Harness Big Social Data Online Retailers

Harness Big Social Data Online Retailers

Social media gives consumers a greater insight into supply chain problems and processes around the globe. For better or worse manufacturing locations, labour conditions, warehouses, warehouse system. Packing processes, logistics partners, and their delivery drivers are increasingly associate with the retailer’s brand image.

Retailers and logistics partners have also set up virtual helpdesks via Twitter. We analysed data from Twitter over two years to determine if these have been successful. The answer is only partially.

Our current database contains over 12 million tweets, mainly from companies. Located in English-speaking countries and customers all around the globe. As shown in the below figure, the data is spatially distribute.

Retailers, logistics service providers, and end consumers are creating social data. Together as part of their everyday business practices in the supply chain. Customers can reach retailers via Twitter at any stage of the e-retail logistics cycle.

This includes issues with online shopping carts, order processing delay. Issues with tracking information and delivery delays, service provided to the relevant logistics/parcel shipping firm. Damaged packages/items or missing items, reverse logistics processes, and other logistics problems.

Parcel shipping companies should be contact regarding tracking information availability and accuracy. Clarity and clarity, as well as delivery problems including delays, driver behaviour and missed deliveries.

Conversations were of various lengths, with two tweets from customers and one from the company being the shortest. Conversations that last longer could include customers and other companies. They also included all the good, bad, and ugly.

The Good Social

Positive feedback from the retailer, logistics service provider, or both was a sign of a good conversation. These conversations are usually short. These conversations are often short and focused. Customers also use Twitter to voice their concerns and companies respond via the platform. The positive outcomes are visible for customers and companies.

These conversations add value to customers and reflect well on the brand. A small percentage of customers had issues that require resolution and both the shipping partner and the retailer were involve. There is a lot of potential for joint customer service between logistics service providers and retailers.

The Bad Social

Bad conversations are when customers raise problems and are referred directly to Twitter’s messaging platform or other traditional channels (email, telephone numbers), but the results are not visible to others customers and thus generate little value for the brand.

According to our research, customers don’t often return to Twitter to express gratitude for companies who have helped them solve a problem via another channel. Customers do however use Twitter to complain that they are not getting timely replies via traditional channels or social media.

The infrequent involvement of parcel shipping companies when customers specifically mention them in their complaints to retailers was another issue. The problem with the lack of involvement by shipping companies is the message that it sends to consumers about the strength and stability of the supply chain.

The Ugly Social

Ugly conversations were those that were unintentionally started by promotional tweets, which reminded customers about their recent or current frustrations with a retailer’s or logistics provider

These situations often lead to customers sharing their experiences with each other and can place customer service personnel in damage control mode. The backlash was triggered by consumer experiences with delays in delivery around Christmas and confusion about information on relevant websites regarding order processing and shipping times.

Customer Service Conversations

These customer service interactions result in a large amount of social media data being created every day. For companies to understand the need for process improvements, they must examine both the volume of unstructured data generated by their processes and those of their competitors.

Managers should ask themselves whether their existing big social data analytics platforms are providing the right insights to improve their supply chains and build their brands.

We found that Twitter data shows that companies are not responding to customers as quickly as they should.

UPS responds quickly, but it will redirect you to another channel. However, many other companies take hours or even days to reply to customers.

A positive brand practice is to follow up with customers on the public platform once an issue has been resolved via DM and email. This only happens in a small number of cases.

Also, supply chain partners need to coordinate their Twitter-based customer services strategies to be able to resolve customers’ issues and provide seamless experiences. Retailers and their supply chains partners must be open to the possibility of using big social data to improve process efficiency.