Nissan Senior Manager of Customer Experience Anne McGraw gave a case study at our Member Meeting in Chicago on their social customer service strategy and “diagnostic social care.” Here are some highlights from her presentation.
According to Anne McGraw, Nissan’s Senior Manager of Customer Experience, getting the phrase “Diagnostic Social Care” to catch on is a lot like trying to make “fetch” happen. But, she says, Diagnostic Social Care is the future of social customer service and what her team is working towards at Nissan.
To do it, her team has to identify the bigger issues customers are voicing in social and become an agent of change within the organization — not just a social media call center.
“There are so many people that have a say, an opinion, and a stake in the matter.”
Anne says, “Because it’s on social media, it belongs to every facet of the organization.”
With seven people monitoring social conversations in North America, they began sending weekly executive dashboard reports. They started as high-level looks at the buzz in social media, the volume, and what people were saying about Nissan’s competitors.
However, as executives forwarded these reports on to other people within the company, Anne’s team got more and more requests to be a part of that reporting too.
“Now, this weekly report goes to 250 people who have absolutely nothing to do with social media in their day-to-day jobs,” she says.
“They’re so hungry for this real-time, unsolicited feedback from our customers that they’re not getting from any other source.”
But there’s a problem. Out of context, this broad-based data sets off unnecessary alarms. Anne says with static reports, executive teams become concerned when numbers don’t seem right. They’ll react by asking the social marketing team to post more, drum up conversations, and react to the individual results.
“In these reports, a high-level bullet point means nothing if you can’t dig into the detail behind it.”
Now, they provide a weekly list of customer concerns on social media.
“Everything we provide back out to the company needs to be actionable.”
With a full-time social data analyst, they find trends in conversations and bring out the bigger picture. When employees see certain issues pop up, they’ll ask Anne’s team for more information. It’s helped them make direct connections between teams like their engineers in manufacturing and their consumers.
Anne says this diagnostic social care helped get resolutions to the market much faster.
“If your customers are invested in your brand, they usually want to help fix the problem. We found there’s a huge sense of pride in being part of the solution. They’re not raising their hands just to complain, they want it fixed,” she says.
She says that by making these connections between the voice of the customer and the people who can make a change, they’re solving issues before they become a much bigger problem — both for the customer and Nissan’s reputation.
But Anne says social customer service shouldn’t become the next call center.
Anyone in customer service and social knows that when a customer’s unsatisfied with a response from calling or emailing corporate, they’ll take their issue to Twitter and Facebook.
And while the public nature of these complaints has given the social team more leverage to get issues resolved faster, Anne says their current model isn’t sustainable.
“Someone is complaining. We have to fix it right now, and we do it. We’re good at it. We make customers happy one-on-one, and this is what we’re measured against. But this is not scalable. I do not ever want a social media team made up of 100 people like a call center.”
Instead, she hopes her team will help the company as a whole better understand and trust social data to make a difference at Nissan.
“We have the ability, as social care organization, to be the catalyst for driving change. We embrace this whole-heartedly. We believe this is our mission in life, and this is why this group exists as a part of customer experience. We believe what we’re doing in social media is a direct reflection of what our customers are actually experiencing.”