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© 2013 IBM Corporation
The Social Business Imperative
Scott Neuman
Director of Marketing & Communications
IBM Central & Eastern Europe
© 2013 IBM Corporation
The IBM global C-suite Study draws on a decade of research with over 20,000 interviews
600CSCOs
4,500CFOs
1,500CHROs
2,200 CMOs
7,000 CIOs
6,300 CEOs
© 2013 IBM Corporation
North America
605
182Middle East & Africa 475
Asia Pacific
Central & Eastern Europe
398Western Europe
1,349
Japan
631
Source: Question E–Participant Country; n=4,183
This study covers 4,183 face-to-face conversations with CxOs in 70 countries
South America
637
© 2013 IBM Corporation
CEOs now consider technology the single most important force shaping their future
CEO Studies 2004–2013
2004 2006 2008 2010 2012 2013
Technology factors
Market factors
Macro-economic factors
People skills
Regulatory concerns
Socio-economic factors
Globalization
Environmental issues
Geopolitical factors
Source: Question E8–What are the most important external forces that will impact the enterprise over the next 3 to 5 years?; n=884 [CEO only]
© 2013 IBM Corporation
CxOs vary on the which the most significant external pressures, but agree technology is top 3
External forces impacting the enterprise (3–5 Years)
Technology factors
Market factors
Macro-economic factors
People skills
Regulatory concerns
Socio-economic factors
Globalization
Environmental issues
Geopolitical factors
CEO CFO CHRO CIO CMO CSCO
Source: Question E8–What are the most important external forces that will impact the enterprise over the next 3 to 5 years?; n=4,009
© 2013 IBM Corporation
“It’s a race to the finish line. The companies that best understand all aspects of the value chain and get a 360-degree view for the customer experience will win.”
Hubertus (Huub) Devroye, Director of Global Marketing & Demand Generation, The
Dow Chemical Company, Switzerland
CXOs in outperforming enterprises are focusing more on improving the customer experience
Source: Question B3–What are the top five areas you are personally involved in at an enterprise level [3–5 Years]?; n=460
29%more
54% Outperformers
42%
Underperformers
Focus on improving the customer experience
© 2013 IBM Corporation
High level of customer understanding
Most CxOs say they don’t understand their customers well, yet anticipate improving this
Source: Question C1–How well do you understand your customers today?; n = 2,916. Question C8: How well do you think you will understand your customers in 3 to 5 years?; n=2,889
117% more76%
35%
35% Today
76%
3–5 Years
© 2013 IBM Corporation
36%
10%
54%
54%
influenced toa large extent
“As customers gain more power over the business via social media, their expectations keep rising and their tolerance keeps decreasing.”
CIO, Retail, Turkey
Source: Question C4–How much influence do your customers have on your enterprise today?; n=2,909
CxOs are compelled to act and change course, in response to the influence of the customer
Large extent
Some extent
Limited extent
Customer clout: customer influence on the enterprise
© 2013 IBM Corporation
Implementing a smarter car insurance system to provide faster and more accurate services while reducing risk
© 2013 IBM Corporation
Digital ambitions – CMOs
CMOs plan to put the components of a broad digital strategy throughout the organization
Source: Question CMO1–To what extent have you activated the following digital strategy components in your organization?; n=430 to 468 [CMO only]
16% 87%
11% 69%
13% 83%
20% 78%
13% 73%
Integration of cross-channel touchpoints
Digitally enabled supply chain
Analytics to capture customer insights
Social networks tofoster collaboration
Workforce aligned to opportunities 3–5 Years
Today
© 2013 IBM Corporation
Executing multi-channel marketing campaigns based on consumer shopping patterns and the creation of intelligent
trade offers adjusted to needs of each client
© 2013 IBM Corporation
Initiatives to improve the customer experience
Source: Question C5–To what extent is your enterprise focused on the following initiatives to improve the customer experience?; n=2,994 to 2,995
Balance local offerings with global efficiencies 38%
Engage customers via social business 37%
Improve collaboration in the value chain 55%
Create consistent customer experiences 70%
Optimize the entire customer lifecycle 64%
Combine internal and external data for insights 67%
Identify unmet customer needs 79%
Respond quickly to emerging trends 79%
Many CXOs struggle to be successful with social business
© 2013 IBM Corporation
Created a social hub providing full range of digital services for both students and university staff
© 2013 IBM Corporation
73% of CEOsare prioritizing investments in customer insights
82% of CMOsPlan to increase the use
of social media
74% of CIOssay mobile solutions are part of the vision to increase competitiveness
70% of CSCOsIdentify supply chain visibility as the top challenge in delivering on their agendas
Leaders are now redefining their agendas and reprioritizing investments
© 2013 IBM Corporation
What if an enterprise had all the answers it needed to succeed?
Word spread virally of the victory reaching 11.7M tweets, 30K blog mentions and 15K forum posts
On February 14, 2011, IBM Watson changed history . . .
© 2013 IBM Corporation
Contact Center
Healthcare Financial Services
Government
Diagnostic/treatment assistance, evidenced-based insights, collaborative medicine
Investment and retirement planning, institutional trading and decision support
Call center & support services, knowledge management and consumer insight
Public safety, improved information sharing, security, fraud and abuse prevention
From Jeopardy! to changing the way the world thinks, acts, and operates
© 2013 IBM Corporation
All these intertwined dynamics require a comprehensive point of view
SOCIAL ADOPTION
BIG DATA AND
ANALYTICS
INCREASEDVISIBILITY
MOBILE TECHNOLOGY
© 2013 IBM Corporation
To drive performance, CxOs form an intricate web of relationships
© 2013 IBM Corporation1919 IBM Confidential19