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20110916 social business agenda
1.
Social Business Agenda Transforming
Relationships for Growth, Innovation, and Efficiency
2.
The Fifth IT
Era: The era of Social Business Social Internet PCs Departmental Mainframe Technology enabled Business Transformation ©2011 IBM Corporation 2
3.
What is a
Social Business? Engaging Transparent Nimble ©2011 IBM Corporation 3
4.
Social Media vs.
Social Business Social Media Social Business Nimble E nga ge d T ra ns pa re nt Primarily marketing and PR Encompasses organization and business processes ©2011 IBM Corporation 4
5.
The Social Business
Agenda Align Organizational Goals & Culture Gain Social Trust Engage Through Experiences Network Your Business Processes Design for Reputation and Risk Management Analyze Your Data ©2011 IBM Corporation 5 Source: “Get Bold: Creating a Bold Social Media AGENDA for Your Business” by Sandy Carter, ISBN: 0132618311, Copyright © 2011, IBM Press
6.
Goals Drive the
Appropriate Engagement Model, Tools & Analytics Goals: Goals: •Help our banks “Act Big” •Create innovative new •Provide single solution to products customers •Create markets CULTURE eats strategy for lunch! ©2011 IBM Corporation 6
7.
BASF Goals: Cultural Approach:
©2011 IBM Corporation 7
8.
Sun Life Goals •Drive Revenue
& Profit Through… – Attracting Millennium Workers – Attracting Millennium Customers – Capture and Share Expertise (Sun Life on Main Stage @ Lotusphere) Culture •Executive Sponsorship •Social Guidelines and Policies •IdeaShare: 330 New Ideas ©2011 IBM Corporation 8
9.
Culture Driven by
Strong Governance Executive Digital Council Sponsors Key Activities Community Center of Management Excellence Content Standards Management Reputation / Metrics & Risk Mgmt Measurement ©2011 IBM Corporation 9
10.
Align Organizational Goals
and Culture Social Computing Guidelines: Spring May 2005 IBM Case 2008 Study: Empower everyone to participate Employees = brand ambassadors Digital Council Align Corporate Build a culture for participation starting Culture inside first Experiment. A lot. Gaming. Jams. ©2011 IBM Corporation 10 10
11.
Gain Social Trust
Friends Responsive Transparent & Open Tippers & Consistent Followers Expertise & Thought Leadership ©2011 IBM Corporation 11
12.
Cars.com – Trust
with dealers ransparent & Open: Consumer Dealer Reviews ©2011 IBM Corporation 12
13.
Gain Trust: CEMEX
“Shift” ransparent & Open: Over 95% Participation xpertise & Leadership: Over ©2011 IBM Corporation 13
14.
Engage through Experiences
What is an Exceptional Experience The Usage Life Cycle Engagement 1st Time Regular Passionate Unaware Interested Participant Participant Participant Source: “Designing for the Social Web” by Joshua Porter Consumption Integrated: Consistent online and offline Interactive: Gaming, Video Mobile, Virtual Gifting Identifying: Personalized, knowledge of you ©2011 IBM Corporation 14
15.
Engage: 1-800-Flowers Integrated Online
Sites AND Store Experience ©2011 IBM Corporation 15
16.
Engage: Children’s Hospital
Interactive video Masters site Run by IBM Videos HD / Avatars / Content IBM Interactive Solution Runs on Thumb Drive Learning powerful “Teaming Dr J. Burns, Skills”, different locations, Cloud Based Updates Children's Hospital generating “hypothesis” Boston Social Network ©2011 IBM Corporation 16
17.
Engage: Creek Watch
Interactive Mobile Crowdsourcing to Clean Up Waterways Use your iPhone – take a picture Upload: water level, flow rate, trash level Aggregated data is consolidated and shipped to the water control boards in the local regions Copyright IBM Corporation 2010. All rights reserved. creekwatch@almaden.ibm.com ©2011 IBM Corporation 17
18.
Engage: Interactive Social
Gaming ©2011 IBM Corporation 18
19.
Engage: Godiva Interactive virtual
gifting Branded virtual gift for Facebook & MySpace members ©2011 IBM Corporation 19
20.
Engage: Faberge Identifying the
Inner Sanctum ©2011 IBM Corporation 20
21.
Engage: Colgate Identifying with
personalized targeted audience Most kissable person contest! Over 3.5M Views! ©2011 IBM Corporation 21
22.
(Social) Network Processes
Social Business Outcomes isten to market Traditional Business Deeper client uild advocates Marketing, relationships Customer Service Push' marketing mbed social in process ontrol brand Speed-to- onnect in and outside Product Market & Service nvest R&D Development uild communities deas from inside Adaptability to ct small Operations, Market Human iloed Resources igid ©2011 IBM Corporation 22
23.
Social Enable Your
Marketing OLD PROCESS: Direct Mail, eMail, Telephone, Advertising, PR, Events Lead Generation Lead Nurture Lead Conversion Marketing Process SOCIAL ENABLED PROCESS: Chilean Govt Found China wine Found tippers Gained trust communities Sent wine sample Entered China Joined conversations Engaged in contests market ©2011 IBM Corporation 23
24.
Value of Social
Business for Sales and Marketing Management Realized benefit - median improvement % Increase effectiveness of awareness (realized by 52% of respondents) Increase revenue (realized by 18% of respondents) Increased effectiveness of conversion (realized by 52% of respondents) (*) “The rise of the networked enterprise. Web 2.0 finds its payday” – McKinsey Global Survey Results, 2010 ©2011 IBM Corporation 24
25.
Social Enable –
Customer Service OLD PROCESS: Reqmts Definition Develop Ramp Up Life Cycle & Concept & Plan & Qualify & Launch Mgmt Content Management Process SOCIAL ENABLED PROCESS ©2011 IBM Corporation 25
26.
Value of Social
Business for Customer Service Realized benefit - median improvement % Increase customer satisfaction 18% (realized by 77% of respondents) Reduce marketing costs 15% (realized by 45% of respondents) Reduce support costs 10% (realized by 35% of respondents) 0% 5% 10% 15% 20% (*) “The rise of the networked enterprise. Web 2.0 finds its payday” – McKinsey Global Survey Results, 2010 ©2011 IBM Corporation 26
27.
Social Enable –
Product Development OLD PROCESS: Product Development Process SOCIAL ENABLED PROCESS: IBM Site to solicit product ideas ©2011 IBM Corporation 27
28.
Value of Social
Business for R&D and New Product Development Realized benefit - median improvement % Increase speed of access to external experts (realized by 40% of respondents) Reduce time to market for new products/services (realized by 29% of respondents) Increase number of successful innovations (realized by 28% of respondents) (*) “The rise of the networked enterprise. Web 2.0 finds its payday” – McKinsey Global Survey Results, 2010 ©2011 IBM Corporation 28
29.
Social Enable -
HR Resource Sharing OLD PROCESS: Human Resource Process SOCIAL ENABLED PROCESS: Celestica 2010 Celestica #1 Game Changer Award Winner ©2011 IBM Corporation 29
30.
Value of Social
Business for HR and Talent Management Realized benefit - median improvement % Increase speed of access to internal knowledge (realized by 77% of respondents) Increase speed of access to internal experts (realized by 52% of respondents) Reduce internal communications expense (realized by 60%) (*) “The rise of the networked enterprise. Web 2.0 finds its payday” – McKinsey Global Survey Results, 2010 ©2011 IBM Corporation 30
31.
Design for Reputation
and Risk Management ©2011 IBM Corporation 31 Source: “Get Bold: Creating a Bold Social Media AGENDA for Your Business” by Sandy Carter, ISBN: 0132618311, Copyright © 2011, IBM Press
32.
Risk Management
• Develop Policies • Management Oversight • Regulatory Compliance • Network Security Integrated tools are available Real time monitoring Moderation of content Contextual logging Archiving of activities and events E-Discovery compliance Regulatory Compliance ©2011 IBM Corporation 32
33.
Analyze Your Data
Business Drivers Competitive Analysis Corporate Reputation Customer Care Campaign Effectiveness Product Insight Source Areas COMPREHENSIVE SENTIMENT FACEBOOK ANALYSIS Keyword Search Dimensional BLOGS Dimensional Analysis Navigation Filtering Drill Through to Voice DISCUSSION FORUMS Content AFFINITY ANALYTICS EVOLVING TOPICS TWITTER Relationship Relevant Topics NEWSGROUPS Tables Associated Themes Relationship Matrix Ranking and Volume Relationship Graph MULTILINGUAL ©2011 IBM Corporation 33
34.
Analytics: Gatorade's Command
Center ©2011 IBM Corporation 34
35.
Social Business Reference
Architecture Describes the capabilities available from IBM and IBM Business Partners to implement social business solutions Change Strategy Roles Processes Applications Management Social Business Solutions Transform business processes using social technologies User Experience and Mobility Solution delivery and Solution Interaction Content Insight management planning, design and Social Business Foundation Technologies Hybrid model development Enable data capture, analysis and collaboration supporting cloud and on premises Identity Integration Governance, Compliance components and Management and Security Business process Information Business analytics management management and optimization Cooperative Application Technologies Integrate business functions with the social infrastructure ©2011 IBM Corporation 35
36.
¡Muchas gracias!
fmendes@br.ibm.com fgfmendes.blogspot.com Flávio Mendes Rio de Janeiro - Brasil IBM Latin America Portal and Social Business Tel 55 21 9999-9559 Tiger Team Leader Email: fmendes@br.ibm.com Blog: fgfmendes.blogspot.com ©2011 IBM Corporation 36
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