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© 2013 IBM Corporation
Catching the Wave:
Trends & Strategies for Social & Mobile
Sandy Carter
Vice President, Social Business Evangelism
IBM Corporation
© 2013 IBM Corporation2
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
© 2013 IBM Corporation
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.
© 2013 IBM Corporation
The New World Sees Convergence!
Analytics
Big DataSocial
Business
Business
Process
© 2013 IBM Corporation
Value will be created not for “market segments”or demographics, but for individuals4
Results require leadership1
5The power of social sharing information: Expertise and Trust
3Innovation is becoming part of Corporate Culture: Predictive Capabilities & Ideation
Social Networks are the new production line2
5 Ways Convergence Matters to Your Company
© 2013 IBM Corporation
5 The power of social sharing information: Expertise and Trust
From Memorizing to Finding Trusted Sources
© 2013 IBM Corporation
5 Trust = reactions; not followers
Courtesy of DeepMile Corporation
© 2013 IBM Corporation
5 Social Network Analysis visualizes based on interactionsH
Hidentifying experts and relationships
© 2013 IBM Corporation
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
© 2013 IBM Corporation
4 Value will be created not for “marketsegments” or demographics, but for individuals
© 2013 IBM Corporation
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
© 2013 IBM Corporation
4To Ensure Individual Needs are met, Big Data enables you to Optimize and Engage on an Individual Basis
© 2013 IBM Corporation
4 Analytics Helps You Understand & Anticipate; Giving You the Conviction to Act
Social Hanger
© 2013 IBM Corporation
3 Innovation is becoming part of Corporate Culture: Predictive Capabilities & Ideation
© 2013 IBM Corporation
3 Ideation: Using the power of the crowd
© 2013 IBM Corporation
3 Innovation is now part of Corporate Culture
Networks aligned to Innovation Initiatives
New global
brand in one-third of the time
© 2013 IBM Corporation
Social networks are the new production line2
Recruiting
Marketing
Product Development
NewOld
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
• Call center
• Online self-service
• Twitter & other social channels
• Customer communities
Production Line Means Embed in Process
© 2013 IBM Corporation
2Embed social into core work process to drive efficiency and increase engagement
228K employees Leverage Social:
Inclusive on Business Value
© 2013 IBM Corporation
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
© 2013 IBM Corporation
Results require leadership11. 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
© 2013 IBM Corporation
Culture AssessmentCultural 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
© 2013 IBM Corporation
Leaders set Strategy with a Social Business Agenda1
© 2013 IBM Corporation
Enable the convergence of social with analytics and commerce
© 2013 IBM Corporation
Our unparalleled experience provides resources on
how to achieve success
Learn fromCXO Studies
Define Business Value
Establish Strategy
Accelerate Adoption
© 2013 IBM Corporation
Follow me @ sandy_carterhttp://twitter.com/sandy_carter
Subscribe to my bloghttp://socialbusinesssandy.com
Available NowISBN-10: 0132618311
ISBN-13: 9780132618311