In This Chapter
Creating an infrastructure to embrace the social business requires a general to lead the charge for cultural change within any organization — no matter the business size. Whether you appoint a C-level social officer or a social media specialist, you need someone to drive and motivate the social business model. You have to look at processes and roles that touch the customer experience and prepare for a major shift in the way you do business. To really get into the social game, your organization must establish an operational model to cater to the social experience, internally and externally.
The social business model goes way beyond social media monitoring and responding to customers via social channels, though those are key elements to social CRM. Monitoring will be rendered worthless unless you establish strategic processes to turn your findings into valuable insights worth turning into an actionable approach. Customer-created content continues to proliferate, and you need to get ahead of the messages, not just respond to what's being crafted.
This chapter explores what really drives the social customer's experience and what internal and external factors play into ...