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What Is Customer Experience Management & How to Implement It Successfully?

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Edited by lisa coffey, Monday, 15 May 2017, 8:05 AM

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Customer experience management (CEM) is the the practice of designing and reacting to customer interactions to meet or exceed customer expectations and,oversee and organize every interaction between a customer and the organization throughout the customer lifecycle thus, increasing customer satisfaction, loyalty and advocacy. CEM is also bit more than just engagement.

The goal of CEM is to optimize interactions from the customer's perspective and, as a result, foster customer loyalty. the essence of CEM is treating customers as individuals.

Why is Customer Experience Management (CXM) SO important?

In an age when customers have access to vast amounts of data about your company and your competitors, In B2B industry, Customer Experience is fast becoming the only real sustainable source of competitive advantage.  In fact, creating a positive and consistent customer experience across multiple channels is one of the biggest challenges facing businesses today, especially when every empowered B2B Buyer expects you to know them and their individual needs.

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The concept of customer experience may sound idealistic or touchy-feely, but anyone who dismisses it as such is woefully out of touch. In fact, customer experience has become a critical differentiator in today’s hyper-competitive, hyper-connected global marketplace. A Good customer experience management can:

  • Strengthen brand preference through differentiated experiences.
  • Boost revenue with incremental sales from existing customers and new sales from word of mouth as well over the phone.
  • Improve customer loyalty (and create advocates) through valued and memorable customer interactions.
  • Lower costs by reducing customer churn.

CEM affects the bottom line. A recent Forrester report cites a $10 billion company that made a modest shift in customer experience and reported a $65 million revenue increase from product sales, a $116 million increase from reduced churn, and a $103 million increase from word of mouth. That's a total of $284 million dollars! 

Happy Customers are more likely to remain loyal, try new products and services, and spread good news about their experiences.  The aim ultimately is to establish lasting & valuable relationships. Market share, retention, profitability, and customer satisfaction are all directly related to CEM performance.  In fact, a stock portfolio of Customer Experience Leaders grew 22% over its competitors even in a flat market.   

Also Read: 12 ways to hone the skills of your customer service team

What Is The Need For CEM Software? 

For a business to be successful, the business owners must have a serious approach towards defining, implementing and managing their customer experience. That is where customer experience management software can help you in successfully implementing customer experience management

Customer experience is a discipline with complete tools, practices, and methodologies that companies must routinely perform in order to manage the customer experience. To have a methodical focus on customers, it is important that customer experience specialists work with C-level executives in order to:

  • Dedicate employees to customer experience – Customer experience projects don’t usually take off successfully if they are pinned to day jobs.
  • Allocate budgets to customer experience projects – Doubling down customer experience investments to delight customers is a promising way of ensuring successful initiatives.
  • Craft customer experience strategies – Having a precise customer experience strategy helps make the organization focus on spreading or distributing the right type of customer interaction strategies.
  • And finally, focusing on generating a great customer experience builds loyalty and positive word of mouth, which in turn builds profitability.  And is there any better reason than that?
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How to choose a customer experience management platform

The growing desire among brands to improve customer experience has created a massive opportunity for technology suppliers to provide tools that help them build and deliver that experience.

But as with many fast-growing segments of the marketing technology stack, confusion remains regarding exactly what a customer experience management (CEM) platform should do.

Numerous suppliers have waded into the market, including OpenText, Sitecore, SDL and Adobe, as well as newer contenders including Backbase and HubSpot. Call centre technology companies such as Genesys and Verint also play in this market.

Not surprisingly, each contender defines the market based on their own capabilities. But the general thread of collating and managing customer data from multiple sources to create, manage and measure customer experiences remains consistent throughout.

A key attraction of CEM platforms is their ability to combine multiple processes into a single system. That, however, inevitably sees them needing to connect to other tools within the marketing technology environment.

One key player in the CEM platform market is UK-based technology provider, SDL, which boasts a strong footprint among retail clients as well as financial services organisation. Country manager for Australia, Kevin Ross, says part of the interest in CEM platforms comes from brands realising they are no longer in control of the buying journey, if indeed they ever were.

Today, customers have that control, Because of things like mobile phones and Google, customers have the ability to search and network and get commentary and look at what people have said before, so there is a well of information that affects how they get on that journey.

The real question is how you pitch up with relevant content in the moment, contextually. And to be able to do that, there are three capabilities that platform needs.

  • The first is the ability to leverage customer data from multiple sources, across an organisation and from outside.
  • The second is the need to do this in a way that captures entertains, captures attention, and maintains brand connection,
  • while the third is the ability to integrate both requirements in the context of a customer journey.

Another contender in the CEM platform space is Sitecore. Vice-president of enablement services for greater Asia, Robert Holliday, says clients are looking for a central place to manage all content communicated out to multiple channels, starting with Web and mobile, but also adding email, social, mobiles apps, ecommerce and even print. It’s taking all the technology that Amazon spent millions of dollars and years developing and then packaging that up so this is available for smaller organisations that perhaps don’t have as many IT people internally.” 

How To Implement a Customer Experience Management Programme?

Critical Success Factors (CSFs)
Successful customer experience programmes are not about technology deployment and can’t be implemented out-of the box. In my experience CE programmes fail primarily because the links between what you do and what you expect to get are not well understood or internalised throughout the organisation. In part this is a measurement issue, but sourcing and collecting the “right” data is key. The real issue is making sense of it and having the confidence to act on the data.  In our experience the following are the four CSFs that all successful CE programmes share:

A clear understanding of the financial benefits that will flow from improving the quality of the customer experience. Without a complementary and compelling financial imperative, CE programmes will falter.

A defined target CE, tailored to each segment, supported by a robust model that allows the cause and effect relationships between the levers and the outcomes to be used to prioritise the interventions that will have the greatest impact on the desired customer and business outcomes.

A willingness to optimise the target CE to suit local variations in service provision, operational competencies and customer expectations.

Setting clear targets and providing a clear feedback loop that keeps customers informed of actions taken on their behalf and allows continual adjustment of the levers that impact the desired outcomes.

3 key steps to implementing an integrated CEM in your organisation:

  1. Technology enablement to provide integration of the data silos;
  2. Analytics to provide access to key data along with insight to develop products and solutions to meet demand; and
  3. Cultural change to empower employees and customers to deliver a consistently high quality service.

Ensuring Integration With Technology Enablement

You can select specific tools and vendors based on the need to address an immediate issue. Although this approach satisfies a short term need, it often leads to amass tools that overlap in capability, which fail to integrate and that place a burden on IT to maintain, as new versions become available. So for CEM to work within the IT function of an organisation you have to think integration. You should view the toolset as a key component of an integrated supply chain which delivers effective CEM.

The first step is to remove the complacency of the organisation to stay with the current state of things. Most organisational change initiatives fail at this step and the adoption of a strategic toolset is no different. The second step is to generate short-term wins.

Understands what analytics can do

CEM is a long-term strategy with the aim of transforming the business to be less network-centric and more customer-centric. This is achieved by combining data sets in the network with service and customer contextual data, which yields improvements in customer satisfaction and strong revenue growth.Good data is the foundation for making smart decisions. Managing and implementing infrastructure for this data may require some time and effort, people, processes and technology.

An organisation will need a dedicated analytics team that understands the business objectives and understands what analytics can do, and that have the technical skills who can implement analytical tools.In order for analysis to be of any value to an organisation it must first have data quality management in place. A partnership between the business and technology groups is essential for any data quality management, as the business is responsible for establishing the business rules that govern the data input and quality.

Change the Organisational Culture

The number of interactions between customers and employees is infinite, and the chances to get things wrong or right are innumerable. The only change of ensuring a higher success rate of getting these interactions right is to develop a shared cultural understanding of what needs to be done and why. With a great company culture, employees will act consistently. Their motivation will come from within and reinforced by all of those around them.

To build an organisational culture that supports CEM excellence you will need to set the core values and behaviours to achieve these; review your hiring criteria, training, and ensure that you’re constantly checking in that all is being done to support the culture you’re working to build.

Organisations delivering excellent customer experience management

Catering for consumers who feel frustrated with the often slow broadband speed and poor customer service associated with the UK telecoms sector, Sky Fibre Optic Broadband delivers the strongest personalisation scores by successfully relating its proposition to specific customer needs. In today’s ‘always on’ environment, customer service is key to every brand, especially those within the service sector where Twitter is your new hotline number.

Sky is doing a number of things, but certain elements from a customer’s perspective are really standing out. To start, it is enabling the customer to be in control. Propositions are focused on no fuss, simple and capped tariff plans. Customers are not experiencing any nasty bill shocks and are genuinely grateful for this. Expectations are well managed and, in tandem with transparent marketing, this results in strong Integrity scores. Couple this with well-toned timely responses through Sky customer service channel it became the best customer support provider of 2016;


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Social Customer Service In 2016 - 5 Pillars, Tools & Top 10 Companies

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Edited by lisa coffey, Tuesday, 22 March 2016, 8:09 AM

How important is customer service via social media?

According to J.D. Power, 67% of consumers have used a company’s social media channel for customer service.

And when they do, they expect a fast response. Research cited by Jay Baer tells us that 42% of consumers expect a response with 60 minutes.

Customer service is undergoing a major evolution, with online communication moving away from private, anonymous, one-to-one channels toward public one-to-many channels that are mobile, social, and attached to real identity. In brief, social media is changing the entire business of customer service, posing great challenges and presenting new opportunities for brands. In the midst of this seismic shift, though, it’s important to remember that the core principles of great customer service still apply.

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Providing Customer Service Through Social Media In 2016

Social media sites such as Facebook and Twitter have evolved to become more than emergent platforms for marketing and advertising. Increasingly, they are also valid and important channels through which consumers solicit and receive customer service. According to Nielsen's 2012 Social Media Report, nearly half of U.S. consumers use social media to ask questions, report satisfaction, or to complain—and a third of social media users prefer "social care" to the phone.

"Social care"

"Social care" is not a new concept, yet providing multi-channel support that includes social media can present real challenges for B2B and B2C companies both large and small—as well as opportunities to positively impact sales and customer loyalty. The reality is that customer service expectations are rising year over year and consumers are looking to brands to create a seamless experience that spans the showroom floor to the Facebook timeline. Simply having a social media presence is no longer enough; you need to be a social media rock star.

5 Pillars of #Social Support

    1. Proactive support for social customer service, making its existence widely known in marketing materials and sales/support collateral
    2. Aggressive engagement aimed at exceeding customer demands
    3. Interacting, rather than reacting as a means to anticipate what customers want and need—before they tell you
    4. Recognizing of social media for its viral power and leveraging that reach to influence the market
    5. Connecting with customers on a deeply personal and emotional level to build relationships and trust

5 Social Media Tools To Enhance Customer Service

    1. Salesforce
    2. LiveOps Social
    3. Social Dynamx
    4. Moxie Software
    5. Conversocial

Top 11 Companies That Rock Social Media Customer Service

  1. JetBlue
  2. Sky
  3. Nike
  4. Seamless
  5. Shutterstock
  6. Starbucks
  7. T-Mobile
  8. Walmart
  9. Whole Foods
  10. Sony Playstation
  11. Xbox

Top 3 Examples Of Amazing Social Customer Service

1. Samsung: A Unicycling Kangaroo and a Dragon Phone

As a loyal Samsung customer, called samsung customer service and asked for a free unit of their latest, soon-to-launch phone. To sweeten his offer, he included a drawing of a roaring dragon.

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Not surprisingly, Samsung said “no”. But to say thanks, they sent him their drawing of a unicycle-riding kangaroo.

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Shane then shared both messages (and drawings) to Reddit where it went viral. In response, Samsung Canada sent him the phone he asked for – and customized it with his fire-breathing dragon artwork.

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2. Morton’s Steakhouse: Airport Delivery

While waiting for takeoff in Tampa, Florida, Peter Shankman jokingly asked Morton’s Steakhouse to deliver a porterhouse steak when he landed at Newark airport.

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While departing the Newark airport to meet his driver, he was greeted by a Morton’s server with a 24 oz. Porterhouse steak, shrimp, potatoes, bread – the works. A full meal and no bill.

When you think of the logistics of pulling this off, it becomes even more impressive. The Community Manager needed to get approval and place the order. It needed to be prepared and then driven by the server to the airport, to the correct location and at the right time. All in less than three hours.

Some of the comments on Peter’s post Takeaway: suggest that this isn’t an anomaly. Another reader shares his experience of ordering a baked potato and getting a full steak meal – delivered and for free.

3. Gaylord Opryland: Sleep-Inducing Clock Radio

After numerous stays at Nashville’s Opryland Resort, Christina McMenemy wanted her own spa-sound clock radio that comes standard in each room. The sound helped her sleep better than ever, and she couldn’t find that model anywhere. So she asked the hotel for help finding it.

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Turns out, that model was exclusive to the Gaylord hotels. She thought that was the end of it, and went to her conference.

Not only did they make a long term customer very happy, they also received significant media coverage for their act of kindness. Takeaway:Upon returning to her room that evening, she found a gift waiting: the spa clock and a handwritten card. The staff had given her the product she was unable to find.


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How Small Business Can Overpower Megacorporations Globally?

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Looking for a good small business idea that could turn into a big business idea?

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If you are, I think we’re living in extremely exciting times, and I say this because it’s clear to me that businesses we used to think were established and virtually untouchable are now vulnerable to startup competition.

Some of these are obvious, and the popular press runs stories about them every day. I’m thinking about enterprises like Uber, Airbnb and other peer-to-peer or sharing business models that are using the advantages of today’s technology to launch an assault on an established business sector.

But some startups are getting traction even without leveraging the bleeding edge of technology. (Maybe I shouldn’t have used the word “bleeding” here, because I want to talk about what’s going on in the razor-shaving industry.)

Let me set the stage with a very brief history lesson. Gillette and the company’s competitors sold reusable razors with the intent to make most of their profits from selling the blades used to fill the razors. It was a fairly advanced way of thinking at the time.

This business model chugged along merrily for generations. It’s so simple that it seemed almost unassailable. How could anyone make inroads against the likes of Gillette and Schick?

A funny thing happened on the road to success for Gillette and Schick – they got fat, sassy and complacent. With a corner on the market, they tolerated each other and let their attitudes towards their customers – especially when it comes to pricing and service – get the best of them.

This opened the door for some newcomers in the game, players like

  • Dollar Shave Club,
  • Harry’s Razor Company,
  • 800Razors,
  • Shave Mob, and
  • Dorco.

Some of these startups leverage the Internet in ways that caught Gillette and Schick off guard, but frankly their subscription model could have been launched without the Internet. These startups recognized that the established brands were vulnerable in pricing and in the hoops they make buyers jump through to get their blades (dealing with locked cabinets in stores).

If we look hard and with fresh eyes, we can probably find all kinds of supposedly established legacy companies that would be vulnerable to competition from an eager and creative startup. This could be your golden small business startup idea that has the potential for huge growth.

Think about the companies that you more or less dread doing business with. When your spouse asks you to run an errand to a certain store or to get a certain product and you immediately groan, where are you being sent? How can you make the experience better? Don’t worry if it’s a huge global corporation or included among the Dow Jones Industrial Average stocks.

In the end, it could be that, “The bigger they are, the harder they fall.”


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11 Factors To Know While Considering Small Business Loans

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What To Know When Considering Small Business Loans

Small business loans help the new company buy supplies and technology, hire employees, and secure space and services. Knowing the basics of business loans, when they’re a good fit, and how a loan could help are key factors in launching a company. 

The Basics 

It’s important to start the lending process early, because it takes time. Waiting until the last minute could jeopardize launch plans, so researching a lender ahead of time is critical. Smaller banks and credit unions often have more flexible lending standards, while big banks may offer cheaper rates – so the lender you choose should depend on the individual needs of your business. You may also get rejections – potentially lots of rejections. Don’t give up, but consider reevaluating your strategy if this keeps happening to you.


Follow these guidelines to make sure that you — and your small business — approach the application process fully prepared.

1. Know your credit score. If you’re applying for a loan with a traditional lender, your credit score is one of the main factors that will be considered. So, before you contact any bank, know your numbers. Request a personal credit report (get one for free at AnnualCreditReport.com). Check for errors, such as a payment you made on time but was reported as late. If you find a mistake, contact the credit bureau and company involved to resolve the issue.

2. Understand your options. Lenders vary from the traditional (banks and credit unions) to the nontraditional. While the interest rate you'll get will likely be considerably higher than the average rate today, you'll also find the approval process to be much speedier than at a bank. In addition, you'll start repaying the loan in small increments every day, thus reducing the risk of missing a bigger monthly payment that might come with a traditional loan. Another alternative is a merchant cash advance, which is based on future credit card sales.

3. Know what you need. If you’re not sure how much cash your company needs to operate or expand, meet with an adviser or an accountant before approaching any lenders.

4. The terms of the loan. 

Small business owners need to understand all the terms and conditions of a loan before signing the dotted line. The small business loan sector is growing rapidly, which means there are some unsavory characters looking to make a quick buck. There are also a variety of ways a lender or creditor can offer funding. Here's what to consider:

5. How the lender determines credit worthiness.

Just like with any other form of credit or loan, not all underwriting is created equal. Small business lenders will have a multitude of requirements. Some will require that you’ve been in business for two years and generate at least six-figure income. Others may only require owners be in business for six months or offer loans based on invoices instead of revenue. 

6. How fast you need funding.

The immediate need for funding can have a huge impact on which loans a small business owner can use. Same day or next day funding is an option, but this could come with a steeper APR because the borrower has less time to shop around and compare price points. 

7. How much funding you need.

Consider how much funding is needed, and don’t forget to factor in fees. Be sure the amount needed for a loan is within the maximum amount available with a lender; otherwise it isn’t worth applying in the first place. 

8. Quality customer service. 

Sometimes a local bank or a reputable bank may offer the best fee, but small business owners should also consider customer service reviews. Newer entrants in the small business loan space may provide more streamlined customer service as well as a quicker response time.than the old and more reputed ones like HDFC Test the customer service before taking out the loan. 

9. Can YOu repay a loan?

Lenders may not ask it exactly this way, but that’s why they ask about your time in business, your annual revenues, your profits, or your cash flow. They’re trying to determine if you have the means to make regular payments. This is why it’s so difficult for early-stage businesses that aren’t generating regular income or revenues to qualify for a loan.

10. Will you repay the loan?

This is a different question than the first and is why many lenders look at your business credit profile as well as your personal credit score when they evaluate your business’s creditworthiness. Lenders try to predict, based upon your track record with other creditors, whether or not your business will make the periodic payments.

11. Do you have a backup plan?

This is an important question. Because many business owners plan to use borrowed capital to fund projects designed to increase revenue and profits, they anticipate an increase in revenues and the cash flow they’ll need to make their loan payments. This is a reasonable expectation. Lenders want to know that regardless of the outcome of the reason you are borrowing capital, you’ll be able to make the periodic payments—in other words, you have a contingency plan.

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Social Learning - The impact of Web 2.0 & Myths Debunked

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Edited by lisa coffey, Monday, 15 May 2017, 8:09 AM

Social learning is a concept with significant roots in research and in theory, and it has been the basis of some educational designs for several decades.

However, e-Learning design often draws more upon the notion of learning as an individual activity based on content and on delivery by an instructor or an expert. Times are changing, and with the advent of social media, e-Learning designers need to understand social learning and to adopt some best practices to support it.

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The impact of Web 2.0 on social learning

In March 5, 2008, Steve Hargadon identified trends spurred on by the “two-way” nature of the Internet. These are trends that have significant impact on learning and education. According to Hargadon, there is a “new publishing revolution” arising from a shift in content creation for the Internet. At first, the Internet was a one-directional presentation medium where users received and read passively. Now the Internet is becoming an interactive platform, also known as Web 2.0, based on contribution and collaboration. Blogs, wikis, file sharing, social networking, and other forms are revolutionizing how we create online content.

As a result, the amount of online content available is beyond comprehension. Social networks like Facebook and Pinterest boast 250,000 and 300,000 new users per day, respectively. Content contributors number in the tens of millions daily, according to Forrester Senior Researcher Jeremiah Owyang. There is a “tidal wave of information.” It is an unenviable task to filter through the content postings, and to sort out the contributions that are worthy of attention.

Hargadon discussed how he replies to questions that people ask about content overload. His response reflects how social networking and social learning flow into one another naturally, as social constructivism suggests they will. He said, “It is in the act of our becoming a creator that our relationship with content changes, and we become more engaged and more capable at the same time.” In other words, by participating we learn to become.

Participation also shapes how people make choices, which reflects what they learn. Smart retailers already use this fact.

For example,

Reader reviews at Amazon.com significantly influence consumer reactions to a book and subsequent purchases. Moreover, Amazon tracks its users and their behaviour, and a kind of dialog ensues. Data collected from a shopper generates a list of books, DVDs, music, and so on that he or she might not have considered.

Also the major telecommunication companies in UK like Sky, BT & Virgin Media infact rely heavily on consumer feedback (from the fact that a whole new niche of websites have cropped up, fixithere being one of those high quality sites which help their customers to be in direct contact with their service providers) in developing and upgrading their products & offers to bring them to market and increase their consumer base.

These examples illustrate how knowledge acquisition, development, innovation and customer support are shifting toward a collaborative model.

Social learning in the workplace

The evolution of the Internet has yielded stunning results in learner performance. Eventually, it will affect the structure of educational institutions. But how does this translate within corporate walls?

Can business organizations adopt social learning in the workplace?

In his introduction to a 2005 issue of Executive Thought Leadership Quarterly John Chambers, Cisco’s Chairman and CEO, had this to say:

“We believe that a new focus on productivity is emerging based on adding value to the exchange of information. This next horizon for productivity is based on interactions within functions, between functional business units, and across partner and customer organizations. 

CEO of Layr Inc , R.Khurana had this to say:

Internally, we need to enhance interactions among vendors, users, sales, and support. Externally, we need to optimize interactions with our customers – interacting in ways, and at levels, that we haven’t done before is required to add the greatest values possible.”

Other companies are likewise making strides in this direction. Microsoft offers its Office-based sharing technology, SharePoint. IBM implemented the use of blogs (26,000 registered), wikis (100,000 users), social bookmarking , and social networking tools in their organization. IBM even owns 50 islands on Second Life for use in orientations, classes, and meetings!

Change is inevitable. We see that technology continues to evolve, along with how people connect and contribute to the creation of content within virtual communities. We either adapt, or fall behind. In his January, 2008 paper, David Wilkins explores the importance of supporting social networks in the workplace, or “Workplace Communities.” Wilkins reviews social learning on the job in terms of improving employee development, performance, and growth, as well as its effect on workplace innovation.

Wilkins shows a number of ways in which workplace communities support employee development, performance, and growth. They provide a mechanism for apprenticeship models, connecting less-skilled workers with their more experienced colleagues through social networking technologies. Communities can add an “Ask an Expert” feature to their network, to make it possible to leverage the expertise of individuals or groups.

Myth 1:

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Social Learning Is New

We all want the next big thing. But the next big thing is not always the next new thing.

In the late 1970s, Albert Bandura established the most well-known theory of modern social learning, which proposes that people can learn in a social context.

The advantages of social learning, including learning by example and the reinforcement of knowledge that comes with the “human connection,” are as valid today.

However, the advent of social networking technologies has helped create a new breed of social learning.

Myth 2:

unicorn

Social Learning Is the Same as Social Media

Social media and social learning are as much the same as French fries and French toast. In other words, they’re different (but both wonderful).

Social media sites such as Twitter, Facebook, LinkedIn, and Pinterest make it easy and motivate people to connect, share information, and develop relationships.

Myth 3:

unicorn

Social Learning Is Just for Fun

Social learning is fun, but not just for fun. Like all of us, it multi-tasks.

Social learning has real benefits for both individuals and institutions. The interconnected, interactive nature of social learning exponentially amplifies the rate at which critical content can be shared.

In the book Social Media at Work, written by Arthur L. Jue, Jackie Alcalde Marr and Mary Ellen Kassotakis,

the authors share case studies of companies using social and informal learning for business success.

For example, Oracle uses a key tool called Connect

to give employees the information they need at the moment they need it. The tool is about more than just answering questions -– it’s teaching people how to make smart decisions about the business.

Maria Ogneva, director of community at Yammer, says,

“If your goal is to increase customer satisfaction, perhaps the impact metric you are looking for is the increase of speed of a response to a customer, and how collaboration helps you do that. For any social effort to be successful, it has to tie to a business objective.”

Myth 4:

unicorn

Social Learning Doesn’t Have Broad Appeal

Dial-up: RIP. Roaming charges: RIP. No matter how the digital world evolves, social learning is here to stay.

Social learning may be hyped, but that does not mean it is a passing trend. Modern day social learning is a reflection of the educational environment today’s students have helped create for themselves (and future students) to perform at their best.

Observations suggest social learning is here to stay  :-)

Today’s active learners are demanding and benefiting from social learning

Mashable Tech reported that after adopting a pilot social media learning program, the grades of one Portland, OR seventh grade class increased by more than 50% and 20% of students school wide completed extra assignments for no credit.

Myth 5:

unicorn
Social learning is just for students

A fifth myth could be that social learning is just for students. Yes, social learning is revolutionizing the student experience, but it’s a powerful tool for educators as well.

Think of the positive impact on schools when teachers interact with active learners via tech tools. The same benefits exist with respect to professional development—yet this fact is too often overlooked. Diverse educators agree that social learning can help teachers build their skill sets, which means it is an essential part of professional development.

It is not easy to incorporate social learning in your company, even when it seems like the obvious natural evolution in a learning organization. Some companies are just not ready for it. The culture of an organization determines its readiness to move forward and bring transparency into the system.

Success requires free flow of ideas, and support by stakeholders, for communication between networks.


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