The customer service profession has undergone a significant transformation, both in the ways that customer service professionals do business and in the ways that customers adapt to interacting with companies in a newly connected environment. Social computing has vastly altered both the expectations of customers and the capabilities of corporations in the area of customer relationship management.

How Social Computing Improves Customer Service

Customers are now incredibly empowered. Companies are closely monitoring social computing not only because they are mindful of the negative comments posted by social network members, but also because they perceive an opportunity to involve customers proactively to reduce problems by improved customer service.

Empowered customers know how to use the wisdom and power of crowds and communities to their benefit. These customers choose how they interact with companies and brands, and they have elevated expectations concerning their experiences with a company.

They are actively involved with businesses, not just as purchasers, but also as advocates and influencers. As a result, businesses must respond to customers quickly and appropriately.

Fortunately, social computing provides many opportunities for businesses to do just that, thereby giving businesses the opportunity to turn disgruntled customers into champions for the firm.

Consider the following examples:

• Qantas airlines (www.qantas.com.au) had a policy that required flyers to store large musical instruments in the cargo hold. Unfortunately, policy sometimes caused damage to the instruments. After suffering dollar 1,200 in damage to his saxophone, one customer, Jamie Oehlers of Australia, organized a Facebook campaign to persuade the airline to eliminate this policy. When one person complains, he or she typically receives a nice letter, but company policy most likely will not change. When more than 8,700 people joined forces on Facebook (including members of national symphony orchestras), however, posting stories and pictures of instruments that had been damaged in the cargo hold and threatening to boycott the airline, Qantas had to listen carefully. The airline announced that they had listened to their customers and changed the policy. The new policy allows small musical instruments as carry-on baggage.

• Safeway, a large grocery chain, operates a customer club that provides members with instore discounts. The company also sends e-mails to customers that contain coupons and a description of what is on sale as well as an online newsletter with health news and recipes, shopping tips, etc. To extend this service, Safeway invites you to become a Facebook fan and follow the company on Twitter. This way you will be the first to know about exclusive promotions and savings. Plus, you are able to connect and share information with other Safeway shoppers.

• Best Buy is a large appliances retailer that sought to augment its in-store business by attracting online customers. The company developed a unique strategy to provide real-time customer service by utilizing its Twitter’s @twelpforce account. Best Buy permitted the “blue shirt” members of its Geek Squad tech support service and corporate employees to staff its @twelpforce. In addition, any Best Buy employee working on company time can provide answers by using an @ reply to the customer. About 4,000 employees signed up to answer questions. By tagging their tweets with Twelpforce, these employees send their answers through the @twelpforce account. Anyone can then search the feed for topics they are researching.