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Great points Mike. I agree - I think there's going to be some really cool stuff in relation to location-awareness that will add so much to a company's social presence if they can find relevant ways to utilize it.
Toggle Commented Mar 28, 2011 on Engaging Customers on Facebook at Michael Fauscette
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That's a great list. Additionally, I think there are several uses of location-aware services that can also add a lot of value to a Social CRM strategy, although for most industries there may not be an obvious application yet. You wrote a great article here a few weeks ago about Facebook and Social Shopping, which inspired several articles on my blog about location-aware services and SCRM engagement (most notably ). I think the keys are to use location-aware services to offer value to customers when a physical event takes place (visit to a store, tradeshow or marketing event, etc) that will allow a more long-term engagement afterwards.
Toggle Commented Mar 23, 2011 on Engaging Customers on Facebook at Michael Fauscette
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I agree with that. I'm coming from the traditional CRM world, where "scraping" data and "blasting" emails are foundational principles employed by most marketers. But I think socially savvy companies will handle it properly, as you say; I also predict that many will not, and experience the negative consequences you mention.
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Hi Michael, I'm not sure I'm completely on board with the predictive analytics part of socialytics - at least not from an SCRM perspective. I recorded my thoughts here ( ) - am I missing the point? I know that there are a range of potential things to predict, but predicting behavior traditionally seems to have been a tactic that made consumers uncomfortable.
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Nice article Paul. I'm going to add the SMB (not middle-middle, but lower middle) perspective I have here. I like your distinction between customer-centric and business-centric processes; and I'm glad that you pointed out the continuing need for processes, albeit flexible ones able to react when necessary for a customer's happiness. I'm often working with companies where a process simply doesn't exist, or if it does, it's a "wild" process - one that grew outside of the garden wall on its own, with no one monitoring or guiding it, which has built-in inefficiencies, 2X more steps than necessary, doesn't leverage appropriate technology, etc. These companies don't usually have a strong ability to respond to the needs of customers; I would say they're categorically worse off than those that have rigid processes. I believe the first step here is to create a process, hopefully with built-in flexibility the first time; but we can't move directly from chaos to productive flexibility.
PS - sorry, my blog gave me a bad link. This is the proper one:
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I like this insightful review. It's interesting how the word "network," in any of its permutations, now becomes a relevant subject for analysis as the social network and the computer network merge into one. Previously (I guess even as lately as just before reading your article), I never would have thought that there was anything more than a passing similarity between a human "network" and the computer network that mimics it in a workplace. However, I blogged a few weeks ago ( about a phenomenon of the social web in which has relevant implications to this discussion - you said that "in the new networked business all of the ecosystem created by customers, suppliers, partners and employees forms the complete business network." Previously, in what you call the industrial age company, every official interaction between a company and its customers was ensconced safely within the company's firewall. Much of the power that has shifted from the hands of the corporation to those of the customer is the result of these interactions making their way outside of the firewall - "flattening" out the company/customer hierarchy through a freer exchange of interaction. @andrewbschultz
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Michael, One line that resonated with me at the very end that I would like to explore more is this one: "deep vertical solutions are seen as business critical." If I read you right there, you're gesturing towards the packaging of enterprise solutions made possible by cloud computing and the social web. The enterprise app store, like's AppExchange or Microsoft's Dynamics Marketplace, will increasingly offer verticalized solutions at a much lower cost than the consulting and outsourcing that would have been involved in developing the solution for a single customer. I explored this briefly in a blog post last week (, but I think it's a trend that could bear much more analysis. In any case, the business software world does seem to be becoming more vertical.
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Feb 2, 2011