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Social media as Enablers to achieve your business objectives Faster, Better and Cheaper
 

Social media as Enablers to achieve your business objectives Faster, Better and Cheaper

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Articles by Damarque, published on damarque.com. ...

Articles by Damarque, published on damarque.com.
The essence is how to achieve your business objectives faster, better and cheaper by the infusion of social media.

We write about topics such as Change management, Leadership, Social crm, Social media, Supply chain management, Big data, Marketing, Sales, HR, Human resources, Customer experience, Technology and many more.

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    Social media as Enablers to achieve your business objectives Faster, Better and Cheaper Social media as Enablers to achieve your business objectives Faster, Better and Cheaper Document Transcript

    • Blog - Damarque ViewsYou are viewing a feed that contains frequently updated content. When you subscribe to afeed, it is added to the Common Feed List. Updated information from the feed isautomatically downloaded to your computer and can be viewed in Internet Explorer and otherprograms. Learn more about feeds. Subscribe to this feedMeritocracy Enabled by the Collaborative Leader 10:19:51 | Gianluigi Cuccureddu A hyperconnected business world, spurred on by social media andglobalization, demands a leadership style that can harness the power of connections. Leadersneed to shed the commandand-control and consensus styles in favor of collaborativeleadership. Harvard Business Review research shows that collaborative leaders who getresults do four things well:Where meritocracy and collaborative leadership style meetC ll v l hp h c p c y p pl up u ’ f m lcontrol and inspire them to work toward common goals—despite differences in convictions,cultural values, and operating norms. Most people understand intuitively that collaborativeleadership is the opposite of the old command-and-control model, but the differences with aconsensus-based approach are more nuanced. Below are some helpful distinctions betweenthe three leadership styles.
    • In terms of accountability and control, the collaborative leader looks at performance onachieving shared goals. This is meritocracy, being performance driven, also looking andpeople who lead collaborations. This takes out the hierarchy (more), increases employeeengagement and trust. There are a lot of cost-effective solutions that enable meritocracy once h z h c “ p up” m c ll v c.Do you allow for meritocracy to blossom?Categories:Human Resources and LeadershipTags:collaborationmeritocracyleadershipsocial mediaHow Twitter Helps Banking With Better CustomerExperience and Retention 8:55:27 | Gianluigi Cuccureddu
    • Accenture outlined Top 10 Challenges for investment Banks for 2012 fromthree respective aspects: Responding to regulation, focusing on clientsand restructuring forgrowth. The deployment of a microblogging strategy is a cost-effective solution to theserelationship (experience) challenges.A research by Ernst & Young, the Gobal Consumer Banking Survey 2012, shows thatincreased competition and greater choice have forced many banks to adapt their businessmodels to serve these changing needs.Worldwide, the proportion of customers planning to change banks has increased from 7% to12% since 2011.How can banks provide a better customer experience?  Make low-cost digital channels customers’ preferred choice. Banks should encourage customers to use digital channels whenever possible by using price incentives.  Prioritize investment on critical customer interactions. Banks should focus p l mp v m cu m ’ m v lu c p mz h resulting impact on attrition, dormancy and loyalty.  Use innovative technology to deliver the retail bank of the future. The use of technology is crucial to delivering a lower cost, more reliable, more flexible but still personal customer experience.In the European Union consumers switch mostly due to high fees or charges, poor rates onaccounts and poor branch experience (Go here to analyze data with the interactive module).Based on the abovementioned challenges how can microblogging help for banks in theiracquisition, retention and overall customer experience? Here are 5 practical strategiesprovided y LET’ E p . :  Content is still the KING: customers can easily distinguish marketing purpose posts and informative ones. Pushing though provoking byte-sized content is the only way to encourage active feedbacks. Properly using questions to invite discussion about new product idea, improvement or suggestions. Check my previous post about how CitiBank successfully built up active social media community with quality contents.  Follow your competitors: Microblogging provides a platform for businesses to monitor and interact even with your competitors. It is encouraged to observe the interaction between successful corporation and their followers on microblogging platform since it works as a good channel for market search.  Sharing is caring: If you see your competitors or other microbloggers post something which is really worth a read, share it. Using the feature like re-tweet on Twitter can easily pass on the valuable contents without hassle. Once the audience get to know that you provide not only beneficial posts for your
    • company, but also including related informative contents from other competitors, it might give followership a boost. When it comes to retention, customers care more about what you tweet than who you are.  Link back to your products, but not too often: When microblogging about something which can relate to your products or service, insert a tinyURL into the content to direct customers to them. Try to make the contents inviting and informative instead of pushing or exaggerated.  Integrate with other social media tools: Each social media platform provides different character and advantages for business owners to utilize, but make sure that you do the assessment of market research before jumping on it. Publishing appropriate contents on each platform in regard of different user expectation will never get you wrong.Content is still king, but a the diarchy with Context is important to be relevant and understandthe business landscape, which feeds back to content. Be a thoughtleader, there is much to talkabout in relation to banking, the crises for instance and what more. Become the trusted sourcefor people.Th “Sh C ”f w h h .O z tions can be/should be a connector, a platform, f cl .D ’ f f h cl fw m f m c mp . Cu m ’ w l w y pu ly h . Th f c h y u h h f mis much more importa h c c m h u uc .I’ c m f cuand creation.Categories:Customer Experience ManagementTags:twittersectorbankingretentionexperienceEU: Ensuring Citizens Trust Through Proximity and Co-Creationm 22:12:49 | Gianluigi Cuccureddu E u c z ’ u a major challenge for politicians and publiccommunicators. The majority of citizens – 54% – believe that their voice does not count in theEU. Mercedes Bresso is first vice-president of the EU Committee of the Regions, and she saysthat what is needed, is a new corporate story, not only for communication purposes, but alsof h EU’ wh l y. ‘Eu p ’ h Eu p yf wh h h
    • strong focus on the added value of an inclusive society is a first step in the creation of thissustainable common story.How can the EU communication strategy be adapted to reconnect with the citizens?Mercedes Bresso elaborates:I l v w m c c p : ‘ proximity’ ‘ co-creation ’.Proximity is about shortening the gap. It starts with a clear focus on the themes and topics thatare the closest to the daily life of our citizens. Technical and legislative issues, how importantthey are for our institutions, should not dominate the communication.Proximity is also about engaging the right communicators. The information and the dialoguemust be led by our stakeholders on the field: communicators who understand the specificcontext of our diverse target audience, who are known and trusted by our citizens. Here theCommittee of the Regions plays an active role in activating its members; the elected people atlocal and regional level.Thirdly, proximity is about choosing the right media mix.With all due respect, we should not just be content with the publication of our press releasesin specialised EU publications or high-profile quality papers.If we want to be seen and heard by our citizens, and if we want to involve them in a dialogue,we should be on the platforms they use: regional television, local newspapers, social media,town hall events, etc.The second key concept is co-creation. EU communication should be more than just a sum of ch u ’ p c . C mm c mmu c p xch f xpbetter coordination and cooperation – full p c f ch h ’ p c f c p n in theEuropean policy process – should have a strong influence on our communication efforts. Theprocess of co-creation should also include other governance levels: national, regional andlocal authorities, as well as stakeholders from civil society, who are involved in implementingthe EU project in the daily lives of our citizens. A common strategy with many collaborativeoptions.Finally, co-creation also means an active role for the citizens themselves. Publiccommunication has evolved drastically in the last decade, thanks to evolutions in society andin the technical world, allowing citizens to contribute to the public dialogue. We must makeuse of these opportunities: civil participation improves the quality of our policy making and isthe best guarantee for getting our strategies accepted.Today, more than ever, Europe is front page news for all media. Next year will celebrate theEuropean Year of Citizens. And in 2014, all citizens will be able to make their voice heardduring the European Parliam l c . L ’ u h m m um j f c cnew common story for Europe.Categories:Open Industry and Open Economy
    • Tags:trustsectornon-profitco-creationAcquisition And Customer Satisfaction Are Priorities inthe European Engineering Industrym 14:45:36 | Gianluigi Cuccureddu Deltek conducted a research in May 2012 on the trends and priorities in theengineering industry. You can find the full research on their website. The top priorities areacquisition and customer satisfaction which will improve retention. Have a look at theinfographic and how CRM, collaboration and social technologies support these.The research shows that there is an intrinsic link between winning new projects andimproving satisfaction. The quick wins are:  Ensure harmony  Sync your systems  Internal collaborationThese three quick wins are supported by CRM (as stated in the infographic) and enhanced –collaborative- processes. Another aspect that supports the three quick wins is culture, theability for the organization to collaborate internally, to synch people and systems and work inharmony.Social media supports you in winning projects and improving customer satisfaction as cost-effective enablers. Think about monitoring to let you quickly and continuously understandopinions and challenges. But also think about social technologies that helps you to improvethe quality of the service, such as a platform or customer care channel.
    • Source: deltek.co.uk via Damarque on PinterestCategories:Marketing and SalesTags:sectorengineeringmarketing
    • 101 Examples and How to Build Your Own Social MediaPolicym 14:09:02 | Gianluigi Cuccureddu If y u’ h p c fc c lm policy for yourorganization, the following 101 published examples of social media policies can help youmould and create your own.KokaSexton created a list of 100 examples of social media policies, which you can find here.It has a good mix of different kind of organizations which gives a good mix of results andinsights.Example 101 I came across on M lc um’ w and it concerns the social media policy andguidelines at TNT.The guidelines then address some basic principles that need to be taken into consideration inany online social interaction: 1. Know your business principles: As mentioned, the guidelines provide a framework to advise employees in their dealings with colleagues, customers, suppliers and other stakeholders online, using the TNT Business Principles as a template. 2. Point out that you are not an official spokesperson: Be sure to make clear in some way that your profile is not an official TNT communication channel. Also, you should state clearly that you are expressing your own views and opinions, especially when cu pc h l TNT’ u ( p l c c.) If c y cl m ( . . “Th p p xp my w ’ c ly fl c h f TNT.”) c h y u p behalf of the company. 3. Respect the TNT brand guidelines: Use the latest artwork. Do not squeeze or otherwise distort the logo. Do not use the logo in combination with a product name. Use the correct shade of orange and the other corporate colors. 4. Recognize that you are entering a social system: Social media is like any social event – a meeting, a party or the coffee corner. Behave as you would in such an environment. The same good manners apply: uc y u lf ’ p m l ’ u up up h c v f h . Take care to ensure that your actions and behavior are consistent with the image you want to portray in the office and with your clients. Keep in mind that you are sharing social space – online or offline – with your boss, colleagues and clients. 5. Remember that Google never forgets: Everything you post stays online for a long time. Think before posting something you might regret later.The following five tips are given to create your own social media guidelines.
    • Building your own social media guidelines  Connect your guidelines to your existing code of conduct. Most of the time it covers this kind of scenario already.  M h m y. I ’ h v l l x h c u .  Get connected to your employees where they are. Listen to what they are saying, u why ’ y p h mu c l p c .  D ’ c .S c lm ood thing.  U h “p w f m y”. Th h y u h h lp f everyone in order to make a difference.Which policies do stand out?Categories:Digital and Social MediaTags:guidelinespolicyLithium Acquires Social Dynamx Call Center Social CRMApplicationz 18:40:35 | Gianluigi Cuccureddu Social CRM company Lithium Technologies has acquired fellow customercare application Social Dynamx. The financial terms of the deal were not disclosed. Lithiumturned it into Lithium Social Web, a social customer care service capable of responding to thedeluge of social commentary now found in the mobile, connected world.What is Social Dynamx?TechCrunch elaborates:S c l Dy mx’ pl f m f l p cu m call centers toidentify, prioritize and manage millions of one-to-one social conversations on blogs, socialnetworks and more in real-time. Lithium Technologies was founded in 2001 and focuses on abroad range of social CRM solutions. Lithium previously acquired brand tracking applicationScout Labs.Social Dynamx customers include Time Warner Cable, DISH Network and Convio.Social Web is available now and is integrated with Lithium Communities. It improves agentproductivity by more than 25 percent, Lithium says.
    • Rob Tarkoff, Lithium president and CEO said in a statement:Seventy percent of complaints directed to brands via Twitter are ignored.With the Social Dynamx technology at its core, Social Web can manage social conversations,respond to posts and measure performance on Twitter, Facebook and across social media.Categories:Customer Relationship Management (CRM)Tags:social crmsocial media monitoringlithiumsocial dynamxLeaders Are Platformsz 16:40:28 | Gianluigi Cuccureddu Ch ph l ph L Tzu “F l h p pl h y f l hyou. But of a good leader, who talks little, when his work is done, his aim fulfilled, they will ll y ‘W h u lv .” H m h rvation more than 2,000 years ago. Somethings never change. Leaders inspire trust and create a vision which people can build upon.Leaders are platforms themselves for others to succeed RT @valaafshar: People ’ vleaders. Leaders serve people. - @leadershipfreak— G.L. Cuccureddu SMP (@glcuccureddu) October 14, 2012In which organizational and management culture do you think that a leader as a platformexcels best?Ch l H y “Gods of Management” mp cl fy f u c m mcultures that exist within all organizations. He uses the ancient Greek gods to symbolize thesemanagement cultures or philosophies. There are four types of management cultures orphilosophies present within all organizations. The four cultures are the club (Zeus), role(Apollo), task (Athena), and existential (Dionysus) cultures.As Sinek says, being amongst people who believe what you believe, that is key.Categories:Human Resources and Leadership
    • Tags:cultureThe Link Between Sports, Business and ContinuousImprovementsz 16:08:17 | Gianluigi Cuccureddu Yesterday I was listening to juridical program on BNR, a Dutch business .I ’ m m h x c m f h p v w u h hbeen an laywer, then went into sports and then back into the legal sector. He shared hislearning from sports that can be translated to business.His learning was that –in (t)his case, laywers, being conservative should look at sports, wherethe culture of continuous improvements is much more embedded, every week looking at waysto improve performance, strategy, tactics and the actual play to always become a bit better.H l h l yw h l l c p much h ucc f “l w ’pl y” v much.Il h l y m v u u h ’ c p cy u c u llydoing it.Be resilient and learn to adapt. #quotes RT @valaafshar— Pam Moore (@PamMktgNut) October 14, 2012Are you learning to be adaptive and resilient in order to create and accelerate yourcompetitive advantages?Categories:Marketing and SalesTags:continuous improvementsSix Improvements Enabled When Supply ChainParticipants Collaborate and Share Informationz 15:03:27 | Gianluigi Cuccureddu
    • Research by IDC has shown that there is a growing need for solutions thatincorporate external stakeholders such as customers and suppliers in business workflowprocesses and feedback mechanisms. This article on Forbes sustains the importance (mantraas he writes it) and the ability to create and sustain collaborative processes with global supplychain partners. It is crucial to properly manage, and in some cases, capitalize on complexity inthe current environments.As competition increases, supply networks become more global and more organizations turnto outsourcing, whereby networked business environments are becoming the norm andtechnology is the enabler. Last week Ultriva launched its enhanced cloud-based collaborativesupply chain solution to further accelerate productivty and performance.The six improvements through collaboration and information sharing are:  Bringing products to market quicker,  Reducing production and logistics costs,  Driving market share, and  Increasing sales, while maximizing ROI.Which improvements can you point to that are made possible through collaboration?Categories:Supply Chain and Strategic SourcingTags:collaborationLeadership Team Engagement Crucial for Supply ChainOptimization Successz 14:21:05 | Gianluigi Cuccureddu With continued economic uncertainty and increasing global competition,supply chain design and optimization has never been more important to achieve an efficient,profitable business - and for gaining competitive advantage. Register for this upcomingwebinar to understand more and better why supply chain excellence is business critical thesedays. Read further to have a look at the four key results, one of them being the cost reductions y upply ch c ll …Why is leadership engagement crucial?
    • Because big decisions will have to be made at executive level - perhaps the closure ormovement of physical assets; at the very least, a change in core processes, roles andresponsibilities.Four key results:  Supply chain design and optimization improves perfect order rating by 17%  Supply chain design and optimization improves service and halves supply chain costs  Supply chain collaboration reduces operating costs by up to 50%  Supply chain design and optimization reduces inventory and increases agilitySupply chain collaboration can have an enormous impact on your ability to service customerseffectively and profitably - harnessing mutual capability, brings continuous improvement insupply chain efficiency. Social media act as cost-effective enablers to reinforce collaboration,transparency and continuous improvements and learning. Platforms that can be used for thispurpose go beyond Linkedin, Twitter and Facebook which we determined in this article.The webinar is presented by Paul Archer and Steve Rowntree, both partners at Oliver Wight.Categories:Supply Chain and Strategic SourcingTags:collaborationleadershipengagementSell Through Social Media to Close More Leads#Infographicv j 19:12:53 | Gianluigi Cuccureddu InsideView created an infographic on how social B2B is, and how socialmedia is being used to generate more leads. I found this infographic here, he has good pointsabout social selling. The writer elaborates how social technologies also changed the way inwhich we collaborate online, with most B2B buying decisions starting, progressing, and ofteneven closing online without any face-to-face meetings. Though, nothing beats face to face.Have a look at S ’ “T u ” v and understand why. Balance between virtual and“ ffl ” ll mp .Linkedin generates more leads than Facebook, Twitter or blogging. Understanding the natureof Linkedin in comparison to blogging this is an incorrect reasoning. Blogging and Linkedingo hand in hand, where blogging is important for the first phases in the buying cycle, andLinkedin for the subsequent phases.
    • Another result is where a hospital saw a 15% conversion of leads to sales using live tweetingduring orthopedic surgery. Using social media in such cases creates trust, openness andengagement, ultimately resulting in sales. Another great example is the social media projectby Philips Healthcare.Online conversations with prospects accelerate deals, have a look at the bottom of theinfographic.At the end, the infographic mentions three key reasons why businesses need social selling. 1. Customers are already there 2. Competition is there, and if not, they will be soon 3. Employees and new hires expect itAnother reason I add is the opportunity to distinguish yourself as a business throughthoughtleadership, become a trusted source to rely upon.A lot of companies know already what their problem is, they want a partner that navigatesthem, that supports them effectively in their journey.
    • Source: hosting.ber-art.nl via Damarque on PinterestCategories:Marketing and SalesTags:social mediaEight Tips to Unlock Employee Engagementv j 18:44:55 | Gianluigi Cuccureddu E m ’ h x ff y u mpl y v m h m c mp y ucc . I ’ wh mpl y m m everything go a little betterfor each other, their customers and their communities. Read further how you as a leader caninfluence your employees and teams.The eight tips are: 1. Give your time 2. Look for their strengths 3. Involve them in the process 4. Pick a cause. Get involved 5. Be honest 6. Actions speak louder than words 7. Ask for help 8. Customize your interactionsWhat tip(s) can you recommend from your own experience?Categories:Human Resources and LeadershipTags:employee engagementSocial CRM Requires a Whole Brain Approachv j 16:28:22 | Gianluigi Cuccureddu
    • Interesting article by Chris Bucholtz, where he outlines that success insocial CRM requires as much knowledge of processes as it does willingness to engage withcustomers. A social CRM team, therefore, has to have people whose strengths lie in thesedifferent areas. What is needed is a good combination of people who are left-brained andthose who are right-brained.One of the tricky parts of developing a social CRM (sCRM) strategy is that it requires leftbrain and right brain thinking. The left brain, where more logical and procedural thinkingtakes place, is comparable to how "traditional" CRM operates, organizing and distributingdata based on predetermined processes. The right brain, the center of creative thinking, iscomparable to SCRM, discovering new relationships and communication models andengaging and conversing with customers.Read here the complete article.Basically any kind of change journey and adaptation in the knowledge-centric and connectedsociety requires a whole brain approach.Look at this presentation to understand the four critical (left and right brain) areas to besuccessful.Stay tuned for more information on the whole brain approach and business improvements!Categories:Customer Relationship Management (CRM)Tags:social crmUnilever Reaches Out to Innovation Community to Helpthe Business Deliver on Its Sustainable Growth Agendav j 16:11:23 | Gianluigi Cuccureddu Unilever, one of the worlds largest consumer goods manufacturers, hasreleased a new set of challenges to the worlds innovation community to help the businessdeliver on its sustainable growth agenda.
    • In March 2012, the companys Open Innovation team launched a new online platform whichoffered experts the opportunity to find some of the technical solutions it needs to achieve itsambition of doubling the size of its business while reducing its environmental impact, as setout in the Unilever Sustainable Living Plan.Following the success of the platform, Unilever has now unveiled the details of another threeresearch projects for which its Research & Development department is seeking externalknow-how.The three new "wants" which Unilever is seeking collaboration on span two of its four globalcategories, Homecare and Refreshments. They are:  New technologies which break down fatty deposits left on clothes and hard surfaces in an efficient, odourless and environmentally friendly way. The solution could be incorporated as an ingredient in the detergent formulation or work as a pre-treatment application.  New technologies which enable us to reduce the sugar in our ready-to-drink teas by 30 per cent, without impacting on their taste or mouthfeel.  New technologies which enable us to stabilise natural red colour cost-effectively, for use in our fruit and dairy products. The solution must maintain the stability of the colour throughout its shelf life and be water soluble.All ideas submitted on all 13 wants will be assessed by Yet2.com, an independent openinnovation consultancy, before any reach Unilevers Open Innovation team.Jon Hague, VP Open Innovation, Unilever said:Weve been hugely impressed by the quality, ingenuity and inventiveness of the submissionsthat weve received since we launched our Open Innovation platform six months ago.We have a long track-record of working with external partners to develop new technologies,so we were already very aware of the strength and depth of the innovation talent which existsoutside of Unilever. However this was the first time we have shared our research projects insuch an open forum and its very exciting to have tapped into a new community of inventorswho share our passion for sustainable innovation and creating a better future for ourconsumers and the environment.Categories:InnovationTags:open innovationunileverNicholas Christakis: The Hidden Influence of SocialNetworksv j 15:47:38 | Gianluigi Cuccureddu
    • This is a great video that you have to watch! Were all embedded in vastsocial networks of friends, family, co-workers and more. Nicholas Christakis tracks how awide variety of traits -- from happiness to obesity -- can spread from person to person,showing how your location in the network might impact your life in ways you dont evenknow.One piece stood out to m Ch ’ l h wh h p u c c hmatter.He gives as an example the graphite and diamond difference. If atoms are arranged in oneparticular way, it becomes soft and dark. If you interconnect atoms in another different way itcomes hard and shining (diamond). He said that those properties do not reside in the (carbon)atom itself but in the interconnection between those atoms.In a world where intangible capital is of increasing importance, this interconnection betweenpeople, knowledge etc is important to understand. It is important to understand that anemployee in one organization is not happy and in the other one that same employee is a risingstar.You can reason this between individuals, teams, departments and organizations (within thechain).H v l h c mpl v ’ w ll w h h 9 m u . Al l h p whhe talks about Obesity and relationships and clustering.Categories:Intangible CapitalTags:social networksChristakisContent Marketing Is Increasingly Important But StrategyLacksv j 15:27:29 | Gianluigi Cuccureddu
    • A survey conducted by Econsultancy amongst 1,300 marketingprofessionals, shows a surprising result. 38% of the respondents do not have a contentmarketing strategy in place whilst a whopping 90% believe that content marketing willcontinue to become more important. Content marketing is now seen as an emerging disciplineit its own right by a majority of marketers. Indeed, 64% of in-house marketers agree thatc m ‘ c m w c pl ’.(taken from the Econsultancy website)What is more interesting for me are the content marketing objectives. Increased enagagement(52%) was the most common objective, followed by driving traffic (42%) and brandawareness (35%) the most given objectives.
    • What I find interesting is that some of these objectives are not linked to business objectives.Increased engagement, for the purpose of what?Increasing traffic to the site, for the purpose of what?Be sure to link your content marketing efforts with your business objectives and thendowndrill which tactics will support that effectively and efficiently.Categories:Intangible CapitalTags:content marketingValorize Your Employees Knowledge And Experience! okt 16:52:22 | Gianluigi Cuccureddu Collaborative innovation has been gaining traction for quite a while now.The outside-in mantra is hot and sexy. Incorporating external stakeholders has definately lotsof advantages, also being proven. However, what I do miss and do see and hear is that theemployees are being left out or not being seen as equal potential innovators. This is a missed
    • opportunity in terms of sustainable HR, happy and engaged employees that are able to fullyvalorize their knowledge and experience.We reported u h Luf h C ’ upply ch p v ch ll . Thchallenge is open to external stakeholders and I was interested to learn if employees were ableto submit ideas. Lufthansa Cargo answered friendly the following response:@damarqueviews Employees of Lufthansa Cargo may participate in the contest but areunfortunately not eligible to win any prizes.— Air Cargo Challenge (@LH_Cargo) October 9, 2012Collaborative innovation is also a great means to create better internal connections andrelationships. Employees want to be part of the brand and want to be engaged. Just as externalstakeholders, employees can have great ideas, make use of them in an equal way. With this Imean that they should be eligable of prizes, or when turning it around, first create an internalcollaborative innovation challenge. This way you can test collaborative innovation processes lly c ly y u c wl y u mpl y ’ mp c . I pu mpl ymotivation and takes away a potential feeling of disadvantage.Michael Porter said that employees are the major source for a company to increasecompetence and profits. Take care of your employees, they will take care of your customersand your profits.From this perspective, the customer experience can also be seen as a measure for youremployee experience and engagement.Unlock the collective intelligence of your employees!Wh ’ y u p h ?Categories:Human Resources and LeadershipIntangible CapitalTags:innovationopen innovationThe Four Benefits of Intangible Capital Management inthe Social and Knowledge Era 11:11:32 | Gianluigi Cuccureddu
    • Recently I interviewed Mary Adams, an expert in intangible capitalmanagement (ICM), on the intersection of intangible capital and social media. One of theimportant things to realize is that the intangible nature of the social and knowledge era forcesbusinesses to look holistically at their business, to think differently about what makes thebusiness competitive and viable. Intangible capital is everywhere. Have a look at a clearintroduction on what Intangible Capital is and what the benefits are.What is Intangible Capital? from Mary AdamsThe four benefits of IC Management:  Optimized performance  Increased innovation  Higher valuation  Great reputationRead the interview to understand how intangible capital is defined.Social media are enablers to cost-effecitvely support the four "capitals" within IC.Think about Structural Capital, IT and processes that are more collaborative, to unlock andvalorize knowledge.Think about Relationship Capital and how social media are platforms (means) wherestakeholders can communicate faster.By taking an IC view, you can look at your business beyond functions, beyond departmentsand teams, and look at value that is being supported and concretized through your functions,departments etc.Are you looking at your business from this intangible and holistic point of view?Categories:Intangible CapitalTags:intangible capitalUltriva Launches Enhanced Cloud-Based CollaborativeSupply Chain Software 9:54:06 | Gianluigi Cuccureddu
    • Ultriva, a player in collaborative supply chain solutions, announced on theninth of October an enhanced version of its cloud-based software that further acceleratesproductivity and performance for manufacturing firms around the globe. In a co-creation withtheir customers they enhanced the software incorporating innovative social media concepts.The enhanced version includes:  a Collaborative RFQ (Request for Quote) module that incorporates innovative social media concepts,  an Inventory Optimization Tool that helps organizations to improve the operational and financial performance of their supply chains and  a Collaborative Planning module that combines historical consumption and replenishment data with forward-looking demand data to calculate future inventory positions.The inability of current supply chain management systems to support true collaboration andexecution between manufacturers and their supply chain partners results in supplierwhiplashing, poor delivery performance and lost revenue.Narayan Laksham, Ultriva founder and CEO said:These new features are in line with our mission of providing greater transparency andcollaboration between manufacturers and their supply chain partners. Ultrivas customers haveexperienced an average 35% increase in inventory velocity along with across-the-boardimprovements in employee productivity and supply chain decision making. We will continueto work closely with our customers to deliver even greater value through ultra-responsive,demand-driven supply chains.Scott Harvey, vice president of Operations at CareFusion said:The Ultriva cloud-based platform has a low barrier to entry and allows for an incredibly highlevel of standardization across all of our suppliers, which made it the obvious solution forCareFusion. As a medical device company working in a highly regulated industry, it isimperative that we maintain a high level of transparency and accountability—something thatUltrivas solutions provide for us and our suppliers.Categories:Supply Chain and Strategic SourcingTags:social mediasocial technologyMcKinsey: How Leading Companies Develop MoreInnovative and Cost-Effective Products
    • 9:29:14 | Gianluigi Cuccureddu By combining deep insights about customers, competitors, and costs, a fewl c mp f h “w p ” p uc v l pm : l w c wh ldesigning better products that customers value more. The results—including better products,happier customers, higher margins, and, ultimately, a stronger ability to innovate—shouldserve these organizations well in years to come.A few leading companies (in industries as varied as appliances, automotive, consumerpackaged goods, high tech, and medical devices) are encouraging more focused collaborationamong multiple functional groups (notably marketing and sales, operations,engineering/R&D, and procurement), these leaders are combining deep insights aboutcustomers, competitors, and supply bases to strip out costs and amplify what customers trulyvalue.The McKinsey article discusses three of such companies. Their experiences offer insights forany product maker hoping to improve its competitiveness. Below you will find excerpts ofthese cases. Click here to read the complete cases.Case 1: Appliance makerThe challengeSenior executives at a large, low-cost manufacturer of appliances and white goods werec c u h lu h p f m c f h c mp y’ h u h l f u .I hl m h pl pl y h c mp y’ h m c u y—an emergingmarket—but was now losing domestic share in two important, and fiercely competitive,product categories.Case 2: Medical-capital-equipment makerThe challengeA large manufacturer of medical devices and capital equipment was losing market share to anAsian-based entrant offering lower prices for a key product. The manuf c u ’ R&D mw p pl x . By m h c mp ’ c m h p uc h ul u20 to 25 percent higher h h c mp y’ c f w p uc . A h -to-headcomparison of product characteristics clearly indicated tha h c ’ w fmany dimensions, including quality. The consensus of the R&D group was to stay thecourse—the competitor, they grumbled, was selling below cost to grab market share andwould eventually have to raise its prices.
    • (taken from Mckinsey article)Case 3: Medical-device manufacturerThe challengeAn acquisition created big expectations—and challenges—for the operations group of amedical- v c m . Th c mp y’ l h v c uc f15 percent after examining the various operational synergies possible from the deal. Hittingthe target would require the company to, among other things, rationalize its product portfoliowhile modifying how it designed and sourced its products.Are you cost-effectively making use deep insights about customers, competitors, and costs tocreate better, faster and cheaper products?
    • How are you gathering these deep insights about customers, competitors and costs?Categories:InnovationTags:insightsThe Role of Culture and Leadership in CreatingCommunity-Centered Organizations 8:47:53 | Gianluigi Cuccureddu An academic paper published by International Journal of LeadershipStudies, t l “Toxic versus cooperative behaviors at work: The role of organisational cultureand leadership in creating community-centered organisations” (G l C -Ruffino,Ivancevich, Konopaske) provides an excellent summation of defining a toxic workplace.“A w pl c m y x c f: 1. mediocre performance is rewarded over merit-based output (Colligan & Higgins, 2006; Doyle & Kleiner, 1993) 2. employees avoid disagreements with managers for fear of reprisal (Jones, 1996); 3. personal agendas take precedence over the long-term well-being of the company (Atkinson & Butcher, 2003); 4. l c ly l h mp f (“M l ” 003); 5. new leaders do not stay long and employee turnover is common; and, 6. employees are treated more like financial liabilities than like assets (Macklem, 2005), and 7. bosses routinely throw temper tantrums, make unreasonable demands, scream, and use obscenit (A ym u 8).”In sum, organizational leaders and managers would be well advised to take steps to infusetheir organizational cultures with a more community-centric orientation. As stated previously,such a cohesive entity or community is characterized by mutually supportive persons, anenvironment comprised of policies that are perceived as egalitarian and fair, and colleagueswho are engaged in the process of self-development.Differences between Toxic and Community-Centered Organizations
    • Business2Community further elaborates on the research:One word springs to mind when I read a list like this – Values. It is clear that when assessingthose companies whose culture is defined as toxic, the values of the organisation are eithercorrupt, non-existent or exist in the world of PowerPoint templates only. In other wordsvalues misalignment equals toxicity. In such environments many people choose to leave theorganisation. An early 2012 survey by Corporate Crossovers of more than 300 femaleentrepreneurs found almost a quarter (23%) cited that culture and values misalignment wasthe main reason they have left their corporate jobs. The results, as demonstrated in theprevious post (Part 1) can materially impact the bottom line.
    • But what about those employees who stay? In a tough labour market, job choice is oftenlimited and hence employees may be unable to resign without the security of a confirmed newjob. Employees who continue to work under the stress of a toxic environment risk effectingtheir health.What is your opinion on the differences between the two types of organizations?Categories:Human Resources and LeadershipTags:cultureleadershipTactics to Sustain Employee Commitment To TheCustomer Experience 8:23:00 | Gianluigi Cuccureddu Jeff Valentine has led transformative customer experience initiatives at 3companies, across 12 different business units, and has been doing this work for over 10 years.He gave a presentation for the Customer Experience Professional Association. Read what his h c c wh h Cl A v yB ’ (CAB’ ) c m .Changing the customer experience takes the coordination of many departments and spans alltiers of the company. To be successful a customer experience practitioner must become amaster at effective communications inside and outside of the organization.Connect the voice of your customers to your employeesJeff shared a variety of tactics for sustaining employee commitment to the customerexperience. These included:  Using the company Intranet to keep everyone updated on progress  Using video footage of clients speaking about how changes the company made helped to improve their businesses  Having the CEO give updates on what the company is hearing from clients will go miles in keeping everyone focused on improving the customer experienceYesterday, on the business radio BNR, two companies elaborated how they are deployingsustainable HR and keep their employees engaged (who will take care of their customers).The two companies score high on:
    •  Engagement  Leadership  Clear focus and vision  Training and self-development.  Passion for the job  Open and honestThis is in line with one of the wise lessons of Richard Branson:F B h m mp f c f l hp l h p pl . “Ify u’ w h p pl … y u lly c u ly c u p pl h I’m u wc ul f j f y u V ”h y . “Th c mp h l f h p pl h c mp h lly w ll. I’m u w ’ l f w h u u h w ulth m mp .”T h mpl y mp m pl y c uc l h ucc fB ’ VEmp pu mpl y f cu m c h h l h . “A c mp yp pl … mpl y w w… m I l ed to or am I a cog in the wheel? People lly f lw .”Client Advisory Boards (CABs)J ff v c f f m Cl A v yB ’ (CAB’ ). A CAB up findividuals representing the portfolio of your customers. These individuals are selected fortheir strategic insights and are regularly tapped for ideas on how the vendor could improve the xp c l v . CAB’ c c ly u ful ul up y u V c f hCustomer efforts and Jeff offered advice on going about the selection process, measuring ROIof these meetings, and general best practices for managing the CAB relationships.What tactics are you deploying for employee engagement that spur a great customerexperience?Categories:Human Resources and LeadershipTags:customer experienceemployee engagementFour Ways to Strengthen The Collaboration Culture 7:06:16 | Gianluigi Cuccureddu I spotted this whitepape c ll “Bu l c ll v w pl c ”which explores what is meant by collaboration and why organisations and individuals should
    • build their collaboration capability. Then, based on that understanding, it lays four ways fordeveloping a collaboration capability.What is collaborationCollaboration is a process through which people who see different aspects of a problem canconstructively explore their differences and search for solutions that go beyond their ownlm v f wh p l .A y ’ m h up f p pl wtogether as teams and communities.The three types of collaborationIn team collaboration, the members of the group are known, there are clear taskinterdependencies, expected reciprocity, and explicit time-lines and goals. To achieve the l m m mu fulfil h p w h h m .In community collaboration, there is a shared domain or area of interest, but the goal is moreoften focused on learning rather than on task. People share and build knowledge rather thancomplete projects. Members may go to their communities to help solve their problems byasking questions and getting advice, then taking that advice back home to implement in theirteams. Membership may be bounded and explicit, but time periods are often open or ongoing.Network collaboration steps beyond the relationship-centric nature of team and communitycollaboration. It is collaboration that starts with individual action and self-interest, which thenaccrues to the network as individuals contribute or seek something from the network.Membership and time-lines are open and unbounded. There are no explicit roles. Membersmost likely do not know all the other members. Power is distributed.Read more the three types of collaboration here.Success factorsBelow you find a neither definitive nor comprehensive list of things that are important toachieve collaborative success.Team  Common purpose or goal  An outcome that is valued  Pressure to deliver (a due date)  Complex problems that a single person could not resolve on their own  An explicit process for getting things done (no ESP required)Community  A topic that members care about to a point where their identity is wrapped up in that topic  A community coordinator who can orchestrate activities, introductions and opportunities for learning
    •  Regular social activities to build trust and new social connections among team members  Opportunities to practise and gain experience, or vicariously gain experience by hearing the stories of other practitioners  Leaders who see value in the community and at best encourage their staff to p cp w ’ c u c mmu y p c pNetwork  Technology to store and retrieve information of interest which makes it immediately fi l v y h w  An appreciation of how effective use of social technology, such as bookmarking, will save time and assist team and community collaborations  Having diverse skills in the organisation— c fil c c —who help make sense of information and connections from the network and bring them back into h fl w f lw .N v y h h u u h p pl to  A tolerance for a high volume of information—knowing that you can catch what you f m h fl w u y uc ’ he entire river  Ability to see connections across diverse signals and bits of informationRead the complete list here.Does your organisation have a culture that works for the team, community and network types f c ll ?O y ufi h cul u h fl c ll ?S flculture may include a singular focus on individual achievement, a culture that does not valuesharing knowledge or expertise, or simply ignoring the network.Read further to understand the role of leadership, the team-,community- and network culture.Four ways to strengthen the collaboration culture:  Foster collaboration leadership and support. Look here what the eight key indicators are for a collaborative leader  Communicate the fruits of collaboration  Implement collaboration tools  Start Communities of PracticeWhat type of collaboration to you have in your organization?Have you already implemented the four ways to strengthen collaboration culture?Categories:Human Resources and LeadershipIntangible CapitalTags:culturecollaborationleadership
    • Cisco Elaborates on its Corporate Social ResponsibilityPrograms On #CSRchatw 22:41:57 | Gianluigi Cuccureddu The Cisco CSR team was a guest on the bi-weekly #CSRchat. Read theCorporate social Responsibility insights that Cisco shared with the crowd.[View the story "Cisco Elaborates on its Corporate Social Responsibility Programs" onStorify]Cisco Elaborates on its Corporate SocialResponsibility ProgramsCiscoCSR wasa guest on the bi-weekly #CSRchat. Readthe insights that Cisco CSR shared!Storified by Damarque · Wed, Oct 10 2012 13:36:44@CiscoCSR Q1: Why does @CiscoSystems do CSR? #CSRchatSusan McPhersonA1:CSR helps build relationships & incubate new tech for benefit of society, planet & ourbusiness http://csr.cisco.com #CSRchatCisco CSR@CiscoCSR Q2: The slogan of @CiscoCSR is: "you + networks=impact ^ x". Can youexplain this philosophy? #CSRchatSusan McPhersonA2: When people & technology come together to address an issue, you can multiply yourimpact. http://cs.co/6018TCv0 #CSRChatCisco CSR@CiscoCSR Q3: What is the focus of the @CiscoCSR program? #CSRchatSusan McPhersonA3:Focus on 5 pillars:Governance & Ethics, Supply Chain, Our People, Society & theEnvironment. http://cs.co/6012TCv4 #CSRChatCisco CSRA3:In society we focus on: #Education, #Healthcare, Economic Empowerment &CriticalHuman Needs http://cs.co/6015TCv7 #CSRchatCisco CSR@CiscoCSR Q4: How does @Cisco leverage its products and skills to impact communities?#CSRchatSusan McPhersonA4: We donate people expertise, networking& collaboration technologies and cash to addresssocial issues. http://cs.co/6017TCvh #CSRchatCisco CSR@CiscoCSR Q5: Can you tell us about one or two of your favorite @CiscoCSR initiatives?#CSRchatSusan McPhersonA5:Networking Academy has provided ICT skills education to 4+ M students thru people andtech networks. http://cs.co/6016TCay #CSRChatCisco CSR
    • A5:After Sichuan quake built tech foundation to improve access to healthcare & education forrural residents http://cs.co/6012TCaO #CSRChatCisco CSR@CiscoCSR Q6: Why did Cisco CSR decide to partner w/ @HuffingtonPost on new@HuffPostImpact section #ImpactX? #CSRchatSusan McPhersonA6:We partnered w/ @HuffPostImpact on #ImpactX to inspire others to multiply their impactthrough partnerships and technology. #CSRchatCisco CSRA6: We also hope to share what @CiscoCSR has learned about using technology for#socialgood. http://cs.co/6014TCaw #CSRchatCisco CSRA6:Here is the link to the intro #ImpactX blog post from Cisco SVP Tae Yoo that explainsmore. http://cs.co/6011TCa9 #CSRChatCisco CSR@CiscoCSR Q7: Who are some of @CiscoCSRs community partners and how do you selectthem? #CSRchatSusan McPhersonA7: We partner with many NGOs like @CityYear, @Inveneo, @FeedingAmerica and@OneEconomy. http://cs.co/6014TCaY #CSRChatCisco CSR@CiscoCSR Q8: The @Cisco YouTube channel is quite popular. How do you use video toengage audiences w/ @CiscoCSR? #CSRchatSusan McPhersonA8:Video really brings a story to life-seeing & hearing from those impacted. Powerfulengagement tool in #SocialMedia. #CSRChatCisco CSR@CiscoCSR Q9: Big question. How does @CiscoCSR use social media to advance its CSRgoals? #CSRchatSusan McPhersonA9:We use #SM to share best practices, impact metrics, promote our partners, encourageemployee & customer engagement. #CSRChatCisco CSR@CiscoCSR Q10: Which social platform have you found most effective for @CiscoCSR?#CSRchatSusan McPhersonA10: A combo of blog posts, twitter and FB, with links to videos and stories onhttp://csr.cisco.com. #CSRChatCisco CSR@CiscoCSR Q11: Why do you think its so important to communicate the @CiscoCSRprogram w/ such a wide audience? #CSRchatSusan McPhersonA11:Cisco is a global co committed to driving value for society, the planet & our business.Hope to inspire others on #socialgood. #CSRchatCisco CSR@CiscoCSR Q12: @CiscoCSR What tips would do you have for other CSR managers hopingto incorporate social media? #CSRchatSusan McPhersonA12:Be clear on goals and success metrics; focus on sharing best practices and lessonslearned, not just building followers. #CSRChatCisco CSR@CiscoCSR Ahhh. Employee Enagement! Q13: How does @CiscoCSR engage employeeswith programs? #CSRchatSusan McPhersonA13:We build awareness then encourage employees to donate to local/ global causes. Ciscohas an active volunteer program. #CSRChatCisco CSRA14:Yes, one goal is to make our 60,000+ employees #CSR ambassadors for Cisco. Socialmedia is a great way to do that. #CSRChatCisco CSRQ15: The @CiscoCSR reports are very thorough. What is your strategy for measuringimpact? #CSRChatSusan McPhersonA15:We follow the Global Reporting Initiative(GRI) -provides a complete sustainabilityreporting framework http://cs.co/6012TCxg #CSRChatCisco CSRQ16: What does the future of @CiscoCSR look like? #CSRChatSusan McPhersonA16:Our goal is to embed #CSR into daily operations so we can further multiply our impacton society, the planet and our business. #CSRChatCisco CSRCategories:Intangible CapitalTags:
    • CSRCustomer-Centricity Is Not An End Goalw 22:20:43 | Gianluigi Cuccureddu Forbes published an article called "The CMO is dead" which has p .I ’ h h CMO l ead, and the reasons given are not reasonsto clarify the CMO dead, but to enrich the way CMOs conduct their role. One remark stoodout which was that the number one objective for the Chief Customer Officer (the new CMOaccording to the writer) is customer-centricity.The following end paragraph of the article was:Back in the 1950s, the management guru Peter Drucker wrote that a company has two andonly two key functions – marketing and innovation – and that all other functions shouldsupport these. Back to basics: Objective number one for the CCO is customer-centricity. Thisfocus must come from the very top and filter down through the whole organization soeveryone has the incentive to add value to the customer. Although paying attention to thecustomer is common sense, unfortunately common sense is less and less common. The CCOmust be the first step in the right direction.So – goodbye to the CMO, hello to the CCO.What Drucker also said is that the purpose of an organization is to create and retain acustomer. Thàt is the basic which is being achieved through marketing and innovation. I dontthink that the objective number one for the CCO -CMO or however you want to name therole- is customer-centricity. Customer-centricity is a means to and end. Companies do notbecome customer-centric in order to achieve customer-centricity, they become customer-centric to gain competitive advantages, to create profitable growth, to be able to be a resilientorganisation that does things different and relevant.Categories:Marketing and SalesTags:customer-centricityWhy Global Processes Help the Locals in CustomerExperience - Forrester Reportw 17:05:43 | Frederic Gilbert
    • According to the Forresters report recent report "Global Processes Help toDeliver Relevant Local Customer Experience", companies need to master 6 key disciplines ofCustomer Experience in order to make their Customer Experience Strategy effective both on aglobal and local scale. It all starts with people and how you let them express in yourframework. Here are the 6 disciplines you need to master:  Customer Understanding,  Measurement,  Governance,  Strategy,  Design  Culture.The study clearly identifies the pitfalls and hurdles companies are experiencing to scaleCustomer Experience to the local level. The variabilty due to human interactions can boost orburn down the entire project. Hence the necessity to set up an agile process starting at the toplevel but capable of adapting to the above topics. Trust & getting the people with the rightmindset to interact with customer would also be very important matters to master.The questions raised by the study :In the end, the study challenges the decision makers to respond to the following : Does yourorganisation have a global vision of the Customer Experience Strategy it wants to set up? areall executives on-board? do you understand the stakes of Experience and how it can be usedto serve your business & customers? Can you scale the initiative and let it be embraced by thelocals to deliver the brand promises?Key FindingsAs already-heard as it seems, the 2 key findings of the research document are :  Customer Experience is Local by definition : As markets are more and more commoditized in terms of services & products, Customer Experience has become the key differenciator. However the experience is characterized by the interactions one has with a brand. The perception of the experience and interactions can be largely influence by culture, language and geography. Consequently local should be empowered to adapt to the specificities of the environment  Firms need a global approach to Customer Experience Management : The choices that existed before were either controlling everything from the headquarters or letting local branches be entirely autonomous in the initiatives. However neither of these strategies are profitable and tend to erode the brands consistency and promise. Hence the necessity to frame the approach with a set of processes and practices that can be repeated, transferred to local branches. Success is in sharing the vision, values, promises and delivering them at a local level with relevance.Is your experience scalable? and can you act locally? Feel free to connect with us and letsdiscuss the topic together.
    • Categories:Customer Experience ManagementTags:customer experienceChange ManagementGlobal TechnologyProcessesresearchEight Key Indicators For Collaborative Leadersw 16:34:14 | Gianluigi Cuccureddu What is collaborative leadership? Collaborative leadership is a philosophyof leadership where the leader becomes a facilitator instead of an authority figure and allowsthe team or a group of people to collectively discuss problems, make decisions and innovate lu . Th f m c u h v z l “Z u cul u ” wh hleader is key. In a time where organizations are more and more perceived as platforms, Ibelieve that leaders need to be platforms as well. Have a look at the eight indicators.
    • Source: visual.ly via Damarque on PinterestCategories:Human Resources and LeadershipTags:collaborative leaderLufthansa Cargos Supply Chain Open InnovationChallenge 9 7:14:58 | Gianluigi Cuccureddu Lufthansa Cargo has just launched its second Air Cargo InnovationChallenge. This is for customers or anyone who thinks they know at supply chain, to submitcreative, exciting (or not so exciting) and out-of-the-box ideas about improving customerservice in the air freight industry.This challenge is being split into four categories;  Customer touch points and services - Tell us how we can better and more effectively interact with our clients.  Applify Cargo and the use of new technology - How can all modern means of communication via new technology be applied to Air Cargo customer service?  Customer loyalty programs - Can you imagine innovative and attractive loyalty programs which provide added value to the customer?  Blank room - forward thinking and out-of-the-box ideas. Anything goes here, be a visionary and inspire us!The contest ends on November 7th, with winners announced the first week of December.Categories:InnovationTags:Lufthansa CargoThree Critical Elements to Sustainable EmployeeEngagementm 8 21:06:12 | Gianluigi Cuccureddu
    • Th “ Gl l W f c S u y: E m R ” study byTowers Watson provides a snapshot of the attitudes and concerns of 32,000 workers around h w l .I h l h h w mpl y ’ v w ff c h m h wcommitment to their employers, and ultimately, their behavior and performance on the job. Assuch, it provides us with important insights into the elements of the work environment thathelp shape employee behavior and performance in positive ways to support growth goals.And it presents a new and more robust definition of engagement — sustainable engagement— designed for the 21st-century workplace. Sustainable engagement fits the Purpose-drivenorganization we wrote about earlier.Globally, nearly two-thirds (65%) of the more than 32,000 full-time workers participating in u u y h hly . Wh l h ’ up — considering workers havebeen doing more with less, and for less, for over half a decade — it poses a significant risk foremployers. Are they at a critical tipping point in their ability to sustain engagement over time?And if they are, what actions can they take to turn the tide, given the significant implicationsof declining engagement on productivity and performance?Other key findings from the survey:  Stress and anxiety about the future are common.  Security is taking precedence over almost everything.  Attracting employees is almost entirely about security.  R mpl y h m w h h “qu l y” f h w xp c v ll.  Employees have doubts about the level of interest and support coming from senior leaders.There are three key points to understand sustainable employee engagement:  1) Engagement is not satisfaction or happiness at work. Employees can be quite satisfied with their work and happy to come in every day because the love the Starbucks in the café or spending time with their friends at work. That ’ m h y’ uly engaged – willing to give additional discretionary effort (above and beyond job specs) because they want to.  2) Sustained engagement requires you change the game. You cannot continue to do the same things ad nauseum and expect continued strong results. What engages people today will change as the people themselves and their w l ch . Th ’ h yp f h “enablement” portion of the sustained engagement equation. Are you continuing to give your employees what they need so they want to deliver the discretionary effort you need?  3) Energy matters – and so does attitude. Well-being, a key component of T w W ’ f f “energy ” h p c I’v w before that is too easily discounted. Do you want to come to work and do your best in a miserable environment of grumpy, mean or even abusive people? I
    • w h ’ c uc v m ng my best work. Creating a positive work environment is fundamental to sustained engagement.Source: recognizethisblog.com via Damarque on PinterestWhat does your organization do to create an energized and purpose-driven environment?Categories:Human Resources and LeadershipTags:employee engagementThe Five Biggest Supply Chain Challenges According tothe Supply Chain Councilm 8 20:28:22 | Gianluigi Cuccureddu The Supply Chain Council (SCC) is an independent, nonprofit, globalcorporation with membership open to all companies and organizations interested in applyingand advancing the state-of-the-art in supply chain management systems and practices. Therecent economic recession forces companies to take an intense look at their supply chains,
    • question some of their assumptions, and root out major inefficiencies. Read what the SCCidentified as the five key supply chain management challenges.The five challenges identified by the Supply Chain Council:  Customer service Effective supply chain management is all about delivering the right product in the right quantity and in the right condition with the right documentation to the right place at the right time at the right price. If only it were as simple as it sounds.  Cost control Supply chain operating costs are under pressure today from rising freight prices, more global customers, technology upgrades, rising labor rates, expanding healthcare costs, new regulatory demands and rising commodity prices. To control such costs there are thousands of potential metrics that supply chain organizations can and do measure. Managers need to zero in on the critical few that drive total supply chain costs within their organizations.  Planning and Risk Management Supply chains must periodically be assessed and redesigned in response to market changes, including new product launches, global sourcing, new acquisitions, credit availability, the need to protect intellectual property, and the ability to maintain asset and shipment security. In addition, supply chain risks must be identified and quantified. SCC members report that less than half of their organizations have metrics and procedures for assessing, controlling, and mitigating such risks.  Supplier/partner relationship management Different organizations, even different departments within the same organization, can have different methods for measuring and communicating performance expectations and results. Trust begins when managers let go of internal biases and make a conscious choice to follow mutually agreed upon standards to better understand current performance and opportunities for improvement.  Talent As experienced supply chain managers retire, and organizations scale up to meet growing demand in developing markets, talent acquisition, training, and development is becoming increasingly important. Supply chain leaders need a thorough understanding of the key competencies required for supply chain management roles, specific job qualifications, methods for developing future talent and leaders, and the ability to efficiently source specific skill sets.Do these challenges is these areas also apply to you?Categories:Supply Chain and Strategic SourcingTags:supply chain councilThe Purpose-Driven Organization - First Why Then Trustm 8 19:56:19 | Gianluigi Cuccureddu
    • We live in an era of transparency, of an easyness to collaborate and share f m . Bu ’ l h f distrust, of crises and a Post-Growth Economy or SharedValue by Porter. It are in these turbulent times that a Purpose driven organization will havemore impact, be more directive and inspiring and is more sustainable. As Sinek says, beingamongst people who believe what you believe, that is key. This counts for your employees,your business partners and customers, the complete supply chain. Being amongst people thatshare the same the Purpose, only then Trust thrive in this connected society.Have a look at this inspiring video by Sinek, First Why and then Trust.In a social media ruled era, outside-in reigns, the customer is king, co-create with them andwhat more.One of the wise lessons of Richard Branson however is:F B h m mp f c f l hp l h p pl . “Ify u’ w h p pl … y u lly c u ly c u p pl h I’m u wc ul f j f y u V ”h y . “Th c mp h l f h p pl h c mp h lly w ll. I’m u w ’ l f w h u u h t would be h m mp .”T h mpl y mp m pl y c uc l h ucc fB ’ VEmp pu mpl y f cu m c h h l h . “A c mp yp pl … mpl y w w… m I being listened to or am I a cog in the wheel? People lly f lw .”If you take care of your employees they will take care of your customers. This is wherePurpose and Trust are important.Categories:Human Resources and LeadershipIntangible CapitalTags:purposeSocial CRM Company Capillary Technologies Raises$15.5M: Real-time Is The Big Differentiatorm 8 17:23:36 | Gianluigi Cuccureddu
    • TechCrunch reports that Capillary Technologies, a social CRM companythat helps retailers engage over mobile, email, social and in-store channels, is announcing theclose of $15.5 million in Series A funding led by Sequoia Capital and Norwest VenturePartners with Qualcomm Ventures also participating in the round. The company, which offersa cloud-based SaaS platform for customer engagement, clienteling, loyalty and social CRMsolutions, currently works with over 100 major brands across 10,000 locations worldwide, andjust recently entered the U.S. market.What makes the system a big draw for brands, he explains, is its ability to integrate withhundreds of different point-of-sale systems, as well as th fw ’ l-time nature which isable to identify customers immediately after sign-up – f wh l h y’ ll h .How the tech works:A cu m h up u h ph y c QR c h ’display. Th y’ h p -up to receive messages from the brand, and thatpage uses Facebook Connect to quickly pre-f ll h cu m ’ f m wh l l hcustomer data back with the brand. The moment the sign-up process is complete, the cashierat the point-of- l mm ly h cu m ’ p c u ll pp h y m. B f f h cu m ’ c h c u ff c mm h c um ’ vc .Co-founder Krishna Mehra (President – Americas), who founded the company alongsideCEO Aneesh Reddy and VP of Operations Ajay Modani:Trying to engage with customers is adifficult thing. The existing mechanisms to capturecustomer data and interact with customers through plastic cards, and all these things, are verysub- p m l. M y m v pu ch c ’ lly c p u l f qu l y cu m . Th ’ m h w lve very well.What makes the system a big draw for brands, he explains, is its ability to integrate withhundreds of different point-of- l y m w ll h fw ’ l-time nature which isable to identify customers immediately after sign-up – f wh l h y’ ll h .Categories:Customer Relationship Management (CRM)Tags:social crmThe Supply Chain Defines Social Media Too Narrowlym 8 16:53:33 | Gianluigi Cuccureddu
    • We are investigating how transparency and collaboration –through theintegration of social technologies- can help supply chains to innovate, to be resilient.Improvements in the supply chain are created through information sharing and betteralignment in decision making. There are discrepancies between the above and practice. I cameacross this article on supply chain executives and how social media is perceived. It describeswell some of the experiences and feedback we encounter.The majority of the supply chain executives who participated in the sessions of the TheLogistics & Supply Chain Forum, believe that social media will transform supply chainp c (f h ) w y w c ’ m y.However, and this is not just limited to the supply chain, the writer elaborates:F m x cu v h pu l c l h m“ c lm ” c lly quF c Tw L I h pu l cly cc l . Bu h c y m f “ c l w ” lu l clu “E p . ” ppl c ( “Enterprise SocialSoftware”) h c mp c pl y lly f c l c mmu ccollaboration between employees and different functional groups, and with suppliers,customers, and other external partners in a private, secure environment.Th ’ f c nuous learning curve in educating the supply chain (and business ingeneral) in what social technologies are, the scope and applications of them. Partially thediscrepancy is sustained by the supply side of social technologies (agencies, consultanciesetc), focussing on B2C, specific functions such as Marketing, PR and comms and specificnetworks. As the review of the Forum continues :[…]I h h l l l yu c lm ff c v ly v c u u mp v m v h c mp y u h x cu v ’ u l wbecause his definition of social media was limited to Facebook, Twitter, and LinkedIn.In other words, many executives get caught up in the terminology (blogs, wikis, tweets,discussion forums, RSS, Enterprise 2.0, etc.) and view social media as more work to do, moreinformation they need to sift through in addition to emails and voicemails. Think beyondFacebook, Twitter, and LinkedIn. Focus on the work, not the words.The perception of social technologies to be additional work is an incorrect approach. Socialtechnologies offer better, faster and cheaper ways to support a vision or solve a businessp l m. If h y ’ v lu y u h v c f h m . “Bu l ff h y w ll c m ” ff c v pp ch ch l y-centric instead ofbusiness-centric.In our continuous efforts in understanding the top challenges within supply chainmanagement and how potentially social technology integration can help solve them, pleaseshare yours in the blog or contact us.
    • C c ly u ch h ’ ch ll w ll h lp uc ch h cc lsupply chain innovation.Categories:Supply Chain and Strategic SourcingTags:social technologyintegrationKey Role of Social Business Analyst Is Emergingz 14:34:41 | Gianluigi Cuccureddu In a previous article about delivering the social business imperative, theenabling roles to deliver social business mentioned an emerging critical role, the SocialBusiness Analyst. A dedicated role that acts as a liaison between IT and the business.In the Forrester article, Koplowitz ends with the role of the social business analyst which isoften not funded and where skills are only now being defined:Social business analysts define and measure business value. Emerging systems ofengagement and their ever-increasing integration with systems of record offer businesses theopportunity to re-think knowledge worker-c cp c .O c “fy u ul h y w ll c m ” pp ch unlikely to drive optimal results. Forward-thinking organizationshave established a dedicated role to act as a liaison between IT and the business to educate thebusiness on driving business value and to take technical requirements from the business backto IT to drive social business and collaboration strategy and investments. This critical role isjust emerging and often requires organizations to add net new headcount.Th “ f y u u l h y w ll c m ” pp ch w ll ò v p m l ul v g andlinking it with business issues and how it can create business value is a sustainable approach.Secondly, start small, test and learn, build your business case and decide upon results if andhow you should proceed with further integration.The benefits of this process are higher speed, lower risk and a better outcome versustraditional IT implementation processes. Furthermore, this approach promotes sharing andcollaboration and leads to a better mutual understanding among the team members of theirrespective missions, goals and needs.From a non IT perspective, social business analysts need to understand and be able to changeand direct culture, processes and capabilities in order to align effectively the social ITsolutions with the business. Besides those, there are the politics, reaching out to the right
    • stakeholders and what more that need to be addressed effectively, if a social businesstransformation wants to happen effectively.Do you think all these skills can be unified in one person? Or would a cross-competence teambe more feasible?Ask us if you wish to find out what skills a social business analyst needs to have within yourbusiness context and challenges.Categories:Human Resources and LeadershipTags:social technologysocial businessForrester: Four Major Goals for Enterprise SocialNetworking Integrationz 10:00:22 | Gianluigi Cuccureddu Forrester fields hundreds of client inquiries each year on the topic of socialbusiness and collaboration. And the trend doesnt appear to be slowing. Transparency,collaboration and acceleration of the intangible capital are creating both challenges andopportunities.Vice president of Forrester Research Rob Koplowitz said at TUCON 2012, Las Vegas:W ’ v c l ch l y m h f . Wh ’ ch m h yhl h l l c m c l y… W ’ w c ph c u .Why are they implementing social technology? Koplowitz answered that companies aredepending on information.By having a (more) transparent infrastructure, across silos where different perspectives h c u p c p pl wh m c mp l “ p ” much f ff c v .Earlier this year, Koplowitz wrote this article on delivering the social business imperative.The goals he hears from clients revolve around four major goals:  Breaking down geographic boundaries. There is a keen recognition that large global organizations do not capture information and identify expertise effectively. Finding content and experts in a large, geographically dispersed organization can be like
    • finding the proverbial needle in the haystack. If I have a question in London and the best answer is from someone in Singapore, can I really expect that connection to be made?  Breaking down organizational boundaries. Same dynamic as above, different barriers. If Im in customer service and the information I need to help a customer is with a salesperson, can I make that connection?  Flattening organizational hierarchy. Of those investing in social networking solutions, many are driven from the top down. C-level executives are often turning to IT with the mandate to make the enterprise "more social." Why are these executives looking to drive such profound change? Because they recognize that their businesses are far too complex to be run effectively without meaningful input from the people that are actually running the business every day.  Driving collective action. The actions of many are more powerful than the actions of few. And organizations are acutely aware of this. In most of my client conversations, the topic of innovation is a top-level driver of enterprise social initiatives. Within innovation, the topic of new product development is top of mind. In other words, many organizations are looking to drive the lifeblood of success, the products they sell, collectively.In a previous article we reported about four reasons why Enterprise Social Networking isexloding. One of the reason was the ability to drive real business value. McKinsey researchedthat the unlocked potential annual value of social technologies is 1.3 trillion in four sectors.In order to achieve this, Koplowitz says that successful implementation of social business andcollaboration solutions requires standard IT diligence and the usual roles to apply it. Some ofthese roles are tecnical and some are non technical. Examples are collaboration managers,solution- and enterprise architects, HR professionals, community leaders and social businessanalysts.Categories:Intangible CapitalTags:Enterprise Social NetworkingThe Future of Retail: Consumers Expect An IngratedMulti-Channel Servicev j 20:08:41 | Gianluigi Cuccureddu In a new report, l “D l Sh pp R l v cy ” C p m uv y16,000 digital shoppers across 16 developing and mature markets about their use of differentchannels and devices for shopping. The study demonstrated that shoppers are not loyal to one
    • channel but expect a seamless integration across online, social media, mobile and physicalstores.The study also highlighted that 56 percent of respondents are likely to spend more money at aphysical store if they had used digital channels to research the product prior to purchase,however 73 percent of respondents also expect online prices to be lower than those in physicalstores.When asked what channels were important or very important for learning about products, 72percent said Internet sites, 58 percent cited email newsletters and product/coupon offers, and49 percent mentioned in-store technology.The Tennessean reports on the study:The simple availability of information is no longer an issue. What companies must do isbecome trusted sources of knowledge and provide the platforms where consumers can shareexperiences. Those companies will become the preferred brands.Exactly this is important, creating such a compelling and relevant customer experience that abrand becomes a trusted source.SocialCommerceToday elaborates on the report by writing that the retail landscape as weknow it is set to change. More than half of the respondents from both developing and maturemarkets said they expect physical stores for increasing numbers of categories will simplybecome showrooms to select and order products by 2020.This development might mean it helps the change the brick and mortar retail landscape.Creating areas of mainly showrooms, pop-up stores and what more, combining it with anonline environment, creating the expected integrated (transmedial) all-channel service.Local shopping engine Milo has produced an infographic of the research, see below:
    • Source: socialcommercetoday.com via Damarque on PinterestCategories:Business ModelsTags:retailsectorcapgeminiresearchCo-operatives Are Resilient And Contribute To a MoreBalanced Economyv j 14:57:31 | Gianluigi Cuccureddu The Guardian reports about the launch of The Co-operative Enterprise Hubto support the creation and growth of community-owned enterprises. The Co-operative haspledged a further £5million between 2012-14 to continue to develop the service whichprovides free specialist advice, training and access to finance – plus a radical new scheme tounderwrite community share issues - enabling co-operatively-owned organisations to get offthe ground or grow.From pubs to post offices and retail to renewables, resilient communities are turning to co-operatively-owned solutions to operate business and services that are set-up, run andcontrolled for the benefit of the community.Michael Fairclough, head of community and co-operative investment at The Co-operative,said:Communities, driven by needs other than to maximise profit, are turning to co-operatively-owned solutions to tackle local issues and, for the provision of businesses and servicesimportant to their needs - enterprises operated by a general public increasingly concerned forenvironment, accountability, community cohesion and sustainability. The co-operativebusiness model has a significant role to play in fostering the growth of future enterprise andcontributing to the rebuilding of a more balanced and stable economy.Tiziana OHara from the Northern Ireland Co-operative Forum - the regional bodyrepresenting existing and emerging co-operatives in Northern Ireland, said:Co-operatives are resilient even in a downturn, reinforcing the fabric of our communities andcontributing to a more balanced economy.
    • I ’ x c ly h m l c c my w ’ l f . Th f x mpl u hcollaborative consumption initiatives, or where networks of self-employed people are helpingeach other. These kind of initiatives, spread the risk and benefits the individuals withincommunities.Indeed communities and societies need to have a better grip on the economy. How do youthink this fits within the purpose of a business and shared value, as explained by MichaelPorter?Categories:Open Industry and Open EconomyTags:co-operativeSocial Media Monitoring Tools Comparison Guide:Radian6 Topsv j 14:04:53 | Gianluigi Cuccureddu PR 20/20 has created a social media monitoring tools comparison guidethatcompares nine monitoring tools. They have compared things like price, the ideal user, blogcoverage, social media coverage, email alerts, dashboard and more. There are a lot morem l I ’t know why exactly thése nine have been selected, but it does give agood overview between the tools.Radian6 tops the other eight tools. Of course it depends on what kind of user you are and forwhat objectives you want to use monitoring. The coverage, completeness and depth ofRadian6 in terms of sources is impressive. Having a full (or near full) overview of thelandscape is a precondition to do your analysis on. Have a look at the guide below.Which monitoring tool do you advice which is not listed?Categories:TechnologyTags:social media monitoringTop Five Trends in B2B Content Marketingv j 11:04:11 | Gianluigi Cuccureddu
    • Holger Schulze conducted a survey and compiled the report B2B ContentMarketing Trends 2012. I ’ p f h f wh c m wh .I’ lz h c m ju xp cm m f l v wh l . W ’v pply c marketing for manyyears now, amplifying the brand, spur thought leadership and being a platform where people(businesses) with the same Purpose gather.The top five trends are:1. Content marketing is expanding dramatically in terms of tactics, forms and volume ofcontent.•8 p c fm yc p uc h• Ov h lf f h p cp u m f m c c h h y m“ ff c v ”• Th m p p c c c ff t functional roles2. Content is at the heart of B2B marketers top 3 goals—lead generation, marketeducation and brand awareness.3. The fastest growing content format is Infographics, whose use increased 1.5x from lastyear.4. Biggest challenge for marketers is time and bandwidth to create content.•9 p c fB Bm c wc f m c ch5. Most B2B marketers are trying to measure content engagement.•W ffic v w & w l l qu y & qu l y h p3m u mentsThree top goals for B2B content marketingThe top three goals are –as mentioned in the trends- lead generation, thought leadership &market education and brand awareness. Through brand awareness by educating the marketand thought leadership, as a brand you Give First. You connect the dots, you create clarityamongst the many developments. You develop Trust and become a reliable source.FutureOver 84 percent of marketers are increasing content production over the next 12 months, over30 percent of them significantly so. 14 percent of marketers expect volume to stay flat. In
    • contrast, last year, over 71 percent of respondents saw an increase in content production —looks like the pace of content production is picking up steam.What about you? Are you picking up on B2B content marketing? If so, what is your top goal?Thanks for the hat tip Greg!Categories:Intangible CapitalTags:content marketingShared Thoughts From the #HBRchat On Big Data 21:00:59 | Gianluigi Cuccureddu Today I joined the #HBRchat facilitated by @HBRExchange. Todaystopic was big data. Lots of people shared their thoughts on the topic. Have a look below for acompilation of great thoughts shared by attendees of the chat. Enjoy.[View the story "Thoughts from the #HBRchat on #bigdata" on Storify]Thoughts from the #HBRchat on #bigdataToday the #HBRchat by @HBRExchange was aboutbigdata. Have a look below for some great thoughts sharedby attendees of the chat.Storified by Damarque · Thu, Oct 04 2012 11:52:34"The first question a data-driven organization asks itself is not What do we think? but Whatdo we know?" http://bit.ly/SxMBrC #hbrchatHBR ExchangeGreat point. RT @leadfearlessly: Intuition guides what to ask, data makes course corrections.#HBRChatSusanne GoldsteinRT @HBR xch : "B ’ p w h f v hum h ."http://flpbd.it/QyJqs #hbrchatPallav Sinha@HBRexchange The discussion at #hbrchat was immense but you were rather ungenerouswith the RTs today. Many valuable insights were ignored. (Ritu)I fully support emphasis on proper methodology. RT @diwasamadge: ...pitfall of the massdata grab #HBRchatLisa03755@Lisa03755 @erichargraves Its not always about FASTER, its about SMARTER -sometimes takes more time upfront. #hbrchatTranscend Coaching
    • Data is a tool for execution. It doesnt execute, but rather leads our assumption about thefuture. Better data, Better assumptions #HBRchatEric Hargraves@mikepweiss Data, if not named & shared correctly can get "too inside baseball". Actionfrom actionable data #HBRChatSusanne Goldstein@leadfearlessly Prototype and simulate it. Then, implement it on small scale and identify thestrengths and weakness. Leverage it. #HBRChatVidhya@HBRexchange. Data comes fm data modeling wch should be outputted by conceptualizinga fact-proof reality, thus buiding it fm facts #hbrchatMichel. Mtransparency improves decision making. Multiple teams may benefit from the same datathrough differing perspectives. #HBRchatEric Hargraves@vasundhar Yes, right measure gives the right ingredient to concentrate upon to improveefficiency and to cut costs. #HBRChatVidhyaMT @FollowSusanne: A3: Right data for right people. Data dissemination should be part ofcompanys information sharing strategy. #hbrchatHBR ExchangeIf broad, need great reporting tools to drill into specific questions. #hbrchatTranscendCoachingBravo! RT @leadfearlessly: Data drives better decisions only when we stop looking ONLYfor the data that supports our opinion... #hbrchatLisa03755@phixod @AchimMuellers Proper methodology, analysis, and interpretation becomeincreasingly valuable due to data noise. #HBRchatDaniel Iwasa-Madge@Lisa03755 @hbrexchange This is where increased level of skill is needed for big data. Nextbig challenge is hiring the skills set #hbrchatLinda ONeillData validates Intution. Intution in a way is outcome of experience, which is data that cant betransfered. #HBRChatvasundharStrategy is always an intuitive leap. Data helps measure whether or not it works.#hbrchatTranscend CoachingVisualization of #bigdata correlation and causation can often sway where words cannot.#hbrchatStephen BatesIf it is only Data, then the chimp promoting his product on #HBRChat search can make adecision as well ! Intuition from experience shd aidSid MishraConcur!! RT @Lisa03755: @hbrexchange A2: Intuition AND data – They complement eachother. I always want supporting data. #hbrchatStephen BatesSmart leaders calibrate their positions & decisions with new input. #intelligence#hbrchatJustin MassData is a tool. Intuition is a feeling. Talking to customers/users/implementers -- priceless#HBRChatSusanne GoldsteinRT @ValaAfshar: RT @ValaAfshar: Good management is based on data, experience,judgment and influence. #HBRchatRich CasselberryFostering a culture of evidence-based decision making is critical. Reject the anecdote.@HBRexchange #HBRchatDaniel Iwasa-Madge@jmass In masses of data, its difficult to determine what info is unusable in the given contextand to pinpoint the relevant data.#HBRchatVidhyaThe difficulty is not creating charts and dashboard, its creating the ones that deliveractionable insights - dataviz is much more #hbrchatEric Kim+1 RT @jmass: Data not big if action not acute. #hbrchatW3 ConsultingTraining is key to ask creative questions, interpret & communicate action-oriented results for#bigdata value #hbrchatMarie TaillardVital components 2 data analysis: #accuracy in reporting, selection of appropriate tests,ensuring generalizability of #results. #HBRchatEvelyn Eury
    • Having data could be mistaken for having knowledge. Just having the data is not enough ithas to be managed to leverage it.#hbrchatAvason ConsultingCategories:Big DataTags:harvard business reviewtwitterThree Social Media Opportunities in Supply ChainStrategies 16:57:41 | Gianluigi Cuccureddu SCM W l ’ u l Ch f Supply Ch Off c Report, a global study ofalmost 1,400 executives co-led by highly respected supply chain academic Dr Hau Lee, foundthat social media i pl y l l l y’ upply ch ( 7% “ ff c ”today). Read further what the three opportunities are and other key findings of the survey.In the future many see three opportunities:  Get customer feedback (56%),  Inform product innovation (46%) or  Warn of supply disruptions (41%).What do you think of these three opportunities as spotted by the respondents?Other key findings are:Digital and eCommerce. The steady growth of online shopping is increasing supply chaincomplexity at many levels and forcing those closest to the consumer to adapt.  Three-quarters of respondents expect changes to their manufacturing strategies and distribution networks, while 56% expect brands to increase their direct-to-customer fulfilment channels.  By a ratio of 4:1 respondents expect consumers to be increasingly receptive to offers trading price, convenience and selection against each other rather than merely seeking the lowest possible price.  Most supply chain profession l hy w y f m h fm v u l ’p v web data (Facebook pages, Google searches, etc). But other sources of customer insight are seen as fair game.
    • Social and environmental responsibility (SER). The trend towards SER initiatives seemsunstoppable and companies are becoming less tolerant of violations.  Almost a third of companies now give no warning to suppliers when they breach SER standards, and of these almost half immediately terminate the relationship. Among those that do warn first, those terminating rather than reducing business has grown year on year.  Only a quarter of firms believe they have good visibility of SER performance across their extended supply network.  More than half of respondents report good results from SER efforts in complying with government regulations and laws, and in improving both supplier relationships and customer satisfaction. But measuring benefits is a challenge for almost 6 out of 10.Risk management. The vast majority of companies have been hit financially bydisruptions recently, and executives are on high alert when it comes to their suppliers.  Shortages of raw materials and components top the list of risks that respondents are m w u ( h “v y c c ”). Sh pp up ural disasters and other incidents affecting supplier facilities, and the failure of key suppliers are close behind.  More than 8 out of 10 companies have been hit by supply- and demand-side disruptions during the past two years. Almost half have suffered a loss of sales/revenue and more than a third have experienced lower profits.  Dual or multi-sourcing of key materials and components is the most widely used approach for mitigating risk, with more than three-quarters doing this on the supply side.Strategy alignment and value creation. Firms look to their supply chain functions forsmarter product launches, greater customer loyalty and higher sales – not justoperational excellence.  While almost two- h f x cu v p c uc w “v ry mp ” v f h upply ch fu c h lf l h m u increasing sales revenue and differentiating customer service from that of competitors.  The most significant ways in which supply chain excellence boosts top-line growth, according to survey respondents, are the ability to launch new products on schedule, ramp up production quickly, ensure repeat purchases through greater customer loyalty, and receive priority treatment from suppliers when key materials and components are in short supply.  The standing of the supply chain function is growing. Six out of 10 respondents agreed h “ upply ch u qu lly mp p f u ucc l m R&D/p uc v l pm ” c mp w h ju 0% who believed it was still seen as a cost centre or service function.Categories:Supply Chain and Strategic SourcingTags:social mediastrategy
    • Twitter and Nielsen Team Up To Offer Brand Surveys 15:52:04 | Gianluigi Cuccureddu Twitter has unveiled Twitter Surveys, a new advertising tool for brands andmarketers. Twitter will offer surveys (via @TwitterSurveys) that can run inside a Twitteru ’ m l . A w w ll f u w h u v y h fh h cl c w ll pp w h h m l h ’ w y f m Tw . Tw w w hNielsen to offer analysis of the results, allowing for more direct comparison to campaigns onother sites as well as on TV.However, the surveys are not designed to promote a particular product or service, but insteadto help marketers understand the success of their campaigns. Brand Strategy vice presidentJoel Lunenfeld said:It will give brands better insights to determine purchase intent, overall awareness, and otheradvertising metrics and analytics that can lead to greater engagement on Twitter.Have a look on Slashgear for screenshots.Enabling technologiesThis is a great example of how social is an enabling technology to have a faster (scalable andwith a click), better (continuous) and cheaper (in relation to conventional means)understanding of purchase intent, awareness and understand campaigns across multiplemedia.Forbes further elaborates on the extensiveness of applications:More i c h ’ h ff u lm uv y.With the capability to offer a more interactive experience right inside the current Twitterservice, Twitter eventually could offer brands more creative tools beyond surveys, such asrich media, video, commercial message sharing with followers or others on Twitter, or eventhe ability to buy products without leaving Twitter.Categories:Marketing and SalesTags:twitternielsensurveys
    • CEOs See Digital as Significant Driver of Future Growth 13:44:29 | Gianluigi Cuccureddu Acc E &Y u ’ l CEO study Opportunity andoptimism: How CEOs are embracing digital growth released in September 2012, globalmedia and entertainment CEOs are optimistic about the digital future and expect digitalrevenue will be a rapidly increasing percentage of overall revenue for companies.Interesting insights from the report:  The technologies that enable double-digit growth are creating new digital ecosystems  Mobile devices to be the biggest driver of growth in content consumption  Ability to persuade customers to pay fair value for digital content among top CEO challenges  84% of CEOs believe the role of social networking for their company is to connect with customers; building audiences and brands are secondary.  76% of CEOs said the j c v f “ pp” p f u l f w enhanced content and services.  The top priority for CEOs remains the evolution of digital and online distribution (56%), followed by creatively differentiating content (44%).  Social and interactive media companies are best positioned among all media and entertainment companies to thrive in the future, according to 59% of CEOs.
    • (taken from Mediapost)The role of social media according to media and entertainment CEOs is quite limited toconnecting with customers (84% of respondents). Building audiences, which I think is morefrom an acquisition point of perspective is second, with 69% of the respondents affirmingthis.The role of a distribution platform is just 50%, which I think has a big potential when lookingat user-centric applications instead of content-centric applications. Why not infuse Facebookwith content instead of getting people to specific content sites?(taken from Mediapost)Ubiquity is key, and social is already diffused quite a lot, therefore 41% of the respondentssay it is a big driver for growth. Number one with a full 100% affirmation is ubiquity from adevice point of perspective, namely mobile devices such as smartphones and tablets will spurgrowth.Categories:Digital and Social MediaTags:ceoEYresearchentertainmentsector
    • The Multichannel Future of Doctor-Patient Relationships 12:52:25 | Gianluigi Cuccureddu P hc ’ article on the future of doctor-patient relationships ended withthe conclusion that the key to reducing physician stress and increasing patient trust , is getting c c h v c c mmu c w hp .I ’ m fy uuse a horse and buggy like American doctors practiced medicine 150 years ago or apps andp v c l w f h l hc ’ ll u h p -doctor relationship. Whatare the three aspects of technology that drive a sea change in the doctor-p l h p…P hc ’ cl h m ch l mentions: 1. Healthcare apps: Smartphone usage and adoption of innovative healthcare apps are rising rapidly. Android may soon be the biggest selling medical device in the world. Combined with private social networks for doctors and patients, healthcare apps become a teaching and reference tool and also a great private messaging tool for doctors to provide guidance and patients to provide their personal experience and latest data points. 2. Knowledge management: Doctors have always been among the heaviest users of Internet and search technology in the world for searching, investigating, collaborating and publishing papers.Once upon a time, doctors were exclusive gatekeepers of knowledge that a patient could not hope to attain.Today, patients have high accessibility to data (whether a layman can correctly interpret the data and convert it into valuable information and avoid post-hoc error is another y…).Th c -patient relationship is getting m p l h p wh c f p “What do you think you have?” fully xp c h p h v h ch f he came in. 3. Time (not having enough of it): We are all busy, but doctors are really busy p pl h y’ l v p m m c mmu c w hp h than getting into trouble with technology, clunky user interfaces and arcane menus. A great user interface is fun, compelling and time saving for a busy doctor.The multichannel approach of relationships comes in when the writer challenges readers withthe question if healthcare apps, search engines, and directories add value to healthcare withoutdoctors?His answer is:
    • No.If you trust someone a lot – h y u’ll lly l h m . If y u ’ u h m–then you may believe the opposite of what they say.People became doctors because they wanted to help people, learn science and achieve betterscience, not because they wanted to make a career out of texting with patients.Patients come to doctors after conducting their own research because they need the physiciansknowledge, scientific training and gateway services to that scarce social resource calledhealthcare.So we have two channels in essence; a digital channel where you can search and play withyour app and a physical channel where you can learn and be guided by your doctor.This is really a mashup. A maship of your virtual life and your real life.And, that mashup of digital interactions and real interaction is a wonderful contribution to thedoctor-patient relationship.Th c u f pl c “ch l” h w ch ll cmultichannel approach that is complementary to each other.Relationships (between care givers and patients/family) have a major impact on healthcareoutcomes. For the supply side: facilitating engagement and participation among healthcarestakeholders is a major opportunity for gaining competitive advantage.Digital and social technology support cost-effective healthcare:  Physicians believe the Internet is a real asset and love engaging with online communities to share information and understand anxieties and needs.  Social media have made people hyper connected and has given the patient easy access to information and more control over their own health.Always find the best balance in needs and channels to create a holistic and beneficial doctor-patient experience.Categories:Customer Experience ManagementTags:healthcareContent Marketing: The Content and Context Diarchy 11:43:41 | Gianluigi Cuccureddu
    • A diarchy is a form of governing by two rulers, diarchies are known forinstance from ancient Sparta and Rome and is one of the oldest types of government. Withincontent marketing the Diarchy is becoming more needed, just quality content is not going tomake it anymore. ExploreB2B wrote an article with a enumeration of reasons why content isnot being read.The reasons are:  Your blog is new There are millions of other blogs addressing the same topic as yours Potential readers are unable to find you You do not offer any subscription or information system You do not give enough information about the blog or author You post in irregular times and there are large spans of time in which there is no post You publish, but do not share or spread your contentCreating a good context for the purpose of qualitative and relevant content is just as importantas the content itself.Most importantly think how content marketing helps you in achieving your goals. This willset the context and directions you will undertake.If you relate content marketing to your brand, your target audience and what you want to ch v y u c ff l y u h . Al l c ‘ v u y m’ h u wh c c fu c wh ch y u c ufor content pieces. Make sure you syndicate your content in relevant social networks but alsooffer a sharing infrastructure. It needs to be dead easy to share.Start mapping your content and context needs and keep drilling down till you have created afull and clear picture.Categories:Digital and Social MediaTags:content marketingMichael Porters Purpose of Business 7:22:20 | Gianluigi Cuccureddu
    • At the World Business Forum 2012 Michael Porter spoke about thepurpose of business, about shared value. The concept of shared value—which focuses on theconnections between societal and economic progress—has the power to unleash the nextwave of global growth, Porter wrote in the January 2011 edition of Harvard magazine. Have alook what Porter said during the World Business Forum 2012.The Purpose of Business(Image from @pmadero)  There is an opportunity to transform thinking and practice about the role of the corporation in society  Shared value gives rise to far broader opportunities for economic value creation than conventional management thinking  Shared value thinking will drive the next wave of innovation, productivity and economic growth  Shared value will give rise to a new generation of management thinking  Businesses acting as businesses, not as charitable givers, are arguably the most powerful force for addressing many of the pressing issues facing our society
    •  A transformation of business practice around shared value will give purpose to the corporation and represents our best chance to legitimize business againThese macro shifts in thinking and business context, or at least challenges for the status quoare important. Important to understand how business will be conducted in the (near) future.Important to understand what society thinks needs to be achieved. And important because itaffects the business strategy, its tactics and execution.Have a look h f ll w ‘ y’ p c up m f h h pc up y u M ch l P ’ p h WBF .[View the story "Michael Porters Purpose of Business - Shared Value" on Storify]Michael Porters Purpose of Business -Shared ValueAt the World Business Forum 2012 Michael Porter spokeabout the purpose of business, about shared value. Theconcept of shared value—which focuses on the connectionsbetween societal and economic progress—has the power tounleash the next wave of global growth,Storified by Damarque · Wed, Oct 03 2012 22:11:33Shared value: capitalism is the key to solving the social needs of society. Create new markets.Go beyond CSR. @MichaelEPorter #WBFNYJared JamisonRT @LaureateIntlU: @MichaelEPorter at #wbfny "Shared value thinking will drive nextwave of innovation, productivity & economic w ..."‫ديمحلا دبـع دومـحم‬RT @majo0207: "CSR is more about reducing the harm and building a reputation thanactually solving a problem," - Michael Porter #wbfnyWOBIMichael Porter enWOBI TV #wbfny http://pic.twitter.com/sdi5BLYyViviana AlonsoRT @PeteBelyea: RT @PeteBelyea: People dont want to work for a company whos goal isto increase shareholder value... You need "purpose" #WBFNY (@ Port ...Pedro G. MaderoMichael E. Porter on stage. #wbfny #wobi http://pic.twitter.com/dHzRLS0PCarmine A. BudaShared value is industry & company specific. Decide wheres the biggest impact & biggestconnection - Michael Porter #WBFNYThink Marketing#WBFny Michael Porter points out oil sands example of how industry has to revieweconomic cost of water & how recycling it proved beneficialShafraaz KabaRT @majo0207: "CSR is more about reducing the harm and building a reputation thanactually solving a problem," - Michael Porter #wbfnyWOBISocial Deficits in the Community creates Economic Costs for Businesses #WBFNY@Michael PorterJSC ManagementPorter channels Econ 101-- externalities as market opptys for businesses @MichaelEPorter#WBFNYMargaret MolloySocial needs represent the largest market opportunities- Michael Porter at #WBFNYTatyanaBenders
    • Porter provokes packed house to broader definition of capitalism and ROI @MichaelEPorter#WBFNYMargaret Molloy"Creating Shared Value: Creating economic value by creating societal value." Michael Porter#wbfnyThorsten Wichtendahl"There are no examples of corporate philanthropy solving social problems"-Michael Porter#WBFNY #LAUREATEWBFIBI BARRIENTOS™Michael Porters speech #WBFNY: Notion of "creating shared value" (CSV) is next step toCSR. http://pic.twitter.com/mplWuqzAJulien LafondRT @illuminantceo: RT @illuminantceo: Prof Michael Porter of HBS advocating "addressingsocial problems with capitalism" at the #WBFNYLeslie HendersonAt Michael Porter speech: effective businesses have moved from philanthropy to CSR to anew Creating Shared Value approach #wbfnyWilliam SparksPorter: were at time of knowing NGOs and govt cant solve the big problems, but bizlegitimacy and respect way down #WBFNYAndrew WinstonThere can be no good society w/o business- Michael Porter #wbfny but what is the role ofbusiness?Kelly HoeyMichael Porter en #WBFNY @UVM_cl http://pic.twitter.com/oy1BXIzuFelipe OrlandoValleMichel Porter Creating Shared value, the new competitive adventage en el #WBFNYhttp://twitpic.com/b0q921Juan OteroCategories:Open Industry and Open EconomyTags:michael portershared valueNimble CEO: “Nimble Is Today to Salesforce WhatSalesforce Was in the 90s and 2000s to Seibel”woe 3 17:12:33 | Gianluigi Cuccureddu E l h y N m l ’ CEO Jon Ferrara made the bold statement“Cu m l hpm m uc ”. F c ll N m l c l cu mrelationship management (CRM) company. Yesterday VentureBeat reported that Nimble isgoing strong, having announced a series of product updates that will help salespeople moreeffectively manage their contacts.Nimble integrates all major social networks in order for sales people to have a holistic view ofa person, beyond a business card. VentureBeat follows:The founders hope that their sales customers will no longer need to make those awkward coldcalls. Instead, the process will become far more personal. For instance, when a potential salesp p c m “ch c - ” y F u qu y u’ll be notified and could join them for cup f c ff . Th h w h h c lm y u’ll l chthrough their status updates for potential conversation topics.
    • Currently Nimble has has 45,000 users, 250 fully committed value-added resellers, and40,000 unique visitors per month.Are you using Nimble? If so, what are your perceived major benefits of using it?Categories:Customer Relationship Management (CRM)Tags:nimblesalesforceBooking.com Superior On Social Mediaw 3 16:45:35 | Gianluigi Cuccureddu E-commerce is vital to the travel industry, with almost three-quartersof travel research taking place online and around a third of hotel revenue coming from onlinebookings. A new report from QuBit found that Booking.com has the strongest social presenceamongst hotel brands in the UK. From a value creation point of perspective, how can all thisbe capitalized?Econsultancy elaborates on the QuBit report:To measure how well each of the brands is performing on social media QuBit assessed theirpresence across Twitter, LinkedIn, Google+, Pinterest and Facebook.S c l c c lcul ch c mp y’ ch c l w wh ch hweighted based on the average time spent on the website and revenue driven through eachsource.
    • Booking.com is an innovative and data-driven company, I wonder how they are maximizingvalue out of all this social data and engagement.There are four steps and activities in value creation through social technologies. From passiveto co-creative. Each step adds more cumulative value.
    • Booking.com listened to the customers base and picked out those platforms and executedaccordingly, which then shifts into facilitating communities and creating trust. Theirengagement on (for instance) is impressive and they are getting lots of fans to like andinvolved in discussions.What is Booking.com doing within the last stage of activities?I h B .c m h m y ll c v u ’ m f ll w h u hu l c c lm ’ full potential.Have you unlocked socials full potential?Categories:Marketing and SalesTags:booking.comhotelssocial mediaSocial CRM Is Conversation Driven, Sales Are By-Productw 3 15:58:00 | Gianluigi Cuccureddu The infographic created by Our Social Times shows representation of acomplex issue, CRM. Its a good starting point for organisations seeking to integrate socialmedia into their customer and stakeholder management processes. The infographic hightlightfour uses of social CRM, Marketing, sales, Feedback and Service & Support. Read the keypoints and see the differences between traditional CRM and social CRM.The key points are: .T y’ cu m m mp w c c h v f .Brespond.2.Traditional CRM is about colelcting and managing customer data. Social CRM is a strategyfor customer engagement.3.Traditional CRM is sales driven. Social CRM is conversation driven and sales are a by-product.Wh ’ y u p h h p ?
    • Source: econsultancy.com via Damarque on PinterestCategories:Customer Relationship Management (CRM)Tags:social crmLink Your Strategic Issue With the Right Social MediaMonitoring Solutionw 3 12:43:14 | Gianluigi Cuccureddu I came across this article on SocialMediaToday m “ QuA S c lM M P v ”. Th y’v c mp l l f qu yprospective social media monitoring partner. These are good questions for sure, but thesequestions come at the end. Before you start inviting social media monitoring providers, figureout what strategic issue you want to solve within the given context.The article ends with:There is a wide range of monitoring options that run the gamut from free and low scale tov y xp v p h. Y u’ll h v c wh ch v c e best for you based y u qu m wh y u’ l u f h m.The starting point is: How can social technologies and data achieve business objectivesfaster, better and cheaper?What organizational functions do you need to alter in order to achieve your businessobjective, or solve your strategic issue?
    • For example, different social media monitoring requirements are needed depending if you areto capture consumer insights, or you want to provide customer care via monitoring. Theformer means lots of analytical functionalities to help to understand effectively and efficientlythe social data. The latter requires perhaps more of a cockpit solution, where organizationscan aggregate conversations and workflow them to people to solve them. If you want togenerate and foster sales leads, a more integrated social monitoring and CRM solution mightbe the best one.Depending on how social technology (monitoring) can add value to a specific function youcan downdrill to the functionalities that enable you to do so.Are you working from the business context?Categories:TechnologyTags:social media monitoring
    • Share Your Examples of Innovators in Supply Chain andSocial Media Integration 18:52:13 | Gianluigi Cuccureddu The topic of supply chain and the potential benefits of social media and ch l p c. I ’ f f m y mpl m uconversations around these two topics are increasing.Research by IDC showed a growing need for solutions that incorporate external stakeholderssuch as customers and suppliers in business workflow processes and feedback mechanisms.An article in the CFO magazine points out to a supply chain revolution but that the challengeis balance (in information supply). And yesterday Lora Cecere wrote a great blogpost asresponse on my question what the biggest barrier for social technology integration in thesupply chain is.Today I came across a tweet by @IEMichaela:Why are social media collaboration technologies increasingly being integrated across thesupply chain? #SOPVGS— Michaela Morrison (@IEMichaela) October 2, 2012I was interested to know more about her experience and examples on supply chain and socialmedia integration.@OPSrules said it all:We would love to hear some. RT @damarqueviews @iemichaela Could you share someexamples of innovators in #supplychain and #socialmedia?— OPS Rules Alerts (@opsrules) October 2, 2012Please share your examples of innovators in the supply chain space that are experimentingand thriving with social media integration. Transparency of sharing your examples willfurther help understand what works and what not and where it could possibly head towards.Categories:Supply Chain and Strategic SourcingTags:integration
    • How Social Media Is Changing Education 15:48:01 | Gianluigi Cuccureddu According to the latest data provided by BestCollegesOnline.com, 100% ofcolleges and universities surveyed are using some form of social media. Based on that data,The Technology Cafe created an infographic. Have a look what the key findings are.The Technology Cafe broke the goals –behind social media integration- down into thefollowing categories:1. Increase awareness/advocacy/rankings2. Engage current students/faculty/staff3. Recruit students, engage admitted students/alumni4. Crisis issues and managementOne in three schools say that social media is more efficient than traditional media in reachingtheir target audience. When we look at the potential value and how easy it is to capture thatvalue (McKinsey research), there are great opportunities to transform, innovate but alsodisrupt the educational sector.
    • How do you think social media will change education?Have a look at the infographic and its results below:
    • Source: thetechnologycafe.com via Damarque on PinterestCategories:Digital and Social MediaTags:educationsectorFive Social Media Opportunities for Car Insurers 15:12:31 | Gianluigi Cuccureddu Socialnomics wrote an article why car insurers should be active on socialmedia. The article proposes five opportunities. Read what these are and my thoughts andreaction to each of those five.The five mentioned opportunities are (read the full descriptions here):* Have a regularly updated blog – Your auto insurance website should have a blog thatprovides relevant and timely news for consumers. Not only do you want to promote what yourbusiness is doing, but also key in consumers on things going on in the auto insurance industry.By doing so, your business will come across as an authority in the car insurance business.Agree, key is that creating authority is of importance. Becoming a reliable source to whomcustomers can return over and over again. This means also that car insurers need to talk aboutcu m ’ ch ll h c ly w ll l h u ’p uc .* Turn to the social media leaders – While there are countless social media vehiclesavailable for businesses, it only makes sense to first focus on the big ones, i.e. Facebook andTwitter. The two leading social media venues are a great way for your auto insurance businessto interact with the public.Always assess social media networks. Be where your customers are and be on those networksthat will support achieving your objectives and strategy. There are thousands and thousands of ch c l w . Wh y y u m ’ p h h F cebook andTwitter?* Have a personable business approach – Yes, your goal on social media is to sell autoinsurance, but you have to do it in a non-aggressive manner. Consumers on social media wantto see a personable side to the man or woman selling car u c m h y ’ wto get hit over the head with sales pitches all the time. It is important that personalities win outhere, meaning carry on conversations with consumers just like you would a neighbor.
    • This is in line with the first opportunity. Talk about needs, challenges and what more.* Explore other social media options – While as mentioned Facebook and Twitter remainthe king and queen of social media, sites like Google+ and Pinterest are also good venues tobe seen and heard on.For Google+ and Pinterest counts the same. Assess if these networks suite your audiences,objectives and strategy.* Link back to different media – Lastly, your social media efforts do not just have to beverbal ones. You should also use Facebook, Twitter and other venues to link back to yourvideos, podcasts and more. The days of advertising your car insurance business through asimple flyer or business card are long gone.Content marketing comes in many forms, choose those that best supports your goal.Categories:Digital and Social MediaTags:insuranceautomotivesectorSalesforce Leads Gartners Magic Quadrant 2012 forSocial CRM 11:39:12 | Gianluigi Cuccureddu Relationships, not technologies, are what make CRM strategies successful.They connect people and get work done, deliver value, solve problems and gain insight intohow better to serve customers in the future. The reality of Social CRM is that manyenterprise ’ f wh h y w h x v .S h y qu ly u ltheir own CRM systems. This is in line with my observations on tailored monitoringtechnologies.Forbes elaborates on this discrepancy:While it is an excellent analysis at the technical level, it needs more balance with the realvalue of CRM in changing companies by changing people and relationships. By not havingthat balance, the quadrant misses out on major trends occurring in Social CRM today.
    • Salesforce leads the social CRM market when it comes to the completeness of their vision incombination with the ability to execute. Jive and Lithium follow closely.Though, In a recent article on Forbes, the following was mentioned on Salesforce:Panels agreed that while Salesforce has done well on the SaaS platform, it is getting areputation in larger corporate accounts of being hard to customize and use.There will be a need for customization, be more business specific and relevant.80% of companies follow the five stages of Social CRM Adoption, with social mediamonitoring by PR and communications firms being the most common starting point. Themajority of the companies (70%) have are in the Initial and Developing stages of this maturitymodel.
    • This abovementioned image relates to McK y’ m l, where ten social technologies canadd value in organizational functions within and across enterprises:Knowledge valorizationNumber nine and ten can be overlayed on the left side Organizational Functions, that willopen up these silos, and unlocking the power of cross-departmental thinking and ideation.
    • Opening up the organization internally and the value network (between organizations) willboost be the apex of knowledge valorization. Valorizing knowledge faster and better,speeding up processes, decision-making to operate within the window of –real-time-opportunity.Categories:Customer Relationship Management (CRM)Tags:salesforcesocial crmFour Preconditions To Capitalize on Your Big Social Data 10:08:06 | Gianluigi Cuccureddu Last week, september 26th, I gave a presentation at Data Pioneers, aninspirational afternoon where in short sessions different insights were given on social mediaresearch and big data. The presentation I gave was from a business context point ofperspective. What are the four preconditions in order to be able to benefit from social big dataas effectively and efficiently. View the presentation in this post.Multiscope Data Pioneers - Taming Big Social DataMultiscope Data Pioneers - Taming Big Social Data from DamarqueViewsIn a fast (continuously) changing connected world we need to make a plan of action thatintegrates social technologies and their data effectively to become fast, fluid and flexible inorder to stay competitive.To integrate social technologies and to benefit from their data effectively, a holistic startingpoint needs to be taken. How can social technologies and data achieve business objectivesfaster, better and cheaper.The current state of social data however shows a discrepancy between experience andexpectation, there is still a lot of untapped potential business value. The most importantdiscrepancies are lack of leadership, vision and skills to act on unstructured big social data.I made the analogy with the dragonfly. The dragonfly is the only insect able to propel itself inany direction—with tremendous speed and force—when its four wings are working in concert(see also the Dragonfly Effect).
    • Th “ fly” organisation also needs to be resilient, agile, to be able to propel itself in anydirection, fast, fluid and flexible and pointed out in the first slide. But to do so, the dragonflyneeds its four wings to work in concert.What are the four business succe “w ”?  Align social media strategy with business objectives Build internal capabilities Tailor organizational design to operations Create a culture of sharing, accountability and learningF c u h p w h h f u “w ” not specific to big data. This iscorrect, these four success factors are applicable to any change journey. Businessmanagement would become very complex if for any new development a specific and uniqueframework should be adhered.What is your biggest barrier to effectively make use of big social data?Click here to read how we can help you throughout the whole process in a low risk manner tobenefit from social big data.Contact us to jointly assess the opportunities and challenges for your business.Categories:Big DataTags:social mediaIs Content Marketing Traditional Advertisings NewRival?m 21:11:30 | Gianluigi Cuccureddu A rich infographic by Marketo shows that content marketing is a force tobe reckoned with. As companies seek to expand their reach online, budgets for ContentMarketing are growing and new tactics and promotion strategies are being explored. Dive inthe infopgraphic and see how organizations are currently using it, and the budgets that arebeing allocated tot his massive new platform.The quote by Gary Vaynerchuck fits perfectly with the infographic:
    • "I think were all in the content business" ~ @garyvee (via @tonyahallradio ) @driverappearLISTEN NOW HERE > @1580krel— Tonya Hall (@TonyaHallRadio) October 1, 2012We are all in the content business, it is one of the ways how organizations can thrive in anintangible and knowledge driven society. Attention = key.Why should companies use content marketing?The infographic shows it shoulde be used for risk mitigation, lead generation, lead nurturingand lead scoring. Especially the risk mitigation reason is forgotten, but this getting of greaterimportance. In a dynamic landscape, right decisions needs to be made day in day out, a trustedadvisor can support their clients through content marketing.What are the top three content marketing tactics that you are using?With regard to the budgets, 51% will increase its spend in the next 12 months. In terms ofoutsourcing content marketing or doing it in-house, 45% mentions that it is fully done in-house and 52% is having a dual approach, both in-house and outsourced.If you outsource your content marketing, which tactic is that?Do you think content marketing will overtake traditional advertising when it comes to budget?
    • Source: slagtermedia.nl via Damarque on PinterestCategories:Marketing and SalesTags:content marketingSupply Chain and Social Media: Lora Cecere RespondsWith Great Insightsm 20:25:07 | Gianluigi Cuccureddu It is affirming once more how social media makes it possible to connectqu c ly w h xp . Supply ch ‘Sh m ’ L C c w p quI asked her via Twitter. Never expected to be a complete blogpost. Thanks Lora! Read herevaluable insights on supply chains and social media.Based on a retweet by @Icecere on social media being a platform for supply chain innovation,I asked her the following question:@lcecere @chrobinsoninc @bizphyx What do you think is the biggest barrier for social techto be a platform for #supplychain innovation?— Damarque (@DamarqueViews) September 30, 2012This is what she responded:The supply chain is knotted. It is unruly. It is complex. Will it ever be tamed through social?Yesterday, @DamarqueViews asked me a question on twitter: “What do you think are thegreatest barriers in the adoption of social technology in the supply chain?” I laughed. Such adeep question on twitter. I tried and tried to figure out how I could answer this question in 140characters on Twitter. I could not. It was preposterous to try. So, I thought that I would write ablog to answer what seems like a simple question.For many readers that know my background, they know how deeply I have thought about thetopic. I find the evolution of social technologies, and the promise of social, exciting for thesupply chain. So much so that in 2010, I believed that the convergence of social andtraditional enterprise applications would happen quickly. It is one of the reasons that I wentfrom working at AMR Research to being a partner at the Altimeter Group. It is also why Ilaunched the Rise of Social Commerce Event at Altimeter. It is why I bought a license forJive and built the Supply Chain Insights Community.
    • My writing in this area was very early. I quickly found that the two topics were worlds apart. Ihad to learn a new language, a new set of vendors and connect with a new group of users. Itwas earlier than even supply chain innovators. What I found when I tried to help supply chainleaders connect the dots was:Click here to read her complete blogpost response on the matter.What do you think of Ceceres views?Categories:Supply Chain and Strategic SourcingTags:Lora CecereFive Challenges in Establishing And Running an OnlineHealth Communitym 15:17:58 | Gianluigi Cuccureddu In the article “Th p w f P c mmu “ f v ch llmentioned to pharma marketers when they set up and run an online health community. Mostimportantly is the shift from product thinking into patient thinking by pharma marketers.The five challenges mentioned are:(1) Your audience has unmet needs and your online community needs to fill those needs. Youneed to do research to really understand what they need besides product benefits. You need tounderstand the emotional needs.(2) Marketers should work very closely with their MLR teams to ensure that they can winthem over for the need of establishing online communities.(3) You can work within DDMAC guidelines by either establishing an online community inan unbranded site or by having every post be reviewed before it goes live on a branded site.This is what I did with Sarafem over 10 years ago and it was successful.(4) You need to provide patients with answers THEY want answered not with marketing pointof sale talk. Remember ePatients today want to better understand how treatments are going toallow them to live a quality of life on THEIR terms.
    • (5) Think of your brand beyond just the product. Think of your brand as the first placeePatients turn to for help and answers especially when the media talks about new treatmentoptions or problems with current treatments.Participatory healthcarePharma marketers have the opportunity to become that trusted source for patients. People ’ w m sources, on the contrary, they want a trustworthy source they can relate to.Relationships (between care givers and patients/family) have a major impact on healthcareoutcomes, become the facilitator. Facilitating engagement and participation among healthcarestakeholders is a major opportunity for gaining competitive advantage.Digital and social technology support cost-effective participatory healthcare:  Physicians believe the Internet is a real asset and love engaging with online communities to share information and understand anxieties and needs.  Social media have made people hyper connected and has given the patient easy access to information and more control over their own health.Are you planning an online health community to create sustainable competitive advantage?Categories:Marketing and SalesTags:healthcareThe State of Social Media in Healthcarem 13:42:21 | Gianluigi Cuccureddu Patients are more and more self-reliant when it comes to finding outinformation on healthcare issues (before visiting a doctor). One finding shows that patientstrust traditional communication over digital and social media. Why do you think this is? Havea look at the infographic for all findings.
    • Source: 9.mshcdn.com via Damarque on PinterestCategories:Digital and Social MediaTags:healthcare
    • trendsAccenture Research Shows Citizen Support for Police Useof Digital and Social Mediam 13:25:39 | Gianluigi Cuccureddu The intent to support is there, but the police needs to inform andcommunicate more and better. Nearly all (92 percent) of citizens surveyed by Accenture in sixcountries want to support their police force and believe they have an important role to play inreporting crime (88 percent). However, the vast majority (84 percent) of almost 1300respondents say they are only minimally informed of local police activities, according to asurvey released by Accenture at the annual conference of the International Association ofChiefs of Police (IACP).The survey was held amongst citizens from Canada, Germany, Netherlands, Spain, the UnitedStates and the United Kingdom found the following key findings:  Almost three-fourths (71 percent) of those surveyed say police use of digital channels can help overcome the communication gap  only 20 percent believe their local police use digital channels  Almost three-fourths (72 percent) of respondents believe social media can be an effective tool to report crimes, generate suspect leads and support police investigations  Only 13 percent of respondents said their local police are currently using social media as a communications channel  More than half of respondents (53 percent) believe the use of social media by police can improve police services  47 percent believe it can prevent crime.  Citizens also expressed preferences for specific social media platforms: 81 percent of respondents said they would most likely use Facebook to interact with police and 35 percent said they would use Twitter  Almost one-fourth (23 percent) of respondents believe police should use smartphone and mobile applications to communicate with citizens  50 percent said they would like to see an increase in the use of police websites and portals.  Only 22 percent of those surveyed, however, said their police force is currently using dedicated websites and portals  The research found that police across all six countries continue to rely heavily on traditional media channels, including newspapers (69 percent) and radio or television news reports (45 percent), as their primary tools for one-way communication with citizens
    •  Despite citizens interest in the use of more digital channels, traditional community policing methods remain important. The majority (63 percent) of respondents still prefer to report a crime over the phone or in person to a police officer  More than half of respondents (51 percent) said that "seeing police on the street" instils confidence in local policing efforts  More than half of those surveyed (53 percent) would like to have a designated community police force contact.  71 percent of respondents said they would interact with police more often if they had the option to remain anonymous when reporting a crime or providing information to support police investigations.Ger Daly who leads Accentures global Defence & Public Safety business said:The findings of this survey show a strong desire by citizens to change the way they interactwith law enforcement agencies and to support their local police chiefs in delivering crime-fighting services in new ways. Citizens want to receive and share information with policethrough their method of choice, which increasingly is a digital and mobile channel and theyare looking for ways to engage with police while reserving the option of anonymity.Speaking at the IACP annual conference, Tim Godwin, Accenture senior executive andretired U.K. Metropolitan Police Service deputy commissioner said,The strong belief among citizens that digital technologies and social media channels canimprove police services and prevent crime demonstrates the importance of police forcescontinuing to adopt new tools to foster two-way communication with citizens. By increasingthe number of channels by which police communicate, they will gain valuable intelligencethat can help prevent crime and secure prosecutions.Categories:Digital and Social MediaTags:policepubliccommunicationMost CMOs Dont Plan to Outsource Key MarketingTactics Such as Social Mediaz 3 p m 15:09:21 | Gianluigi Cuccureddu Just as we must maintain healthy exercise and eating habits to stay fitphysically, marketers benefit from developing their own regimen for success. generation
    • goals, driving business forward. Optifys "2012 Marketing Athlete Survey Report", surveying269 B2B marketers, explores how these marketing athletes mastered the available tools andchannels to boost their companys overall growth.Key findings of the survey are:  Nearly 70 percent of respondents are over age 30, with 83 percent of this age group reporting 5 or more years in a marketing role. These athletes feel accomplished at many marketing activities and claim to be very well versed in traditional outbound tactics, as well as inbound marketing channels, such as social media and SEO. Those under 30 feel confident with online tactics, but arent as confident about offline tactics and PR.  Most athletes dont plan to outsource key marketing tactics, such as social media (79 percent), email marketing (76 percent), and lead generation (72 percent) in the next 12 months.  Seventy percent of athletes use more than one marketing tool when dealing with social media, while 24 percent use no tools to manage SEO.  The majority of marketing athletes, 45 percent, spent 15+ hours per week focused on marketing execution, while only 14 percent spent 15+ hours on marketing operations such as reporting and software platform management.  In the area of marketing execution, content (30 percent), lead generation (17 percent), and website management (16 percent) are the main focus for those putting in 15+ hours. However, 30 percent report that they spend no time nurturing leads.  While social media has become the top lead generation tactic, with 13 percent of respondents spending 15+ hours developing their social presence, PPC (pay-per-click) continues to fade in popularity, with 57 percent of respondents spending no time with this tactic at all.  Many marketing athletes consider themselves experts in social media (42 percent), offline tactics (34 percent), and email marketing and SEO (28 percent). Weaknesses, dominate in the areas of PPC (25 percent) and online advertising (18 percent).  Eighty-two percent of respondents believe they are spending most of their time on marketing activities that are important to their business. However, 27 percent feel they have too many lead generation tools and channels to manage.Two findings got my attention.First of all that 79% of the surveyed marketers are not outsourcing key marketing tactics suchas social media. Core activities are normally not outsourced and being kept in-house. What isinteresting in relation to this figure is that –just- 42% of the marketers consider themselves asexperts in social media. Research by IBM shows even a lower percentage of marketers havingsocial media capabilities.What about the rest? Are they deploying social media ineffectively? Are they not looking ath full p l y h c p l ? Wh ’ y u h u h ?Categories:Marketing and SalesTags:outsourcing
    • Evolution of Social Media Monitoring: Bespoke, Tailoredor Off the Rack?z 3 p m 13:05:15 | Gianluigi Cuccureddu I came across this article on SocialEnterpriseToday that discusses the threef m f c lm m f m m ly S v h ff ‘ z ’monitoring solutions and on the other hand the tailored or even bespoke solutions that arem cu m z . I’v v lv p uc v l pm f lm f v y w honline marketing management system and involved in social media monitoring for more thanfive y .R m f my h u h h u …DefinitionsThis is how the article defines the three forms:Off the rack: software-as-a-service from a single vendor, up and running with minimalconfiguration in minutes, hours, or days.Custom tailored: software using the available APIs to combine the strengths of multipleproducts and vendors.Bespoke: software which in this context means completely custom software development.The article mentions Toyotas new social media and CRM tool:The tool took 60 hours to develop, largely using software Toyota already had. Oracle EndecaDiscovery handles data discovery and search analytics, WiseWindow and DataSift aggregatesocial data, and Lexalytics analyzes sentiment.Toyota is using the tool to improve customer service, product forecasting and quality, andlead generation. It plans to feed information to dealers in the future.Industry life cycleStarting top down, in terms of the industry where social media monitoring and social analyticsmore generally are in, Gartner pointed out in their annual Hype Cycles that social analyticsstill needs to reach the Peak. This means that social analytics still has a few years to go interms of adoption and reaching the Plateau of Productivity. Going through the Trough meansthat z w ll c u ch ll w h (cu ‘ ff h c ’ lu ) hwill occur a natural evolution by vendors to evolve their tools more into the customizeddirection.
    • Why? Because reaching the Plateau, technologies need to have proven themselves in a moreeffective and mature way.Customer and market needsSecondly it all depends on the customers and market segments that the vendor is targeting.Back then we targeted top 500 Dutch advertisers with our online marketing managementsystem. These were customers with a big online budget. Just as with Toyota, these areorganizations that likely want to have customized solutions in order to become and remaincompetitive. Another aspect was that many clients were pure online businesses, meaning thatonline channels were their lifeblood.Oh m m c SME’ “L M j y L ” wh chw ul ’ f f m h lu .When we relate this to the importance of social media monitoring and social analytics within h c c p l c m h v qu l v ‘ v u y m’place is becoming increasingly important.Not to mention the figures and place McKinsey has given to social analytics and businessvalue from social technologies.Value propositionThirdly it depends on the strategy the vendor takes. Is it one of Operational Excellence,Product Leadership or Customer Intimacy. Customer Intimacy focusses on bespoke tools,tailoring and customizing solutions for each and every customer.Product Leadership and Operation Excellence are probably less customizable (depending onthe definition of customization) in order to achieve its goals.With the online marketing management system we operated a Product Leadership strategywith some extension to further customization for particular large clients. We had a high focuson retention and customer satisfaction. We invested a lot in training and continuous h c m f h y m m h m ’ cu m ’ ch llopportunities.Future directionI think based on the abovementioned considerations the biggest piece of the market will shift w m “ l ” lu m h m . Th p c f c lly w ll h cfor large organizations and online, social and customer-c c z . F SME’ h“ ff h c ” lu w ll l c u ) h d investment is beyond their ch ) l “c c l” ( l c v l uch m vcapabilities, alternatives, their customers etc). There will always be room for bespokesolutions, true 100% customized solutions with l v u ch u I ’this as mainstream.I see opportunities for social monitoring vendors when offering APIs and possible assistance h API h cl ’ u y m . Th f h m y h v r
    • can do when it comes to client satisfaction and retention. Next to the more technical support,there is the business support, helping the customer translate its business challenges and goalsin sourcing the right technology and then using it in the most effective ways.In a recent article on Forbes, the following was mentioned on Salesforce:Panels agreed that while Salesforce has done well on the SaaS platform, it is getting areputation in larger corporate accounts of being hard to customize and use.In another recent report by Nucleus, the survey found a propensity to swith regarding CRMcloud applications. Nucleus examined the willingness of cloud customers to switchapplications and found that 52 percent of CRM customers are willing to switch within the firstsix months of their deployment. This has important implications for both short-term salesstrategies and the valuation of the overall lifetime value of a customer, as lost deals are dealsto be won back for the next two quarters.I do believe this counts for social media monitoring tools as well.ConclusionBased on my experience with product development, having tested quite a few socialmonitoring tools and the (technology- v ) u l c p w ’ v w ll h veto become a trusted advisor, both on technology and business level to serve clients as good aspossible. This increases retention and satisfaction and enables long-term relationships. In thefive years I was involved with the online marketing management system we had 0% churn.Where do you think the social media monitoring market will evolve to?Categories:TechnologyTags:social media monitoringFour Reasons Why Enterprise Social Networking IsExplodingz 9 p m 14:52:01 | Gianluigi CuccuredduForrester has estimated the market will be worth around $6.4 billion in 2016, in 2010 thevalue was $600 million. Read further to understand why Enterprise Social Networks (ESNs)are growing in popularity.
    • The four reasons are:Enterprise social networks drive real business value.The main reason companies should use enterprise social software is because they drivelegitimate business value. Altimeter group reports their ability to encourage sharing, captureknowledge, enable action, and empower people makes them a valuable solution.They offer helpful features not found in current technology.Enterprise social software allows your company to establish private communities with clients,employees to access your network with their mobile devices, and easily share screens withmultiple coworkersEmployee demand.As would probably be expected, employees are actually demanding workplace platforms thatresemble the applications they use personally.It’s more than the cool thing to do.The primary reason any company should purchase a social networking solution is to enhancebusiness outcomes. It happens because businesses learn how to increase the value they receivefrom their social networks.In another research (by McKinsey) the unlocked potential value was estimated on a 1.3trillion and was largely to be accounted to better productivity of high-skill knowledgeworkers.This is were Enterprise Social Networking comes in, valorizing knowledge faster and better,speeding up processes, decision-making to operate within the window of –real-time- pp u y. Ev lv l u l cqu h u ’c p l yto adapt rapidly and cost-effective to changing demands and landscapes, partially caused bysocial technologies themselves.Have you implemented ESN?Categories:TechnologyTags:Enterprise Social NetworkingFive Lessons From Forrester on Social Media Integrationz 9 p m 11:42:48 | Gianluigi Cuccureddu Rob Koplowitz, Vice President and Principal Analyst gave an interestingpresentation c ll “S c l Ch Ev y h ”. Th p c f
    • introduction, how to use the POST model to plan for success and ten steps to develop a socialbusiness strategy. There is a lot of good information in it, but for me, the five lessons in thep ‘m l y l ’ w h m mp .The five lessons are:1. Start with people and objectives2. Technology matters . . . in the context of goals3. Work across organizational boundaries4. Dedicate people to the program and success . If h cul u ’ y h c up 3 pI’ f cl ché u ll ppl y m y m ly u objectives p pl p . Of ll í h h w y u .I’ l c m mand more important in a maturing industry life cycle. Organizations demand effectivesolutions to achieve their business objectives. As there are many technologies, it is key tointegrate those that effectively support the goals. Not only the goals, fast changing micro- andmacro dynamics force organizations to be agile, adaptive and responsive. Be sure to do this inthe right manner.Other findingsOther interesting findings include:At this point, it are the Baby Boomers that demand social software. What conclusion do youthink, can be drawn from this?53% consider increased use and deployment of collaboration technologies a high or criticalsoftware priority.A h c ll ‘ p cy’ ch l l f ch pknowledge valorization, it has to be orchestrated right.
    • Of US information workers, 20% use public social networks, 56% are investing in enterprisesocial solutions.This is happening because enterprise social networks (ESN) are driving real business valueand outcomes.Thanks for the hat tip @tibbr.Categories:Intangible CapitalTags:forresterintegrationAre Marketers Truly Customer Centric?z 9 p m 10:56:28 | Gianluigi Cuccureddu Acxioms analysis of the survey was released in a report l “ACu m C c yP x” h p y wh l 8% f respondents agree that theircompanies have a relentless focus on building customer insights, only 21% report that theyh v w ll h v v lu c f ch cu m . D lm h h y’ hcutting edge of what empowered consumers are d u f c h yc ’ h f fthe trees. While mostly focused on deploying new channels and creating better ROI metrics,most lack a customer centric strategy that creates long term value.The biggest barrier to achieving customer-centricity, according to 54% of respondents, is aninability to manage the data and technology necessary to measure results at the customerlevel. More than a third of media industry representatives admit that they struggle with theproblem, while a similar segment of agency personnel say that they are able to measure at theindividual channel level only.Acxiom CMO Tim Suther said:Companies customer-centric goals are aspirational. Theyre not based in reality. Whenmarketers say they dont recognize their customers at all, thats truly scary. Even among the26% who say they do a decent job, only 4% have the central repository of information thatallows them to recognize people across channels.Customer centricity remains an attractive means to achieve the following:  Marketing ROI -> +15 – 30%  Customer profitability -> +10 – 15%
    •  Pricing power -> +5 – 7%Click here to read all the results of the survey (presentation on Slideshare).Categories:Marketing and SalesTags:customer centricityRishad Tobaccowala: “Digital is like hydrochloric acid, itburns through everything”v j 8 p m 14:47:17 | Gianluigi Cuccureddu I came across this quote in a Forbes article where key points taken fromS f ’ D lM P m listed. S f ’ G u Sch ol of Business(GSB) Executive Education hosted the Digital Marketing Program over three days last week,August 29th through the 31st. According to Louis Columbus, who attended the program, itwas so valuable because the focus was on practical, pragmatic advice from professionals whoare excelling in digital marketing, social media and big data.I’ll p c u m . Rishad Tobaccowala key take aways as these were the ones that attracted methe most:  Outside channels of communication have greater credibility to employees than internal channels  A qu f m h p “D al is like hydrochloric acid, it burns h u h v yh ” h u h h h y f h v .  He sees four marketing mindset shifts: 1. From focus on users to users and voices (voices are the influencers, both good and bad, of your brand) 2. A shift from segmentation to segmentation and re-aggregation 3. From telling to delivering 4. From marketing to facilitation The future of retailing is delivering exceptional customer experiences daily – expect to seeBestBuy dedicate 70% of floor space to creating excellent experiences for example. Mobility is now a cornerstone of marketing and sales; State Farm has 1,000 developersworking on mobile solutions for quoting, pricing and claims management today.Becoming a platform business
    • The most intriguing ones are under the marketing mindshift. Listening to users and voices,from telling to delivering and from marketing to facilitiation. He sees a shift whereorganizations facilitate, provide a platform where people can (co-)create their own story, theirown experience. And not so much market products to people.Categories:Marketing and SalesIBM #Infographic - Biggest Challenge for CMOs isAdapting to the Customer-Centric Social Landscapev j 8 p m 14:25:42 | Gianluigi Cuccureddu According to the IBM CMO study infographic (which you can find below),the CMO has a challenge to adapt itself to many developments, the most important ones beingsocial media and data impact and the ever expanding digital landscape in terms of devices andchannels. Yes, indeed, customer experience is the biggest challenge.
    • Source: cmswire.com via Damarque on PinterestCustomer Experience key challengeA whopping 79% feels unprepared to manage the impact of key changes in marketing such asbig data, social media and the growing amount of channel and device choices. This is in linew h l y ’ Forbes Insights research that found that a consistent customer experience isthe biggest marketing challenge.Individuals versus marketsIn regards to the section about the problem of the CMO still focusing on markets rather than v u l I ’ w. A the figures strange? I visited a conference last Wednesdaywhere a lot of market researchers attended on the topic of social media data and research, and ’ y v y ‘h p ’ u c l .ObstaclesInteresting to see that, in relation to the obstacles portrayed in the infographic, the culture isnot being mentioned. In a recent survey by Appirio, culture was in fact the biggest hurdle on h w y c m c l p . Th w c c mp u h ’bit too much discrepancy.What results in the infographic do strike you?To have a look at other curated infographics, click here for our Pinterest account.Categories:Marketing and SalesTags:ibmresearchcustomer experienceKellogg’s World’s First Retail Outlet: Future of Retail? 7 p m 13:57:52 | Gianluigi Cuccureddu The Tweet Shop is a retail outlet from Special K that opened this week inLondon, the ’ f p m Sp c l K C c C p; h f f h v y c . Th Tw Sh p c f u S h ’ M S L pfrom 9AM to 5PM, from 25th to 28th September. Is this the future of (pop-up) retail?
    • It can certainly be part of the future. The pop-up store is a response to the growing vacancyrate of retail estate and the battle for consumer attention. Its an easy way to test a concept or aneighborhood to try. And it creates - if it is good - a lot of buzz and free publicity, by askingpeople to pay with social currency, the buzz and free publicity is found in both virtuality andreality.Sarah Case from Special K comments:Th v lu f p v m c lm y c mp w ’ xcitedto be the first company to literally use social currency instead of financial currency to launchthis new product in our bespoke Special K shop.Th w f Sp c l K w h p h ’ m v c p h h hstreet will create a major buzz on and offline.What do you think, is this the future for retail?Categories:Business ModelsTags:KelloggsretailSuccess of Social & CEM Technologies depends onConsultware 7 p m 13:14:10 | Frederic GilbertThe increasing number of software & applications dedicated to CEM, Social CRM, and SocialTechnologies, contributes to the emergence of a need for people & companies which can bothdeal with Business Consulting & understand the direct application of a technology inside thecustomers business issues and initiatives. Hence the term of ConsultWare (Consulting +Software).If we define Consultware: A company which can understand precisely the needs andexpectations of a business initiative and provide both the methodologies and the technologiesto succeed in the initiative. The Consultware firm has a core business of assessing, training,accompanying its customers in given initiatives and identifying through its expertise the besttechnologies to meet and exceed goals.
    • ContextThere is a fact that the majority of software vendors in CEM & Social CRM are experiencingtoday: Software doesnt sell by itself! and even more when youre in the beginning of theeducational curve on a given subject. In other words, it is not because you have the new killerapp that it will automatically be taken over by businesses. Its a fact well-known by softwarevendors in other domains. CEM, Social CRM & Social Media vendors are learning as well,but various factors make different than what it was for others like CRM or ERPs, well cometo that later. There are 2 ways to challenge the issue to develop sales for these actors :  Develop your own professional services  Set up partnership program to get the finest consulting firms either to sell your software or to roll it outNo ground breaking news here of course. However cutting edge technologies editors struggleto have their new solutions into the market because customers eventually say: "Yes great, butwhat do I do with it?". Now one can argue that companies can provide minimum consultingbut when it comes to Social CRM software or CEX/CEM Software its a whole differentstory.4 facts that prove the concept 1. Its driven by the shift in the relationship with the customers: Until the early 2000s businesses were product-centric and software was designed this fact. It was business driven, people inside companies knew exactly their jobs to create a transactional environment. Today the Customer Centric model pushed inevitably by customer interactions have moved to a conversational environment where there is little education that has been done on how to do it and what to do it with, 2. The idea behind is yet to be rooted inside the companys vision : Clearly when you talk about listening, engaging and getting your customers to participate in the CEX & Social way, very few businesses are ready to commit and jump in! They of course say they do it but just do a quick interview of 5 stakeholders or C-level excecutives, and see if brand promises are consistent and clear in the interviews. If so how do they align it in the employee-customer interactions? Hence, it is a good thing to have partners that can deal with these cultural transformation. 3. Staff is not there at the moment: Not completely true, or partially true. Most of the people actually know what it is all about when it comes to Social, but they experience it on a personal level. Even if Social Media units are spreading inside companies the vast majority link it to pure communication. They have not worked or not understood how to implement Social inside the customer relations. Indeed they are opened to people who can help them understand and build the strategies to get the most out of the tools. Here again a consulting partner is useful for he makes the transcription between software features and business uses. 4. Software is about selling licence not consulting: It is very hard to scale a business that is initially set up as a software editing company and that has progressively integrated consulting services. Investors look for scalable business meaning that once basic requirements are met the software can sell and generate profits. Consulting is a very different approach as if the software business really scales and you wish to
    • accompany your customers, youll need to hire new consultants and increase the weight of salaries. In the end it is seen as cost! but if you think more in terms of customer centricity, proposing a fair amount of consulting services indeed may reinforce your customers loyalty and engagement. One is a short term vision, the other long term and sustainable vision. No critics here, it depends on the focus founders and shareholders have.All these facts combined confirm the need to think strategy differently. Several companiessuch as IBM and Microsoft have understood this already, they partner with IT servicesproviders which have opened business consulting services. However the size and the need forreactivity is not a intrinsic characteristic of these companies. Markets move quickly, demandfor business support is increasing for CEM & Social Technologies and specialists inside thebig partners are not able to face the number of potential projects. Customer Experience &Social Media rely on a very different type of business professionals which are oftenindependent consultants or small size companies. To reach full profitability the vendors fromCEM & Social CRM are now developing partnerships that can help transform the try. But willthere be enough people and enough time.By the way, ask Damarque if you wish to find which technologies can meet your CEM &Social initiatives.Categories:TechnologySamurai Business Book: Lessons From the Samurai ForProfessionals in the Digital Age 7 p m 10:05:28 | Gianluigi Cuccureddu The digital age of transparency imposes changes for businesses, shiftingfrom control to a more facilitating role, where ideas, communities and power give powerinstead of titles and positions. More than ever, success comes from a purpose beyond earningmoney. Success must be based on integrity, but how can we cherish integrity while facingfierce competition and office politics? This is answered in the book "Samurai Business".The book is written by Joris Merks. Joris Merks is Research Manager for Google and alsoEuropean Champion and Open German Champion in Brazilian Jiu-jitsu. He practiced martialarts for twenty years and holds a black belt in Judo and Aikido. Joris wrote books on bothmarketing and martial arts.The website elaborates:
    • P pl f l u w ch h c h c f Su Tzu: “ThA f W .” U f u ely the concept of war is often emphasized, rather than the art. There why Su Tzu ch “Th Th ll f W ” h l ju “H wD y Y u E m .”“Th A f W ” l h c S mu w . Th p h f the Samurai is a questfor self-development that extends beyond fighting. The Samurai became successful in battlethrough true skill and the ability to withstand the desire for power and victory.“S mu Bu ” p p f l f c p l c without feeding them. The bookhelps to focus on self-development to the benefit of your environment, while being rewardedfor your efforts. Apply the Samurai principles consistently and you may surprise yourself.Integrity is not naivety andkindness does not equal weakness. It is time to put the art back in the business and theSamurai back in the professional.Last but not least the thirteen Samurai Principles for success based on integrity:  Dedicate yourself to a purpose beyond power, control or earning money.  Develop yourself to the benefit of the world around you.  If you encounter a problem: change it, accept it or leave it.  Stay connected to yourself and the environment under any kind of pressure.  Take a close view of distant things and a distant view of close things.  Balance careful planning with creative and flexible execution.  D ’ f h v l v l pm .  Be respectful, yet clear and sharp.  Reflect without judging.  Look fear in the eyes while doing what you think is right and necessary.  Inspire people and celebrate successes with gratitude, not arrogance.  Be helpful and generous, yet choose the people around you wisely.  Take care of yourself and those around you.Disclaimer: we received no payment whatsoever to publish this. I dedicated a post to thisbook because in a fast-changing environment that is brought by digital and social, theindividual professional and how professionals behave to each other is overlooked.Categories:Human Resources and LeadershipTags:samuraiForrester: Social Media Not a Primary Sales Driver 7 p m 9:35:36 | Gianluigi Cuccureddu
    • Acc h F p “The Purchase Path of Online Buyers in2012” ch m m lm h h m ff c v m vonline sales. Well, thats not really a shocker. One of the big differences between search, mailand social is that the first two can be directly linked with a sale. That is a lot more difficultwith social media. Aside of the vanity-URLs and other unique means to make the link, its achallenge to assign what (specific) communication attributed to a sale.Here h m p u w h u h p ’ l: 1. Paid search matters most for new customers 2. Email matters most for repeat customers 3. Social tactics are not meaningful sales driversWhen studying the image (from MarketingPilgrim), three things come to mind: 1. The entry point is being analyzed, not the complete conversion cycle. It could well be that social is being used throughout the purchase cycle but not as first point. 2. This brings us to the second point, email marketing and search marketing are established means to deploy for the purpose of sales, whereas social isnt. A question that rises is, if the research took into account it analyzed customers that bought from companies that had a fully deployed marketing mix. If the company did not have a social ecosystem, then its harder to compare. 3.What do you think of the outcomes?
    • Categories:Digital and Social MediaTags:salesSocial Media Week Started: Exploring the Social, Culturaland Economic Impact of Social Media #SMW12m p m 13:49:33 | Gianluigi Cuccureddu Social Media Week runs from today September 24th till the 28th in 14 citiesglobally. The event explores the social, cultural and economic impact of social media and themission is to help people and organizations connect through collaboration, learning and thesharing of ideas and information by focusing on three core areas: Collaboration, Content,Conversation.In the past few years social media has shown us the true power of what a connected societycan accomplish. Over the next 10 years, 3 billion new people will connect to each otherthrough the Internet and mobile technology- more than three times the number who arecurrently online.We are living in extraordinary times and witnessing the emergence of a networked andcommunication abundant society. II SMW’ l f h c y wh ch m c c w ll l m l hprosperous and sustainable world. Social Media Week will be the platform and globalnetwork that will help people collectively realize this potential.Have a look here at the SMW live (streaming) schedule.Have a look here how you can attend in the 14 different cities.Categories:Digital and Social MediaTags:social media week4 Key Approaches to Create a Succesful B2B Social MediaStrategym p m 11:09:06 | Gianluigi Cuccureddu
    • Implementing and executing a social media strategy for your business-to-business (B2B) organization, large or small, is not a simple task. At the Dreamforce 2012event the this topic was discussed during a panel including Jen McClure of Thomson Reuters,Tristan Bishop of Symantec, Tanya Donnelly of Schneider Electric, and Kevin Espinosa fromCaterpillar. Think and act like a media company.Here are their key approaches to keep in mind to succeed at your B2B social media strategy:Think Like an Exec to Convince Your ExecsOftentimes your executives or board may need a deeper understanding as to the importanceand benefit of a B2B social media strategy. To get their attention, think like them.Develop Great ContentTh m ff c v c c lm h uff h ll p uc . I ’ ucreating content that helps your audience learn something. It delivers value for them or helpsthem to achieve something.Utilize Enthusiastic EmployeesThere are employees within your organization who love social media. It would enhance theirday-to-day to engage in social media. And while they may not be experts at it, this passioncan serve you well.Understand the Social EnvironmentBefore you go and create that Twitter account or Facebook page, think about your audience.Where do they spend their time? Some panelists saw conversations happening on forums and l f c ’ ju c c l media presences that you think you need.The key is to think and act like a media company, create content that establishes a link withtopic and company. Deliver value that helps people to progress and do this in places whereyour audience is.At the same Dreamforce event, Michael Brito Edelman Digital gave a presentation onbuilding social media profic cy c l z . Th w ’ p c f c lly fB2B, but can be of course applied to it.H w h why ’ mp c u c :  Employee Advocacy: Employees are trusted; they can help feed the content engine  Employee Collaboration: Innovation, Process improvement and an increase in productivity  Partner Collaboration: Bringing products to market faster through social collaboration  Social Marketing Excellence: Sharing best practices w/ other marketing teams, geographies; governance/compliance
    • He then discussed key consideration when deploying a training curriculum:  Have a vision; aligned with business goals. Obviously.  Establish a Social Media Center or Excellence responsible for deploying training initiatives.  Create actionable curriculum that enables employees and other marketing teams  Build workflows for content creation, approval, optimization and distribution  Start thinking like a media companyBuilding Social Proficiency Across The Organization from Michael BritoHere his last consideration is the same, start thinking and acting like a media company.Acquiring a media company DNA is not something that happens overnight. It has to supportyour business goals and strategy, capabilities needs to be in synch (think of havingenthausiasts, processes and KPI’ ll ) h l cul uopen and one of sharing and learning.The results can be great: become a thought leader, a trusted advisor and source providingc h f h ’ p c p –voice that people can trust and relate to.Please share your tips and approaches for a succesful B2B social media strategy!Categories:Digital and Social MediaTags:B2BstrategytrainingLack of Leadership and Vision is Biggest Barrier toUnlock the Value of Big Datam p m 10:32:16 | Gianluigi Cuccureddu SAS UK created an infographic that shows interesting results and currentstates regarding big data in the UK. The most important ones to me are the importance ofskills and what business leaders say about big data. A combination in the lack of leadership,vision and the neccesary skills are the biggest barriers to unlock and maximise the value frombig data.Have a look at the infographic here.
    • In relation to the big data skills challenge, Harvard Business Review published the article“D Sc : Th S x J f h C u y”.Does the finding on leadership and vision surprise you or not?Categories:Big DataTags:leadershipskillsSocial Media Will Revolutionize Supply Chain but theChallenge is Balancez 3 p m 11:45:11 | Gianluigi Cuccureddu A recent article “S c l M h C m Supply-Ch R v lu “in the CFO magazine pointed out how social media can help the supply chain to have better,faster and cheaper output. The role of social media in the electronics supply chain is still veryfluid. Challenge for the supply chain will be balancing the benefits with the unknowns ofsocial media.Five benefits social media provides to the supply chain are:  Creating Knowledge Networks  Balancing Speed and Contemplation  Portable Information Vaults  Replacing Collaboration with Community  Building a Platform for InnovationEBNonline elaborates on the CFO article with the following intel:[…] l c c u m y u qu ly p h upply ch f f msocial media. Components makers share their product development roadmaps withdistributors so distributors can target new-p uc pp u […]andFor manufacturers and OEMs, the channel can provide feedback on supplier quality, orderand delivery performance, lead times, pricing, and potential second sources. Since brandowners (OEMs) frequently outsource their manufacturing, suppliers have to be carefully
    • vetted because a missed delivery can mean entire production lines shut down. Manufacturersalso have to know that if product A is unavailable, product B is ready to ship.OverlapMuch of this data is already captured and utilized by the typical electronics supply chainsystems: ERP, MRP, EDI, and in-house solutions. Much of this data is considered highlyproprietary by suppliers, distributors, and OEMs. Brand owners frequently secure preferentialpricing from suppliers that they dont want to share. Component and board designs areconsidered a "secret sauce" by both component makers and OEMs. Since distributors andelectronics manufacturing services (EMS) providers both service OEMs that compete withone another, a great deal of information is kept in silos to keep it secure from prying eyes. The"openness" of social networking may conflict directly with certain supply chain practices.As an industrial products industry CEO in the IBM report explained:"Were not yet comfortable that social media has matured to the point well benefit more thanw ll uff ”What do you think of his stance? Wait till it is has proven itself or take a more test-and-learnapproach to understand the potential for the specific organization?Categories:Supply Chain and Strategic SourcingTags:supply chainGap Between IT and Business Users Ridiculously Huge,According to Survey by LogiXMLz 3 p m 11:13:43 | Gianluigi Cuccureddu With the advent of more and more data, the conclusion by LogiXMLmeans that organizations have still a long way to go before it uses the data effectively. Whenit comes to how IT views users of business intelligence (BI), most think users have little wl f BI p j c f ’ w wh h y w f m BI u ch l BItechnology and practices, yet tend to be very adamant about their BI needs.Findings include:  p c u ’ u h w much BI p j c ;
    •  A combined 50 percent said users never know exactly what they want, or what they want until after the project is completed;  Ac m 9 p c h u ’u f BI w h f m u ill-equipped; curious, but uninformed; or helpless and hopeless and  A total of 76 percent said users made their BI needs known by loudly insisting, “c m l h ” um IT h “ l p hy.”According to the data, user behavior can also be linked to why many BI projects fail. The topthree reasons: [user] requirements are unrealistic to begin with, lack of budget and resources,and requirements change too quickly to adapt. Similarly, the top things IT lacks that keep h mf mm u m :p l m y “m u .” Whh w h y h u h u p m f h m 38 p c c m “ch cFaceBo c mm ph f m c B h m p” “I w h I w.”Ken Chow, CMO, LogiXML said:Our survey data suggests that most IT professionals believe that users of BI are or would be h w w h u IT’ h lp BI p j c . Th m y c v fcompanies still employing traditional, old-school BI approaches and systems, or that certain p BI ch l v mply ’ lv h p m f y-to-use,self- v c BI. Wh v h pp h w ’ y m wh BI unot dependent on IT for their BI needs.Last but not least, about the BI trends the survey found that:  46 percent of respondents said that their organizations were not using mobile BI.  Of those that were, 26 percent m l BI m wh p pul 7p c ’ v y p pul p c ’ “m p pul h A y B .” S x p c ’ v y p pul .  When asked to describe their company on big data, only 17 percent said they were currently using it. Conversely, 27 percent said they are looking at big data analytics for the future, 26 percent said they are actively pursuing big data analytics, a c m 3 p c “ h y h v c upl c m p h u h ’ u ” “ wh ?”Categories:Intangible CapitalTags:researchbusiness intelligencebig dataShift in Company Culture is the Biggest Hurdle on theWay to Becoming a Social Enterprisez 3 p m 10:50:41 | Gianluigi Cuccureddu
    • A recent survey, conducted by cloud enablement technology companyAppirio, amongst 300+ international (UK and US) respondents found that 30 percent of themadmitted a shift in company culture is the biggest hurdle on the way to becoming a socialenterprise.Other interesting findings include:  P pl ’ u c l l wc much h y  Brits are more social at work than people in the US  Everyone generally recognizes the potential of social and wants their company to invest more in it  People think culture and having an owner for social are more important for success than budgetTh S c l W pl c l App ’ u v y h u h c mm fM F lm(Forbes) and Rachel King (ZDNet).Mark Fidelman F App ’ u y:After surveying over 300 professionals, technology service provider Appirio determined thatmost people are far more social personally than they are at work.Interestingly, 41% believe their company should be doing more to become a social enterprise,and twice as many managers are using social media compared to their employees theymanage. So the takeaway here seems to be that employees either are not allowed to engage in c l w c v w ’ h v lu .Most importantly, as the survey suggests, enterprise workers now understand that culture andownership of the social business transformation are key factors to the success of a socialenterprise.ZDN ’ R ch l K h h h u h App ’ uv y w ll:Ov ll App ’ ul c h ly h f u uv y h whh m“ c l p ”m .What are your thoughts on this? What other critical area would you say is a big hurdle totransition in a social and connected enterprise?Have a look at the infographic below created upon the survey:
    • Source: thesocialworkplace.com via DAMARQUE on Pinterest
    • Categories:Intangible CapitalTags:researchsocial businesschangePhilips Wins Digital Communication Award With UniqueSocial Media Projectzaterda p m 10:01:59 | Gianluigi Cuccureddu Philips which teamed up with communications consultancy Fleishman-Hillard, won the Digital Communication Award in the category Twitter Profile . With thesocial media project "the social heart of surgery , organizations put innovation in healthcareon the map in the Netherlands.The social heart of surgery projectInnovation is crucial in the evolution of the healthcare industry, Philips Electronics and theCatharina Hospital in the Netherlands, a leading interventional cardiology center, have teamedup to showcase current solutions and future developments -by working together on building astate-of-the-art electrophysiology (EP) lab- that shape the diagnosis and minimally invasivetreatment of heart rhythm disorders. This was followed by a unique social media initiative.This partnership was followed by the social media initiative in the Netherlands focused onDutch heart patient Ad Langendonk. Starting on January 10, Mr. Langendonk and hiscardiologist, Dr Lukas Dekker, used Twitter before, during and after a minimally-invasive v u wh ch c h w u m yM .L ’ h hy hmdisorder. The intervention was successfully performed on January 27, allowing Mr.Langendonk to begin the process of regaining his quality of life.You can read here further about the project, which I wrote about earlier this year.Categories:InnovationTags:healthcarephilips
    • Salesforce Communities Providing First Steps for a MoreCollaborative Supply Chain?v j p m 16:55:30 | Gianluigi Cuccureddu Last week I wrote an article on recent IDC research and that concluded thatthere is a growing need for solutions that incorporate external stakeholders such as customersand suppliers in business workflow processes and feedback mechanisms. Salesforce launchedits Community platform, to drive collaboration among employees, partners, and customers todrive better business results.The portal will go into a limited pilot this autumn, with general availability expected for thesecond half of 2013. Such a long beta phase should give the company enough time to workout any kinks and tailor the partner por l ll ’ .Zuyderblog did a great job in elaborating on the platform and its key differentiators with othervendors. An interesting figure Zuyderblog mentions, from a late McKinsey research is thatjust 3% of organizations have deployed social technologies across all stakeholders: customers,employees, and business partners.About the Partner Communities it writes:Partner Communities will enable corporations to invite key suppliers and partners tocollaborate on business processes in real-time. With turn-key execution, a company canquickly launch a partner community within hours, therefore enabling immediate collaborationon short term business opportunities or even for crisis management situations. Whetherplanned or reactive, this partner community will provide tighter integration andcommunications with key business partners to drive more sales through seamless dealregistration, increase efficiency of operations, improve product innovation, or enhancecustomer servicing opportunities.About the Customer Communities it writes:Salesforce Customer Communities will help corporations create two-way communication,real-time interactions and relationship building between brands and consumers. By combiningthe strength of the Salesforce Chatter platform, with the consumer insights expertise ofR S l f c ’ Cu m C mmu p wp mfunderstanding your target customers.Top differentiators between Salesforce Communities and other vendors are:
    •  Turnkey Implementation – Community platform can be deployed within minutes  Custom Branding –Customize look, feel and messaging to best match community objectives  Platform Flexibility –Set up community as either a public or private depending on the situation  Secure, Private Conversations – All c v pl c S l f c ’ secure cloud  Complete Participant Profile– Ability to link into the complete members profile, therefore allowing greater perspective, understanding and insights into their community involvement and lead potential  Scalability– From a small partner product development community to a billion dollar global product launch event, the community platform is secure and stable no matter the size of the group  Insights and Reporting – Option to integrate with Radian6 to quickly access trends, learnings, and feedback from single or multiple communitiesAccording to you, what is the big need and problem of organizations regarding supply chainmanagement that can be supported or even solved by technologies such as SalesforceCommunities?Categories:Supply Chain and Strategic SourcingTags:salesforcecollaborationThe Boston Globe and MIT Co-Create to AccelerateNewsroom Innovationv j p m 14:22:49 | Gianluigi Cuccureddu The Boston Globe and the MIT Center for Civic Media announced todaythe launch of a new collaboration to introduce experimental ideas from the university to thelarge audience of the Globes websites, Boston.com and BostonGlobe.com.Knight Foundation plans to announce the collaboration on Sept. 22 at the 2012 Online NewsAssociation conference in San F c c . ONA’ u lc f c p h c u y’p m h f h ’ l lj u l .Purpose
    • The collaboration is funded with $250,000 in support from the John S. and James L. KnightFoundation, allowing the MIT and the Globe to work continuously together to share ideas andbring projects to life through the two-way communication of a university outreach coordinatorand a creative technologist. Four Civic Media research fellowships will also be available inthe Globe Lab, an innovation center within The Boston Globe. The fellows will work at theGlobe during academic breaks, with two working for a month in January and two workingthree months in the summer.Michael Maness, vice president for journalism and media innovation at Knight Foundationsaid:This collaboration will apply academic research at the forefront of new media technologies to f h c u y’ w m . W ’ xc wh h c vorganizations build together.Martin Baron, editor of The Boston Globe said:The relationships today between universities and media organizations in the samec mmu m u v l p ” . “W p m ulbetween these institutions. The collaboration with MIT is an important, exciting step forward,but over time we envision a broad array of relationships with universities.The collaboration will be overseen by Jeff Moriarty, vice president of digital initiatives at TheBoston Globe, Chris Marstall, creative technologist for the Globe, and Ethan Zuckerman,director of the MIT Center for Civic Media.Categories:InnovationTags:MITBoston GlobecollaborationannouncementPurpose and Transparency Give Power in the Social Erav j p m 12:03:50 | Gianluigi Cuccureddu Yesterday I was following the #HBRchat and Nilofer Merchant tweeted thefollowing:In industrial era, title/position gave you power. In #socialera, your ideas, communities, andpurpose give power. #hbrchat
    • — Nilofer Merchant (@nilofer) September 20, 2012Have a look (once again) to Sineks inspiring "Start with Why: How Great Leaders InspireAction" and it is or becomes clear that Purpose / Why in the connected and transparent societyis a key driver and precondition of prosperity.The individual, no matter the title or position, is able to make a difference, to share expertise,knowledge and passion, to be part of a shared Purpose. It is this Purpose that is mutuallybeneficial to both the individual person and an organization.Share your first-hand experience with on Purpose and social!Categories:Human Resources and LeadershipTags:SinekpurposeNapkin Labs Fan Center Cultivates Communities ThatDrive Value for Brandsv j p m 11:06:04 | Gianluigi Cuccureddu Facebook understands how to connect people, but is missing themark with brands. Less than one percent of people click on brand pages, and even fewerinteract with company-centric posts and uninspiring sweepstakes. Today, Napkin Labs isintroducing Fan Center, a way for brands to push beyond the like and cultivate realcommunities that drive insights, innovation and sales.The platform uses gamification and crowdsourcing to encourage fans to get more involvedwith the brand. TechCrunch describes the distinguishment between Napkin Labs and others:[…]Napkin Labs found that creating a new destination community is an uphill battle. So, thestartup shifted its strategy and began building tools that focused on the place where customersof these brands are already spending their time: Facebook.Napkin Labs CEO Riley Gibson said:Facebook has become a powerful storytelling platform for brands, but the voice of thecustomers gets easily lost. Using Fan Center, brands can host pro-active conversations tocapture ideas, feedback and stories straight from fans -- plus see and reward their biggest fansinteractions on Facebook. Fan Center is helping to build the worlds most participatory brandsby giving consumers an active role in the brand conversation.It will be interesting if this difference in approach is going to work, from a tech-centricperspective to a people- and community-centric perspective. Be where the customers of the
    • customer are. Facebook is already the starting point for many people, brands can createuninterruptive experiences by amplifying the platform of choice of their customers. Lookingforward to tangible results.Categories:Digital and Social MediaTags:Napkin LabsFacebookcommunitycrowdsourcinginsights@NeelieKroesEU : "Europe needs to become theconnected, competitive continent. The e-EU" #DSEU p m 14:29:57 | Gianluigi Cuccureddu Neelie Kroes, Vice-President of the European Commission responsible forthe Digital Agenda, ends her speech in Sofia, 20 September 2012 with the following: "To findits place in the future global economy, Europe needs to become the connected, competitivecontinent. The e-EU. The right networks, skills and innovation can transform Europe for thebetter. I hope I can count on your support."You can read her full speech here.The most interesting project on thriving Europe and its digitization is the Digital SunriseEurope project, a private project what started with a proposal to the EU that took a life of itsown. Digital Sunrise is the result and probably the largest independent Social Media project inEurope.Thousands of European businesses providing high quality products and services and deliversome of the very best products in the world. Yet most of them are rather unknown and mostlyselling only in local markets. On the other side there are thousands of foreign businessescompeting for the European market and the global competition is significantly increasingevery year. Resource limitations, budgets, language barriers, emerging business challengesare main obstacles for European businesses not selling across Europe. Digital Sunrise Europeprovides alternative growth strategies to help businesses expand and stimulate the economy.Have a look here how you can get started and be involved in the Digital Sunrise Europeproject!
    • Categories:Open Industry and Open EconomyTags:european commissionPinterest Delivers Highest Value for Online ShoppingTraffic [INFOGRAPHIC] p m 9:19:35 | Frederic Gilbert According to Richrelevance recent infographic "Whos driving shoppingtraffic for retail sites" Pinterest is the social network which delivers highest value.Pinterest presents the highest AOV (Average Order Value) and Facebook highestconversion rates. Twitter is behind on every metric presented in the traffic. The questionbehind such remarkable figures is are these metrics relevant both in terms of "Purpose ofTouchpoint" and in terms of "Customer Experience?PurposeThe answer is inevitably "no". If we consider the characteristics of each network,Facebook, Pinterest & Twitter are not there for the same purposes and same goals.  Facebook is where interactions and recommendations from peers take place and from which people are more likely to follow the advise of their friends.  Twitter is still an "Innovator" and "Early adopters" network where people look for relevant pieces of information on the topics they favour but not for advice to shop online.  Pinterest is a different network with a major emphasis on visuals and emotional triggers. People are in a shopping mall where if your visuals are of poor quality your conversion rates will never explode. Furthemore, the people visiting Pinterest are also of different social background with higher education degrees and higher purchasing power.So each network has a different population with different expectations. Everyone in it’sright place.Customer ExperienceIt doesn’t mean that you must choose one for another. If you consider that for eachnetwork you have typical profiles than by using Customer Journey mapping techniquesyou can consider each of the network as a source of acquisition to the e-commerceplatform, or a touchpoint for awareness. If you use it intelligently one social network cansupport the other.Take away
    •  Understand who are the customers on each network and what makes them tick - emotional drivers and engagement rules  Create synergies between each touchpoint  If your customers arent there then conversion rate will be null whatever the networkWhats your opinion on these results?Categories:Digital and Social MediaTags:researchSpigit Acquires Crowdcast: Combined They ProvideCrowd-Driven Predictive Analytics to Deliver Insights andForecasts With Predictable ROIw 9 p m 14:07:06 | Gianluigi Cuccureddu Spigit announced yesterday it has acquired San Francisco basedCrowdcast, the company that defined Social Business Intelligence. Spigit with Crowdcasttransforms innovation into a predictable discipline with the business rigor traditionallyassociated with Marketing, Accounting, or Sales. For the first time, leaders can plan, visualizeand manage the entire innovation pipeline.Spigits social innovation products with Crowdcast technology can:  Forecast and combine multiple metrics into fundable business cases that leaders can act on directly.  Deliver verified estimates leveraging the crowd that are as good as or better than estimates from traditional sources, such as analysts.  Manage innovation investment as a portfolio, reducing risk and maximizing returns.Mat Fogarty, Founder and CEO of Crowdcast said:Crowdcast is delighted to join forces with Spigit. By combining our visions around innovationand collective intelligence, we have the knowledge and technologies to power SocialInnovation 2.0 and fundamentally change the way products move from idea to success.Paul Pluschkell, Founder and CEO of Spigit said:
    • There is a renaissance underway in the Social Innovation software market. Social Innovation2.0 moves beyond idea capture and into execution. With the Crowdcast team and technology,we add a critical piece of the innovation process -- leveraging the crowd to determine thereturn on innovation.Techcrunch further elaborates:C w c ’ lu — which include a SaaS software platform and consulting and supportservices — aim to bridge the gap between traditional business intelligence and enterprisesocial network applications. The idea is for businesses to align their employees with thepurpose of the company, bringing all their insights, plans, and experience together in onepl c c “ ly ccu ” u p c uc m .As part of th m Sp w ll ll f C w c ’ p p f lC w c ’ l h p m clu F u /CEO M F y Ch f Sc L lF Sp ’ x cu v m.Categories:TechnologyTags:spigitcrowdcastbusiness intelligencesocial businessInterview With Mary Adams: The Intersection BetweenIntangible Capital and Social Technologies 8 p m 13:40:58 | Gianluigi Cuccureddu We live in a knowledge-based, connected and data-driven economy. It isbecoming more and more important to maximize data and information from the outside ANDwhat is already inside the organization. This is where the intangible capital (IC) and MaryAdams come in.I had the great pleasure to meet and connect with Mary Adams when she gave valuablefeedback on one of my articles on InnovationManagement.se. Sh ’ xp lcapital, co-authored the book “I l C p l: Pu ing Knowledge to Work in the 21st-C u yO z ” c -founded Trek Consulting on helping private organisationsleverage their unique intangible assets for higher growth, innovation, performance andcorporate value.
    • In this interview we explore the intersection of social technologies and the intangible capital.Please tell us a bit more about yourself?I my c h h l p cl y w w h h CEO’ CFO’ f companies in challenging situations: mergers, high growth, turnarounds andhigh debt levels. This gave me a great foundation in business. But I was frustrated being onthe other side of the table from my clients. I wanted to work more closely with them and playa more active role in solving their challenges. So in 1999, I started a strategy consultingbusiness.Where did your interest in intangible capital originate?I discovered the work being done in Europe and Asia in the intellectual capital community,people like Leif Edvinsson, Karl-E Sv y. Ov h y I’v h w c mcconferences in the field and have read voraciously. I started to understand the concepts of ICand apply it in my work. I continue to collaborate with people around the world and am alsoworking with the U.S.-based thought leaders in our field: Baruch Lev, Ken Jarboe and thefolks at the Conference Board including Bart van Ark, Carole Corrado and Janet Hao.What is your definition of the intangible capital and of what elements does it consist?I use four categories for analysis, measurement, management and monetization of IC:Human Capital - This includes all the talent, competencies and experience of your employeesand managers. This is the intangible capital tha “ h m h .”Relationship Capital – This includes all key external relationships that drive your business,with customers, suppliers, partners, outsourcing and financing partners, to name a few. Thiskind of capital also includes organizational brand and reputation. Due to the growingimportance of networks in organizational structures, this is also sometimes called NetworkCapital.Structural Capital – This includes all knowledge that stays behind when your employees gohome at th f h y. Th fc uc u l c p l y’ zincluding recorded knowledge, processes, software and intellectual property.Strategic Capital – This is a category that is not always included in academic definitions ofIC. However, in our experience, this category of knowledge is the necessary complement tothe others. It includes all the knowledge you have of your market and the business model thatyou have created to connect with market needs.Why did you add the Strategic Capital element?IC is basically knowledge. Knowledge is an abundant (often free) commodity. Yet, put towork in the right situations, knowledge can create great value. If you are trying to understandthe knowledge of an organization, this value creation dynamic is critical— ’ h z ’ f v l p h wl .I’ l h z ’ w y fpreserving itself. No organization can survive without a business model. The value is usuallyin monetary terms. And, while there are many ways to make money from knowledge, finding
    • h h m l ’ lw y y v u . Ev f h up y u lyz ’organized for profit (examples include non-profits but also internal organizations such asfinance or IT), you still have to understand the value proposition. For all these reasons, I findit necessary and valuable to understand strategic capital as a separate category of IC.How does your view on the intangible capital differ from for instance Kaplan andNorton’s work (book “Strategy Maps, Converting intangible assets into tangibleoutcomes”)?Kaplan and Norton simplify the IC categories. I think they were trying to make the IC ideasmore accessible but this over-simplification has limited the uptake of the Balanced Scorecard pp ch. H ’ h w I h c :  Learning and Growth is a subset of human capital (leaves our experience, culture and competencies)  Internal Business Processes are a subset of structural capital (leaves out knowledge, data and IP)  Customers are a subset of relationship capital (leaves our partners and brands)  Financial is a subset of strategic capital (leaves our all the non-financial benefits needed/expected by stakeholders)You can see that IC paints a much richer tapestry of the knowledge side of business. I thinkwe should embrace the rich and unique IC of individual organizations, not try to simplifythem to irrelevance.Knowledge is becoming the key competitive advantage in the global market, what do you seeas the main challenge for organizations to benefit optimally from all this knowledge?Learning to talk about knowledge as the critical financial asset that it is. One of the greatestshortcomings of the conversation in the KM and IC communities to date has been the inabilityto show h c l h c c f c l ul w h wl .I’ l yv lthe finances: 80% of the value of the average company in the U.S. is off balance sheet inknowledge assets. The failure to understand this enormous information gap holds us all backfrom paying attention to IC.What are the challenges and opportunities created by social technologies for intangiblecapital management (ICM)?The way that we measure IC in my firm is by taking the pulse of stakeholders. This is easierall the time thanks to social technologies. So I see the two absolutely linked. The value that ICthinking brings to the situation is a framework to understand the social media feedback andmake it actionable. A more advanced use is to use these media to not just get feedback but toalso collaborate with stakeholders.What do you see as a main benefit of integrating social technology for ICM?As I said, the best way to measure intangibles is to ask the people that experience them—the z ’ h l s. Social technology is a potential tool to do this, although it will bea more advanced use of the tool....
    • Last but not least, how are you making your intangible business tangible?The publication of our book a couple years ago was an important step. I also created the ICKnowledge Center, an on-line community of close to 400 people from around the worldinterested in IC. I feel strongly about the need to share knowledge and collaborate within ourcommunity (we are always looking for more members!)In some ways, the most important thing I am doing is operationalizing, productizing theprincipal methodology we use to measure intangible capital. It is called the IC Value Driversassessment. The process identifies the unique intangible capital of an organization and thenplugs these unique elements into a standard questionnaire that includes IC that allorganizations have (such as finance, marketing and sales). We measure the strength of the ICby polling internal and external stakeholders. The scores are very valuable on their own.I y h mp ju c u ’ my u .If l ly h h h p h hwe all must take in the IC community—w c ’ ju l h y w h v c lmake it easy for managers to apply the theories.Categories:Intangible CapitalTags:social technologyICMSocial Media Investments Scaled Up: CommunityManagement, Content Development & Real-time Analyticsto Generate Business Value 8 p m 11:09:37 | Gianluigi Cuccureddu Booz & Company and Buddy Media, a social enterprise software provider,conducted a quantitative survey of 117 leading companies and a series of in-depth interviewswith senior marketing and media executives. The survey revealed that due to the importanceand opportunities by social media, 95 per cent expects to increase the social mediainvestments.Key findings of the results are:  Strengthening c l m h CEO’ p c f p companies;  Social media is a top marketing priority for about 60 percent;  78 percent believe that social media efforts enhance their marketing effectiveness
    • Currently, two-thirds of responding companies dedicate five percent or less of their digitalmarketing spending to social media. Within three years, however, 56 percent of respondingcompanies expect to spend 10 percent or more of their digital marketing budgets on socialmedia, and 28 percent expect the figure to exceed 20 percent.Scaling the Social Experience capabilitiesThe three identified capabilities that offer new ways to generate business value arecommunity management, content development and real-time analytics.Community managementThe art and science of convening and hosting fans in social media across multiple platforms— quickly emerges as a vitally important skill.Content developmentTo build a robust content development capability, companies must often completely reboottheir approaches to communications and campaigns. Leading social media teams are takingsteps to build publisher-l c p l c mp v ly f c um ’engagement, and loyalty with high-value content just as media companies do.Real-time analyticsMarketers increasingly need real-time insight into their audiences and the impact of theircontent to know whether their social media efforts are on target. Robust, well-structuredanalytics and metrics are critical to this understanding.
    • Social media ROIThe most advanced companies set out to achieve strategic business objectives with their socialmedia analytics. According to the survey, only about 40 percent of companies have metrics inplace today to measure ROI-focused key performance indicators, such as purchase intent,leads generated, conversion rates, or actual sales.S c lm ROI pc c u ’ ff cul . Wh h c lmattributed to the amount of leads, which has often not a causal and direct connection? Didsocial media influence the buyer in its decision-making, if so, how is that being proved?I’ h c u v c lm h c p pl c . I ’ h –volatileand intangible- communication via social networks that create value. This will be the nextstep in ROI understanding, pinpointing better which communication is responible for certainresults.Wh ’ y u p h h p p c p l y u ?If not, which other capability do you suggest?Categories:Digital and Social MediaTags:researchsocial mediaDigitization and its Contribution to Competitiveness andEconomic Growth: Establishing a Virtuous Cyclez sep m 16:06:21 | Gianluigi Cuccureddu The Dutch results from the Global Competitiveness Report 2012 by theWorld Economic Forum were used abundantely by some political parties during the electionslast week. The Netherlands was globally –on overall- the number five most competitivecountry and therefore current policy should be continued. Strategy + Business by Booz&Copublished an indepth study on economic growth being linked to the adoption of ICT. TheDutch Digization Score showed that the Netherlands is an Advanced Economy, being in themost mature stage of digitization. The more advanced the country, the greater the impact ofdigitization, which establishes a virtuous cycle: A country reinforces and accelerates its ownprogress as it moves along the line. This conclusion has meaning on the micro-, meso- and
    • m c c mcl v l f mmc w m c l h c u y’ lcompetitiveness.Digization Score componentsTo measure the impact of digitization on each country, the research study analyzed six keyattributes. Each was tracked through a groupof proxy indicators based on publicly accessible data:The results are as follow:
    • (See exhibit 2 page 5 of the study for a bigger image)Many countries in the Advanced stage are also countries that score high in the GlobalCompetitiveness Index.The four stages as explained by Booz&Co:The scores show that the progression of digitization proceeds in four similar stages in allgeographies:• Constrained economies (those with a digitization score below 25) have barely begun todevelop affordable Internet connections, often because they are held back by political factorsor lagging economic development. Internet services remain expensive and limited in reach.• Emerging economies (those with a score between 25 and 29.9) have achieved significantprogress in providing affordable and widespread access. However, the reliability of servicesremains below par, capacity is limited, and usage is low.• Transitional economies (those with a digitization score between 30 and 39.9) providecitizens with ubiquitous, affordable, and reasonably reliable services, and usage is expandingat a relatively rapid pace.
    • • Advanced economies (those with a score of 40 and higher) are in the most mature stage ofdigitization. These countries have a talent base that can take advantage of digital services.The contributions –per stage- made by digitization on the economic growth are:Digitization and competitiveness contributionThe concept of competitiveness involves static and dynamic components. Although theproductivity of a country determines its ability to sustain a high level of income, it is also oneof the central determinants of its returns to investment, which is one of the key factors xpl c my’ growth potential. These components are grouped into 12 pillars ofcompetitiveness:
    • Because ICT is an enabler as such, in one way or another it influences and impacts all of thepillars. The most interesting for me in relation to the progress of competitiveness is pillar 11,business sophistication.Business sophistication: towards Open Industries and –EconomiesThe World Economic Forum explains the component:“Th u h ph c u p c c c uc v h h ff c cythe production of goods and services. Business sophistication concerns two elements that areintricately linked: the quality of c u y’ v ll u networks and the quality of v u lf m ’ p . Th f c p cul ly mp fcountries at an advanced stage of development when, to a large extent, the more basic sourcesof productivity mp v m h v xh u . Th qu l y f c u y’ unetworks and supporting industries, as measured by the quantity and quality of local suppliersand the extent of their interaction, is important for a variety of reasons. When companies andsuppliers from a particular sector are interconnected in geographically proximate groups,called clusters, efficiency is heightened, greater opportunities for innovation in processes andproducts are created, and barriers to entry for new firms are r uc . I v u l f m ’advanced operations and strategies (branding, marketing, distribution, advanced productionprocesses, and the production of unique and sophisticated products) spill over into theeconomy and lead to sophisticated and modern busine p c c h c u y’ u c .”
    • The words–networks, interaction, interconnected- are the next level of progression, means toincrease competitiveness further from a connected and Open Industry point of perspective.Open Industry theref f w ll m f “Wh c mp uppl f mparticular sector are interconnected in geographically proximate groups, called clusters,efficiency is heightened, greater opportunities for innovation in processes and products arecreated, yf wf m uc .”The interconnectedness by the WEF is geographically focussed. Social technologies add valuefrom a digital point of perspective. Creating digital interconnectness, geo-independant thatsupport transparency and agility throughout the industry.Open Industry: the next levelMcKinsey reported about the untapped potential value by social technologies. The first imagein the article point out to the ten ways social technologie scan add value. The emphasis willshift to enterprise wide levers, focussing on inter-organizational collaboration andcommunication, supporting the aforementioned transparency and adaptiveness.Categories:Open Industry and Open EconomyTags:open industrysocial technologycompetitivenessAdobe Social Enters the Social Media Analytics Arenav j p m 9:01:28 | Gianluigi Cuccureddu Adobe has launched its social media tool, Adobe Social. It claim that theproduct connects social marketing campaigns with real business results. As part of the AdobeDigital Marketing Suite, Adobe Social includes social publishing, monitoring, ad buying andanalytics features.The suite features tools to:  Integrate social marketing into a companys wider marketing efforts — content can be created or personalised through Adobe Social and associated with a particular campaign, with any resulting likes, retweets, and other social media buzz tied back to that particular marketing push.  Buy social ads — allowing marketers to create Sponsored Story ads for Facebook and then target them at a companys fans or non-fans, narrowed down by demographic.
    •  Track whether social-media activity — such as a Facebook or Twitter promotion — resulted in activity outside of that platform, including whether it led to a spike in traffic on the companys homepage or any increase in purchases.  Monitor social media sentiment, along with functionality to monitor and moderate social conversations.  Monitor activity on blogs, Facebook, Twitter, Pinterest, Google+ and other social platforms, and interrogated alongside more traditional marketing efforts through the Digital Marketing Suites analytics.Have a look on WebProNews for screenschots of the tool.What do you think of Adobe Social? Will this cockpit relieve the marketer and businessprofessional to efficiently and effectively use social, or is it not possible for one tech to serveall needs?Whats your opinion on their claim of connecting social with business results, did they findthe solution for the longlasting quest of proving social media ROI?Categories:TechnologyTags:social analyticsadobeResearch Shows Need for Social Technologies to Enable aMore Collaborative Supply Chainw p m 15:44:56 | Gianluigi CuccuredduIDC’ ch “The State of Enterprise Social Software Adoption 2012” p ll 7 USsenior executive-level decision makers on their current and future technology and businessplans, perceptions, and experiences related to the use of social media/networking for businesspurposes and corporate sponsored enterprise social software. The most important finding isthat there is a growing need for solutions that incorporate external stakeholders such ascustomers and suppliers in business workflow processes and feedback mechanisms. Becauseof this, security (84%) and privacy (81%) are the top two important functionalities identifiedby organizations.Additional key survey findings include:
    •  In 2012, 67% of companies surveyed have deployed corporate-sponsored enterprise social software, noting that the level of autonomy an employee has on how they manage individual task and business workflow has increased.  In 2011, the top response to why organizations were using social media, networking, or community initiatives for business purposes was to acquire knowledge and ask questions. This dropped dramatically in 2012, replaced with the notion of customer feedback and engaging all constituents into the feedback process to support and add value to the innovation process.  Survey respondents highlighted competitive pricing (87%), minimal performance downtime and latency (85%), and meeting expectations with regard to solution updates or upgrades (85%) to be the most important characteristics of solutions.Vanessa Thompson, research manager for IDCs Enterprise Social Networks andCollaborative Technologies, said:"As enterprise social software grows into enterprise social networks (ESNs), solutionfunctionalities like profiles, activity streams, and blogs have quickly become assumed. Themarked shift in the buying behavior of solutions in 2012 highlights the need for solutions toextend outside the company firewall and include customers, partners, and suppliers in thefeedback and business workflow processes."Social Supply NetworksI’v w h m f m Supply Chain Magazine, a prominent magazine on all thingsSupply Chain. Traditional linear supply chains have now evolved into complex collaborativenetworks where different roles (such as supplier, buyer, competitor) are being simultaneouslyfulfilled. Due to this networks arise on both a personal and business level: the social supplynetwork.(For the Dutch people: check SCM’s September edition on social supply networks).The challenge for the social IT supply side is to developed and find solutions that are able tosupport such networks as illustrated at the left. Two pre-conditions - m IDC’research- are security and privacy.
    • Organizations are realizing more and more that they need to collaborate in order toinnovateand stay competitive. The philosophy of Ujendre Ramautarsing (TSC Consultancy)perfectly fits with these new dynamics:“C mp w c mp u w upply ch ”What are your thoughts on social technologies for the purpose of supply chains / social supplynetworks?Categories:Supply Chain and Strategic SourcingTags:supply chainsocial technologyFortune 500 Companies Avoid Social Media p m 13:31:59 | Gianluigi CuccuredduAccording to the research conducted by Genesys, many consumer-facing Fortune 500companies do not list their social media on their websites as means for customers to contactthem.The press release m h ”M h h lf ( p c ) f c um -facing Fortune 500businesses do p v h Tw h l h “C c U ”p f h w .Additionally, despite the fact that Facebook has 900 million users across the world; half ofthese businesses (51 percent) do not provide a link to their Facebook profile on the “C cU ” p .”Specifically to consumer-facing Fortune 500 companies, MediaPost elaborates:“A u 7% f c um -facing Fortune 500 corporations do not list social media channelson their Web site home page, 89% do not list an e-mail address on their site, and 13% dontl ph um h C c U p .”This goes beyond the avoidance of social media, the lack of email addresses and phonenumber is a different and deeper issue.
    • Tom Eggemeier, head of Global Sales at Genesys said:“Th f an indication that social media is still a very new phenomenon. Manylarge consumer-facing companies are still struggling and not confident in their ability to dealwith customer queries and complaints via social media. Consumer-facing companies need toresolve this disconnect by developing a customer service strategy that understands and c lm ch l c v y cu m uch p .”What is interesting from the article of MediaPost is that in the near future, agencies project thefastest increase in spending will reside in video, mobile and social media, 69%, 68% and48%, respectively.How will these increases be utilized when social ecosystems are not in place, this means thateffectiveness of social integration is far from optimal, m h ROI l w ’met and dissapointment will follow. Starting with a systemic test-and-learn approach tosupport certain business goals is the fastest and most efficient way in understanding wheresocial media can add value.Categories:Customer Experience ManagementTags:fortune 500social mediaresearchIBM Acquires Kenexa to Boost its Social BusinessInitiatives p m 11:49:55 | Gianluigi CuccuredduIBM and Kenexa Corporation announced they have entered into a definitive agreement forIBM to acquire Kenexa, a publicly held company headquartered in Wayne, Pa., in a cashtransaction at a price of $46 per share, or at a net price of approximately $1.3 billion.Th pu ch l IBM’ u -analytics software, which helps companies cull vastamounts of data to make decisions and study trends. Kenexa works with more than 8,900customers, including Starbucks Corp., General Electric Co. and Boeing Co. Armonk, NewYork-based IBM has spent US$16-billion on 30 analytics acquisitions in the past five years,according to the Financial Post.Alistair Rennie IBM’ lm f c l u v w:
    • “Th v y c ly h v m w ’v m h lp cl c psocial networks and how we apply analytics. This idea of how you leverage talent and bring itf w h c m fc p l u .”Adopting social business technology to spur human capitalThe adoption of social business technology is supporting the growth of big data and the needfor analytics in the organization. A recent global IBM study revealed that 57 percent of CEOsidentified social business as a top priority and more than 73 percent are making significantinvestments to draw insights into available data.The survey also reveals that 70 percent cite human capital as the single biggest contributor tosustained economic value. R&D Magazine l h “h c m h f IBMand Kenexa are key differentiators at a time when organizations of all sizes are looking to c w f c ff c c m h f m h u f m .”What do you think of this acquisition?Categories:Business ModelsTags:ibmkenexasocial businessUnlocking Social Technologies Untapped PotentialAnnual Value of 1.3 Trillion Dollarsm 3 p m 11:39:24 | Gianluigi CuccuredduThis is one of the key findings by the McKinsey Global Institute (MGI) in their research “Th c l c my: U l c v lu p uc v y h u h c l ch l ”. Th chattempts to quantify the value and can be realized across the value chain, not just in theconsumer-facing applications that have been at the forefront of adoption. Further, it found thatsocial technologies when being used within and across enterprises, they have to potential toraise productivity of the high-skill knowledge workers that are critical to performance and
    • growth in the 21st century by 20 to 25 percent. The research contributes two-thirds of the US$900 billion to US$ 1.3 trillion in annual value it estimates social technology can create acrossthe four commercial sectors of consumer packaged goods (CPG), consumer financial services,professional services and advanced manufacturing sectors.Knowledge valorizationExactly from a knowledge-based economy point of perspective, social technologies are sointeresting and important. More than 75 percent of the average market value of anorganization is derived from intangible assets. Investments in human capital means focussingon (continuous) (self-)education, shaping and training. Investments in organizational capitalmeans investing time and money in open business models, open innovation and setting the h c f c v ‘ wl w ’. L u l v minformation capital spur the collection, interpretation and thus quality of the available internalinformation.This is were social technologies come in, valorizing knowledge faster and better, speeding upprocesses, decision-making to operate within the window of –real-time- opportunity. Evolve c m l u l cqu h u ’c p l y p p lyand cost-effective to changing demands and landscapes, partially caused by socialtechnologies themselves.This is in line with the research that appoints c l ch l y’ p l v lucreator lies in its ability to allow social interactions to occur with the speed, scale andeconomics of the Internet.Ten ways social technologies can add value in organizational functions within and acrossenterprises
    • Number nine and ten can be overlayed on the left side Organizational Functions, that willopen up these silos, and unlocking the power of cross-departmental thinking and ideation.Social analytics key in knowledge valorization
    • In the middle of the shown broad range of applications is Social Analytics, all kinds of toolsthat measure and analyze interactions across platforms to inform decision-making. This is onekey element in valorizing social data into business value.The second key element are the needed appropriate skills to mine and interpret all thisunstructered data qualitatively into business relevant value in ensuring success and benefit.The fine balance and intertwining of (exclusive) human capabilities and social technologyinnovations will enable businesses to prosper faster, cheaper and better. For the scepticalpeople out there who doubts that social technology can produce significant hard ROI, thisreport from McKinsey should quell your concerns.Categories:Intangible CapitalTags:mckinseysocial technologyeconomyintangible capitalGartners Hype Cycle 2012: Big Data and Social AnaltyicsReach "The Peak"
    • z p m 19:32:50 | Gianluigi CuccuredduGartner evaluates in a series of reports the the maturity, adoption and future direction of morethan 1,900 technologies and trends for 2012. The technologies are viewed from theperspective of the Hype Cycle consisting of the following five phases: Technology Trigger,Peak of Inflated Expectations, Trough of Disillusionment, Slope of Enlightenment, andPlateau of Productivity.The "Hype Cycle for Emerging Technologies" report is the longest-running annual HypeCycle, providing a cross-industry perspective on the technologies and trends that IT managersshould consider in developing emerging-technology portfolios. This year technologies likeS c l A ly c B D h “P f I fl Exp c ”. I h phfrenzy of publicity typically generates over-enthusiasm and unrealistic expectations. Theremay be some successful applications of a technology, but there are typically more failures.In the press release Gartner encourages enterprises to:“C h ch l up because so many new capabilities and trendsinvolve multiple technologies working together. Often, one or two technologies that are notquite ready can limit the true potential of what is possible. Gartner refers to these technologies
    • as "tipping point technologies" because, once they mature, the scenario can come togetherf m ch l y p p c v .”I believe one set is created by Big Data and Social Analytics. Social Analytics will be able tomine and understand a subset of Big Data, social media data to offer organizations additionalstreams of Business Intelligence, from an unmediated human perspective. Social analytics isan umbrella for technologies such as social monitoring (Radian6, Alterian, Sysomos),influencer techs such as Klout and PeerIndex and all kinds of tools to measure and analyzeFacebook, Twitter and so on.I cc c w h h Hyp Cycl McK y’ ch “Minding your digital business”outlines that big data and analytics are one of the three most important trends in e-business.These are strategic priorities for their organizations. One potential cause for failure along theHype Cycle is the mentioning that the investments in these technologies are too small toachieve their goals.ChallengesThere are however challenges concerning Big Data and (the usage and goals of) SocialAnalytics, for instance:  Two thirds of marketers need data scientists to manage Big Data (MyCustomer.com)  Managing relations is a fundemental task of marketing in nowadays environment (The Social Life of Brands by Booz & Co)  Only 6 per cent of the marketers use social media data to gain customer insight (Emailvision research)From our own experience we see a discrepancy between needed and acquired skills and howto extract and productize insights derived from all this real-time social media data. Anotherissue is the amount of social media data, especially for large (mulitnational) organizations.Ac w h h ‘w w f pp u y’ cc y u ch ll wh hthousands and thousands of conversations.What do you think, which subset of Social Analytics will be integrated and used throughoutorganizations within two to five years?Categories:TechnologyTags:gartnerhype cyclebig datasocial analytics