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  • Denisse Caballero 9:00 am on August 2, 2013 Permalink | Reply
    Tags: , , , engagement, , , , ,   

    5 recommendations to build engagement and loyalty in customers and teams 

    Estimated reading time: 3 minutes

    engagement y fidelizacionEngagement is becoming more relevant in the growth of a brand. Brands need not only to interact with customers, but also with contractors, suppliers, and employees in order to build loyalty, meaning collaboration and communication tools are essential.

    1. Generate interesting content. The main motor that drives consumers is interest and a way of motivating teams is ongoing learning. Keep your audience interested, be active and remember that attraction is key in deciding.
    2. Converse with your customers and employees; address their needs. Show empathy and respond to the needs of your audience, dialog. A satisfied customer can generate up to twenty-five new customers.
    3. Make them know they are part of the brand. Involve them and show your team the importance they hold within the company . Let them know you are committed to them, you share their achievements and give them as much information as possible regarding the brand’s objectives and goals.
    4. Reward and thank their commitment. Give them benefits, celebrate with them, allow them to have access to things that with another brand they couldn’t get; create loyalty programs.
    5. Don’t neglect your customers, and even less so your team. Assess their level of satisfaction and find possible faults to correct them. If you keep them up to date and follow up on their needs, you’ll have loyal consumers and employees. Remember a satisified customer will recount their positive experiences to an average of three other people, while a dissatisfied one tells nine.

    Denisse Caballero is Publisher Director at Soicos LATAM, managing campaigns for Telefónica MoviStar, Ford, Bayer and Adidas. With 10 years’ experience in Team Management and Planning, she constantly evolves finding new practices and actions for brands, customers, and teams.

    At Zyncro we know that loyalty is a key factor for your company. For this reason, we offer you all the collaboration and communication tools you need to communicate. Still haven’t tried Zyncro? What are you waiting?

     

     
  • Chris Preston 9:00 am on February 1, 2013 Permalink | Reply
    Tags: , , engagement, ,   

    The Five People Your Business Really Needs to Make Engagement Stick 

    Estimated reading time: 6 minutes

    Editor’s note: Today we have the pleasure of presenting a new Zyncro Blog author: Chris Preston, a navigator of the corporate culture, spends most of his time working with interesting companies that create a wealth of stories, anecdotes and cautionary tales. Chris describes himself as a natural Storyteller, but a terrible Strategist – so the blogs should be good, but probably late. Welcome Chris! :)

    Over the last two years Jane Sparrow and I researched content for a recently released book, The Culture Builders. In doing so, we uncovered the five people you really want in your organisation if you are to make engagement, work, stick and pay dividends.

    The examples we heard, from companies large and small, showed us how great engagers (be they leaders or first-line managers) are adept at inhabiting five roles as they look to move the workforce from caring about the business, to being passionate about it – a difference we term ‘savers and investors’. An organisation full of investors (and they do exist) can achieve amazing things and delight and move their customers way beyond the ‘OK’ mark.

    We use the phrase Investor to describe the levels of commitment, involvement and ownership that people feel and demonstrate when they genuinely feel part of an organisation. The five roles get them there – steering, challenging, talking, doing and inspiring.

    So, I guess the question you’re asking is, ‘who are they… and how do I get them?’… Meet the Culture Builders:

    • The Prophet: the one with the vision for the future, forward looking, inspirationally overflowing. This role is all about what’s over the horizon, and we should all be aiming to get there (the past’s a forgotten place).
    • The Storyteller: bringing the journey to life, uses rich language to localise the vision and help people bridge the gap between where we are and where we’re going.
    • The Strategist: keeping it all on track, aligning actions and people with the goal, ensuring ‘it’s for the long term’. Driving consistency of behaviour and longevity of an initiative to ensure a successful outcome.
    • The Coach: Knowing what makes the heart ‘beat’ of the people in their team, and using that knowledge to engage them fully in the activity, to use the engagement process to grow and challenge them, constantly thinking how.

    These first four are what we term the ‘type’ roles, and describe the ways in which we go about engaging the wider organisation. We know from research that there is a preference for the first one, closely followed by the Storyteller. It’s the Strategist that is the least prevalent in managers and leaders – opening up a whole host of issues around longevity of actions and cost for projects (I’ll talk more about this in future blogs).

    The final role is what we term the ‘style’ role, and focuses more on the personal approaches that a leader of people will rely upon:

    • The Pilot: The person with their hand on the tiller, the calm, firm voice in times of change – a style that colours how the person delivers the four ‘type’ roles and steers teams to act and develop in very different ways (we break this role down into three areas: Authoritative, Inclusive and Enabling).

    I firmly believe that these five roles are made, not born in people, and can be attained by focus, effort and determination. Like many areas of leadership theory, the first step is always going to be recognition of what the situation requires and understanding how you personally get there.

    Interestingly, the really high performing individuals that we met did not possess all five in high levels. Rather they had a balance in the four type roles (so either Prophet or Storyteller high, and either Strategist or Coach high). In terms of the Pilot, those that are highly inclusive are seen to do the best in engagement terms.

    So that’s a quick jaunt through the book’s main thinking. In future blogs I hope to move beyond it, and look more widely at how areas such as trust, dialogue and the corporate environment all build or detract Investors in our organisations. Let me know your thoughts, and what you’d like me to expand on – culture’s a whole world in itself!

     
  • Sara Jurado 9:00 am on October 22, 2012 Permalink | Reply
    Tags: engagement, , , , , , ,   

    How to increase internal engagement in companies 

    Estimated reading time: 4 minutes

    Recently there’s a lot of talk about “engagement” in digital marketing, meaning trying to achieve user loyalty through the social networks, but I’d like to rehash the original meaning of this term, which has been used in HR for some time. Because in the same way we seek to build links with customers, it is important in moments of change, perhaps now more than ever, to encourage employee involvement and commitment. When it comes down to it, internal customers need to be looked after just as much as external ones… So when the socioenconomic environment is rather unfavorable, low-cost labor motivation strategies can have a positive effect not only on employee morale, but on productivity. In fact, according to data from Gallup, companies with a high level of employee involvement in the organization report 50% higher sales and 27% higher profits.

    But what should a company communicate to promote engagement among employees?

    The following infographic, created specially for this post, shows us some points to take into account in social media strategies to achieve this goal:

    • organizational vision and values
    • objectives and goals: the company’s, the employees’ in their job, for the team, department, etc.
    • financial situation and management of the company
    • products, services and processes being developed
    • status of the projects
    • what is happening inside (births, department restructuring, etc.) and outside (how the employment market and the competition is affecting it, etc.) the company
    • corporate social responsibility policies
    • occupational health information
    • internal communication channels (to ask questions, get feedback, announce incidents, etc.)
    • personnel contributions and recognitions
    • social benefits and retribution in kind
    • professional and training opportunities
    • as well as other contents that are not strictly to do with the labor side (atmosphere, social activities inside and outside the company, etc.)

    In the web 2.0 age, it is time to change the suggestion box and the “Employee of the Month” photo for new forms of communication with the workforce, which also act as a stimulus to retain and strengthen human capital. We need to follow Deloitte’s example, a company where more than 3,000 employees have blogs on their social network D Street. Or Evernote’s, where there isn’t a telephone for every desktop but there is a robot for communicating by video conferencing; in the same way, they have installed a giant screen that transmits what is happening in the headquarters so that the employees who don’t work there feel like they do. What 2.0 options would you implement in your company? If you need some ideas… ask on Zyncro! :)

    Sara Jurado is psychologist specialized in career counseling and social media for professional development, and currently works as Professional Counselor at Barcelona Activa.

     

     
  • Tatiana Nascimendo 10:30 am on January 4, 2012 Permalink | Reply
    Tags: engagement, , , , ,   

    Involving the team in Enterprise Social Networks 

    Estimated reading time: 3 minutes

    We’ve been talking a lot about strategies for engagement and participation in social networks recently: communicating transparently, involving the audience, encouraging the company’s customers to participate… It’s an extremely important marketing activity these days.

    In Enterprise Social Networks, it’s no different. Having a social tool in your company that can boost your collective intelligence results isn’t much use if there’s no involvement.

    Getting employees to participate requires good planning, which starts even before implementing and configuring the tool.

    Everyone must be open to change and to the introduction of the social network in the company. So that this happens, the whole company needs to be informed beforehand. Before activating your social network, it’s a good idea to hold a general presentation of the tool, explaining how it works and what the company hopes to achieve with it.

    Another delicate issue is many people are afraid to express their ideas in a corporate environment, as they feel insecure. For this reason, democratizing access to the tool is essential. A truly rich Intranet 2.0 is built from everyone’s participations. It’s the application manager’s job to make this clear and educate users on how to take best advantage of the tool.

    Encouraging involvement using rewards is a good start, but it’s not about seeing rewards as a prize, rather as a recognition. This type of information makes employees feel motivated about continuing to participate and encourages others to start. The key lies in focusing on the user.

    With proper planning and follow-up, an Enterprise Social Network, as well as saving time and money, can become a vital resource for solving problems and even a way for the company to discover potential experts among their employees.

    Zyncro is one of the many tools available on the market. Choose the one that suits your business most, get your team involved and prepare yourself for the excellent returns.


     
  • Diana Moret 10:10 am on April 15, 2011 Permalink | Reply
    Tags: , engagement, , idealism, , social mobilization   

    Optimism, idealism… “digital humanism”. Sound familiar? 

    Estimated reading time: 3 minutes

    Anyone would say that we professionals of the digital world live in a bubble of optimism.  I would like to contribute my own reasons as to justifying a certain idealism to this effect.

    It is true that we are living in pseudo-apocalyptic times with all the earthquakes, political schisms, economic downturn, energy and climatic crisis.  But perhaps the world situation is blurring a hopeful social phenomenon, an unusual opportunity that affects us all in one way or another.  It refers to the power we now have to be able to change the course of history.

    Up until 10 years ago, it was all about globalisation.  To summarise, access to worldwide information.  The common user was just a mere globalised spectator, basically a passive recipient of a lot of information.

    But technology 2.0 arrived and the greatly simplistic collaborative platforms converted the recipient into a transmitter.  Things got complicated.  I would say more like things got interesting…  Now we can position ourselves and act in accordance to the information we receive, play an active part in that communication and convert it into action.  We could call this social mobilisation.   2.0 sector experts are already foreseeing that the consequences of 2.0 will be social to the extent of being philanthropic.

    With projects such as the Actuable petition  in sight, software open source for conflict visualisation and geolocalisation Ushaidi or the educational crowdsourcing portal  that is revolutionizing the teaching of mathematics; Khan Academy, collaborative 2.0 technology (over and above social networks) is already successfully contributing to a world change.

    Continuing with the idea of the optimism bubble, amidst the sheer economic crisis we see the investment in Social Media growing every day.  Companies have become aware of the great opportunity to connect with the public by means of these platforms.  But more or less creatively, as the message is not seemingly conveyed in a purely aesthetic and/or ludicrous manner.

    Yes, without a doubt the experience makes the brand more memorable in the consumer’s mind.  But an entertained client is not the same as a loyal client.

    In an environment of relatively democratic information such as today’s, the brand has the same position of influence or even one inferior to the actual user.  Everything seems to indicate exactly what somebody knowledgeable on the subject once said to me, that dogmas takeover the position of brands and slogans.

    Egotistical and irresponsible brands and promises do not sell anymore.

    Social Media, that almost omnipresent hiper-conscience has made us more demanding in every possible way.  Also in terms of responsibility.  The brand has no choice but to leave its castle and approach its public, step into their shoes, empathise with it, share its interests…  But overall, its concerns.  From a purely marketing perspective, this is how a cause gains importance.  But there is much more than this…  When I say cause, I do not only mean humanitarian help if not philanthropic in a wide sense of the meaning, humanism in general terms.

    Let me explain… it is not about doing big things, of making a contribution to the wellbeing of developing countries nor boasting about it in order to connect with the public.  In a company with a solid philosophy it may be enough to find a space in which employees, collaborators and friends can communicate and express the intangible aspect of the company, its essential values.  ZyncroBlog is a good example of “digital humanism” focussing on connection with the user.

    However, companies that wish to vote strongly in favour of this should have philanthropy (not just humanism) in their DNA as they are being presented with the opportunity to take advantage of investing in Social Media to multiply the social impact of their actions.  It is clear that the benefits are twofold, involvement in the global change and engagement with the user.

    After months of projecting it but only a few days of actually helping companies gain engagement online via humanism, it has become my dream as a consultant.  So, I will take the opportunity of this post to say my farewells as Zyncro digital marketing manager and present myself as a ZyncroBlog collaborator.

    What about you?  Do you share this idealism?

     
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