2Know Magazine: Sharing KM Knowledge
2Know: Sharing KM Knowledge
July 2019 - Magazine No. 238
July 2019 - Magazine No. 238
Edition:

Facebook's developers conference was held this last April. Facebook announced an overall facelift which will enhance communities. According to Zuckerberg, 400 million of 2.3 billion Facebook users are members of a community/group which they claim is very meaningful to them. Users will now be presented more content from these communities. Furthermore, the communities will now include features that will provide a more meaningful UX, such as sharing content from the community outwards or the ability to send posts to be published anonymously, for those who prefer not to be exposed (The Marker).

 Let's take a step back: What is a community?

A community is a group of people that share at least one characteristic: geographical location, cultural and historical heritage, shared interests, shared opinions, etc. Despite the different definitions of a community, they all provide their members with a sense of shared identity which makes them feel part of something greater. This feeling leads to attempts at creating unique symbols of identity (slang or professional lingo, symbols, values, attire, norms, etc.)

Communities used to exist mainly physically. Nowadays, communities are mainly digital entities managed on social media, such as Facebook, YouTube, WhatsApp, etc.

What is a digital community?

A group of people that creates a network of relationships and meets virtually in a digital environment. Digital community members share an interest and motivation which they act together to attain. They initiate personal relationships. While some communities are founded virtually, some communities begin as physical communities and then operate mostly virtually.

Nearly all of us are members of digital communities on Facebook, WhatsApp, Instagram, Twitter, YouTube, and LinkedIn.

Here are some tips for setting up and managing digital communities, including business conduct in these settings.

First, ask yourselves: do I need a digital community on Facebook? What do I want to attain? Can a digital community assist me in achieving this goal? What will be the agenda and values of such a community?

Consider the strategy behind your community, as it will assist you when later managing it.

After deciding that a digital Facebook community is indeed the solution for you, here are the four basic elements that must be considered: analysis, regulation, content, and target audience.

 

Community analysis

Before setting up a community, you must consider the following:

What are the subjects that will be discussed in the community? While the community will obviously revolve around a specific subject, you must analyze what subsidiary subjects will be discussed in the community. For example, a mothers' group may be able to contain dilemmas from various fields from the world of motherhood yet cannot provide its members with medical information.

Community secrecy- who has access to the community. Will it be open to everyone or only for those that were accepted after requesting to join it? Will it perhaps be secret, available only to those invited by community managers?

Post authorization- can any community member publish a post, or can the manager authorize posts before they are made visible to others.

Community regulations- once you've analyzed your digital community, you must back it up with regulations. They must refer to the following issues:

What is the required content? what subjects does the group discuss?

What is the procedure regarding deleting community members' posts by community managers?

Accepting members- what is the group's target audience, who can be accepted to it?

Marketing- will the community include any marketing activity or not?

 

The community's content

Now that you've analyzed your digital community's activity and enforced it with regulation, let's talk about content. Content is, after all, the reason this community exists.

Content is no longer just written words. Writing relevant, useful content of value to readers generates a connection that eventually leads to attaining business results. Content affects us readers in several manners: we feel towards it, we expand our knowledge, we formulate opinions on which we base the decisions we make.

So, how can you create quality content for your digital community?

Don't market the community, rather market community members' experience as part of it.

Provide content that adds value to its readers, not content uploaded for the sake of uploading content. Adapt the post to the community's objectives, agendas and values. Even if the content revolves around the community's theme- not every content is appropriate.

Develop a unique lingo for your community, complete with recurring phrases and columns. Make use of all types of content according to its theme: text, pictures, video. Don't just "drop" links or pictures without any accompanying text.

Apply correct writing principles: titles, paragraphs and punctuation are essential.

Don't write alone. Use your community members and ask them to share their experiences.

Identify leading figures and ask them to upload content.

Upload content frequently, so to attain continuity and generate expectations.

If you've decided to use the communal platform for marketing, do not market aggressively.

Run A/B tests constantly to determine between two options.

Respond to all posts and comments published by community members- an empty post is a sad post. Refrain from inappropriate language. Adapt your responses to the post, rather than using the same fixed response.

Check your posts' stats on a weekly basis- which posts gained the most exposure, what garnered more responses, what generated conversation and what did not.

How do you know you've succeeded?

Your content has led to community involvement (exposure, responses, sharing).

Your content has echoed for days later.

You know you've succeeded when readers screenshot the content and forward it.

 

Here are some examples of winning content in digital communities:

Chains, such as "get to know" chains, dilemmas, expectations, open answers

Consulting members regarding issues related to the community

Recurring columns

 

The community's target audience

Last but not least is the community's target audience. Digital Communities' target audience is comprised of three types:

 Lurkers- consume content yet do not respond. Lurkers learn and draw knowledge and usually fear exposure

Posters- take part in the community, upload content, respond and distribute the community's content throughout the web

Leaders- assist others, initiate interactions and promote involvement

There's also the community manager that is meant to lead the way. They are supposed to create an environment fit for your digital community- lingo, atmosphere, taking care of the community website's technical settings and instructing members how to use them.

Furthermore, managers must support the participants' various needs, including their needs for knowledge and inspiration, social recognition and exposure, and leadership. They also need to advance members from one phase to another: from Lurkers to Posters, from Posters to Leaders.

 

How can you recruit your target audience to the community?

  • Invite friends
  • Advertise the community in other platforms
  • Identify leading figures and recruit them as an active part of the community

 

Experience

Once you've completed the four stages of setting up a community, all that's left is to manage it. Try out as much as you can, test what's right for your community. This will allow you to adapt the content better in the future.

Community managers have communities of their own, too. If you have questions you can always use the following manager forums:

  • Community forward
  • Commagain
  • Facebook Community Managers consulting

 

Written By Sagit Salmon

Recently, the "six-minute law" has been instated in Israel. This law requires companies to answer customer calls in six minutes or less. The law applies to large organizations in the fields of communications, internet, banking, insurance, electricity, gas, water and emergency medicine. While the law does not apply to all companies or all calls, we are all customers and therefore are all too familiar with long waits on the phone. The aggravation and dissatisfaction are added to the already eminent problem (if there wasn't one, we wouldn't be calling).

 In a competitive market, companies differ from one another, partly due to the service they provide. Good service is not just about courtesy and solving problems, it's about quick, simple response at the right time.

Obviously, telephone service is not the only service available nowadays. There are several alternative digital service channels: websites, apps, Chatbot, text messaging, WhatsApp, social networks.

Then why do we need the "six-minute law"? And how can it be that in this multi-channeled age telephone call centers are still receiving so many calls?

It seems that the organizational service pie chart should be divided differently.

 

Here are some ideas:

We want people to call less? Let's provide them with some options. You constantly hear enthusiastic reports of some new idea that enables more independent and efficient service. Customers desire it, and technology has evolved and can now provide. Have we recently mapped all actions and information made accessible to customers? Do we hold clear data on the subjects of customers' call centers? Let's compare accessible to required data and try to close the gap. We might discover more information and actions that can and should be made accessible (including complex issues on which we've previously refrained to touch). We just might discover that some accessible data isn't sufficiently accessible (complicated, time consuming, wrong timing, incoherent wording).

What platform are we using? Does it coerce us to handle knowledge and processes more than once? If so, you might want to consider a change.

Do we aim to reduce the human factor in service (or at least not increase it)? Should we recruit more representatives to answer chat or text messages?

Let's utilize human resource differently and train work representatives on different channels.

 

What does the organization gain from all of the above? Loyalty, customer satisfaction, market advantage, saving on HR and maintenance. And the clients? They save time and gain independence and satisfaction. Also, it will give them peace of mind, which is equally important.

Written By Maskit Rubinstein, Maskit Robinshtein

Every once in a while, someone publishes an article warning us from a drastic change in our workplaces that will replace us human workers with robots. Science fiction dystopias show us how bad this might turn out.

Yet if we snap back to the reality of 2019, it seems to be that various automation processes have been applied to replace human labor. when applied to processes, this phenomenon is referred to as Robotic Process Automation (RPA)- a software that turns repetitive work processes to automatic processes.   

Raphael is a sales coordinator at a hi-tech company. Every time he gets called via the company website, he must complete the following tasks:

Check whether the caller is registered in the CRM system. if not, register them as a new/potential customer and record the call.

Transfer the call to the relevant party in the organization according to product, geographical location and type of call.

Define a task for said party- customer handling (using the task managing tool).

In case of potential customer, the sales manager must complete the following:

Send an initial e-mail to the customer with the appropriate pamphlet (retrieved from the document library) inviting them to make a phone call (scheduled after checking customer's availability by reviewing their calendar).

Document their status in the task managing system.

Update the weekly report sent to their manager.

These actions require working with several systems and transferring data from one system to the other. As such they consume much valuable time. Raphael feels his potential is being wasted and in turn his motivation decreases. Subsequently, the sales manager might send the wrong pamphlet.

This is where robotic automation comes into the picture. You feed the scenario into the management interface and the robot knows how to interface with the different systems and perform the actions on its own. The interface is user friendly, and whoever defines the tasks doesn't need to know how to program- which means no more depending on development personnel. In some cases, the robot can even identify the actions performed in the user interface and define the action itself so that the sales manager will waste less time operating the operational systems and dedicate more time to the customers. Raphael can utilize his skills for more advanced and fulfilling tasks, rather than burnout due to repetitive, menial work.

One robot can perform several tasks simultaneously. Robots don't have workers rights and can work 24X7, enabling maximal availability to customers.

The next step will be a robot that follows orders, learns the work routines and suggests other processes that can be automated. The data collected by the robot can contribute to the development of the business such as identifying growing markets or organizational data flow weak spots.

 

In conclusion, robots are not replacing workers. They are merely providing them with more time to develop and evolve, thus advancing themselves and the organization. The cost of an RPA solution is worth saving the hours that workers waste on repetitive, structured processes.

Knowledge workers are the big winners from working with robots. Thanks to the robots, they can invest more time in creative thinking and developing their own knowledge and information as well as the organization's data. Everyone wins.

 

Written by Rom Knowledgeware
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