It is good to hear that Vodafone notices that their role in society is changing, and that by setting up a new corporate blog they offer a platform to directors and employees to share their vision on themes such as sustainability and mobile working. The latter theme is of course also very interesting from a B2B perspective. This target group appears to be difficult to reach, which makes real success harder to measure. By delving into this further, Vodafone wants to learn more about the needs of entrepreneurs: something that should be trivial if you want to put the customer first, I think.
All in all, I agree with some of the reactions that Vodafone seems to organize its social media in a very procedural and content-oriented way. On the one hand, they will be a textbook example in connecting the internal organization with external hong kong phone number list actions, on the other hand, you miss the social and relational aspect a bit. Content is a good driver for connecting with your fans, but I sometimes tasted a bit of an artificial sauce in how Mooyman spoke about content: what does the organization really have to say on its own? From a relational perspective, Social CRM sounds great, but in Vodafone's situation it means that a manual integration takes place where employees log in to two different systems to compare the 'customer information' and 'social customer information'.
ivar-vermeulen'Because personal conversations are now public, the rules of communication have also changed.' VU researcher Ivar Vermeulen immediately gets to it. The core of his story: organizations must behave like people in order to come across as authentic and trustworthy. And that is very difficult: if you speak from an institution, that always implies that you have a certain role. This role creates expectations about the message with the receiver, who has less confidence in that role than in a person. Because if you think you know what someone will say, it has little effect if that is actually communicated.