The following is an excerpt of a chapter from my new book, Message Me, coming out soon. To sign up for updates, click here.
The retail landscape has changed radically over the past few years. Consumers are noticeably shunning the high-street and instead choosing to shop online. E-commerce offers what the high street cannot—convenience. You can shop on your mobile device wherever, whenever. The exponential growth in e-commerce means that an in-store shopping experience just isn’t cutting it anymore.
Social maturity leadership isn’t a destination so much as it is a journey, and today’s forerunners are just as easily tomorrow’s Contenders, Conservatives, and Observers. That’s because enduring leadership requires ongoing social innovation and investment to keep from being overtaken. If all else remains constant and competitors move up the index, your brand falls behind. To maintain leadership, internal social champions must keep the #SocialFirst flame alive.
Contenders stand a great chance of leadership if they can get the budget in order. They are those companies with freedom, agility, and no end to innovative ideas but for whom investment is a limiting factor. They achieve impressive results but only on a small scale. These are typically smaller companies in lesser regulated industries with a handful of gung-ho internal social champions, but where social care lacks the executive direction that it needs.
Stop what you're doing! It's that time of the year when Conversocial releases its hotly anticipated NEW Definitive Guide to Social, Digital Customer Service.
Conservatives are those companies who have achieved high investment but low innovation in social care. There are a number of reasons why companies might end up here but most often it’s due to legacy systems, internal bureaucracy, and a lack of executive awareness or interest in social care. While these brands have the capacity to invest heavily in social care tools and to deploy specialized teams of agents, they’re unable to make the best use of them. This category often includes large companies in regulated environments, such as Finance and Insurance.
This is part 2 in a 5-part series which will help readers understand where their brand falls on the Social Maturity Index and how they can ascend to leadership. To start at the beginning, click here.
Customer care has always been paramount to the perceived quality of service within the airline industry. But for airlines, being there for customers in real-time goes further than just response times. The traveller of today has higher expectations and lower resistance to brand change. They have been empowered, finding their voice over new social platforms both in public and private channels.