View
337
Download
0
Embed Size (px)
DESCRIPTION
#SocialBiz where is the Business in the SocialBuisness. Get a grasp of Why & How
Citation preview
1 © 2012 IBM Corporation
@claudio5p
@claudio5p #IBMSocialBiz
[email protected] - http://it.linkedin.com/in/Claudio5p
Il bello dei #140:
ho “fatto” una lunga lettera-frase-email-telefonata perchè…non avevo abbastanzatempo per farla breve
© 2012 IBM Corporation
18,000+ live interviews in 8 years
5500+ CEOs 5500+ CIOs4000+ CFOs
1700+ CMOs1250+ CHROs
400+ CSCOs
© 2012 IBM Corporation3
http://www-03.ibm.com/press/it/it/pressrelease/37805.wss
© 2012 IBM Corporation
© 2012 IBM Corporation
41%
Underperformers
69%
Outperformers
68%%moremore
Outperformers focus more on integrating technology with business for innovation
© 2012 IBM Corporation
Partner for innovation, disrupt, and derive revenue from new sources
Differentiate through better data access, insight
and translation into
actions
Organizational openness introduces
new opportunities to create value
through employee collaboration
CEOs create economic value by cultivating connections within and across three domains
© 2012 IBM Corporation
2004 2006 2008 2010 2012
Socio-economic factors7 7
8 8
7
Environmental issues8 8
7 7
8
Geopolitical factors9 9 9 9 9
Globalization6
4
6
5
4
Regulatory concerns555
4
5
4 Macro-economic factors
3
66
3 Market factors3
1 11 1
2 People skills2 2
4
2
Technology factors
6
3 3
1
2
External forces impacting the organization
http://www-935.ibm.com/services/us/en/c-suite/ceostudy2012/
© 2012 IBM Corporation
IBM Institute for Business Value
Italian CEOs rank Market factors as the most important external force that impacts their organisation
8
Key Discovery
Source: Q1 “What are the most important external forces that will impact your organization over the next 3 to 5 years?” (Global n=1709) (Italy n=69)
External forces that will impact the organization
2012
Global Italy
Technology factors
People skills
Market factors
Macro-economic factors
Regulatory concerns
Globalization
Socio-economic factors
Environmental issues
Geopolitical factors
FromStretched to
Strengthened
Insights from the
Global Chief Marketing
Officer Study
http://www-935.ibm.com/services/it/cmo/study.html
© 2011 IBM Corporation
9
13
12
2
4
3
1
7
10
The vast majority of CMOs are underprepared to manage the impactof top market factors affecting the marketing function
IBM Institute for Business Value
50
60
70
40
20 40 600
8
6
Financial constraints
Decreasing brand loyalty
Growth market opportunities
ROI accountability
Customer collaboration and influence
Privacy considerations
Global outsourcing
Regulatory considerations
Corporate transparency
5
6
7
8
9
10
11
12
13
Data explosion1
Social media2
Growth of channel and device choices3
Shifting consumer demographics4
Mean
Marketing Priority Matrix
Source: Q7 Which of the following market factors will have the most impact on your marketing organization over the next 3 to 5 years? n1=1733; Q8 How prepared are you to manage the impact of the top 5 market factors that will have the most impact on your marketing organization over the next 3 to 5 years? n2=149 to 1141 (n2 = number of respondents who selected the factor as important in Q7)
Factors impacting marketingPercent of CMOs selecting
as “Top five factors”
UnderpreparednessPercent of CMOs reporting
underprepared
5
1011
http://www-935.ibm.com/services/it/cmo/study.html
© 2012 IBM Corporation
When ranking the impact that external forces will have on their organizations, CIOs and CMOs are remarkably aligned
Market factors
2011 CIO
Technological factors
Macroeconomic factors
People skills
Regulatory concerns
Globalization
1
2
3
4
5
6
IBM Institute for Business Value
2011 CMO
1
3
2
4
5
6
Source: Q1 “What are the most important external forces that will impact your organization over the next 3 to 5 years?” (CMO n=1733, CIO n=3,018)
http://www-935.ibm.com/services/it/cmo/connect.html
© 2011 IBM Corporation
Insights from theGlobal Chief Information Officer Study
http://www-05.ibm.com/innovation/it/ciostudy/index.html
© 2011 IBM Corporation13
CIO response patterns associated with business expectations of IT fall into four categories we define as “The CIO Mandate”
The CIO Mandate
Empowerment of the CIO to achieve the organization’s goals by leveraging business and information technology
� Agreement between business and IT� Explicit, open and broadly communicated� Applicable across industries and sectors� Changes when the organization’s needs change
IBM Institute for Business Value
"Importantly, the role of CIO is not being looked on as 'Chief IT Mechanic.' It is
recognized as a means to extract value from technology and gain insight from
complex systems.“Mark Hale, Director of IS for Food Retail, The Co-operative Group
Note: Outperformers and underperformers in each mandate were identified by answers to questions about their organization’s competitive position. Those who selected “substantially outperform industry peers” were identified as top performers, those who selected “somewhat or substantially underperforming industry peers” were grouped as lower performers.
http://www-05.ibm.com/innovation/it/ciostudy/index.html
14 © 2012 IBM Corporation
@claudio5p
Mettiamo ordine e..Business nel Social, o ci pensano altri? #IBMSocialBiz
15 © 2012 IBM Corporation
@claudio5p
P E R C H E’ ?
http://www.youtube.com/watch?v=PvX2s_px9Uk
http://www.youtube.com/watch?v=pQqH7858P04
16 © 2012 IBM Corporation
@claudio5p
Perfect Storm Brewing
enterprise social networking market is expected to grow 40% pa year - Wainhouse Research
“Time Spent” on Social Networks & Blogs Growing Three Times Faster than Overall Internet Rate, Now Accounting for Almost 10 Percent of all Internet Time*
Lotus Connections Fastest (Organic) Growing Product in IBM SWG History
Advanced Collaboration & Web Content Mgt among top 10 Fastest Growing SWG Market Segment & Top 5 Opportunity Size
1 in 6 people WW with internet access is a named user in a Websphere Portal application!
47% Of Portal Customers are SMB!
90% of all LotusLive deals are in Net New GB Customers
Gartner consider Lotus Notes to be the Future ofEmail - "Collaboration Console"
17 © 2012 IBM Corporation
@claudio5p
Perfect Storm Brewing
enterprise social networking market is expected to grow 40% pa year - Wainhouse Research
“Time Spent” on Social Networks & Blogs Growing Three Times Faster than Overall Internet Rate, Now Accounting for Almost 10 Percent of all Internet Time*
Lotus Connections Fastest (Organic) Growing Product in IBM SWG History
Advanced Collaboration & Web Content Mgt among top 10 Fastest Growing SWG Market Segment & Top 5 Opportunity Size
1 in 6 people WW with internet access is a named user in a Websphere Portal application!
47% Of Portal Customers are SMB!
90% of all LotusLive deals are in Net New GB Customers
Gartner consider Lotus Notes to be the Future ofEmail - "Collaboration Console"
18 © 2012 IBM Corporation
@claudio5p
C O M E ?
http://www.youtube.com/watch?v=rdkecMOT1ko
http://www.youtube.com/watch?v=kzD2g2XQ-p0Ma attenzione...a mettere BENE insieme i..pezzi !
19 © 2012 IBM Corporation
@claudio5p
C H I ?
IBM is re-defining “social” with its customers (*)
Relations / Sales
Operations
Inside Outside
Social
innovationInnovation channelInnovation product
Active listeningLead generation
Process
Social
Go To MktDistribution ops.
Partners/FranciseesCollaboration prog.
ProcessFeedback
...
Social
WorkplaceIntegrated Workplace
Apps, ProcessCommunities
ProfilesExperts
You
Social
Media
Social MktPresence/contactsRegistration
CommerceSocial businessProcess
Data/CollectionMetrics
Social Media: payed/earned open channels,contact surface (FB, Twitter,Youtube)
Digital StrategyCustomer Experience Management (integrated)
Social Business: owned channels, value-business programs, based on social data and social interaction paradigms(i.e. Social Commerce, Social CRM)
And helping customers (*) to extract social value through the new social funnels
ROI: Business Data,
Social Data, Interactive data
Relations/Sales
Operations
OutsideYou
Social
Media +15%Increasing
revenues **
Inside
-20%Reducing time
to market **
+20%Increasing number
of successful
innovations **
+30%speed to access
knowledge and
internal experts **
Sources:
*Best Practices In User Experience (UX) Design, Forrester Research, Inc., September 4, 2009
**McKinsey “Business and Web 2.0 ” Novembre 2011
*** IDC TCO portal study 2006, IBM internal project data
Reaching a new class of results by effectively connecting the company and its processes with people-in-context
ROI: Business Data,
Social Data, Interactive data
7xSocial
registration /
Onboarding
15xClick through
targeted mobile
The Customer Experience Suiteis the multichannel customer experience platform that enables organizations to build highly integrated and personalized social business solutions, allowing to:
- Enhance workforce performances
- Connect People and Brand with Context, collect information, enable analytics
-
- Create long term social and transactional relations across multiple channels, consistently
You
Analytics
Search Commerce
Mobile
Portal intuitive front-end
Targeted content &
media
Socialtools
and UCC
IBM Customer Experience Suite The holistic experience platform to make social business:
http://tinyurl.com/IBMCUSTEXP
EXAMPLE
IBM Customer Experience Suite Portal templates – Ricca template library con oltre 40 tipologie di content
IBM Customer Experience Suite Portal templates – Impostazione portalieditoriali/operativi self service (esempio 15 mins)
IBM Customer Experience Suite Portal templates - Responsive design per Mobile web
Social@Avanzi = Retail / Fashionsell-out collaborativo/b2b, onboarding M&E, supportoIT Retail store Intranet,
Extranet, Mobile, Internet
• Prompt solutions: fast Integration/ development layer, social enabled
• Collaboration, Reciprocity, Altuism, Engagement, Starring. Social analytics.
H
P
O
Social@Mediaworld = Retail Electronics Store community, Experts communities, Store operations
In context sales experts, Real time interaction Business Process Integration
Commerce B2C
Intranet/work/social Internet B2B com
Social workforce
Social@Luxottica = ManufacturingWW Network, Idea, Lean, Process, Governance
Includes portal mashup between portal and Connections with single sign on to ideajam
Includes technical team and forum to approve new community requests
Investor Relations
Other project communities
IT Virtual Teams
R&D
Meeting Optimization
Store Engagement
Intranet
Operations knowledge management
Green portal & Innovation
IBM Customer Experience Suite Social (CRM) Business Strategy @ IBM:
SOCIALBUSINESS
ROI
IBM Customer Experience Suite New social business solutions for work/marketing/sales:
1 – In+Out Social Collaboration / for operations, in&out connection
active channel listening, 2 ways interaction, innovation, social crm.
…
2 – Social Registration / fast onboarding, social data gathering
3 – Multichannel intutive front-end / contextual web & mobile experiences
4 – Integrated digital marketing: campaign, personalization and targeting,
empowered by data and individual multichannel analytics:
Digital analytics - Sentiment / Reputation analytics - In store analytics
5 – Social Commerce / embedding social business in commerce
engagement and transactions
IBM Customer Experience Suite Social (BI) Business Strategy @ Amadori.it:
Intranet Extranet Internet Socializing (data, people) Listening (Digital focus, Alerts)Timeline
ReputationSentimentAnalytics
Social Registration
http://tinyurl.com/amadori
IBM Customer Experience Suite Social (BI) Business Strategy @ Amadori.it:
Benefits:Significantly improved Amadori’s online profile, enabling the company to communicate more directly with younger consumers and increase consumer loyalty. Enabled the creation of an up-to-date database of consumer details. Defined webpage templates enable new mini-sites to be created up to 40 percent faster, saving time and costs.
Improving the quality of consumer data was another priority for Amadori. “We wanted to enhance the methods that we use to contact the consumers in the 'physical' world – such as our competitions, for example – by achieving a deeper understanding of our market segmentation through the data collection provided by the mini-sites,” said Magnaghi.
http://tinyurl.com/amadorihttp://tinyurl.com/amadori
SOCIALBUSINESS
ROI
IBM Customer Experience Suite Social (sell) Business Strategy @ Moby.it/fr/de/uk…
Leve strategiche
Migliorare in real time churn rate preventivi/prenotazionidello 0.5% su segmenti top
Migliorare in real time churn rate preventivi/prenotazionidello 0.5% su segmenti top
Stime ricavi incrementalia regime Milioni €/anno
Trade-off costi/beneficiMilioni €
Potenziale ricavi ** incramentali danuove tecnologie
Costo* Moby 2.0
∼XX
circa x 20circa x 20
2011-2013
X,X
X,X
X,X
X,X
∼0,XX
IBM Customer Experience Suite Social (sell) Business Strategy @ Moby.it/fr/de/uk…
Obiettivi non supportabili datecnologia sviluppata custom “in-house”
SOCIALBUSINESS
ROI
36 © 2012 IBM Corporation
@claudio5p
Mai senza un chiaro perchè…
http://www.youtube.com/watch?v=IgnnNRJpicM
37 © 2012 IBM Corporation
@claudio5p
Stiamo attenti agli slogan....
38 © 2012 IBM Corporation
@claudio5p
..ed alle loro conseguenze!
BUON #IBMSocialBiz !
Enter the shark, National Geographic ad on a bus. Via Cool optical illusions.
39 © 2012 IBM Corporation
@claudio5p
Additional resources 4 U
Brandon’ videoBrandon and brian’s contactswww.Ibm.com/social
www.ibm.com/socialIBM home page for Social Business
http://ibm.co/adoptsocialIBM Social Business Community
3 keys to becoming a social businessYouTube video
People-centric vs. Content-Centric: The Copernican Revolution needed to become a social businessYouTube Video –
40 © 2012 IBM Corporation
@claudio5p
Grazie @..VOI della partecipazione e…nonesitate a contattarmi
[email protected]/Claudio5pwww.linkedin.com/in/Claudio5p
Claudio CinquepalmiSocial Business,
Collaboration and Lotus Sales
41 © 2012 IBM Corporation
@claudio5p
Legal Disclaimer
© IBM Corporation 2012. All Rights Reserved.
The information contained in this publication is provided for informational purposes only. While efforts were made to verify the completeness and accuracy of the information contained in this publication, it is provided AS IS without warranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this publication or any other materials. Nothing contained in this publication is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software.
References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in this presentation may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results.
IBM, the IBM logo, Lotus, Lotus Notes, Notes, Domino, Quickr, Sametime, WebSphere, UC2, PartnerWorld and Lotusphere are trademarks of International Business Machines Corporation in the United States, other countries, or both. Unyte is a trademark of WebDialogs, Inc., in the United States, other countries, or both.
Microsoft, SharePoint and Windows are trademarks of Microsoft Corporation in the United States, other countries, or both.
42 © 2012 IBM Corporation
@claudio5p
Prendete un caffè con noi?
Credits http://www.behance.net/gallery/Eternal-Moments-Animated-Photos/1653934
43 © 2012 IBM Corporation
@claudio5p
44 © 2012 IBM Corporation
@claudio5p
It’s not about the creation…it’s all about the creator
45 © 2012 IBM Corporation
@claudio5p
Sites focus on the creation…they are merely containers
46 © 2012 IBM Corporation
@claudio5p
Access is controlled by the container…to see the content, you have to have access to the container
47 © 2012 IBM Corporation
@claudio5p
Is that “good enough” for you?
48 © 2012 IBM Corporation
@claudio5p
What you deserve is for your people to be able to share ideas and content whenever…wherever
49 © 2012 IBM Corporation
@claudio5p
And open conversations (like social systems) are usually inclusive
50 © 2012 IBM Corporation
@claudio5p
You deserve to be able to reach the broadest audience and widest perspectives