Social CEM: Moving Beyond Customer Loyalty to Customer Advocacy (Part Final)

CEM Moving Beyond Customer Loyalty to Customer Advocacy

Thanks for checking back in, lives dive right back in to the final part of this study!


3. Get Credit for Delivering Great Experiences

Social media isn’t just for fun anymore; it has evolved into a critical channel for

customer outreach and customer feedback. Social CEM allows brands to monitor,

listen and take advantage of social trends. By engaging with customers across

all channels of communication brands can now engage in customer dialogue in

an integrated fashion. Engaging in this dialogue is the first step towards a plan to

co-create your brand with your customers.

Some brands now have their own fans run their fan pages for them with minimal

oversight. This is just one of the ways that you can mobilize advocates on social

networks. Look for other opportunities to create social advocates. There are

many! And you want to look at technology providers like Empathica to help you

deploy and scale advocacy development programs.

Once you have delivered a great experience make sure you get credit for it by

making it easy for your advocates to share their stories on social media. Once

improvements are made and consumers know about those improvements, many

will often respond in kind by recommending the company to friends; driving positive

word of mouth conversations, posting positive comments online and blogging

about how the company moved heaven and earth to respond and provide great

service. This is the turning point when a consumer becomes an advocate.

It is in this moment that it is important to capture that customer’s positive emotions

and thoughts about their experience. In today’s instantaneous landscape, mailing

out surveys and hoping the customer remembers to post online their great

experience is not efficient or reliable. From the point of view of the consumer, great

customer experience memories can be fleeting. Companies who use technology

to enable the consumer in the “moments of truth” of the transaction to brag

or recommend instantly, enables their customer’s voice to be heard about their

great customer experience are leaping ahead in building and retaining consumer



4. Ensure Your Whole Organization is Committed

Consider who the stakeholders are that can affect the Social CEM program. To

do this requires a dialogue within your company about the next steps for Social

CEM. Realize that different people and groups will have different points of view on

the program need and value.

Change is good and should be embraced. Often changing current operations

and processes can seem like a monumental effort. The wisdom of the old

question “how do you eat an elephant?” applies. (Answer: one bite at a time.)

Organizational changes such as a shift to Social CEM are complex processes that

take place one step at a time.

Larger organizations are often daunted by the magnitude of the implied changes

they will need to make in their operations and technology infrastructure to deliver

great customer experiences in today’s socially networked world. Empathica’s

approach to Customer Experience Transformation (Figure 11) maps out a pathway

to reach customer advocacy. This transformation process focuses on how leaders

can shift their organizational culture, put people, process and technology to work

and deliver a consistent and differentiated customer experience.


The first stage is viewing the data from which decisions can be made. While gut

instinct will always play a role in business, astute leaders will always look to data

to validate any key decisions before moving forward. Once the data is collected

and reviewed, the next stage of evolution is managing the outcomes. This is

where decisions become actions and the outcomes of the insights uncovered by

the data are put into play. As the actions begin, integrating the changes across

the entire business is the next phase of program evolution. When complete,

then a brand reaches the final stage of evolution where the customer experience

becomes a key aspect in engineering the brand, and brand identity itself.

What can set this approach apart is the focus on the endgame of brand engineering

(or re-engineering). The end goal is to have the entire company culture focused

on the customer experience. When that happens, improvements in the customer

experience can be measured as business outcomes – and brands can predict the

financial impact of improvements in customer experience scores.

A particular capability of leading Social CEM vendor solutions is the ability to

provide, (through financial linkage analysis an example of which is shown in Figure

12) the impact of higher customer satisfaction scores on return visits. In addition

it has been statistically shown that a 5% increase in customer satisfaction can

reflect the growth of sales by ~0.7%. This can translate into tens of millions of

dollars each year for large enterprises.


For organizations interested in quickly acquiring new customers as well as

supporting the current ones, long, drawn out transformation programs may not

work. Today many organizations need to take action quickly or their companies

will cease to exist. The goal of most organizations is to build customer advocacy

quickly with a short-term Social CEM strategy.

5. Social CEM Readiness Checklist

Below is a checklist to help start to evaluate where an organization is with respect

to Social CEM. How many of these questions does your organization have solid

answers and practices for?

√ Are we delivering superior, emotionally-connected Customer and Brand

Experiences across all channels and touch-points?

√ Are our Employees sufficiently engaged and performing to advance our

Experience and Brand goals?

√ Are we doing enough to leverage our “Moments of Truth” efforts?

√ Are we clearly standing out in the mind of the customer compared to our

competitors, especially with respect to customer service?

√ Do we have the technology and analytical resources in place to make dynamic

new decisions on a daily basis (i.e. things change, every day)?

√ What are we doing to move beyond customer satisfaction and loyalty to

cultivating and measuring Customer Advocacy?



Customer Experience Management is evolving into a social experience for customers

and brands alike. In an “always on,” changing and connected world, the game

to engage and interact with consumers in real-time regarding their likes, dislikes,

wants and wishes is “on” in full force. As a consumer facing company, the challenge

is to respond to social consumers, and perhaps even change how the company

operates when consumers point out their disappointments and suggestions.

In this new world, one thing is clear. Companies that continue to embrace new

consumer behaviors and develop new approaches to engaging with their brands

will be the market leaders that forge deeper connections and build active advocacy

across all brand stakeholders – owners, employees and customers.

When it comes to Social CEM, don’t feel you need to go it alone. Reach out and get

help. The Customer Experience Management industry has been around for more

than ten years and there is a treasure trove of knowledge available. Companies

such as Empathica have a wealth of information from current consumer research

and trends as well as technology that can help at


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