We all have bad days. Unfortunately, the bad day your company’s customer service rep is having might result in a negative customer interaction, the highlights of which end up on Twitter, on Facebook, or as a recording on YouTube. Maybe it just so happens this customer is super active on social media and has thousands of followers. Maybe it was someone famous and your rep had no clue who it was. Maybe it wasn’t a bad day, but your customer care department inadvertently tweeted something insensitive in the context of another breaking news story, like what happened when Tesco tweeted a horse-related joke after million’s of burgers they stock were found to contain horse meat. The next thing you know you have a frenzy on Twitter and you need to respond to irate customers. Brands need to be listening, and most importantly responding.
Customers expect a lot from brands these days and more than anything, they expect their feedback to be answered quickly, in the social channels where they posted their complaint or praise. As demonstrated in the short hypothetical story above, one customer’s bad experience has the potential to result in some serious brand damage if it snowballs. And that’s just one example. Social channels provide an outlet for people to rave about new products, give design suggestions and other positive feedback. They’ve also become an outlet for all of the frustrated, and angry, full-of-complaints customers to feel heard. Listening to, and monitoring social media is a necessity for companies who want to protect, maintain, and shape brand perceptions and experiences. Social data combined with internal customer data, is a powerful resource for customer analysis. We focused on the necessity of including social data in CEM, in the context of a major retailer, for a recent case study with Plugged In partner, Clarabridge.