Indviduellverkaufen von social media zum social crm-kam final 26062014

© 2014 International Business Machines Corporation
Individuell verkaufen – von Social Media zum Social CRM-KAM
Anwenderbericht: Erfolgreiche Nutzung von Sugar im Rahmen
des IBM Sales Transformation-Projects, Bochum 26. Juni 2014
Business is People 
Friedel Jo(n)ker
IBM Software Client Leader
Retail & Consumer Products

2
Agenda
1
IBM at
a glance
2
IBM’s
strategy
3
From Social Media
to Social CRM-KAM

3
IBM at a glance
We create business value for enterprise clients through integrated solutions that
leverage innovative IT and deep business insights
$99.8B2013 Revenue $18.0B2013 Income
Operations in over 170 countries
Services
Key Business Segments
Software Hardware
Research Financing
A highly inclusive workforce with:
more than 430,000 employees
nearly 70% with less than 10 years of service
nearly 50% work remotely on typical day

4
IBM’s governance model
We engage leaders across the company to manage everything from strategy through execution
BUSINESS UNITSGEOGRAPHIES SECTORS LEADERSHIP GOVERNANCE
Asia Pacific
Europe
Greater China Group
Japan
Latin America
Middle East & Africa
North America
Sales & Distribution (S&D)
Global Business Services (GBS)
Global Technology Services (GTS)
Software Group (SWG)
IBM Watson Group
Information and Analytics Group
Software and Cloud Solutions Group
Systems & Technology Group (STG)
IBM Global Financing (IGF)
Research
Communications
Distribution
Financial Services
Industrial
Public
Operating Team
Strategy Team
Technology Team
Client Experience Team
Performance Team
Growth & Transformation Team
GLOBALLY INTEGRATED SHARED SERVICES
Finance
Marketing/Communications
Integrated Supply Chain
HR Real EstateBT/IT
Sales Management Support
Legal

5
1
IBM at
a glance
3
From Social Media
to Social CRM-KAM
Agenda
2
IBM’s
strategy

6
Advances in technology and computing intelligence are
ushering in a new era of “THE SECOND MACHINE AGE”
Back Office
Computing
Tabulating Systems
Programmable Systems
Client Server
PCs
World Wide Web
eBusiness
Cognitive Systems
IBM Watson
Social, Mobile, Cloud
Big Data, Analytics & Cognitive
90s80s60s 2010s1900s 2014

© 2014 International Business Machines Corporation 7
Mobile
Cloud
This new era is reshaping global corporations and the IT landscape. It
´s the Re-Invention of the “Social Enterprise”/”Social Business” by
Social
Internet of Things

A Social Enterprise is any company that has integrated and operationalized social media
within every job function to generate and implement value driving Ideas by smarter
processes and technology.
The World
of Ideas
Defining the Social Enterprise/Social Business

9
The rise of the Social Enterprise and its Business Value
-Driving ROMI (Return On Marketing Investments)

10
Smarter
Planet
Business
Analytics
CloudCloud
Growth
Markets
Growth
Markets
Smarter
Planet
Smarter
Planet
Business
Analytics
Business
Analytics
CloudCloudCloudCloud
Growth
Markets
Growth
Markets
Growth
Markets
Growth
Markets
Watson
Mobile
Social
Business
Security
WatsonWatson
MobileMobile
Social
Business
Social
Business
SecuritySecurity
IBM’s strategy of innovation, transformation and higher value
Make markets by transforming
industries and professions with data
Remake enterprise IT
for the era of cloud
Enable ‘systems of engagement’
for enterprises, and lead by example
SHIFTS STRATEGIC IMPERATIVES GROWTH PLAYS
Data is becoming
the world’s new
natural resource
The emergence of cloud is
transforming IT and business
processes into digital services
Social, mobile and access to data
are changing how individuals
are understood and engaged

Three shifts in the industry are informing IBM’s strategy
500 million DVDs
worth of data
is generated daily
1 trillion connected
objects and devices by 2015
80% of the world’s data
is unstructured
25% of the world's applications
will be available
in the cloud by 2016
85% of new software
is being built for cloud
72% of developers say
cloud-based services or APIs
are central to the applications
they are designing
80% of individuals are willing
to trade their information
for a personalized offering
84% of millennials say social and
user-generated content has an
influence on what they buy
5 minutes: response time users
expect once they have contacted a
company via social media
Data is becoming
the world’s new
natural resource
Data is becoming
the world’s new
natural resource

12
IBM’s strategy is defined by three corresponding imperatives
Make markets
by transforming industries
and professions with data
Remake enterprise IT
for the era of cloud
Enable ‘systems of engagement’
for enterprises,
and lead by example
 Enterprises need to apply more
sophisticated analytics across
more disparate data sources in
more parts of the organization to
drive business outcomes.
 Enterprises need to develop
‘speed of insight’ and ‘speed of
action’ as core differentiators to
capture the time value of data.
 Enterprises increasingly need
cognitive capabilities to change
the game in industries or
professions.
 Enterprises need to integrate
public and private clouds with
back-end systems to create
dynamic, hybrid environments.
 Enterprises need to manage
cloud environments with the
same rigor as an on-premise
datacenter.
 Enterprises will benefit the most
by using cloud to reinvent core
business processes and drive
innovation.
 Enterprises need to use mobile
and social to increase speed and
responsiveness, and meet
customers, partners and
employees where they are.
 Enterprises need to personalize
every meaningful interaction to
offer more value.
 Enterprises need to continuously
earn the right to serve customers
by providing privacy and security
and earning trust.

13
1
IBM at
a glance
2
IBM’s
strategy
Agenda
3
From Social Media
to Social CRM-KAM

14
Evolution of CRM/KAM into Social CRM-KAM
1970s
Rolodex
1980s
Spreadsheet
1990s
Client-Server
2000s
Thin Client and
Web-based
2013s
Social
CRM-KAM
Department focused
Corporate focused
Social Enterprise focused

15
Examples of Market Innovations by Digitizing, Big Data and Big
Personalization

16
How to drive value from digital by analytics

17
IBM´s Follow the Ship Model Part 1
Define the Vision
Putting the “I” in Social CRM-KAM
Social, Mobile, Analytics & Cloud are disrupting everything you thought
you knew about IT, and accelerating enterprise transformation today.
Mapping these industry trends into a Social CRM-KAM strategy that helps
individuals get their job done is the challenge facing CIOs around the
world.
Learn how my TEAMs and “I” have built and use CRM and KAM
at World leading companies and what “I” THINK about how
companies can integrate Social into CRM-KAM and move into
the Social Enterprise as IBM has done it with SalesConnect.

18
Build the New Social CRM-KAM

19
From my german Industrial Database Segmentation Model from
1986 to my Social CRM-KAM Model 2014
From Contact to Client Network & From Solutions to Sales
CXO Finance Marketing Sales ITServiceControlling
From Sales
to Service
Technology-Barrier
From Social
Networking
to
Business
Development
(BD)
From BD
to
Sales
Client Listening (Employees, Google Alerts, RSS-Feeds,..)
Social Blogging (Twitter, Wordpress,..)
Social Events (Executive Conferences, Area Conf.,..)
Social Networking (Xing, LinkedIn, Facebook,..)
Social Webinar (Slideshare, Scribd,..)
Solution Webinar
Sales Webinar
Innovation
Workshop
Experience
Workshop
POC
Project
Consulting
Service
Strategic
Account
Management (SAM)
in Social CRM-KAM
SalesConnect
C2
C1
C3
Decisionmaker-Focusing
SocialListening
From Digital
Marketing
To
Social
Networking

20
Social CRM-KAM –Digital Marketing Campaign. How it All Works Together
Home
website
Internet
Mobile
Social
Email
Search
LIVEProfiles in
SalesConnect
Digital
Marketing
Campaign
Intelligent Offer
Personalized Web
content
AdTarget
Personalized Banner
Ads based on
Interaction
Search
Web Analytics
LiveMail (Pilot TBD)
Personalized Email based
on Interaction
Lifecycle
Social Analytics
Awareness and insightAwareness and insight DecisioningDecisioning ExecutionExecution
Mobile Analytics
Email
Internet
Home
website
Self Nurturing
Planned or Trigger Based
Personalization
From Digital
Marketing
To
Social
Networking
From Social
Networking
to
Business
Development
(BD)

21
M.I.T. Enterprise Architecture Benefits by Architecture Stages

22
CRM-KAM Architecture Layout 2010

23
IBM´s own Social CRM-KAM-SalesConnect Transformation Path
to Business Value – Leading by Example

24
Where we are in June 2014. IBM SalesConnect
Platform –Simple, Integrated and Social
Simple
Streamlined Selling Processes
Technology enabled “simplicity”
Simplified User Experience
Mobile-enabled
Available “where we work”
Integrated
Lotus Notes Mail and Calendar
Internal/External Client
Information
Reporting & Analytics
Social
Collaborative Work Spaces
Subject Matter Expert
Recommendations
Tagging, Following, News feeds
Business
Modularity

25
Key changes Benefits for sellers and sales managers
Sales forecasting will be streamlined • Converge 50+ tools and unique business processes to one
• Enter opportunity management data once, and it’s used for forecasting
• Easily see other sellers’ views across Brands and Business Units
• Less time to reconcile forecasts across different parts of IBM
• Consistent forecasting terminology reduces confusion
• Mobile and social
• Use Android, iOS, and BlackBerry devices to update roadmap status
• Get updates instantly on the deals you choose to follow
Sellers will be directly engaged in forecasting • Sellers own their roadmaps for their forecast
• Seller forecasts are visible to management throughout the process
• Eight sales roles can each forecast a deal, so there will be no need for sellers to change other sellers’ forecast data in the
opportunity record
• Cross-team view of Key Deals, progress indicators, and steps to closure
• Sales managers leverage seller input for multiple purposes
• Managers will have a full view of seller forecasts and gaps to target
• Managers will be better enabled to coach and address issues
• Managers can add their view to what rolls up
Data is near real-time throughout the process,
including reporting
• Data will be more accurate across and within Brands and Business Units
• Updates will usually be visible to management within minutes, and no later than within an hour
• On demand enriched reporting capability within SalesConnect
• Facilitates faster, effective business decisions
Where we are in June 2014. IBM SalesConnect
Platform –Forecasting Integration on the road

26
IBM SalesConnect brings a social dimension to selling
… internally and externally

27
IBM SalesConnect brings insight and analytics to selling
… at all levels of the organization

28
EcosystemSocial
CloudMobile
IBM and SugarCRM
Open Social
Business Platform
IBM SalesConnect brings Social-CRM-KAM into the
Hands of IBM employees

29
IBM´s new Social CRM-KAM Architecture as of March 2014
SAP

30
Drive the Change – Lessons Learned
A tightly knitted Change Management plan (communications, messaging, education,
stakeholder management, etc.)
Design/Integrate the user experience from sellers’ perspective and involve them.
Engage the business at all levels and frequently. Make them part of the solution.
Use an agile approach; remain flexible and change with the business
Define a master data strategy early.
Adoption is key.. But, it takes work

IBM moved FAST into the Social Enterprise/Social Business
with the GLOBAL CRM-KAM Transformation

32
Social
CRM-KAM
Social
Product
Innovations
Social
Branding
Social Smarter
Commerce
Social Media
Management
I ndividuals
Social
Customer
Service
Social Data
Management
Social
Analytics &
Controlling
Social
Talent &
Learning
Mgmt
Social
Change
…
A broader View -The Social Enterprise Ecosystem delivers
more happy I ndividuals (employees, customers and partners.)
Social
Change
360 degree view of I ndividuals
with IBMWatson Explorer

33
Intelligent Integrated Solutions which I ndividuals want to use,
are the wheelwork of productivity in the „Second Machine Age“

It´s time for change. Those who will not go with the time
will go with the time !

It´s time for change. Those who will not go with the time
will go with the time ! Marketingorganisation der Zukunft

IBM has a proven track record of leading Social Enterprise transitions based on a
foundation of managing for continuous transformation and Corporate Performance
We reinvent core franchises for a new era
of computing
We make new markets and engage new buyers
We remix our portfolio to higher value
We enable expert, engaged employees to deliver
a differentiated client experience
We reinvent the enterprise itself for greater value
and productivity
1
2
3
4
5
Smarter
Planet
Business
Analytics
CloudCloud
Growth
Markets
Growth
Markets
Smarter
Planet
Smarter
Planet
Business
Analytics
Business
Analytics
CloudCloudCloudCloud
Growth
Markets
Growth
Markets
Growth
Markets
Growth
Markets
Watson
Mobile
Social
Business
Security
WatsonWatson
MobileMobile
Social
Business
Social
Business
SecuritySecurity

Friedel Jonker
Dipl.-Kaufmann
Software Client Leader
Retail & CP
IBM Software Group
Wilhelm-Fay-Strasse 30-34
D-65936 Frankfurt
Phone (+49)-69-6645-1227
Fax (+49)-69-6645-5640
Mobile (+49)-160-9638657
Jonker@de.ibm.com
More information from IBM and me. Look at Xing, Linkedin, Youtube,
Twitter, Scribd, Slideshare, Lotus Greenhouse and Pinterest.
http://pinterest.com/fjonker/
http://de.pinterest.com/fjonker/social-crmkam/
http://de.scribd.com/FJonker
Join my Networks as Philip Kotler (North.West.Uni), Manfred Krafft (WWU Münster),
Don Peppers (P&R) Thomas H. Davenport (Babson College), Peter Weill (MIT),
Jeanne W. Ross (MIT), Andrea Back (St. Gallen), Jon Katzenbach (Booz),
Genie Z. Laborde (I.D.E.A.), Gordon Tredgold, Daniel Pink, Ross Dawson (AHT)
Charles Savage (KEE), Soumitra Dutta (INSEAD) Chuck House (Stanford Uni.),
Charlene Li (Altimenter), Thomas Hutzschenreuter (WHU), Gunter Dueck (IBM),
Peter J Korsten (IBM), Sandy Carter (IBM), Gary Burnette (IBM), Christian Klezl (IBM)
and other leading Thinkers and Practitioners have already done it.
Selection of Companies on my Networks:
3M, Aldi, Amadeus, American Express, Ameriprise,
Booz & Company, Capgemini, Citigroup, Coca Cola,
Daimler, Deutsche Bank, Deutsche Telekom,
Deloitte & Touchee, dm, EDEKA, Ernst & Young,
Henkel, IBM, Kaufland, Kaisers, LIDL, Lufthansa,
McKinsey, Nestle, Nokia, OBI, O2, P&C, REWE,
Samsung, Sears, Siemens, Swisscard,
Tengelmann, Thomas Cook, Toyota, TUI, UBS,
Vodafone, Volkswagen and more. 

39

40
IBM DSR (Demand Signal Repository) to drive ROI at Consumer Product Companies

41
IBM DSR (Demand Signal Repository) to drive consumer loyality at Coke

42
http://www.sugarcrm.com/casestudy/case-study-coca-cola-enterprise

43
Friedel Jonker, IBM Software Group
IBM Software Client Leader, Retail and Consumer Products
Career History and Education
 CRM, BI/LI Strategy Leader IBM GBS Germany.
 Winner of the Sales Excellence Award 2005 from the University of St. Gallen and Handelsblatt.
 Broad experience in Planning and Implementing value based CRM & BI/LI Strategy, Processes,
Architecture and Systems.
 Member of the MIT, Member of the Sales Executive Councile and member of Marketing Alumni,
University of Münster, Germany
Profile
2008- today IBM, SCL Retail & CP, Germany, Business Development
Manager IBM & SugarCRM, SCL Travel & Transport,
Business Development Manager Analytics & PM,
Managing Consultant CRM & BI
1994- 2008 Deutsche Leasing AG, S-Finance Group, Germany, CRM
& BI Business and Program Director
1990- 1994 Citicorp-Citibank AG, Germany, European Manager
Marketing Database VISA
1989- 1990 Ogilvy & Mather Dataconsult, Germany, Consultant
Database Marketing
1988- 1989 Infas, Germany, LOCAL-Direct Project manager for SRPM
with Location Intelligence (LI)
1982- 1988 University of Münster, Master of Business Management in
Marketing & Statistics
Selected Programs/Projects
 ims: German Business Value Concept to improve Sales Force
Effectiveness based on eBusiness Assessment, Pain Point Analysis,
Definition of Requirements and Portfolio Prioritization.
Contribution: Lead the German Business Value Concept to improve Sales
Force Effectiveness.
 Daimler: Global Concept and implementation coordination together with
the Boston Consulting Group to set up IT/Data Governance and Data
Modelling/Re-Engineering of an As/is Landscape with the objective to
reduce costs in development and maintenance and increase and secure
the Quality of Data as a base for high quality use of CRM, BI/LI for Sales &
Risk Performance Management (SRPM).
Contribution: Lead the IT/Data Governance and acted as the SME for all
IT/Data Governance related issues at the company.
 Dresdner Bank/Commerzbank: Definition of a Business Driven Traffic
Light Test Management Concept to successfully implement an
Oracle/Siebel CRM & BI solution.
Contribution: Lead the Testmangement and acted as the SME for all CRM
& BI related Testmanagement matters. The Testmanagement Concept is
now used as a global handbook for Testmanagement.

44
Database Marketing (1994-2000)
• Neue Informationsqualität für das VISA Kartenmanagement der Citicorp, in: Oracle Finanzwelt, 1994
• Leadership durch Informations- und Lernsysteme, in: Know-how, Schumann Unternehmensberatung AG, April 1996
• Database Marketing bei der Deutschen Leasing AG, in: Jahrbuch 2000, Deutscher Direktmarketing Verband e.V.
CRM (2001-2007)
• Von Database Marketing zum CRM, in: Computerwoche, 19/2001
• Mit intelligentem Database Marketing und CRM zu überdurchschnittlichem Markterfolg, in: Cognos- Kundenmagazin
• Case Study Präsentation C3M-Eagle, marcusevans, FoCus Gipfel CRM, Montreux, 19.-21. Januar 2003
• McKinsey, Handbuch StrategischensManagements, Kapitel 3, Innovation und Wachstum, Wachstum durch innovative Produkte, Gabler 2003
• Erfolgreiches Customer Relationship Management bei der Deutschen Leasing AG, Nordakademie, Elmshorn, e-think-tank, Februar 2003
• Konflikte zwischen Vertrieb und Vertrag lösen, in: Praxismagazin für Marktkommunikation der Sparkassen-Finanzgruppe, 2004, 11. Jahrgang, Nr. 5, S 38 ff
• CRM und Sales -2 Seiten einer erfolgreichen Verbindung, im Beratungsbrief von http://www.vertriebs-experts.de , 23.03.2005
• Deutsche Leasing Gruppe: Mit Siebel/Oracle CRM-System das Neugeschäft jährlich um durchschnittlich 12 Prozent gesteigert, in: Oracle Customer Snapshot Juli 2006
• CRM als strategisches Element der wertorientierte Unternehmensführung der Deutschen Leasing AG -7P Programm für erfolgreiche CRM-Programme –
Position_Path_Portfolio_Program_People_Progress_Performance, marcusevans, FoCus Gipfel CRM, Montreux, 14.-16. Februar 2007
• Case Study CRM bei der DL, in Kundenmanagement –Grundlagen-Strategien-Beispiele von Manfred Krafft, März 2007
Multichannel Customer Management (2008-2010)
• Vom Callcenter zum Intelligent Multichannel Customer Management Center, IBM Callcenter Circle, Hamburg HASPA, Mai 2008
• Business Intelligence und Performance Management in der Finanzverwaltung, IT & Business Messe Stuttgart, October 2009
http://fjonker.wordpress.com/2009/10/12/it-business-cio-des-bundes-bei-ibm-cognos/ , Staatssekretär Dr. Hans Bernhard Beus, CIO des Bundes
• Neue Technologien schaffen eine Demokratisierung der Information, Initiative Mittelstand http://www.imittelstand.de/themen/topthema_100288.html , 16.11.2009
Integrated Realtime Corporate Management (2010-2011)
• Integrierte Echtzeit Unternehmenssteuerung (IEU), IBM Partner Channel Kick Off Berlin, Januar 2010, Salesforce.com Cloudforce2 Frankfurt, März 2010, Teradata Enterprise Intelligence Summit Berlin, April 2010, IBM
Partner University-Frankfurt, April 2010, Bechtle Partner Präsentation Mannheim, Juni 2010, FuM Partner Präsentation Stuttgart, Juli 2010
• Integrated Realtime Corporate Management (IRCM), IBM Europe & Asia IT Architects University Stuttgart, April 2010
• Integrierte Echtzeit Unternehmenssteuerung –IBM Synergy Play, SAP-DSAG Nürnberg, September 2010, IBM ISV Technical Executive Forum Ehningen, Oktober 2010, Institut für BI Stuttgart, Dezember 2010
Social Business, Social CRM and Cloud (2011-2012)
• Die Rolle von Analytics für Social Software Business, IBM Social Business JamCamp, Frankfurt, October 2011
• SUGARCRM on IBM Social Business Overview @CeBIT 2012, Hannover, März 2012, IBM Partner Event, Kaprun, März 2012
• Social Collaboration and Social CRM in the Secure Cloud today, bwcon: Dialog @IBM 2012, Ehningen, April 2012
Retail & Consumer Products (2013-)
• IBM Future of Retail & Consumer Products 2013, Frankfurt, Barcelona, Geneva, March 2013
• IBM and M.I.T. Winning through Smarter Integrative Re7HINKing & Execution, Frankfurt, Barcelona, Geneva, Boston, August 2013
• IBM GSE Executive Event, From Social Media to Social CRM-KAM, Lisbon, March 2014
References–Literature and Presentations 1994-2013

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Indviduellverkaufen von social media zum social crm-kam final 26062014

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