before, any organization looking
to implement Social Customer Care would be
better served to allocate the resources to improving
telephone or any other channel resolution rates.
Does this mean I am against Social Customer Care?
No. As with ANY other channel, it has its appropriate
uses. Triaging customer service and automating
responses via social channels has a lot of promise:
The interactions are short, concise, and pretty much
on target as to what they need in few words that are
usually easier to understand. If you can find the right
function and channel combination, it is definitely worth
exploring as long as automation is a critical part of it.
Take for example password resets. In the old days of
help desks, it would take nearly 1/3 of the technician’s
time to reset passwords. This also happened for
websites as well as corporations. Smart vendors found
a way (well, many ways actually) to securely automate
the resetting of the passwords – and the rest is history.
By finding the specific function (password reset) and
channel (most of them, but initially via telephone
or email as well as web self-service), the help desk
claimed back the time it spent in over 99% of those
password reset calls.
Wouldn’t you like to be able to do the same on Twitter?
Facebook?
That is the best way to look at Social Customer Care:
not the solution to be everywhere and do everything
across all channels, but the opportunity to find the pair
function-channel that works best for social channels –
including nothing for customer care if it comes to that.
“If you can find
the right function and
channel combination,
it is definitely worth
exploring as long as
automation is
a critical part of it.”

Where Do We Go From Here?
Barry Dalton @BSDalton
#custserv, leadership, #crm, #scrm #socbiz & enterprise collaboration.
Host of @SMAddicts podcast w @sethgoldstein.

So, when I look back on this whole
social customer care topic over
the past five years or so, I think
there are plenty of lessons from
which to learn and get smarter
today and tomorrow.
First, it’s probably important to set
the context for my thoughts by
sharing a bit of my approach to
addressing big, strategy business
challenges. It’s a simple process,
but it has served me fairly well over
the years. At the very start,
I always ask three questions. And
the order in which these questions
are addressed is critical. Those
questions are:
What are we solving for?
Does this even need solving?
How are we going to solve it?
When Guy first approached me with this project,
I jumped at the chance. For this is the absolute
perfect time to address this question. And while
I’m not much of a rearview mirror kind of guy,
this is an opportunity to do a bit of reflection in
order to course-correct on the road ahead.
1.
2.
3.
Now, when I look back at
the progression of social customer
care, in most instances, we’ve
jumped right to question #3.
When word started to circulate
about Comcast Cares,
The Carphone Warehouse,
and other organizations that were
engaging with customers to provide
customer care primarily via Twitter,
a sort of collective panic set in.
And organizations began setting
up Twitter handles and Facebook
support pages. Technology firms
began developing applications
to deliver customer support via
these platforms. And to frame this
in some context with which we
are comfortable, to not become
overwhelmed, I’ve heard this over
and over:
“Twitter/Facebook is just another
channel”

This gave customer service
organizations a context within
which to apply traditional business
models to social customer care.
This helped us all collectively sleep
better through the turmoil. But has it
created incremental value for
the business? For the customer?
This certainly isn’t an indictment by
any means. It’s not an uncommon
progression of decision-making.
In fact, the original days of CRM
were driven by similar thought
processes.
So, now is a great time to go
back and address those first
two questions, and the answers
to those questions are going to
result in significantly different
answers to question #3. It’s now
the time, if social customer care
is going to evolve, to address
enterprise strategic mission,
engagement strategy, operational
KPIs, workflows, knowledge
management, financial measures,
talent & skill development, data
management, analytics, channel
mix, and workforce management.
Harder work than simply creating
a Twitter handle, but critically
necessary to create enterprise
and customer value.
Looking Forward:
The Bigger Opportunity
Let’s face it: Customer service as
an enterprise business function
hasn’t changed all that much in
the 30 years since the introduction
of ACD (automated call distribution)
technology. This is when it became
practical and cost effective to
deliver customer service at massive
scale.
For the ensuing three decades
or so, the overall focus of customer
service has been centered on
responding to customer issues with
greater efficiency, greater scale,
and greater speed at lower
and lower cost.
There’s no doubt there has been
noticeable innovation in technology
and in the introduction of expanding
communications channels through
which to deliver the service. That
includes those social channels such
as Facebook, Twitter, community
forums, and other peer-to-peer
networking sites. And there have
certainly been shining examples of
companies that do customer service
better than the rest.
But the point is that it’s the same
service, the same function, driven
by the same mission and measured
by the same performance metrics
“Real change
is being
demanded.
And ‘social’ is
the catalyst for
this change.”

affect change differ in all these
scenarios. But one thing they all
have in common is this: The veil of
secrecy has been obliterated. And
information, accurate or not, now
proliferates at the speed of light.
The really big opportunity is
for enterprises to leverage this
social media wave as a catalyst
to move customer service from
efficient reaction to value-creating
proactivity. Instead of reactively
continuing to answer the same
customer questions over and over
through more and more channels,
value will be created when
organizations get smarter via
the use of voice-of-the customer big
data and harness social platforms
to transform into proactive vehicles
that enhance customer value in
the jobs they need to get done.
as a generation ago.
Customer service as an enterprise
function is at an inflection point.
Real change is needed. Real
change is possible. Real change is
being demanded. And “social” is
the catalyst for this change. And,
trust me when I say, I’m not a hype
advocate, zealot, nor pushing any
social media agenda. For as knee
deep as I am in social media, I’m
probably more pragmatic than most
when it comes to adoption and
business value, particularly in huge,
risk-averse enterprises.
That said, social media is driving
profound change in social
consciousness, political debate,
medicine, government oversight,
and virtually every other aspect
of human endeavor. The reasons
why social media is so able to
“But one thing they all have in
common is this:The veil of secrecy
has been obliterated.
And information,accurate or not,now
proliferates at the speed of light.”

Social Customer Care?
What Social Care?
Colin Shaw @ColinShaw_CX
Founder, Beyond Philosophy, Customer Experience Consultancy |
LinkedIn Top 150 Business Influencer | Best-Selling Author | Luton Town
FC Supporter | Family man

I am a technology geek. I love social
media and I’m always using it,
but here is the strange thing –
I am 56 years of age, so I guess
I am unusual, or that’s what my
adult kids tell me! Why do I tell you
this?
When I started to look back on the evolution of Social
Customer Care over the last five years the first thing
that came to my mind is that most people would say,
“What is Social Customer Care?” I think the reality is
it’s not seen as a “real” channel or something serious
yet, and as a result it’s still being ignored by the vast
majority of organizations today.
I spend my life talking with “C suite” executives about
how they can improve their customer experience and
Social Customer Care is never raised by them. When
I talk about it they look at me as if to say, “Oh, you are
one of the strange geeks that I now must humor.” The
problem Social Customer Care faces is most of those
who run organizations are people of my age group
and they don’t use social anything! Too many of them
still think it’s a fad that will go away. But we all know it
won’t…
When I wrote my last book “Customer Experience:
Future Trends and Insights”, I made the observation
that technology is not driving social media – it
is the fact that people are social; the technology
is just enabling the natural human behaviour.
The understanding of human behaviour in most
“I made the observation
that technology is not
driving social media – it
is the fact that people are
social; the technology is
just enabling the natural
human behaviour.”

organizations is not very high, thus it is not understood
nor embraced and therefore again they don’t see the
power of this.
In the last five years it has been mainly an uphill battle
to show that Social Customer Care is here to stay.
It won’t go away, and it is just going to get bigger. You
can decide to be like King Canute and order the tide to
stop rising, but it won’t. You have to embrace it.
The big issue with embracing it means losing control,
and people of my generation are scared of that. Only
the other day I was listening to the “United Breaks
Guitars” song and it reminded me of how slowly United
responded to this. I am sure that many “C level” execs
were shocked by how quickly this happened, and if
they were honest realised this could have happened to
them as well.
A few days ago I wrote a piece called “The Latest
Social Media Gaff: What Were They Thinking,” about
how the social experience can go so wrong when
people of my generation start to play with things they
don’t understand. The CEO of Ryanair, Michael O’Leary,
created a Twitter storm with his sexist tweets and
showing his naivety when it comes to this space.
He did not even know what a hashtag was! This again
just reinforces the CEOs wont to run and hide and
hope it goes away.
In my view we will quickly get to the point where
people who have a high social influence will receive
better customer service than those who don’t as
organizations realise that they can make a significant
dent in the reputation to help promote them. I wrote
about the fact that “More Social Influence equals
a better Customer Experience.” We are already seeing
celebrities being paid for tweets, and offering a better
level of service to people with a high social influence
is not new. Many organizations jump higher and faster
if someone of influence wants them to do something.
Social just increases the number of people that have
this impact and through things like Klout can see who
has influence.
Social Customer Care has just about come of age but
is still in its infancy. I look forward to seeing companies
embrace this more as I for one think it’s a vital channel.
“Only the other day I was
listening to the ‘United
Breaks Guitars’ song and
it reminded me of how
slowly United responded
to this.”

Five Years On:
An Amazing Journey
Vincent Boon @VincentBoon
Chief Community Officer at Standing On Giants

But before I take a deeper look at some of the general
trends, I would just like to take a moment and express
my excitement on seeing the wider industry wake
up and take notice of the value a forum community
can bring to a company. Whereas previously this
value was almost solely recognised by the computer
games industry, it has been good to see many other
companies and industries getting involved in running
communities. And I think it is this incorporation of
communities within a business, when done well, which
is going to shape so many businesses for the better,
now and in the future.
Seeing companies listen to their customers and getting
them to see the value of the feedback and input
their customers can have, is in my opinion the game
changer for those companies that do it well.
Now for me there are two very distinct groups in Social
Customer Care; one is doing customer care on Social
Media sites, such as Twitter and Facebook, and the
other is doing Social Customer Care within a forum
community setting. And when done well, one is highly
scalable and the other unfortunately is not.
Well, it’s certainly been an amazing
journey, and it has been very
interesting to see many initiatives
being created, all attempting to
crack the nut of customer service
on different channels. Some of
which I rate highly, others… not so
much.
For me there is a clear cut case for a company to
invest in a forum type community. The benefits one
can derive from these types of communities range
from Customer Service, Increased Sales, Product and
Service Development, increased Brand Advocacy,
Marketing and PR, all the way through to Market
Research. And I’ve seen measurable examples of this
working in practise in many of the forum communities
I run. The beauty of a forum community is of course
that you as a company own the platform.
You can schedule your own updates, you don’t have
to worry about the direction the service is taking
because it’s all in your hands. On top of which, if you
link the forum accounts with your customer accounts,
you can see exactly which of your customers use
your community and you can compare the differences
between them. In this way we can see for example that
those customers involved in forum communities cost
less, churn later, spend more, have a higher lifetime
value, and bring more new customers on board.
And that is not even counting the value they bring from
helping out other customers or bringing fresh ideas
into your company.

The scalability comes from
the community itself. If managed
well, a brand can have an army
of advocates helping out and
chipping in where needed. When
a company invests the time and
resources to a dedicated community,
and works with their customers to
create a productive environment
that stimulates discussions about
itself and how they work, their
customers can relatively quickly
be convinced and be invited to
participate in the business, from
solving problems, to helping out
garner new customers, all the way
through to answering customer
service queries other customers
might have. My experience has
been that you only need a very small
group of dedicated people to make
this work, and the more people start
using the community, the faster that
group grows.
If done well, a company does not
need many one-to-one relationships
with their customers but can leverage
their existing pool of talented
customers to help out where needed.
This way your staff count does not
scale in direct line with the growth of
the community. This is of course very
important if you want to maintain
a scalable solution that is not creating
yet another team of customer service
agents.
And so I come to my point of
Social Customer Service on social
media platforms. I worry about any
company which focuses too heavily
on trying to provide customer
service on platforms like Twitter or
Facebook. I feel they are generating
a lot of cost for very little benefit to
the customer as well as
the company itself. In terms of
Twitter, it is nigh-on impossible to
solve anyone’s customer service
issues in 140 characters. It is always
a one-to-one relationship, and
almost impossible to leverage any
sense of brand related community
whereby your customers start
helping others out.
That’s not to say it isn’t happening
on Twitter, but the examples are
few and far between. So most of
what we see happening on this
platform is customer service agents
picking up those people who shout
the loudest and passing them off
to another team that can actually
handle their query. This then
still happens through traditional
mediums like email or phone. So
now we’ve added an additional
team that doesn’t actually solve
anything directly, aside from picking
up people with issues that do not
go through your dedicated channels
and that needs to scale according
to demand. And this demand
“My experience
has been that
you only need
a very small
group of
dedicated people
to make this work,
and the more
people start
using
the community,
the faster that
group grows.”

is cultivated and growing because
these teams pick up people who
through social media are trying to
circumvent the traditional methods
and so effectively jump the queue.
Word gets around that this is
possible and more people start
posting their messages on Twitter.
This happens similarly on Facebook
of course and because neither
platform is built to have lasting
conversations, previous answers
you have given are not searchable,
meaning a lot of self help
opportunities are being lost.
As conversations and discussions
on Facebook for example are
transient, it also does not lend
itself particularly well to in depth
discussions about your brand,
service, or product. Due to the
nature of comments, and the way
the pages are laid out, it is very
hard to create a sense of discussion
where people read other replies
and take those into consideration
before commenting themselves.
And without the ownership of
the platform, any changes made to
that platform could quickly throw
whatever strategy you have in place
out the window.
All in all, I think we’ve moved
forward in leaps and bounds when
it comes to getting closer to our
customers and meeting them where
they are, but at the same time
I think businesses need to make
strong decisions on where their
customer service takes place and
how they would like to embrace
and bring their customers into the
fold. It is clear we are in an online
world, where a lot of our social
interactions takes place on the web,
and looking at which platforms are
suited for what type of interaction
is key to being a strong and
efficient organisation that serves it
customers well.
“I feel they are
generating a lot
of cost for very
little benefit to
the customer
as well as the
company itself.”

Community and Empowering
the Social Customer
Wendy Lea @WendySLea
Girl with deep southern roots; Executive Chair @GetSatisfaction.

Back then, brands still maintained
tight control of their message, while
customers listened. But the idea of
customers taking control of
the brand was just beginning to
creep into the minds of marketers.
At Get Satisfaction, however, we
knew that social networks were
limited in their ability to facilitate
the creation of lasting relationships
between brands, customers, and
prospects. As a result, we created
a platform where companies could
actually engage and collaborate
with their customers – and in turn,
generate authentic marketing
content, benefit from vetted sales
leads, and reduce pressure and the
amount of resources needed across
the support department, while at
the same time getting access to
innovative product ideas.
While even the savviest of
businesses didn’t fully understand
the mechanics of becoming a social
enterprise at the time (and to be
honest, that manual is still being
written today), they knew that they
needed to use every social tool
available to effectively position
themselves for the coming sea-
change in customer experience.
The most perceptive of these
businesses understood from the
beginning that the social tools at
their disposal created communities
that would affect – and in many
ways completely transform –
the approach they took across
marketing, support, sales, and
product.
We’ve come a long way in the past
five years. With the benefit of some
time and reflection, we’ve finally
cleared what I call the period of
“Social Haze.” That period was
defined by companies’ collective
frenzy to amass as many friends,
followers, and Likes as possible
– despite the often unclear
ROI. And while many of these
companies achieved their social
goals in terms of building audience
size, the quality of these social
interactions was unclear. I think
most brands today have realized
that building genuine relationships
with customers requires more
than a simple Twitter handle
or Facebook page; compelling
customer experiences require
vigorous and engaged approaches
across websites, mobile, and other
channels.
Fast forward several years and
“The ClueTrain Manifesto” – the
prediction that customers would
eventually take control of the brand
– has largely proven true. But this
isn’t a bad thing if you welcome and
In 2007, Get
Satisfaction launched
under the premise that
“Customer Service is
the New Marketing.”
Taking that stance at
that time was bold –
considering that cutting
edge brands were
only just beginning to
use social networking
sites like Facebook
and Twitter to connect
and interact with
customers.

leverage it. Most companies that
have cultivated their own customer
communities have seen that their
communities have been engines
that fuel marketing, support, sales,
and product teams – what Get
Satisfaction calls the “Community
Effect.” Businesses that have
embraced and effectively leveraged
the Community Effect across the
organization have transformed
into more customer-oriented
companies.
Forward-looking companies today
realize that customer communities
can create cultures that change
their organizations for the better.
As a result, they are more agile,
responsive, modern, and engaging.
By breaking down the silos
between customers and companies,
the Community Effect permeates
company culture all the way to how
its brand is experienced.
We’ve also seen that marketing has
evolved hand-in-hand with
the adoption of community building.
The communities themselves
had produced great leads and
a stage to build an audience,
which has led to creative and
unexpected collaboration with
customers. One of our customers,
Prezi, truly illustrated this next-
gen collaboration when they hired
some of their biggest customer
champions to their support
team. Five years ago, this type of
serendipitous customer-company
interaction was rare. Today, these
moments of customer-company
alignment are just the result of
forward thinking companies reaping
the benefits of their established
community strategies. And this
is just the beginning.
We’ve come a long way since the
birth of social customer care. We’re
still learning the best practices
that create truly special customer
experiences; creating thriving
communities is as much art as it
is science. But one thing that I’m
struck by is the axiom:
“The more things change the more
they stay the same.” The most
successful brands today are those
that truly and passionately want to
embrace the customers’ needs and
grow together through excellent
customer experiences. It looks like
everything old is new again.
“As a result,they are more
agile,responsive,modern,
and engaging.”

A 50 Year Retrospective
Mitch Lieberman @MJayliebs
Customer Experience Architect and Strategist; Customer Service, Contact
Centers, CRM and Social CRM. Runner, Hiker, Photographer - Dad

No, it is not an error in the title, just an extra zero.
Service with a smile is nothing new. When it is one on
one with an individual, it is straightforward, scalable,
and natural. Here is some text taken from the in-flight
brochure for Pan Am airlines circa 1962.
“There is another requirement that isn’t so easy to
define, and it has to do with personality. We don’t have
to be downright beautiful, but we do have to be easy
to look at, and we have to be agreeable, tactful,
and poised – but positive.”
While the tactics have changed a bit, the goals are
not really that different. What has changed is
the company’s ability to scale and to present that same
sort of feeling (experience?) using digital channels.
What is new is not the social element; it is the digital
element – we spent 10,000 years communicating
without it, 5 years is simply not enough time to get it
right. We have some work to do...
The question asked: A 5 year retrospective
What have we learned in the past 5 years? For one,
Digital is not one channel; it is every channel except in-
person and partially phone by voice. Marketers learned
that digital is a two way street – surprise! Brands
learned that transparency is not a choice, policies,
procedures and expectations are simply known to
a much greater audience. I am not convinced that
we truly understand social. What is social? Is social
the combination of digital communications and brand
transparency displayed on open networks?
Social is about people trying to be human using
a method of communication that is new, where
the rules of engagement are open to interpretation
by each individual.
What we have been trying to figure out during
the past 5 years is how to scale digital conversations
so... well, so they feel real. Some might choose to call
this “engagement.” Not only are we still trying to figure
out whom to pay attention to but also when does one
channel take priority over another (digital or real), one
person over another (loyalty programs be damned).
Whether it is Social Business, Social CRM, Big Data,
or some other buzzword that we try to define and
then we redefine – the core job has not changed.
Businesses need customers, customers need to be
loved, as personal as we think it is, it is business.
There are organizational challenges that are still
relatively new, the CMO has battled the VP of Sales,
then the CIO and the CEO is confused. Where does
customer service report in the organization – this is
the most major change! Metrics drive behavior and
the metrics are all over the map. We have a Chief
Customer Officer and Chief Experience Officer.
So, while the academics are off fighting about
definitions, the organizations are creating new roles
and departments to follow suit.
Where are we? We are just figuring it all out.
Each team, each company, and each person is moving
from what and why to how. The ones who are in
the trenches are working to solve problems.
Blogging is slowing in this space because the early
thought leaders are now needed to get it done.
Really, we are just getting started.

You’ve Come A Long Way
Kate Leggett @KateLeggett
Principal Analyst at Forrester Research for CRM and Customer Service -
market trends, research, opinions, best practices, technologies

Social channels had not reached
the widespread adoption that we
see today, and social traffic was
fairly low, without a clear ROI model.
When inquiries were received,
they were handled manually,
by marketing, often without
the input of customer service.
What this resulted in was a fractured
experience for the customers
that requested help over social
channels. Social technologies
were not integrated into the overall
customer engagement ecosystem,
and marketing personnel had no
knowledge of customer service
processes and policies, were
unable to tap into the customer
service knowledge base of
established answers, and had no
information on the interaction and
purchase history of customers.
Two scenarios unfolded: Marketing
was either unable to solve
the customer’s questions or these
channels became back-door
channels into a company, bypassing
established processes. In both
cases, the engagement experience
that a customer received over these
social channels was far different
from what the customer would
receive over the voice, digital
(email, chat), or web experience.
In spite of poor satisfaction ratings
of social customer care, customers
have continued to engage on these
channels. Forrester data supports
this statement – in a survey of over
7,000 North American customers,
customer adoption of communities
for customer service has risen
from 23% in 2009 to 32% in 2012.
In the same three years, Twitter
usage has increased from 11%
to 22%. Community support and
Twitter are most widely adopted
among younger consumers, with
an average of 42% of Gen Z, Y, and
X online adults using communities
and an average of 31% using Twitter
as a form of social support.
Social customer service – service offered via the social channels of Facebook,
Twitter, blogs and communities, and including social listening solutions – has
come a long way in the last five years. When companies initially invested in
social technologies, it was the marketing department that purchased solutions
for brand management, rather than resolving inquiries over social channels.

But 33% of US online Gen Xers (ages 33 to 46) and
23% of US online Younger Boomers (ages 47 to 56)
also use community support.
This increased use in social channels is putting
pressure on more companies to adopt mature business
processes, technologies and organizational structure
that have evolved for social customer care in the last
five years. These best processes include, but are not
limited to:
Strategy: Your social customer care strategy should
be aligned to your company strategy, and aligned to
your overall customer service strategy. Companies
should invest in communication touchpoints – social
or otherwise – that resonate with their customers
and their brand, and implement them in a way that
supports major customer journeys.
Organizational restructuring: Social customer care
should be managed within customer service,
not marketing. Often agents are dedicated solely to
social channels and follow the same processes as
agents dedicated to voice and digital channels.
They also have access to the customer’s order
history, interaction history, and agent-facing
knowledge base. However, as social channels are
public, we see marketing working with customer
service to craft answers that are aligned to the voice
and brand of the company.
Processes: Social customer care processes must
parallel processes that are used for voice and digital
channels. This means consistent routing, queuing of
inquiries, establishing and communicating SLAs for
social inquiries, and the use of automated tools such
as canned responses and text analytics to extract
sentiment data from social conversations.
Companies must also use standard reporting,
dashboarding, and analytics for all inquiry
types which include social interactions, and any
conversation over social channels must be captured
and appended to the customer record.
Technology: There are many best-in-breed
technologies for managing social interactions.
Many customer service vendors also offer end-to-
end solutions that allow the consistent management
of inquiries of all types. Whether you choose
a best-in-breed solution, or a suite solution, make
sure that technologies are integrated to support
the overall customer journey. These technologies
must also interface with your workforce management
and quality monitoring solutions so that these
channels can be properly staffed and monitored.
As companies further invest in customer service in
order to differentiate their offerings and gain
a competitive advantage, we predict that companies
will be more focused on providing exceptional service
on social channels.
“Companies should
invest in communication
touchpoints”

Social Customer Care
Four Years After
“United Breaks Guitars”
Dave Carroll @DaveCarroll
Musician behind United Breaks Guitars, Speaker, Published Author
& Co-Founder of @Gripevine with @Harbour128

The song was called “United Breaks Guitars” and told
the story of my experience as a travelling musician
and a broken Taylor guitar that was witnessed being
mishandled by United Airlines baggage handlers in
Chicago.
I had promised the airline a trilogy of videos that have
since all been produced and are alive and well on
YouTube, with a goal of reaching one million combined
hits in one year. The first one has been the workhorse
of the three, and immediately became a viral sensation
reaching one million views in only four days.
The result of that happening, at that early period in
the history of social media, meant that I was thrown
into an international media frenzy. BBC news reported
that my video was responsible for a $180 million
market capitalization loss to United Airlines and,
although I don’t believe the entire drop was due to my
video, I think it’s commonly agreed it had some impact.
More important, the general perception was that it did
have the full $180 million dollar negative effect on their
brand and, today more than ever, perception is reality.
Even today consumers, educators, and business
leaders around the world refer to UBG as a powerful
example of how every customer today has a voice and
as a metaphor for why companies must engage with
customers wherever they are spending time.
On July 6, 2009 I posted a music
video to YouTube that my friends
and I had created on a shoestring
budget of $150.
Today billions of people are communicating online
using social media, and that was not the case a few
short years ago.
When UBG went viral it became news because
the video was getting millions of hits with no real
social media strategy or manipulation of the system.
One person shared one direct message to all of his
Facebook friends and about 300 people in his Outlook
Express email database, and over 150 million people
heard his story.
In July of 2009 I had heard about Twitter but didn’t
have an account until after the video went viral. I was
an early adopter and managed to get the coveted
@DaveCarroll address ahead of all the other Dave
Carrolls I discovered exist out there. In fact I was
tweeting before I knew what a tweet was and disliked
the 140-character limit. Companies were equally as
fresh, and I was told a summer student was managing
United’s Twitter account in 2009 (although may be
urban myth).
Fast-forward four years. Today everyone has at least
a respect for what social media can do. 140 character
tweets are a mainstay of communicating people’s
messages from every walk of life, and immense effort
is being devoted to getting people to “like” us on
Facebook.

I recently flew with United in
the US and tweeted to thank them
for a pleasant flight, because it was.
A friend in the social media space
told me that they responded to
that tweet in less than 10 seconds.
United’s commitment to social
media has improved dramatically
in the last 4 years, but they are not
alone.
Big and small companies today
listen like never before.
The question is whether they are
“hearing” any better than they
did five years ago, before social
media became so relevant to their
business? The answer depends on
the company in question and
the culture they embrace and foster.
Since UBG, I have co-founded
a customer service resolution
platform called Gripevine, which
amplifies the voice of consumers
in a fair manner to facilitate
engagement, and so I hear about
a lot of customer complaints
nowadays. I’m finding that certain
companies are slow to grasp that
the power has shifted toward
the customer to some degree.
Out of these companies, some
ignore the new reality and ignore
complaints made on social media.
Others have invested in social
listening tools so they can know
what’s being said but react only to
“credible threats” (people with a lot
of followers, social media credibility,
or momentum behind a complaint).
Where I find reason to be optimistic
though is in the growing number of
companies which realize that every
customer is important,
“Big and small companies today listen
like never before.The question is
whether they are “hearing” any better.”

good social customer care will have
to improve to meet the demand
from all of the world’s customers
who’ve come to expect it.
In 2008 the question of how
relevant social media would be to
business was yet to be answered
but, in 2013, when everyone has
a smartphone and depends on
it more often than ever, I foresee
the entire business community
reorganizing and fine-tuning their
service models to include effective
social customer care. If you’re in
business, you have to be where
your customers are both physically
and mentally. That’s always been
the case and I don’t see that
changing anytime soon.
and that social media has
given every consumer a voice.
Accepting this has led these types
of companies to shoot for 100%
satisfaction, 100% of the time.
These companies understand that
perfection is elusive but that great
customer care is the cheapest
solution. You can’t disguise poor
service with a glitzy ad campaign
the way you used to, and social
media is holding companies more
accountable to consumers And that
is good for everyone.
Today’s most relevant businesses
understand that engagement is key
and that consumers want to decide
how communication will occur.
While there is still some convincing
left to do on many major brands
around the world, the difference
between now and five years ago
is that today there is more than
enough evidence to prove that
good social customer care is what
consumers are demanding and
that it is a wise investment in your
company.
As an early adopter to Twitter in
July of 2009, the writing was on
the wall that Twitter, or something
like it, would become a key tool of
communication. Likewise, social
media is here to stay, and therefore
“I’m finding
that certain
companies
are slow to
grasp that
the power has
shifted toward
the customer
to some
degree.”

A Story Only Just Begun
Martin Hill-Wilson @MartinHW
Customer Service & Social Business Strategist - Author, Keynote Speaker -
Tweets on #custserv #cx #socbiz - Delivers A Pretty Mean Workshop Too!

Looking at the presentation now, most of its key
messages holds true for today’s audiences. The main
difference is that the rhetoric has shifted from theory
to live examples. And maybe some of the aspirational
vision espoused back then has been sanded down to
fit operational realities.
In all my 30+ years of experience challenging
the beast (aka, the corporate mindset), I think customer
inspired social interaction has given me the most fun.
For a start, it is easy to frighten those who usually sit
above the cloud line with tales of consumer activism
and warnings that socially triggered crises are a matter
of “if not when.” Even the alpha male mind can join
the dots and understand personal consequences.
I’m so beyond caring what makes them honest that I’ll
take self interest and fear as legitimate motivators!
It is also fun to rattle the silos. As the evolutionary arc
has transitioned social customer service from
an embedded marketing/PR activity to a customer
Digging through my client files tells
me my first public gig on social
customer service was to a Polish
audience in 2010. Evidently by
that point I had developed enough
confidence to weave together
stories and insight for an hour’s
keynote.
service one, the impact that this organisational
straightjacket has had on “rounded” customer
education is laid bare.
Marketing, sales, and service know so little about each
other’s involvement in the common task of customer
engagement. It’s been a constant surprise to witness
the knowledge gaps in either a marketing or service-
centric audience. I guess that is to be expected.
But it has also taught me that explicit “paint by
numbers” style advice has been the best received
in helping both sides evolve.
The relationship between these customer facing teams
has been a major theme right from the start. Early on
the debate was focussed on ownership. Marketing and
PR were clearly the landlords at that point. The main
tools of the trade (social monitoring) were most likely
in the hands of their agencies. At that point customer
service seldom had a look in, stymied by a reputation
for efficiency over effectiveness and quantity over
quality.
That relatively short period when a fresh set of minds
ran service interactions was highly creative and
valuable. The human touch came back into focus, and

a consciousness around the brand value of
an interaction (now public of course) was natural to
a marketing mind.
Of course this could not last. Customer service became
jealous and marketing had its own emerging issues
around scaling to meet the nutty demands of “content
marketing.” Let alone deal with the operational
responsibilities of social customer service.
So the debate moved on. The new answer became
no single function owned social, it was everyone.
Of course that still required cross functional co--
ordination. Altimeter research tells us that the hub and
spoke or “dandelion” configuration has proved most
popular to-date as the best way to balance centralised
and distributed involvement.
So now we have a situation that is probably typical for
the majority of organisations. Social customer service
is driven by customer service. Marketing has left their
brand instructions in the kitchen drawer in the hope of
influencing how many eggs get broken cooking
the omelette.
In response, customer service has probably adopted
their age old model of a siloed skills based group to
manage inbound traffic. As we all know, integrated
multi-channel infrastructure – aka cross-channel –
remains a vendor fantasy in the face of the pragmatic
point solution purchasing that has characterised
the last 25 years in service infrastructure investment.
This is a real issue and for me helps explain
the currently woeful level of responsiveness that
characterises service over social bar the very few
exceptions. Headcount cannot be blamed. It is not yet
“Social
customer
service is
driven by
customer
service.”

an issue given current volumes.
What is cronky is how organisations
have tried to patch together
listening solutions with routing
and escalation workflow. Or deal
with the complexities of bobbing
between public and private
channels (e.g. Twitter and Chat)
and leveraging CRM functionality.
Admittedly there is a new
generation of vendors already
chomping at the bit with service
specific solutions. As are the legacy
brigade who have now polished up
their social channel stories.
But my guess is that something
new is going to have to enter the
space if a repetition of old habits is
to be avoided.
Maybe the combined impact
of social engagement, cloud
solutions, and the emerging game
plans of CX teams for “seamless”
experiences will catalyse new
decisions. But certainly this is
going to be the challenge moving
forward. Integration of purpose,
process, and playbooks will mark
success from failure.
For my money, customer social
engagement is so much better
leveraged and responded to when
all customer facing teams work
together in the context of a lifecycle
perspective of the opportunities.
This is why we are at the dawn of
Customer Engagement Hubs,
or whatever you choose to
call them. These provide the
framework to blend activity across
the customer facing teams and
thereafter much further into middle
and back office areas. They could
prove a major success in acting as
an organising principle to covert the
analogue business model into its
digital equivalent over the next few
years.
Strategically I think we can say
that social customer service has
reached its first milestone. It’s up
and running. However neither
customers nor service directors are
entirely comfortable with what to
expect. Nonetheless this is not
a question of rebottling the genie.
Socially savvy, mobile minded
customers are the new black.
NPS, revenues, and reputations
will rise and fall according to how
well organisations adapt to this
challenge.
Personally. I love it. It’s a real-time
corporate mirror that tells the truth
when asked “who is the fairest of
them all?” Smart organisations will
do what’s necessary to receive
the answer they want to hear.

From Advice to Direction:
A Shift in Perception
Joanne Jacobs @JoanneJacobs
Commentator on digital business strategy, marketing, online and games
based learning, IT transformation.

As I see it, the shift is from customer care being about
organisations informing their customers about the
options for servicing, to customers telling organisations
what they want and expecting the organisations to
respond to those directions. The shift from advice to
direction is significant, not just because customers
are well-informed and informing each other about
goods and services, but because the onus is on
customer support officers adapting the way they work,
rather than customers adapting to the processes and
protocols of organisations.
What’s been fascinating about this shift for me has
been how subtly it has developed. As someone who
started in academia and saw social media as
a revolutionary tool (in a political sense, rather than an
innovation as such), I expected social customer care
to be a source of monumental disruption to business
practice generally, and marketing specifically.
The reality of the spread of social technologies in
customer care has been more of a slow motion
transition. The disruption is still happening, but it is
doing so at such a calm pace that businesses are more
surprised by the outcome rather than actually noticing
the changes of consumer behaviour taking place.
So instead of being a bloody and rapid revolution, it’s
been an evolutionary change. And while governing
It’s probably been twenty years in
the making, but over the past five
years we’re seeing a significant shift
in perceptions about customer care,
facilitated by social technologies.
forces might be able to quash a revolution, they can
only adapt to evolutionary change.
But as both an observer and a participant in this
evolutionary change (I’ve been a researcher,
commentator, consultant, and run social technology
production houses as well as social engagement
agencies), it’s been almost amusing to me to watch
the attempts of the traditional marketing sector to
“control the message.”
Even today we see daily attempts by marketing
agencies to generate positivity around brands and
organisations that fundamentally miss the point of
social technologies. Instead of capitalising on
the conversations that indicate an issue to be resolved,
or a gap in the market, firms are still assuming they
need to be a friend with their customers on social
channels and to share positive imagery around
a company or brand.
And this kind of classic PR behaviour almost
always fails in an era where social customer care is
characterised by customers controlling the message.
Two recent examples of this kind of marketing are
the #AskJPMorgan hashtag incident where JP Morgan
wanted to present itself as an open and transparent
organisation by having an online Q&A with the VC of
the organisation. The hashtag was flooded with people

complaining about poor customer
service, questionable business
tactics, and a perceived lack of
customer service in
the organisation. A similar fail
occurred with the #MyNYPD
campaign, where the New York
City Police Department wanted
individuals to post photos of
themselves with police officers.
Instead of happy snaps with police
officers, people shared pictures of
police brutality and stories of poor
citizen care.
Both organisations were apparently
astonished that their attempts to
present their services in a positive
light were so profoundly disrupted
by an angry customer base that was
determined to be heard.
The evolution in social customer
care had happened without their
noticing; the customers didn’t want
to be their friends or to play along
with the artificial attempts to flood
social conversations with positivity.
They wanted service on their terms,
and they expected the firms to
comply quickly and efficiently.
Or at the very least, they wanted
to highlight that the firm should be
focused on customer care rather
than promotional activities.
I keep coming across traditional
advertising and marketing firms
and large corporate entities trying
the same kind of terribly old-
fashioned promotional approaches
without understanding that
customer behaviour has changed,
permanently. And I expect this
lag in understanding will probably
continue for another five to ten
years until the decision makers
about these promotional campaigns
either die off or go out of business.
There will always be a place for
promotion in marketing, but it
cannot be at the expense of social
customer care. The last five years
has seen social technologies
appropriated by consumers in
order to direct the focus of firms to
customer experience and customer
care. The next five years will
determine which firms are prepared
to listen and respond to customer
needs, and which firms will be
mired by their trust in outdated and
increasingly irrelevant traditional
marketing practice.
“It’s been almost
amusing to me
to watch
the attempts of
the traditional
marketing sector
to ‘control
the message.’”

A Fundamental Shift
(and in Your Pocket)
Joshua March @JoshuaMarch
Founder & CEO of Conversocial

Communication was moving away
from anonymous, private, one-to-
one channels (from a phone or
desktop computer) toward public,
social channels that are linked to
real identity and always-on (and
in your pocket). I realized that this
shift was fundamentally going
to change how companies were
communicating with their customers
– and vice versa.
Methods for managing traditional
channels no longer work when you
have to deal with a customer in
the public sphere – with
the whole world watching.
The real time nature of social media
means that consumers expect
responses in hours or even minutes
– not days. They communicate with
companies when it’s best for them –
not necessarily during
the times companies decide it’s
most convenient or cost effective.
And the ease of a tweet or
I built my first Facebook application in 2007,
weeks after Facebook first launched their platform.
I was hugely excited by the potential for brands
to engage with their customers through social
networks in a way that had never been possible
before.
a Facebook post made with a few
clicks on a smartphone means that
the barrier to communicating with
a company has been significantly
lowered, opening up the door for
an increase in both the volume of
communication and the types of
things that people are getting in
touch with companies about.
With the launch of Facebook pages,
and the growing popularity of
Twitter, the effect of these changes
started to become a hard reality for
companies. Once companies stood
up and laid down the welcome mat
on social networks, consumers
started treading roughshod over
the carefully crafted messaging and
marketing campaigns by shouting
out the real issues and complaints
they had. Consumers had found
their voice and they weren’t going
to be shut up (or deleted). Customer
service was no longer a hidden
part of the company that could be
managed purely as a cost center;

Five Years of Social Customer Care: The Pig Puts on Some Lipstick and the Fish Come Out to Play 06aug14

Five Years of Social Customer Care: The Pig Puts on Some Lipstick and the Fish Come Out to Play 06aug14

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Five Years of Social Customer Care: The Pig Puts on Some Lipstick and the Fish Come Out to Play 06aug14