A presentation I gave at the Web 3.0 conference in 2011 outling the practical applications and process mapping involved in key emerging areas of opportunity for social media within enterprise. Including the structural and organisational implications with organisations to be social media 'ready'.

1. Commercial Social Media Opportunities
for Large Enterprise
#seanobyrne
June 2011

2. The three main points I want to convey today
1. Social media is maturing fast – Innovation has never been
more important
2. There are important structural and organisational
implications when executing a social media solution
3. Some key areas within business which can benefit from
emerging social media tools
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011 1
Liability limited by a scheme approved under Professional Standards Legislation.

3. KPMG & Social Media??
KPMG and Social Media???
(I thought they were a bunch of
accountants?)
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011 2
Liability limited by a scheme approved under Professional Standards Legislation.

4. How some people still think of us
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011 3
Liability limited by a scheme approved under Professional Standards Legislation.

5. The KPMG reality
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011 4
Liability limited by a scheme approved under Professional Standards Legislation.

6. If you’re really interested…..there’s an App for it
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011 5
Liability limited by a scheme approved under Professional Standards Legislation.

7. Social media strategy is not just…..
A complete social media strategy
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
6
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011
Liability limited by a scheme approved under Professional Standards Legislation.

8. What we’re seeing
Social Media will continue to rapidly develop over the short-term – find the opportunities!
Social Media Emergence Social Media Maturity
Marketing focus Commercial focus
Consumer insights Customer acquisition
Innovative ad channel Customer retention
Two/three way dialogue SM customer service
Content marketing Social CRM & loyalty
User generated content Platform for help and support
Siloed existence Organisational integration
Cost Marketing Limited Commercial Multiple Revenue
Centre function ROI ROI functions Generation
History snapshot Direction of travel
Last 5 years Next 5 years
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011 7
Liability limited by a scheme approved under Professional Standards Legislation.

9. What our clients are asking us about
Market Intelligence, Customer service Cost
social media channels analysis and reduction/efficiency
monitoring and value add of social gains through social
forensics/analytics media media
Distribution channel
Social media strategy Reputation
analysis and value
development management
add of social media
Organisational
Internal social media Customer acquisition,
transformation and
strategy and and retention through
‘social media
partnering plan social media
readiness’
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011 8
Liability limited by a scheme approved under Professional Standards Legislation.

10. Even the best SM strategies will fail without the right support systems
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011 9
Liability limited by a scheme approved under Professional Standards Legislation.

11. A process perspective of social media
Understanding the value flow of Social Media is critical to realising internal benefits
1 1. Awareness: Identification or input of a
Awareness
social media stimulus
2. Capture: Collect evidence to quantify or
monitor the issue
Action 5 2 Capture
3. Analyse: Understand the negative and
positive impact of the issue both internally
and to customers
4. Disseminate: Share the issue and the
impact analysis to all relevant business
functions for their leaders to own the
issue
4 3 5. Action: Agree an action plan to
Disseminate resolve/control the issue and monitor the
Analyse
progress
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011 10
Liability limited by a scheme approved under Professional Standards Legislation.

12. Example: Faulty device
The social media value flow applies also at the micro and project level
Dependency on organisation functions
Function Issue Benefit(s)
• Higher
quality of
Customer
Service
• More
effective
Low quality of
issue
customer
resolution
Customer service service,
engagement
• Customer
and resolution
feedback
continuously
reviewed to
provide
greater
quality of
service
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011 11
Liability limited by a scheme approved under Professional Standards Legislation.

13. Understanding cross-functional dependencies
Social Media has a role across all functions, affecting operational processes and ways of working
Dependency on organisation functions
Customer Internal
Functions Issue Sales Marketing IT HR Risk service comms Benefit(s)
Ineffective sales Higher/growing sales for less
Sales
process cost per sale
Low brand Higher brand recognition, high
Marketing
recognition customer engagement
IT/Infrastructure More effective IT for less per
IT
issues unit
Higher recruitment for less
HR Low recruitment
cost per contact
High Risk/low Higher risk awareness and
Risk
education more effective education etc
Customer Higher quality of CS, more
Low quality of CS
service effective issue resolution etc
Internal Low internal Higher internal awareness
Comms awareness and staff engagement
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011 12
Liability limited by a scheme approved under Professional Standards Legislation.

14. Underestimating the heavy lifting involved in SM can lead to frustration…
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011 13
Liability limited by a scheme approved under Professional Standards Legislation.

15. Or worse…
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011 14
Liability limited by a scheme approved under Professional Standards Legislation.

16. Six areas within business which can benefit from emerging social media tools
Emergence Customer
of new service
revenue
streams
Sentiment
Customer
management
acquisition
& monitoring
Internal
Customer
collaboration
retention
& KM
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
15
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011
Liability limited by a scheme approved under Professional Standards Legislation.

17. Six areas within business which can benefit from emerging social media tools
Emergence Customer
of new service
revenue
streams
Sentiment
Customer
management
acquisition
& monitoring
Internal
Customer
collaboration
retention
& KM
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
16
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011
Liability limited by a scheme approved under Professional Standards Legislation.

18. “Customer service
averages $12 per
interaction via a contact
centre versus $0.25 via self-
service options”
(Forrester)
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
17
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011
Liability limited by a scheme approved under Professional Standards Legislation.

19. Social media networks have the potential to transform customer support costs
• “During the next 2 years, 30% of leading companies will extend the goals of their online
community activities to the design of enhanced service processes…peer-to-peer support
will supplement or replace Tier 1 contact centre support in >40% of top 1,000 in 5 years”
(Gartner)
Current Support Model – Future Support Model –
Contact Centre Peer-to-peer
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011
Liability limited by a scheme approved under Professional Standards Legislation.

20. Six areas within business which can benefit from emerging social media tools
Emergence Customer
of new service
revenue
streams
Sentiment
Customer
management
acquisition
& monitoring
Internal
Customer
collaboration
retention
& KM
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
19
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011
Liability limited by a scheme approved under Professional Standards Legislation.

21. Social Media for Customer Acquisition
Case study: CareOne Debt Relief
SM acquired customers:
• CareOne debt relief services in
the US has 1.5 million members • Complete the enquiry form at 179% higher
of it’s community rate than the typical customer
• They made their first payment at an
astonishing 732% better rate
• Went back and completed the form at a
680% higher rate
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011
Liability limited by a scheme approved under Professional Standards Legislation.

22. Six areas within business which can benefit from emerging social media tools
Emergence Customer
of new service
revenue
streams
Sentiment
Customer
management
acquisition
& monitoring
Internal
Customer
collaboration
retention
& KM
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
21
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011
Liability limited by a scheme approved under Professional Standards Legislation.

23. More choice in the market means more customer churn
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
22
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011
Liability limited by a scheme approved under Professional Standards Legislation.

24. Social media to boost customer retention
• Customers report good experiences in forums
more than twice as often as they do via calls or
mail
• Community users remain customers 50% longer
than non-community users
Case study: HSBC Community
• The HSBC Business Network offers advice and
information on topics affecting businesses
which drives existing customer retention and
acquisition of new customers
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011
Liability limited by a scheme approved under Professional Standards Legislation.

25. Six areas within business which can benefit from emerging social media tools
Emergence Customer
of new service
revenue
streams
Sentiment
Customer
management
acquisition
& monitoring
Internal
Customer
collaboration
retention
& KM
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
24
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011
Liability limited by a scheme approved under Professional Standards Legislation.

26. Prioritise key areas for improving internal communications – Company X
= greatest need
Possible SM tools
Sales Team A
WIKIs
Instant messaging
Management
SM pilot needs
Sharepoint • Governance
Collaboration sites • Processes
Fulfilment • Risks
Blogs, groups etc • Technology
• Education
Sales team B Forums
RSS feeds
Customers
Board
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011 25
Liability limited by a scheme approved under Professional Standards Legislation.

27. Six areas within business which can benefit from emerging social media tools
Emergence Customer
of new service
revenue
streams
Sentiment
Customer
management
acquisition
& monitoring
Internal
Customer
collaboration
retention
& KM
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
26
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011
Liability limited by a scheme approved under Professional Standards Legislation.

28. Sentiment management – AON Risk management benchmark report
• Brand and image is the
most concerning
element keeping CEO’s
up at night
• Social media is one of
the most powerful tool
for managing your
brands online reputation
and can benefit your
NPS
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
27
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011
Liability limited by a scheme approved under Professional Standards Legislation.

29. The Power of social media monitoring
Enriching your customer profiling with additional SM data sources
3rd Party insights & Contact centre
profile stats feedback
Website interaction
Customer surveys
& analytics
Reviews
Ratings
Recommendations
Forum activity
Sentiment
Polls
Live interactions
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
28
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011
Liability limited by a scheme approved under Professional Standards Legislation.

30. Six areas within business which can benefit from emerging social media tools
Emergence Customer
of new service
revenue
streams
Sentiment
Customer
management
acquisition
& monitoring
Internal
Customer
collaboration
retention
& KM
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
29
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011
Liability limited by a scheme approved under Professional Standards Legislation.

31. Understanding changing forces affecting innovation and culture
Enabling an Innovative culture
1. Leadership
Change must be led from the top
2. Policy, rewards, incentives
Empower employees with flexible policies & working
arrangements
Other reward, incentives to encourage innovation
3. Business processes, technology and collaboration
The right tools, processes, technologies and systems to allow
employees to effectively collaborate
4. Communications
Employees must be made sufficiently aware of change and the importance of innovation to achieving the strategic goals
5. Training
Successful adoption of an innovative culture also requires individual and group training.
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011 30
Liability limited by a scheme approved under Professional Standards Legislation.

32. MindBank – Virtual banks
• In 2009 Sweden granted MindArk's subsidiary Mind
Bank a license to conduct legal banking activities
• The in-game currency, the PED, has its value tied to
the value of the US dollar at the rate of 10 PED to 1
USD
• Users are free to "cash out" their PED into real
money at any time
• Users are running virtual businesses and making
profits in real money
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011
Liability limited by a scheme approved under Professional Standards Legislation.

33. Final Thoughts
Social media:
• Has the potential to transform many parts of traditional business
• Has the capacity for significant cost savings in customer service and other areas
• The correct governance and operational models are required for it to succeed
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011
Liability limited by a scheme approved under Professional Standards Legislation.

34. Contact
THANK YOU
Sean O’Byrne
Manager – Digital Economy
Email: sobyrne@kpmg.com.au
Twitter: seanobyrne
© 2011 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International
Cooperative (“KPMG International”), a Swiss entity. All rights reserved.
KPMG and the KPMG logo are registered trademarks of KPMG International. June 2011
Liability limited by a scheme approved under Professional Standards Legislation.