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IdeaStorm




                                     Vida Killian
Microsoft Office O utlook .lnk



                        ...
“A company this size
is not going to be
about a couple of
people coming up
with ideas.

It’s going to be about
millions of...
IDEASTORM – HOW IT WORKS

 People POST ideas for
  Dell products and
  services
 The community VOTES
  on ideas (+10 poi...
IDEASTORM
Launched Feb. 2007


 OBJECTIVE:
 Encourage ideas,
 feedback, input
 and dialogue from
 customers
 RESULTS:

 – ...
EMPLOYEESTORM
Launched June 2007


 OBJECTIVE:
 Encourage ideas,
 feedback, input
 and dialogue from
 employees
 RESULTS:
...
IDEASTORM IDEAS
A ROUGH BREAKDOWN


~12% UNUSABLE
No action needed.

~4% INNOVATIVE
Possible game changing
ideas.

~80% IM...
IDEAS IMPLEMENTED




                    7
CASE STUDY – LATITUDE (AUGUST 2008)
                                COLOR OPTIONS
                                A LITTLE...
KEY LESSONS LEARNED
     WITH IDEAS
BE PREPARED FOR THE INITIAL
        SPIKE OF IDEAS




         Dell received 2,000 ideas in first 2 weeks
         Comm...
PROVIDE REGULAR UPDATES




     Beginning - Updates were sporadic
     Today - A dedicated blog with updates every 2 we...
UNDERSTAND EXPECTATIONS AND
HOW TO ADDRESS EACH

Customers                 Business Partners
Expectations -            Exp...
TWO MODELS FOR IDEA
MANAGEMENT
 PULL
   – Engaged Business Partners
   – Regularly on site reviewing ideas and comments
 ...
IDEA MANAGEMENT
 Can create fields within the tool to turn qualitative info into quantitative
  data for easier reporting...
NEXT STEPS
 FOR IDEAS




             15
IDEASTORM EVOLUTION – 2009
EXTEND THE REACH OF THE COMMUNITY BY
INTEGRATING WITH SOCIAL NETWORKS

• Interact with people w...
IDEASTORM EXPANSION – 2009
  USE THE TECHNOLOGY TO ADDRESS SPECIFIC BUSINESS
  NEEDS AND INTEREST GROUPS

• Topic Specific...
KEY COORDINATES

 www.dell.com/community

 www.ideastorm.com

 vida_killian@dell.com
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IdeaStorm Overview

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This is the presentation that @VidaK gave at Dell's Executive Social Marketing Boot Camp: http://bitly.com/a77RY.

Published in: Business, Technology
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  • very good case study. Companies worldwide have a lot to learn from this - and implement it... we at Qmarkets (www.qmarkets.net) see these kind of things happening every day with our customers. Not all of them had the guts to go all the way, like Dell did, and open it up on the internet for their entire consumer base, but they are taking it one step at a time...
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Transcript of "IdeaStorm Overview"

  1. 1. IdeaStorm Vida Killian Microsoft Office O utlook .lnk Manager, IdeaStorm Community Dell Inc. www.ideastorm.com
  2. 2. “A company this size is not going to be about a couple of people coming up with ideas. It’s going to be about millions of people and harnessing the power of those ideas.” -Michael Dell 2
  3. 3. IDEASTORM – HOW IT WORKS  People POST ideas for Dell products and services  The community VOTES on ideas (+10 points for each promote and -10 points for each demote)  The popular ideas float to the top via the wisdom of the crowds  Dell responds with Ideas in Action 3
  4. 4. IDEASTORM Launched Feb. 2007 OBJECTIVE: Encourage ideas, feedback, input and dialogue from customers RESULTS: – 11,500 ideas generated by the community – 660,000 promotions of ideas – 84,000 comments – 325 ideas Implemented by Dell www.ideastorm.com
  5. 5. EMPLOYEESTORM Launched June 2007 OBJECTIVE: Encourage ideas, feedback, input and dialogue from employees RESULTS: – 4,800 ideas generated by employees – 250,000 promotions of ideas – 22,000 comments – 150 ideas Implemented by Dell
  6. 6. IDEASTORM IDEAS A ROUGH BREAKDOWN ~12% UNUSABLE No action needed. ~4% INNOVATIVE Possible game changing ideas. ~80% IMPROVEMENTS • Includes both incremental ideas for next generation products as well as improvements to existing products and services. • Use existing Ideas Management process to work. 6
  7. 7. IDEAS IMPLEMENTED 7
  8. 8. CASE STUDY – LATITUDE (AUGUST 2008) COLOR OPTIONS A LITTLE ZING TO BUSINESS LAPTOPS 13.3-INCH DISPLAY COMPACT, BUT BIG ENOUGH TO FIT A FULL-SIZED KEYBOARD UNDERNEATH BETTER BATTERY LIFE UP TO 19 HOURS ON A SINGLE CHARGE FINGERPRINT READER EXTRA SECURITY APPEASES JITTERY MANAGERS eSATA PORT LETS USERS CONNECT EXTERNAL HARD DRIVES AT BACKLIT KEYBOARD FAST SPEEDS FOR WORKING IN THE DARK DELL CONFIDENTIAL
  9. 9. KEY LESSONS LEARNED WITH IDEAS
  10. 10. BE PREPARED FOR THE INITIAL SPIKE OF IDEAS  Dell received 2,000 ideas in first 2 weeks  Community expects immediate response/engagement 10 Source: http://blogs.salesforce.com/ideas/2008/07/what-should-we.html
  11. 11. PROVIDE REGULAR UPDATES  Beginning - Updates were sporadic  Today - A dedicated blog with updates every 2 weeks DELL CONFIDENTIAL 11
  12. 12. UNDERSTAND EXPECTATIONS AND HOW TO ADDRESS EACH Customers Business Partners Expectations - Expectations-  Positive experience  Positive experience  Action taken on ideas  Executive support  Recognition  Defined process How to address – How to address –  Timely feedback  Timely/accurate reporting  Clear status updates  Alignment with strategy  Thank you mechanisms  Communication support 12
  13. 13. TWO MODELS FOR IDEA MANAGEMENT  PULL – Engaged Business Partners – Regularly on site reviewing ideas and comments – Have Dell Login to the site to engage in conversations – Provide access to Reporting and Idea Management tool – They update Central Team on idea status changes  PUSH – Areas that only want to review top ideas relevant to them. – Won’t ask – need to be told. – Provide regular reporting at appropriate time (i.e. – Product Planning cycles) – Involve with urgent or highly voted ideas that need official response 13
  14. 14. IDEA MANAGEMENT  Can create fields within the tool to turn qualitative info into quantitative data for easier reporting  Utilize the backend of salesforce.com to identify, report on, workflow and manage information 14
  15. 15. NEXT STEPS FOR IDEAS 15
  16. 16. IDEASTORM EVOLUTION – 2009 EXTEND THE REACH OF THE COMMUNITY BY INTEGRATING WITH SOCIAL NETWORKS • Interact with people where they already are spending time • Encourage friends to participate on ideas 16
  17. 17. IDEASTORM EXPANSION – 2009 USE THE TECHNOLOGY TO ADDRESS SPECIFIC BUSINESS NEEDS AND INTEREST GROUPS • Topic Specific IdeaStorms • Dell Social Innovation Competition • Partnership with University of Texas for ideas to change the world. $50k prize • IdeaStorm for Premier Customers • Solicit input and feedback on the Premier Experience • IdeaStorm for Healthcare and Life Sciences • Solicit ideas specific to the Healthcare Industry • Private IdeaStorms • Private and secure collaboration opportunity with Key Corporate Accounts 17
  18. 18. KEY COORDINATES  www.dell.com/community  www.ideastorm.com  vida_killian@dell.com
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