Business Analytics the way we do it
Social Insight into Action
Integrating social media intelligence into business operations
“The size of the
explosively, that approach will no
longer be viable.
“digital universe”
will be 44 times
larger in 2020 than
2009
So how do you prepare for
tomorrow?
Adopt an ‘outside-in’ customer
strategy
A way forward becomes apparent
if we look at early innovators such
as Dell and Telefonica’s giffgaff.
These companies have successfully
turned traditional CRM on its
head with an ‘outside-in’ approach
that incorporates the customer
relationship into the operating
model. For example, Dell’s
IdeaStorm website generates around
20% of its product ideas. They
also actively use Twitter, not only
responding to complaints but also
pitching millions of dollars’ worth
of product offers.
”
International Data
Corporation
May 2010
The typical approach to
social media is unsustainable
The use of social media is growing
at a phenomenal rate. Any company
that neglects this channel does so at
its peril.
Online-only mobile operator
giffgaff, is another pioneer of the
‘outsidein’ model. It carries out
all sales and service activities via
an online community, rewarding
participants for support and
referrals. It does not employ a
single customer service agent.
Instead it has a handful of staff
who manage its online community.
Both companies have shown how
social CRM can create insight with
obvious benefits to the bottom line.
Of the organizations that have
embraced social media monitoring,
most have so far focused either
on generating weekly dashboards
or on responding one-to-one to
comments.
However, social media monitoring
will soon be worthless without
a systematic approach to gaining
insight from the findings, and then
acting on it. Today, responding on
an ad-hoc, largely manual basis
might be just about manageable.
Tomorrow, as customer created
content continues to proliferate
The organization no longer defines
the terms of the relationship: it is
Figure 1: Social Insight into Action – overview of the solution
Figure 1: Social Insight into Action – overview of the solution
Customers are creating terabytes of data
about organisations every day. Let´s take a
sample of what XYZ Corporation customers
have recently said, for example...
By using Social Insight into Action, XYZ
Corporation can continually LISTEN to...
and ANALYZE what people are saying
about them and their competitors, and filter
out the noise...
...then RESPOND by turning this social
insight into real action across their existing
enterprise systems and processes.
Social Insight Into Action: When Social CRM meets Business Process Management
Scenario 1
“Hi Jane, On behalf of
XYZ Corp. we are sorry
to hear of your experience. Please be advised
this matter is being
investigated”
Customer Interaction Vision
Scenario 1
“I ordered a phone
three weeks ago
and it still hasn´t
arrived!” – Jane“
Scenario 2
“Can´t wait to get
home to my
Smartphone...it´s just
like my pet dog”
- Celebrity Tweeter
Social CRM has to start with a
strong customer strategy. The
company must first identify what
its current and potential customers
expect, and decide how to meet
those expectations profitably.
Capgemini Consulting has
extensive experience in shaping
and embedding customer strategies
across all industry sectors, for
organizations large and small.
Turn Social Insight into Action
Capgemini has developed a solution
that blends advanced technology
and consulting expertise. It moves
your organization towards the
required ‘outside-in’ model via a
scalable, flexible approach that
integrates with your existing
systems, data, processes and
organizational structure.
Social Insight into Action:
how the solution works
Figure 1 shows the main elements
of Social Insight into Action and
how they interact. Reading from
the left, figure 1 shows data from
social media going into a funnel
containing three filters. Output
from the filters passes through
a command center in the center,
then into three cogs, each of which
generates a different response. Let’s
consider the key components of the
model in more detail.
Filters. Three filters are applied
to the incoming social data. Each
analyzes and classifies the data,
discarding items which will not
need further processing. The
filters are:
Scenario 2
Level 2
Case
Management
Filter 1
Community
Filter 3
Text Analytics
Filter 2
Social Media
Monitoring
Opportunities
Level 1
Reactive
Response
Threats
Level 3
Business
Process
Management
@Celebrity Tweeter –
“We’re delighted you’ve purchased a
new Smartphone and would love to hear
your feedback! We’ve released a user
guide on the app store for you.”
@General Forum Tweeter –
“Smartphone company is pleased to offer
all Celebrity fans a 5% discount with
Smartphone orders by end of this month.”
Scenario 3
Scenario 3
Manufacturer creates a
team comprising product
marketing, product
engineering and legal to
investigate reception
issue
“It loses signal
really easily”
“The reception is
intermittent”
Launch outbound marketing
campaign to offer customers
a solution
“The reception
is sometimes very
poor”
Customer Insight Command Centre
2 Social Insight into Action
customers who drive marketing,
sales, new product development
and customer service, often at
reduced cost to the company.
Cross-Selling Business Rules
changed to offer free solution
product with all purchases
Filter 1: Community
ƒƒ
Fostering a healthy peer-to-peer
community is an effective way to
take pressure off the contact
center. The community acts as a
Business Analytics the way we do it
“Through 2015,
is essential to combine social
media data with unstructured and
structured data from other sources.
80% of enterprises
will lack a coherent
approach to dealing
with information
from social media
In our experience this “big
data” analysis requires human
intervention. One solution (used at
Dell) is a command center where
big screens display topics which are
bubbling to the surface of the social
web; analysts interrogate existing
BI systems, e.g. web analytics,
to understand the impact of the
opportunity or threat and define
the correct course of action.
”
Gartner
January 2011
Once the data has been processed
by the command center, you have
a reasonably clear picture of what
is being said by whom and on
which channels, classified into
opportunities and threats.
filter in the sense that customers
will often solve one another’s
problems so that they need no
further processing by the
company.
Filter 2: Social Media
ƒƒ
Monitoring This filter separates
data needing further attention
from the vast quantities of spam
and junk. It then starts to classify
customer sentiment.
Filter
3: Text Analytics
ƒƒ
This filter carries out contextual
analytics on unstructured text.
For example, if a post mentions a
“Bad Jaguar”, is the writer talking
about a good or bad car or a big
cat? The filter classifies comments
into positive (opportunities) and
negative (threats) and can identify
other “voices” such as questions or
intent to purchase.
Levels of response. The “cogs”
turn the insight derived so far into
action. This component is provided
by Pega and represents three types
of response:
Level 1: Reactive Response
ƒƒ
Individuals receive reactive,
personalized treatment after a
specific issue or opportunity
has arisen.
Level
2: Case Management
ƒƒ
Once a trigger is activated, a case is
immediately opened, prompting a
cross-functional team to
investigate. That enables early fixes
to the root causes of problems, and
rapid responses to opportunities.
Customer Insight Command
Center For genuine insight, it
Figure 2: A typical journey for implementing Social Insight into Action
Discover
(1 day)
Prove the Value
(4 weeks)
Social CRM
Discovery
Workshop
Benchmarking &
Value Assessment
Customer-Driven Transformation
(8 weeks)
Implementation
(12 week iterations)
Outputs
Description
Phase
Customer Interaction Vision
• Half-day workshop
to understand
leading practices in
Social CRM
• Identify
opportunities &
threats and value
drivers
• Raised awareness
and understanding
of Social CRM
• Benchmarking
against best in class
Operating Model
& Implementation Roadmap
• Voice of Customer analysis (Structured/unstructured)
• Customer Journey Mapping
• Customer Interaction Vision
priorities
technology…)
• Maturity assessment
• Customer Experience Vision
• Potentially several
deployment
interations
• Build, test, measure,
iterate
Level 3: Business Process
ƒƒ
Change The investigation may
determine that core business
processes need to change. If, for
example, a newly released product
is not functioning as planned, the
investigation team might decide
temporarily to stop all channels
from cross-selling the product.
The business owners model and
deploy the modified process with
a Business Process Management
(BPM) application and reflect
changes across multichannel CRM
applications.
Implementing Social Insight
into Action
Our accelerated approach shown in
figure 2 typically consists of a four
phase journey over a six month
period. Within the first month,
a Proof of Value is developed. An
Implementation Roadmap can then
be finalized within two months,
and the solution can then be fully
rolled out three months after that.
Capgemini Business
Analytics
Capgemini’s Business Analytics
global practice network is a
core unit within the Business
Information Management (BIM)
global service line and operates
in 25 locations across the world,
drawing on a database of over 100
analytics client credentials and
analytical models. It provides highfunction analytics-based solutions
to all major industry sectors and
business functions.
Capgemini has over 7,000
consultants working in BIM across
the world. We work with all the
leading big data and analytical
technologies, and provide services
to support business analytics from
high-level strategy to managed
outsourced services. We recognize
that analytics are specific to
industry sector and sub-sector,
and have experts and solutions for
each one.
• Run as a managed
service or on-premise
(ongoing)
• Benefits realization
• Customer Operating Model and enabling roadmap
• Business Case sign off
3
About Capgemini
With around 120,000 people in 40 countries, Capgemini is one of the world’s foremost providers
of consulting, technology and outsourcing services. The Group reported 2011 global revenues of
EUR 9.7 billion.
Together with its clients, Capgemini creates and delivers business and technology solutions that
fit their needs and drive the results they want. A deeply multicultural organization, Capgemini
has developed its own way of working, the Collaborative Business Experience™, and draws on
Rightshore®, its worldwide delivery model.
Rightshore® is a trademark belonging to Capgemini
Capgemini Consulting is the global strategy and transformation consulting organization of the
Capgemini Group, specializing in advising and supporting enterprises in significant transformation,
from innovative strategy to execution and with an unstinting focus on results. With the new digital
economy creating significant disruptions and opportunities, our global team of over 3,600 talented
individuals work with leading companies and governments to master Digital Transformation,
drawing on our understanding of the digital economy and our leadership in business transformation
and organizational change.
More information about our services, offices and research is available at
www.capgemini.com
www.capgemini-consulting.com
For more information contact us at : bim@capgemini.com or visit www.capgemini.com/bim