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Ibm social business jam camp 2011 vp sandy carter get bold social business agenda
The document discusses how social business can align organizational goals and culture, gain social trust, and engage customers through experiences. It provides examples of how companies like IBM, Bank of NY Mellon, BASF, RIM, Sennheiser, Sun Life, RBC, and Celestica have networked their business processes through social media to improve customer service, research and development, and human resources. Integrating social throughout the organization can yield benefits like 18% increased customer satisfaction and 20% reduced time to market.
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Ibm social business jam camp 2011 vp sandy carter get bold social business agenda
- 1. Get BOLD Social BusinessAgenda Sandy Carter | VP, Social Business Evangelist IBM Corporation Follow me @ sandy_carter http://twitter.com/sandy_carter Subscribe to my blog http://socialmediasandy.wordpress.com/
- 2. The Fifth ITEra: The era of Social Business Social Internet PCs Departmental Mainframe $200B by 2015 2
- 3. Germany Social NetworkUsage on the Rise #2 Site in Germany 67% reach #1 In Europe for online video 45M unique viewers 18% growth 1st half 2011 ~20 hours per month Banned in some countries Source: ComScore, 2011 3
- 4. Germany IBM SocialReferences! #1 In IBM Europe Social Business Public References! #1 Public References! In IBM WW Social Business 4
- 5. What is aSocial Business? Engaging Transparent Nimble 5
- 6. Social Media vs.Social Business Social Media Social Business Nimble Engaged Transparent Primarily marketing Encompasses and PR organization and business processes 6
- 7. The Social BusinessAgenda A Social Business A Align Organizational Goals & Culture G G Gain Social Trust E E Engage through Experiences N N Network Your Business Processes D D Design for Reputation & Risk Management A A Analyze Your Data Source: “Get Bold: Creating a Bold Social Media AGENDA for Your Business” by Sandy Carter, ISBN: 0132618311, Copyright © 2011, IBM Press 7
- 8. The Social BusinessAgenda http://www.forbes.com/sites/danschawbel/2011/ 10/13/how-to-build-a-social-business/
- 9. A A Align Culture to Achieve Goals Drive the appropriate engagement model, tools & analytics CULTURE eats strategy for lunch! BASF 9
- 10. A A Goals: Bank of NY Mellon Goals: Increase revenue, cross selling and customer loyalty Culture: 40K Employees best practices and expertise sharing
- 11. G G Gain Social Trust 15% Friends Transparent Responsive Tippers & & Open Followers Consistent Expertise 11
- 12. G G Trusted Networks can be Visualized Based on Interactions… …identifying targets for driving engagement
- 13. E E Engage through Experiences What is an Exceptional Experience The Usage Life Cycle Engagement 1st Time Regular Passionate Unaware Interested Participant Participant Participant Source: “Designing for the Social Web” by Joshua Porter Consumption Integrated: Consistent online and offline Interactive: Gaming, Video, Mobile, Virtual Gifting Identifying: Personalized, knowledge of you 13
- 14. E E Engage: Interactive Social Gaming RIM: Use of Avatar to drive Drive adoption rate and training for social tools success of product “e-Collaboration Day in the Life” Community Pride Post at a Glance Mini-Dashboard Featured Contributor 14
- 15. E E Engage: Mobile Interactive access increases adoption 100k mobile devices in use at IBM today • 65k Smartphones and Tablets • 35k Blackberry IBM CIO Office study: • Mobile access increases sales productivity by 11 hours per opportunity! Estimated 3 year ROI of 195% 2015 goals: • 500k users • 80% of all enterprise capabilities accessible from mobile devices 15
- 16. E E Engage: Sennheiser Interactive access to deliver the smooth flow of music Lars Rasmussen Strategic Alliance Manager Connecting customer service, tone technicians and global experts Immediate access to musicians requests for equipment and technical specifications for the venue 16
- 17. N N (Social) Network Processes Social Business Listen to market Outcomes Build advocates Traditional Business Marketing, Customer 'Push' marketing Control brand Embed social in process Service Connect in and outside Product Invest R&D & Service Build communities Ideas from inside Development Act small Operations, Siloed Human Rigid Resources 17
- 18. N N (Social) Network your Processes: Customer Service OLD PROCESS: Receive Retrieve Register Manage Manage request customer customer profile request data Customer Service Process SOCIAL ENABLED PROCESS: RBC
- 19. N N (Social) Network your Processes: Product Development OLD PROCESS: Reqmts Definition Develop Ramp Up Life Cycle & Concept & Plan & Qualify & Launch Mgmt Product Development Process SOCIAL ENABLED PROCESS: Sun Life Site to solicit ideas
- 20. N N (Social) Network your Processes: HR Resource Sharing OLD PROCESS: Human Resource Process SOCIAL ENABLED PROCESS: Celestica 2010 Celestica #1 Game Changer Award Winner 20
- 21. N N Value of Social Business Customer Service 18% Increased customer satisfaction R&D 20% Increased time to market and successful innovation HR & Talent Management 15% Cost reduction + Increased speed to knowledge and experts “The rise of the networked enterprise. Web 2.0 finds its payday” – McKinsey Global Survey Results, 2010 21
- 22. D D Design for Reputation and Risk Management Source: “Get Bold: Creating a Bold Social Media AGENDA for Your Business” by Sandy Carter, ISBN: 0132618311, Copyright © 2011, IBM Press 22
- 23. D D Compliance Built into processes & solutions • Develop Policies • Management Oversight • Regulatory Compliance • Network Security Integrated tools are available Real time monitoring Moderation of content Contextual logging Archiving of activities and events E-Discovery compliance Regulatory Compliance 23
- 24. A A Analytics Gatorade AFFINITY ANALYTICS SENTIMENT Relationship Dimensional Tables Analysis Relationship Matrix Filtering Relationship Graph Voice Seton Hall COMPREHENSIVE EVOLVING TOPICS ANALYSIS Keyword Search Relevant Topics Dimensional Associated Themes Navigation Ranking and Volume Drill Through to Source: Content http://www.shu.edu/offices/loader.cfm?csModule=security/get file&pageid=156753 Source: “Get Bold: Creating a Bold Social Media AGENDA for Your Business” by Sandy Carter, ISBN: 0132618311, Copyright © 2011, IBM Press 24
- 25. Social Business AdoptionAdvocates 25
- 26.
- 27. Available Now ISBN-10: 0132618311 ISBN-13: 9780132618311 Subscribe to my blog http://socialmediasandy.wordpress.com/ Follow me @ sandy_carter http://twitter.com/sandy_carter 27