skills and projects, helping Cemex
launch its first global brand
in just a third of the time it had
anticipated.
Smarter workforce solutions help
companies attract employees,
enable them to develop their skills
faster and show them how
delighting customers can improve
business performance. That’s the
promise of a smarter workforce.
TURNING CUSTOMERS INTO ADVOCATES.
It’s only taken social media half
a decade to alter consumer
behavior. Social inputs like reviews
and comments could drive up
to a third of consumer spending,
and it’s estimated that, by 2022,
social technology will enable
four out of every five customer
transactions.
With consumers so empowered,
it’s crucial for your entire work-
force to use social technology
to help delight customers. Your
brand’s success will depend on its
ability to match what it promises
with what it delivers.
In 2010, the Italian poultry leader
Amadori Group used IBM
solutions for social business to
interpret the Web as an infinite
focus group. Applying social
that faced some familiar issues. Its
corporate knowledge had been
spread all over—vulnerable to file
deletion or one engineer’s
retirement. But since 2009, IBM
solutions for social business have
helped product-development
teams in 50 countries trade ideas
and insights in real time. And
employees have built a network
of communities around shared
as a network of communities.
What if your employees could spot
gaps in their expertise and quickly
identify the best colleagues or
candidates to fill them? Or if your
staff could instantly crowdsource
and share their knowledge across
departments, across languages,
across oceans?
Those aren’t idle fantasies for
Cemex, a $15 billion cement giant
It’s easy to forget that e-commerce
is a recent innovation. Fifteen
years ago, buying books or shoes
online seemed novel. Seemingly
overnight, though, e-commerce
and traditional commerce merged.
Human behavior changed—from
browsing to buying, from surfing
to selling—until finally, there
was no more “online business.”
Only business.
A similar shift is unfolding now
with social technology. Social
media’s leaps in the past five years
only hint at what social technology
will do over the next five.
IT’S YOUR COLLEAGUES. AND YOUR CUSTOMERS.
Social technology is about more
than engaging fans and attracting
“likes.” It’s about building
communities within your work-
force where colleagues create and
share ideas. And it’s about
empowering your customers and
partners to help build your brand.
On a smarter planet, leaders in
every industry have begun taking
advantage of social technology,
erasing distinctions between
“social business” and business. And
human behavior is changing again.
Increasingly, your customers and
employees expect you—and your
competitors—to integrate social
into your core business processes.
Any business that isn’t social by
design won’t stay in business.
A SOCIAL WORKFORCE IS A SMARTER WORKFORCE.
We humans are social animals,
even at work. With 1.5 billion of
us using social networks, you don’t
need to convince your workforce
of social’s value—you just need
to create a culture that guides and
supports the application of social
to your work processes.
Picture a company that doesn’t
follow the flow of a strict
organizational chart, but thrives
listening to online discussions, the
company can creatively and nimbly
respond to consumer sentiment.
In fact, social conversation on
sustainability has inspired Amadori
to introduce greener packaging.
And by incorporating social into
online experiences to reach new
audience segments, Amadori can
turn customers into advocates.
THERE’S NO BUSINESS BUT SOCIAL BUSINESS.
Investing in becoming a social
business—in helping your work-
force deliver an exceptional
customer experience—has never
been more urgent. A 5% decrease
in customer attrition can boost
profits by up to 95%. And finding
new customers can cost up to
five times as much as keeping the
ones you have.*
Becoming a social business goes
beyond building a social network.
It demands capturing and analyzing
the vast amount of data that the
network creates. Harnessing that
data can remove boundaries
inside and outside your company.
And before you know it, there
will be no more “social business.”
Only business. To learn more, visit
us at ibm.com/social-business
The social-technology industry, worth $600 million in 2010, will grow
tenfold by 2016 to $6.4 billion.
Could you use an extra day of productivity from your staff each week?
Social technology can increase efficiency by as much as 25%.
By 2014, nearly four out of five companies plan to invest in social technology
to foster internal collaboration and to listen to customers.
LET’S BUILD A
SMARTER PLANET.
NOT THESE
*Frederick F. Reichheld, The Loyalty Effect: The Hidden Force Behind Growth, Profits, and Lasting Value (Boston: Harvard Business School Press, 1996). IBM, the IBM logo, ibm.com, Smarter Planet and the planet icon are trademarks of International Business Machines Corp., registered in many jurisdictions worldwide. A current list of IBM trademarks is available on the Web at www.ibm.com/legal/copytrade.shtml. © International Business Machines Corporation 2012.
“LIKING” ISN’T LEADING.
THE RISE OF SOCIAL BUSINESS.
skills and projects, helping Cemex
launch its first global brand
in just a third of the time it had
anticipated.
Smarter workforce solutions help
companies attract employees,
enable them to develop their skills
faster and show them how
delighting customers can improve
business performance. After
outdoor retailer Cabela’s used
smarter workforce technology to
rally its employees around a
formalized brand culture, its stores
with more engaged employees
realized significantly higher sales
per labor hour. That’s the promise
of a smarter workforce.
TURNING CUSTOMERS INTO ADVOCATES.
It’s only taken social media half
a decade to alter consumer
behavior. Social inputs like reviews
and comments could drive up
to a third of consumer spending,
and it’s estimated that, by 2022,
social technology will enable
four out of every five customer
transactions.
With consumers so empowered,
it’s crucial for your entire work-
force to use social technology
that faced some familiar issues. Its
corporate knowledge had been
spread all over—vulnerable to file
deletion or one engineer’s
retirement. But since 2009, IBM
solutions for social business have
helped product-development
teams in 50 countries trade ideas
and insights in real time. And
employees have built a network
of communities around shared
as a network of communities.
What if your employees could spot
gaps in their expertise and quickly
identify the best colleagues or
candidates to fill them? Or if your
staff could instantly crowdsource
and share their knowledge across
departments, across languages,
across oceans?
Those aren’t idle fantasies for
Cemex, a $15 billion cement giant
It’s easy to forget that e-commerce
is a recent innovation. Fifteen
years ago, buying books or shoes
online seemed novel. Seemingly
overnight, though, e-commerce
and traditional commerce merged.
Human behavior changed—from
browsing to buying, from surfing
to selling—until finally, there
was no more “online business.”
Only business.
A similar shift is unfolding now
with social technology. Social
media’s leaps in the past five years
only hint at what social technology
will do over the next five.
IT’S YOUR COLLEAGUES. AND YOUR CUSTOMERS.
Social technology is about more
than engaging fans and attracting
“likes.” It’s about building
communities within your work-
force where colleagues create and
share ideas. And it’s about
empowering your customers and
partners to help build your brand.
On a smarter planet, leaders in
every industry have begun taking
advantage of social technology,
erasing distinctions between
“social business” and business. And
human behavior is changing again.
Increasingly, your customers and
employees expect you—and your
competitors—to integrate social
into your core business processes.
Any business that isn’t social by
design won’t stay in business.
A SOCIAL WORKFORCE IS A SMARTER WORKFORCE.
We humans are social animals,
even at work. With 1.5 billion of
us using social networks, you don’t
need to convince your workforce
of social’s value—you just need
to create a culture that guides and
supports the application of social
to your work processes.
Picture a company that doesn’t
follow the flow of a strict
organizational chart, but thrives
to help delight customers. Your
brand’s success will depend on its
ability to match what it promises
with what it delivers.
In 2010, the Italian poultry leader
Amadori Group used IBM
solutions for social business to
interpret the Web as an infinite
focus group. Applying social
listening to online discussions, the
company can creatively and nimbly
respond to consumer sentiment.
In fact, social conversation on
sustainability has inspired Amadori
to introduce greener packaging.
And by incorporating social into
online experiences to reach new
audience segments, Amadori can
turn customers into advocates.
THERE’S NO BUSINESS BUT SOCIAL BUSINESS.
Investing in becoming a social
business—in helping your work-
force deliver an exceptional
customer experience—has never
been more urgent. A 5% decrease
in customer attrition can boost
profits by up to 95%. And finding
new customers can cost up to
five times as much as keeping the
ones you have.*
Becoming a social business goes
beyond building a social network.
It demands capturing and analyzing
the vast amount of data that the
network creates. Harnessing that
data can remove boundaries
inside and outside your company.
And before you know it, there
will be no more “social business.”
Only business. To learn more, visit
us at ibm.com/social-business
“LIKING” ISN’T LEADING.
The social-technology industry, worth $600 million in 2010, will grow
tenfold by 2016 to $6.4 billion.
Could you use an extra day of productivity from your staff each week?
Social technology can increase efficiency by as much as 25%.
THE RISE OF SOCIAL BUSINESS.
By 2014, nearly four out of five companies plan to invest in social technology
to foster internal collaboration and to listen to customers.
LET’S BUILD A
SMARTER PLANET.
NOT THESE
*Frederick F. Reichheld, The Loyalty Effect: The Hidden Force Behind Growth, Profits, and Lasting Value (Boston: Harvard Business School Press, 1996). IBM, the IBM logo, ibm.com, Smarter Planet and the planet icon are trademarks of International Business Machines Corp., registered in many jurisdictions worldwide. A current list of IBM trademarks is available on the Web at www.ibm.com/legal/copytrade.shtml. © International Business Machines Corporation 2012.
