Answer to Question 1
B
Answer to Question 2
In social CRM, because relationships emerge from a joint activity, customers have as
much control as companies. This characteristic is an anathema to traditional sales managers who
want control over what a customer is reading, seeing, and hearing about a company and its
products. Further, traditional CRM is centered on lifetime value; customers who are likely to
generate the most business get the most attention and have the most impact on the organization.
But, with social CRM, a customer who spends 10 cents but who is an effective reviewer,
commentator, or blogger can have more influence than a quiet customer who purchases 10
million a year. Such imbalance is incomprehensible to traditional sales managers.
