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Catching the Wave_Trends and Strategies for Social and Mobile_Sandy Carter_Symp13
This document discusses trends and strategies for social and mobile businesses. It highlights how social media and analytics are converging to create value for individuals rather than market segments. When organizations embed social technologies into core processes, it can drive efficiency and increase engagement. The document advocates that innovation is becoming part of corporate culture through predictive analytics and crowdsourcing ideas. It also emphasizes that leadership is required to drive an organizational culture change needed for successful social business strategies. Leaders need to be transparent, collaborative, and comfortable with fast decision making to explore new tools and actively engage internal and external networks.
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Catching the Wave_Trends and Strategies for Social and Mobile_Sandy Carter_Symp13
- 1. © 2013 IBMCorporation Catching the Wave: Trends & Strategies for Social & Mobile Sandy Carter Vice President, Social Business Evangelism IBM Corporation
- 2. © 2013 IBMCorporation 2 What is a Social Business? Engaging, Transparent, and Nimble 1. Business and Web 2.0: An interactive feature, McKinsey Quarterly, 2013; 2. Harvard Business Review Analytics Services; 3. Conspire, Mobile Millennials Want Consumer Tech at Work, and They Want It Now, March 2013, https://ibm.biz/BdxeFL; 4. IBM® 2012 Social Business Study ROI is REAL! McKinsey Highlights! 1 ↑↑↑↑ marketing effectiveness 20% ↑↑↑↑ sales revenue 15% ↑↑↑↑ customer sat 20% Social by the Numbers 79% using 2 45% take lower pay 3 73% CEOs #1 Customer Engagement 4
- 3. © 2013 IBMCorporation Consider this new world: • A police department reduces the incidence of rape – by moving pay phones inside of convenience stores • A Mexican cement maker launches its first global product in record time – not by building a new factory, but by building a social network. • A U.S. Presidential campaign doesn’t rely on opinion polling – and yet predicts the final vote in a key swing state within 0.2 percent.
- 4. © 2013 IBMCorporation The New World Sees Convergence! Analytics Big DataSocial Business Business Process
- 5. © 2013 IBMCorporation Value will be created not for “market segments” or demographics, but for individuals4 Results require leadership 1 5 The power of social sharing information: Expertise and Trust 3 Innovation is becoming part of Corporate Culture: Predictive Capabilities & Ideation Social Networks are the new production line 2 5 Ways Convergence Matters to Your Company
- 6. © 2013 IBMCorporation 5 The power of social sharing information: Expertise and Trust From Memorizing to Finding Trusted Sources
- 7. © 2013 IBMCorporation 5 Trust = reactions; not followers Courtesy of DeepMile Corporation
- 8. © 2013 IBMCorporation 5 Social Network Analysis visualizes based on interactions identifying experts and relationships
- 9. © 2013 IBMCorporation Favorite the expert 5 Discovering Expertise: The ROI of an Answer Home pageHome pageProfileProfileMessaging work: mobile: message: (212) 555-2633 (212) 555-4860 (212) 555-7512 [email protected]:
- 10. © 2013 IBMCorporation 4 Value will be created not for “market segments” or demographics, but for individuals
- 11. © 2013 IBMCorporation 4 Targeting individuals through analytics dramatically increases customer satisfaction Personalized based on analytics Customer able to access service experts Customer satisfaction increased from #5 to #1* *Forrester Public Bank Rankings
- 12. © 2013 IBMCorporation 4 To Ensure Individual Needs are met, Big Data enables you to Optimize and Engage on an Individual Basis
- 13. © 2013 IBMCorporation 4 Analytics Helps You Understand & Anticipate; Giving You the Conviction to Act Social Hanger
- 14. © 2013 IBMCorporation 3 Innovation is becoming part of Corporate Culture: Predictive Capabilities & Ideation
- 15. © 2013 IBMCorporation 3 Ideation: Using the power of the crowd
- 16. © 2013 IBMCorporation 3 Innovation is now part of Corporate Culture Networks aligned to Innovation Initiatives New global brand in one- third of the time
- 17. © 2013 IBMCorporation Social networks are the new production line2 Recruiting Marketing Product Development New Old Customer Service • 'Push' marketing • Market Segmentation • Brand advocates • Segments of one • Invest R&D • Ideas from inside • Crowdsource • Predictive markets • Paper resume • Executive search • Social reputation & influence • LinkedIn • Call center • Online self-service • Twitter & other social channels • Customer communities Production Line Means Embed in Process
- 18. © 2013 IBMCorporation 2 Embed social into core work process to drive efficiency and increase engagement 228K employees Leverage Social: Inclusive on Business Value
- 19. © 2013 IBMCorporation 2 Engage with Mobile and Gaming Comprehensive Analysis Sentiment Evolving Topics Affinity Analytics Seton Hall Source: http://www.shu.edu/offices/loader.cfm?csModule=security/getfile&pageid=156753 25% increase in tuition deposits 13% Increase in enrollment
- 20. © 2013 IBMCorporation Results require leadership 1 1. Transparent 2. Non believer in silos 3. Authentic 4. Likeable 5. Collaborative 6. Comfortable with fast decision making 7. Explorer of new tools 8. Active in internal & external networking 9. Actively looks for new ideas from employees and clients 10. Passionate about engagement & dialogue Servant Leader Top 10 Attributes of a Social Leader
- 21. © 2013 IBMCorporation Culture Assessment Cultural Theme Culture Questions C = Current D = Desired 1 2 3 4 5 Boundaries Isolated functions Cross functional cooperation Teaming Individual competitive Team oriented Learning Slow adopting new skills Continuous Learning Culture Management Style Controlling Delegating Vertical Comms Bureaucratic, formal channels Free communication up the org Open Comms Guarded Communication Open Communication Initiative Follow specific instructions Take initiative Risk Tolerance Punish mistakes Learn from mistakes Pace Slow, cautious pace Fast pace Rules / Process Keep to rules Ignore rules Hierarchy Many organizational layers Few organizational layers 1 A leader drives Culture
- 22. © 2013 IBMCorporation Leaders set Strategy with a Social Business Agenda1
- 23. © 2013 IBMCorporation Enable the convergence of social with analytics and commerce
- 24. © 2013 IBMCorporation Our unparalleled experience provides resources on how to achieve success Learn from CXO Studies Define Business Value Establish Strategy Accelerate Adoption
- 25. © 2013 IBMCorporation Follow me @ sandy_carter http://twitter.com/sandy_carter Subscribe to my blog http://socialbusinesssandy.com Available Now ISBN-10: 0132618311 ISBN-13: 9780132618311