How social disrupts customer, product and operating cycles


I came across a great blog post by Neil Davey – “Is social consciously deployed in your customer management model?” which talks about how social is disrupting traditional models of customer management. It’s great to see organisations recognising the growing importance of social but many see social only in its salient manifestation (Facebook, Twitter, etc.) and not the social business philosophy it encourages (the internal culture).

The charts below from Neill’s post highlight how the ‘social’ philosophy, when made the heart of the organisation, can aid a multitude of processes – and isn’t just limited to being a channel for disseminating marketing messages.

Customer cycle — to make people aware of the brand, encourage and facilitate purchase, encourage and facilitate consumption/use, and help manage dissatisfaction through another channel for customer service and reputation  management. The value-added offering to customers can result in greater channel advocacy which then drives further awareness.


Product cycle — help design new products, increase their speed to market, build early sales quicker so as to maintain a price premium for longer, or to understand the functions and features customers would appreciate most.

FRANK media - product cycle social media

Optimising costs of sales, marketing and services — by providing new communications channels to supplement traditional media, providing new distribution channels offering lower transaction costs, or enabling peer to peer self-help and service channels, listening to issues to reduce the ‘cost of failure’.

FRANK media - optimise costs social media

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