The document discusses various topics related to social commerce including: I. Definitions of key concepts II. Three generations of marketing approaches from traditional to more personalized experiences III. The importance of focusing on customer experiences and conversations rather than just products The document then provides several case studies as examples.

1. The Amaté platform
Social Commerce
April 10, 2016
- Preliminary Draft -

2. I. Definitions
II. Three generations
III. The Experience economy
IV. Customer conversations
V. The Business Value Roadmap
VI. New business models
VII. Impact - Telecommunications
Study
VIII. Impact - Printed Media Study
IX. Impact - Luxury Goods Study
Content CasesMethodsIntroduction

3.  The authors develop the notion of the
"Innovator's DNA"? To what exactly does this
refer?
 Why do they argue that capitalizing on the
divergent associations of their founders,
executives, and employees is so important?
 Peter Drucker stressed the power of
provocative questions. What real life examples
can you offer?
 Roger Martin writes that innovative thinkers
have “the capacity to hold two diametrically
opposing ideas in their heads.” Can you give a
pertinent example here at school
 Why to the authors conclude their article with
the paragraph "Practice, Practice, Practice"
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4. “All businesses have
always been social; what’s
new is the set of
observable behaviors and
available technologies that
enable businesses to
leverage these to solve
business problems.”
Gil Yehuda
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5. Traditional Marketing CRM
Goal: Expand customer base,
increase market share by mass
marketing
Goal: Establish a profitable, long-
term, one-to-one relationship
with customers; understanding
their needs, preferences,
expectations
Product oriented view Customer oriented view
Mass marketing / mass
production
Mass customization, one-to-one
marketing
Standardization of customer
needs
Customer-supplier relationship
Transactional relationship Relational approach
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6. "Experience is knowledge,
everything else is information"
-- Albert Einstein
• Service economy – value comes from
services embedded in the product
• Pine and Gilmore argued that
differentiation today comes from
creating “experiences”
• Starbucks, Michelin, Hermès, Apple
• Companies provide “stages”,
managers are “actors”, customers
are active “spectators”
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7. • Customers are not listening to
what you have to say
• Customers know more about your
business than you do
• Customers create their own
experience
• Customer interactions are complex
and unpredictable
• Customer communities are where
the knowledge is.
Esteban Kolsky

8. Esteban Kolsky
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9. Esteban Kolsky
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•Understand the concept of an
Experience Continuum
•Deploy the internal, external, and
hybrid communities to close the
loop.
•Design end-to-end processes while
ensuring that there are feedback
•Analyze the feedback collected,
create actionable insights,
implement the necessary changes.

10. • Disti Engagement
• Disti PAM
Engagement
• SMB Engagement
Challenges Skills Roadmap
How effectively will you tell this story to your business partners?
• A story begins with
conflict
•What business
problems are we trying
to solve
•Transform a conflict
into opportunity?
• Why does this situation
exist?
•What knowledge and
skills are missing?
• Who are the heros of
this story?
• How does changing
the roles move this story
forward?
•Is it a question of
people, process or
technology?
•What is the next step?
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11. • Disti Engagement
• Disti PAM
Engagement
• SMB Engagement
Sources ? Results ? Metrics ?
Where does this story start?
• Where does value
come form?
•Do your sponsors
believe in people ,
process or technology?
•This is your value lever
• Where are they
looking for proof of
concept?
•With individuals, with
teams or with
customers?
•This is where you need
to focus
• How do they qualify
success?
•Efficiencyt, utilization,
passion?
•This is your happy end
The Business
Value Matrix™
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12. • Close Management
• Disti Performance
Management
• CPE
• Voice of the
Field/Partner
• Inventory/Forecasting
• Process Improvements
• Channel Incentives
• Readiness
• Channel Health
• Sales support/promos
Can you weave a silver thread into their success
story?
Conflict Characters Storyline
• What proof do we
have that they a
problem?
•What are they saying
precisely?
•This is where your story
needs to start
• What skills and
knowlege are holding
them back ?
• What is your role in
this story ?
•Tranform your
attributes into benefits
• What is the frame of
this story?
• What does the
hoziron look like?
•Is your role as a
visionary, consultant or
helping hand?
The Business Value
Roadmap™
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13. Blind trust "Seeing is believing"
Trustworthiness Personal or product based
reputation
Contextual trust What works in a special
context
Referred trust Relying on the opinions of
those we admire
Vanessa Hall - The Truth About Trust in Business
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14. Geographical Social
Longitude Experience
Latitude Networks
Altitude Events
How do we take social context into account?
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15.  KLM has sought to differentiate itself
by offering a superior customer
experience
 Strategy of “Circle of Contacts” to
make its customer relationships as
intimate as possible
 Facebook + Twitter = KLM Surprises
and Fly2Miami
 Staff of 16, 230 000+ fans, wide press
coverage
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16.  The size of the fashion industry in
India has been estimated in the USD
Billions
 Voonik recommends personalised
fashion based on what customers
like and dislike
 A Tinder for fashion - 10,000+
downloads a month
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S. Aijaz

17.  Finnish maker of fine cutting tools
 Customer communities of crafting
enthusiasts have transformed the way
this 300-year-old company does
business.
 Brings customers into the product
development process
 Fiskars also leverages these groups of
advocates to market to small retailers
 Virtual + Real events – 6000 members
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18.  Wooplr leverages human interactions for its
product recommendation platform.
 “Genuine recommendations from genuine
people”
 Hyperlocal discovery - the best places to eat and
shop in the local proximity
Content CasesMethodsIntroduction
S. Aijaz

19.  The Guardian- founded in Manchester over
150 years ago
 Threat of the Internet – consistently lost
money over the last decade
 The Internet itself serves as a metaphor in
helping consumers make better decisions
 “The real measure of our success is what the
industry can create. Not what we can cut.”
Open Platform Case Study
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20.  Moving from design to the store
front in less than three weeks
 Benneton, H&M, Topshop, Wet Seal,
Zara
 Collaborative design, social CRM,
electronic store fronts
 Fast fashion retailer Wet Seal used
their technology platform to help
their customers create 50 000
garment designs over the past two
years
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