In June of 2005, Jeff Jarvis bought a Dell Lemon and paid a
premium for four year in home service plan. He started to face problems with
the machine immediately and he contacted Dell for fixing the problems, but
there was no proper response from Dell. Dell did not provide good service to
Jarvis and with no other option he posted his angry bust on poor Dell Service
on his blog Buzz Machine titled "Dell lies. dell sucks”. His blog post
generated severe criticism of Dell and other unhappy customers joined and the
whole blogosphere started a critical discussion of poor quality of products and
how bad is Dell Technical Support service. Dell which was already struggling
with poor revenues and blogosphere criticism added fuel to the poor financial
performance and hurt Dell reputation badly. The problem of poor customer
service and quality of products was not new as Dell was not listening to the
customer complaints for long and the blogs had just publicized and gave an opportunity
for the aggrieved customers to vent their anger. Dell had the first hand
experience how social media can impact the business and how critical it is to
listen to customer complaints and fix them fast.
It took one year for Dell to realize the extent of damage
caused by the blogs and forced the company to announce a new business plan, called Dell 2.0 in 2006 that included an
additional $150m investment in their customer service. The investment included sales channels, both in sales contacts
& its online presence, in its website front and back end and expand the
scope of Dell Connect, which enables a Dell technician to take control of a
customer's system should they be encountering problems. In March 2006 a
community outreach team was formed that included group of technical
support experts with good interpersonal skills that listens, monitors and reaches
out to bloggers around the world who have questions or may require assistance. Direct2Dell
was launched in July,
2006 and in August Dell expanded blog outreach to include any conversations
about Dell. Initially Direct2Dell blog was received with negative skepticism, but chief
blogger Lionel Menchaca convinced bloggers that Dell was seriously listening to
the bloggers and he diligently responded and linked to critics. Dell’s team
staunched flow of bad buzz and by Dell’s measure negative blog posts about it
have dropped from 49% to 22%. Dell even engaged external agency to monitors
online conversations about Dell.
In
February 2007 Dell launched IdeaStorm that allowed Dell users to provide feedback
& valuable insights about the company and its products and vote for those
they find most relevant. The Linux community used this platform and suggested
Dell brought back XP as an option for customers who wanted it, reduced
trialware and listen to customers discuss ideas in real time. StudioDell
(January 07) is a place where Dell users could share videos about Dell-related
topics and videos and podcasts were used to educate users on various emerging
technologies and also offers tips, tricks and support to get the best out of a
Dell product. Dell operated blogs
and forums for dedicated customer engagement topics, joined Twitter (June 07)
with a number of ids. Dell set up a centralized team, appointed a
separate leadership and resources were taken from multiple teams (IT, online) to test and launch
social engagement tools and websites quickly. This team had developed formal
social media strategy and set of social media policies and governance were set
in place.
In 2008 Dell social media presence started
to yield results in terms of ROI and social media has become part of the
business strategy and the various business units were provided specific targets
for the social media. Employees were trained and encouraged to actively
participate in various social media channels, provide customer support through
blogs, twitter, etc and community managers who were responsible for listening
and resolution, content planning, technology testing, planning, and measurement
were named for various business units. Dell even went further with its social
media initiatives a blog for the channel community was launched, online
communities were launched for Dell's environmental efforts called Regeneration
and technophiles called Digital Nomads and social content appeared on Dell.com
(homepage navigation, product pages with ratings & reviews). The
Dell outlet, small business and home offers available on Twitter had $500,000
in revenues. Dell started a page focusing on SMBs and fan pages on Facebook.
In 2009, due to the recession pressure
social media team had to reduce headcount which led to the departure of key
people in the social media facing teams within the Dell. The departures had an
impact on the Dell social media presence had seen consolidation in number of
blogs & twitter accounts, slow down in response and lack of experience had
further worsened the situation. But Dell managed to keep up and worldwide
community has grown to more than 3.5 million
people across the social web, including places like Twitter, Facebook,
Direct2Dell and IdeaStorm. @DellOutlet had close to 1.5 million followers on
Twitter with $3 million in revenue and in total Twitter has resulted in more
than $6.5
million in revenue. Dell launched the Dell Tech Center in 2009 to revitalize the brand
and increase awareness of Dell's solutions capabilities as customers valued a
trusted advisor relationship.
Dell consolidated its social media strategy in 2010 with
appointment of new leadership to the social media division and together with
the old members of dell social media team Dell tried to regain its focus.
Another effort from Dell to maintain its focus on social media was to open up a
Social Media Listening Command Center in Austin Texas under the leadership of
Chief Listening Officer where real-time data is collected and visualized by Radian6
and displayed across rows of monitors that show a unique dashboard, offering
instant insights into things like customer sentiment, share of voice and
geography. Dell also started on Customer Advisory Panel events with a goal to bring key customers and key
advocates to Dell HQ in June 2010 to understand their delights and
frustrations. Other DellCAP events were held in China
in November 2010, in Germany
in January 2011 and again in Round Rock in March 2011, focused on
Sustainability topics.
Dell continued to
improve its social media presence in 2011 and Social Media Listening Command
center is playing a critical role in these efforts. Dell is tracking 25,000
online mentions both posts and tweets about Dell every day and understand this
information based on topics, sentiment, share of voice, geography, and trends
and use it answer customer questions, address their concerns, build better
products, and improve the overall customer experience. Dell has around 5000
employees trained as Social Media professionals and turned them into frontline
social marketers who engage in Twitter, Facebook, LinkedIn, blogs, and more on
the company's behalf. Dell views employees’ social media participation as an
asset rather than a liability and accordingly doesn’t restrict team members
from utilizing mobile devices, apps or social media. Dell is using social media
as a platform to support various campaigns and used it in the promotion of its
first Customer Event Dell World and launched website, EnterpriseEfficiency.com
which is a micro site featured daily, topical blogs written by InformationWeek
editors and writers as well as Dell executives to gain insights.
Social media has
provided an opportunity for Dell not only to interact with customers,
understand their opinions and needs but also provided a marketing platform
where in they can advertise their products, improve the brand image and loyalty
and improve their revenues with rise in sales. Dell initially entered into
social media not to sell its products but to respond to its customer complaints
and feedback but customers wanted to access to special deals from its social
feeds that link to products, reviews or discounts. Dell is committed to
improving overall level of customer service continuously which is 24×7
“always-on” customer service philosophy through social media and has made it a
critical part of business strategy with clearly defined policy and is
considered as on of the top companies in the world that is significantly
profiting through the use of Social media.
Discussion points:
- How to manage the social media
presence and what strategy the company should adopt for its social media
presence? ( Control, Policy & Feedback)
- How to engage employees and other
stakeholders in the social media platforms and how to use the information
in organizational decision making?
- How to generate good ROI from the
social media marketing initiatives and profit from social media presence?
- What technologies and platforms are
to be used for social media and how to measure ROI?
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