Describes the impact of using social processes or tasks within larger business processes to create a map of where social software provides business value. Executives like this because you are describing value in terms of processes that they know and understand, and simply replacing some (not all) steps with alternative or possibly better ways of doing things. This was also shared at the IBM Beyond Web 2.0 conference 2009.

3. I. Introduction

5. II. Background

11. III. Analysis

12. Fundamentals of Social Media Marketing Listen to what the audience is saying about IBM products and services Know and prioritize the key influencers and engage them as appropriate Reach new prospects by distributing key assets into the social media sphere Empower IBM customer advocates through communities and social media properties Understand and communicate the impact of social media investments

14. Social Software in Marketing and Sales processes Client Sales Engagement Processes Monitor Maximize Distribution Identify & Engage Influencers Empower Advocates Engaging the Market Engaging IBM Social Media Marketing Processes Identify & cultivate sales prospects Web Marketing Social Software Enablement Feeds Product / Service Offerings Development Feeds

15. Overall Sales process Reviewing Customer Needs / Conducting Research Identifying Prospective Opportunities Preplanning call / Create call strategy Create Sales Activity Plans Initial Customer Calls Discuss/ Identify Customer Needs Identifying Key Decision- Makers Qualifying Opportunities Pre-sales Activities Designing Solutions & Proposals Identifying Internal Resources Coordinating Internal Resources Getting Price Approvals Design & Development Preparing Presentation Materials Presenting Solutions and Demos Negotiation & Objection Handling Close Sale/ Take Order Account Set-up Addressing Customer Service Issues Internally Monitoring Services / Solution Delivering Services / Solution Resolving Customer Service Issues Networking / Discussing Follow-up Sales Opportunities Solutions Review / Quality Assurance Gather Customer Feedback Post-sale Activities Engaging the Client Engaging IBM Engaging the Client Engaging IBM Engaging the Client Engaging IBM Team Learning & Review - Sharing Best Practices

17. Social software adds value to client engagements “ When clients … approached about IBM’s Virtual World leadership, it was urgent that he find an expert ... Randy turned to Atlas for Lotus Connections … found 100 experts in Virtual Worlds, …filtered down … to find Sandra Kearney , Global Director for Virtual Business. One introduction later, and Sandra was on a plane to … meet with two major clients .” Randy Frink , Americas Sales BUE IBM S&D, Software Sales Designing Solutions & Proposals Identifying Internal Resources Coordinating Internal Resources Getting Price Approvals Preparing Presentation Materials Presenting Solutions and Demos Negotiation & Objection Handling Close Sale/ Take Order Lotus Connections Activities Wikis Atlas for Lotus Connections™ Engaging IBM Engaging the client “ We've been using Lotus Sametime Unyte for our virtual enablement events …. What started as a pilot has greatly improved our ability to execute successful events . We never went back to our previous solution. …. Attendee satisfaction levels have gone up since there is no need to install special software or plug-ins and there is not a long lag to join a meeting or refresh a screen. It has allowed us to do more things, more effectively in our virtual events and allowed us to get the most out of our enablement budgets.” Jason Dumont WW Sales Enablement, IBM SWG Sametime Unyte LotusLive Lotus Sametime Unyte® Lotus Quickr™ LotusLive Virtual Worlds Lotus Greenhouse Lotus Connections Activities Lotus Connections Blog Lotus Sametime Lotus Sametime Unyte Lotus Connections Profile Lotus Connections™

18. Social software adds value to client engagements Account Set-up Addressing Customer Service Issues Internally Monitoring Services / Solution Delivering Services / Solution Resolving Customer Service Issues Networking / Discussing Follow-up Sales Opportunities Solutions Review / Quality Assurance Gather Customer Feedback “ When I needed to jointly edit a client reference video script with marketing, I started by creating an [wordprocessor] document and emailing it to my marketing contact, but that was slow and cumbersome. I moved everything to a wiki and immediately saw a decrease in script development time .” Scott Kelly , AMS, Sales Enablement IBM GBS Wikis Team Learning & Review - Sharing Best Practices Lotus Connections Blogs Engaging IBM Engaging the client Lotus Connections Activities Lotus Connections Blogs Cattail LotusLive Lotus Quickr Communities on ibm.com Building Communities with Customers Sales Rep to Client collaboration environment Sales reps collaborating with customers in private communities on ibm.com Jolene Isdale Project Manager IBM S&D, ibm.com virtual worlds “ Since the army of contributors behind Cattail has been so helpful and saved me weeks' worth of selling time [in other engagements] , I've joined them by sharing files I've come across and found interesting. It's quick, easy, and gratifying to know other IBMers from Netherlands to Korea have downloaded my files -- and just maybe, found them useful.” Martin Chai , Lotus Sales IBM S&D, Software Sales Cattail TM ClientSPACES Lotus Sametime Lotus Atlas for Connections Lotus Sametime Unyte

19. Seller pain points and targets to improve value Find Expertise Develop Relationships Discover Existing Knowledge Share Information Common Seller Pain Points Impacts steps in Impacts steps in Impacts steps in Impacts steps in Sellers complaints and Usability findings - Lotus User Experience team 2007 WW IBM S&D Sales Value Survey Update IBM SWG Social Software Enablement team IBM CIO Workplace Effectiveness Survey Q1, Q2 2008 DEVELOP PRE-SALES DEVELOP POST-SALES DEVELOP POST-SALES DEVELOP POST-SALES

20. Value to Sellers and Business Impact Find Expertise Develop Relationships Discover Existing Knowledge Share Information Value to Seller Business Impact High-Performing Team Attributes Seller Activities / Pain Points Team members seek ideas/expertise from people external to the team Diverse perspectives valued Denser social networks Team members work together to ensure the client is successful Team communicates well on client activities/issues and how to respond Know where to look for expertise and aid Establish long term networks of expertise Discover and reuse existing knowledge, or expertise Become a network resource and get invited to collaborate on more deals Improve productivity; More time to focus on client success Build relationships to experts and resources; Demonstrate and proliferate IBM values Increase efficiency through knowledge reuse Reinforce value of Team IBM

23. IV. Conclusions

24. Conclusions Social software yields performance benefits in the client engagement process, but there is more to learn. 4 Current social software metrics collection systems focused on activity alone are inadequate. 3 Not all sellers understand how social software directly benefits them. 2 Social software is changing how sellers work. 1

29. Reference Materials

30. Does the team have the skills necessary to collaborate effectively? (e.g. technical, communication, people, business, etc) Skills Do we have methods or tools to collaborate? Mechanism Do I want to be approached? How do I approach this person? Access Why will I cooperate with this person? Am I motivated to work with this person? Motivation How can I develop my reputation as a trusted partner? Will this person help me? Benevolence (Trust) How can I advertise my expertise? Is this person competent? Competence (Trust) How can I become more known? How do I know who is out there? Awareness Contributors I am someone Seekers I need someone Critical Success Factors Relationship Factors Cultural Factors Collaboration infrastructure More than just a “way to collaborate” Can we assess the business value of these mechanisms? Measurement Background Critical Success Factors for Social Networking