Your SlideShare is downloading. ×
IdeaStorm Overview
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

IdeaStorm Overview

6,366
views

Published on

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

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

Published in: Business, Technology

1 Comment
31 Likes
Statistics
Notes
  • 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...
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
No Downloads
Views
Total Views
6,366
On Slideshare
0
From Embeds
0
Number of Embeds
5
Actions
Shares
0
Downloads
690
Comments
1
Likes
31
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. IdeaStorm Vida Killian Microsoft Office O utlook .lnk Manager, IdeaStorm Community Dell Inc. www.ideastorm.com
  • 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. 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. 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. 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. 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. IDEAS IMPLEMENTED 7
  • 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. KEY LESSONS LEARNED WITH IDEAS
  • 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. PROVIDE REGULAR UPDATES  Beginning - Updates were sporadic  Today - A dedicated blog with updates every 2 weeks DELL CONFIDENTIAL 11
  • 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. 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. 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. NEXT STEPS FOR IDEAS 15
  • 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. 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. KEY COORDINATES  www.dell.com/community  www.ideastorm.com  vida_killian@dell.com

×