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IBM Social Business Strategy by Robert Blatnik, BG, IBM Connections event
 

IBM Social Business Strategy by Robert Blatnik, BG, IBM Connections event

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    IBM Social Business Strategy by Robert Blatnik, BG, IBM Connections event IBM Social Business Strategy by Robert Blatnik, BG, IBM Connections event Presentation Transcript

    • IBM Social Business StrategyIBM Collaboration Solutions: Create Exceptional ExperiencesDecember 2012 © 2012 IBM Corporation
    • Facebook Adoption Bulgaria●Ranked #57 worldwide on socialbakers (date Dec 1st 2012) TOP 5 brands✔ Compared to the countrys population - 34.43% Company Users✔ In relation to number of Internet users – 71.04% ✔ Koketna 262,444✔ The total number of FB users - 2,461,160 ✔ Milka Bul 244,569 ✔ Шопинг терапия!* 188,398 ✔ Grabo.bg 183,235 ✔ Kolektiva Bulgaria 155,189 ✔*Retail therapy! TOP 5 MEDIA Brands Company Users ✔ Лятo 302,980 ✔ BULGARIABOOK.com 220,396 ✔ BTV 163,579 ✔ Voice Radio/TV Bul 114,950 ✔ Radio Fresh! 107,009 © 2012 IBM Corporation http://www.socialbakers.com/facebook-statistics/bulgaria 2
    • Social Business Hierarchy of Needs & IBM Solutions It is all about how to generate ЛЕВ out of people who “like” you!  > 2M - Self Profiled Consumers  62% of fans “like” a company for discounts Tier 4 - Interacting with the user base is crucial for a successful social UCC & media campaign. Externally & Internally IBM Connections Tier 3 Monitoring – Actively listen to user community for campaign IBM Connections l rta effectiveness, intelligence, trends, incidents, issues Po re p he Tier 2: Campaigns – Promotional “push” via social media channels Unica ebS n ric s W atio et gr re m te Tier 1: Content – A great content su or e In ea C Web Content Manager M strategy and deliverables 3 Source: Alinean, Inc. Tom Pisello ; The Hierarchy of Social Business January 2011 © 2012 IBM Corporation
    • Social Business – Organizational Full Customer Life-cycle Initial Customer Acquisition - Social Media Banking Business Scenario Automobil Home Credit e Loan Loan Card Collaboration Across Silos Breaking down organizational silos  Transparent  Nimble Source: Alinean, Inc.  Engaged Tom Pisello ; The Hierarchy of Social Business: January 2011 © 2012 IBM Corporation
    • CEOs understand that they need to more effectively leverage their human capital tocreate competitive advantage Human capital is the leading cited ...CEOs face significant source of economic value, but... workforce challenges. 71% Human capital 66% Products / services innovation 52% Customer relationships Total costs of The average turnover in 43% Brand(s) replacement can reach the US per fiscal year. Business model innovation 200% of an employee’s 33% annual salary.2 30% Technology Key sources of sustained economic value1 Source 1: 2012 IBM CEO study: Q24 “What do you see as the key sources of sustained economic value in your organization?” Source 2: SHRM Human Capital Benchmarking Database, 2011 © 2012 IBM Corporation
    • ROI is created when social and analytics are applied to transform business processes Our focus is help clients improve their core business operations by creating social networks of expertise that leverage analytics and act on insights to improve business processes Customer Service Sales Achieved 110M in annual Can increase sales manager saving by leveraging social revenue by 40% and improve capabilities to support clients.(2) efficiency by up to 50% (1) Product Development Marketing Can develop and bring new Can achieve 100% increase products to market in 1/3 time (3) in market exposure (4) Source: 2012 McKinsey Global Institute: The social economy: Unlocking value and productivity through social technologies © 2012 IBM Corporation
    • IBM Platform for Social Business, delivering the technology required to drivebusiness process transformation Content Social Web Analytics Management Networking Experience © 2012 IBM Corporation
    • Challenges & opportunities in e-business to social business transformation The way people work isnt working ... ● Mountains of information ● e-Mail and task overload ● Too many applications ● Untapped expertise8 © 2012 IBM Corporation
    • Challenges & opportunities in e-business to social business transformation The way people work e-Mail and business isnt working ... apps are culprits … ● Mountains of information ● Office workers spend > ● e-Mail and task overload ¼ of their day dealing with email(1) ● Too many applications ● Cant easily share: ● Untapped expertise ● Group conversations ● Documents ● Project management ● Notifications 1) Source: “How smartphones and tablets are adding two hours to our working day”, Mail Onlne, Sep 24, 2012 http://www.dailymail.co.uk/sciencetech/article-2225325/Smartphones-tablets-add-TWO-HOURS-working-day.html9 © 2012 IBM Corporation
    • Challenges & opportunities in e-business to social business transformation The way people work e-Mail and business … and must adapt to isnt working ... apps are culprits … a social world ! ● Mountains of information ● Office workers spend > ● Workers expect same ● e-Mail and task overload ¼ of their day dealing interactions through with email(1) social tools at work as in ● Too many applications ● Cant easily share: their personal lives ● Untapped expertise ● Group conversations ● Documents ● Social technologies could ● Project management improve workers ● Notifications productivity by 20-25%(2) 1) Source: “How smartphones and tablets are adding two hours to our working day”, Mail Onlne, Sep 24, 2012 http://www.dailymail.co.uk/sciencetech/article-2225325/Smartphones-tablets-add-TWO-HOURS-working-day.html 2) Source: “The Social Economy: Unlocking value and productivity through social technologies”, McKinsey Global Institute, July 201210 © 2012 IBM Corporation
    • Email will live onbecause it doescertain tasks muchbetter than othersocial collaborationtools(1) Source: "The Social Workplace: Rethinking Communication and (1) Collaboration in the Age of Social Networks": Portals, Content & Collaboration Summit, March 12-14, 2012 at Gaylord Palms in Orlando, FL. © 2012 IBM Corporation
    • Messaging and applications stay relevant by becoming social andtransforming business processes through integration● Unify messaging and other business applications to reduce context switching● Free your email, calendar, to do and other messaging and collaboration from the application● Open standards make it possible: OpenSocial, OAuth, SAML, Xpages, HTML5... “Very soon, you wont be able to see email and social networking separate. Email will not die, it will in fact have more flavour and will be more integrated." -- Neha Gupta, senior research analyst, Gartner © 2012 IBM Corporation
    • IBM Leadership in Messaging and Collaboration todayYOU ARE ENTITLED FORSOCIALFiles and Profiles capabilitiesfrom IBM Connection.TAKE THE BENEFIT!!!!1)Source: “Worldwide email applications 2011 vendor shares”, IDC June 2012 © 2012 IBM Corporation
    • ...and we continue that evolution:IBM Notes and Domino Social Edition – planned for 1Q 2013 Create a more effective workforce by deeply integrating social and business info to engage expertise, share and gather information, and improve decisions✔ Provides modern, in-context social collaboration capabilities✔ Activity stream: view and take action quickly on content and events from business apps and social collaboration✔ Embedded Experience: access business critical app actions✔ Application Development: Easier and faster than ever✔ Domino integration: SAML, Oauth✔ Contemporary user interface, simpler navigation, easier to locate information in Notes / iNotes✔ IBM Notes Browser plugin✔ Traveler: Windows Phone 7.5/8; Blackberry, iPhone✔ BES 10 support; IBM i-Server © 2012 IBM Corporation
    • A Smarter Workforce enables people centricbusiness transformation that delivers real ROI For business leaders: Attract, retain, engage, and continuously optimize use of workforce investments by transforming front office processes across sales, customer service, operations and R&D. Up to 25% increase in Up to 60% increase the productivity margins in industries For employees: Getting the relevant knowledge, insights of knowledge workers such as consumer and expertise when they need it, to: packaged goods  resolve problems before they arise to improve customer service  drive innovation to bring products to market faster  increase sales by building new skills  engage with the right experts to address your needs Smarter Workforce Attract and develop the right skills to build the  build the right teams, for the right projects, the first time right teams, for the right projects, the first time. Source: 2012 McKinsey Global Institute: The social economy: Unlocking value and productivity through social technologies © 2012 IBM Corporation
    • Leveraging Social Business technology enables System of Engagementsolutions for business transformation © 2012 IBM Corporation
    • Leaders in every industry are leveraging social business technologyto disrupt their industries and create competitive advantagesocial business: from liking to leadingactivate the workforce create a smarter workforceImpr ve pr ductivity and unl o o eashinno vatio by tapping into the n “When the right people engage with the rightco l l ective intel igence inside and l community, they can change the way businessoutside their o ganizatio r ns works”delight customers create exceptional customer experiencesIncr ease l yal advo o ty, cacy, and r evenueby listening, analyzing, and acting upon “When customers are engaged on their ownnew insights to anticipate individual terms, you create more than a sale, you createcusto mer needs s an advocate” © 2012 IBM Corporation
    • The primary objective of creating a smarter workforce is to generateshareholder valueUsing analytics to anticipateand resolve problems before issuesarise in customer service72% of CEOs cite the need to improve Accelerating innovation totheir understanding of customers. 3 deliver better products fasterSales per agent can increase by as In software, the top programmers writemuch as 12%.2 10 times the code of average performers.2Improving sales skills and Companies can develop & bring newmatching the right people products to market in 1/3 time.4to close more dealsTop 10% of sellers often generate30-50% of a companys revenue.2Sales manager revenue can increaseby 40% and improve efficiency byup to 500%.1 Source 1: VCC case study, Source 2: Bersin Report - The Science of Fit Source 3: 2012 IBM CEO Study, Source 4: Cemex case study © 2012 IBM Corporation
    • Leaders in every industry are leveraging Social Business technology todisrupt their industries and create competitive advantage © 2012 IBM Corporation
    • Success increasingly depends on creating and delivering exceptional webexperiences for customers and employees 5 seconds: By 2014, 50% of all employed people will be Time to engage customer before they leave web site Millennials4 and 30% of customers leave. 40% don’t return1 The global mobile worker population will increase to 81% received product purchase 1.3 billion advice from friends and followers in 20155 through a social site3 Highly engaged employees are Customers buying on tablet computers have 87% less likely to leave 2% higher conversion rates their organizations than highly disengaged employees 6 and 20% larger order size2 Source: 1 ”When Seconds Count”, Aug 2010, Equation Research, 2 “Tablets: Ultimate Buying Machines”, Sept 28, 2011, Wall Street Journal, 3 Click Z, Jan 2010, 4 Millennials: “We R Who We R”, Feb 5, 2011, Millennial Marketing, 5 IDC, Worldwide Mobile Worker Population 2011-2015 Forecast, doc #232073, December 2011 6 Independent Study by The Corporate Executive Board, 2004 © 2012 IBM Corporation
    • Everything What’s New in Social IBM Connections 4Be ready to act with up-to-the-minutein-context views of critical activityin your networkTake action – respond to postings, answer email, check yourcalendar, update your status, share a file wherever you are inConnectionsExtend your reach using hashtags, pictures, likes, repostsSupport Social Business with open framework for integratingbusiness applications into Activity StreamGain insight and drive vitality with Community metricsEngaging mobile apps that work the way you want to –magazine style, activity streams, document editing, and more Activity Stream Embedded Experiences © 2012 IBM Corporation
    • Mobile...mobile... mobile Mobile EverywhereSametimeMobile MeetingsNew Sametime Mobile Chat/IM clientIBM Connections – New AppMany New Security and App ManagementFeaturesPartial wipe, Full Wipe, Data Loss PreventionIBM Docs for Mobile Preview for iPadEnable Mobile Social Business SolutionsMobile apps and multi channel web sitesNew Worklight free entitlement forWebSphere Portal © 2012 IBM Corporation
    • Recognized ICS Leadership …… for each of the four underpinning elements of the IBM Platform for Social Business, IBM is in theleaders quadrant in the Gartner Magic Quadrants Content Social Web Analytics Management Networking Experience Gartner Magic Quadrant Gartner Magic Quadrant Gartner Magic Quadrant Gartner Magic Quadrant for Business Intelligence for Enterprise Content for Social Software in the for Horizontal Portals, Platforms, Feb 2012 Management, Oct 2012 Workplace, Aug 2012 Sep 2012Gartner does not endorse any vendor, product or service depicted in its research publications and does not advise technology users to select only those vendors with the highest ratings. Gartnerresearch publications consist of opinions of Gartners research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to thisresearch, including any warranties of merchandiseability or fitness for a particular purpose. © 2012 IBM Corporation
    • IBM continues to be the partner of choice for social business leadersLeading social business in three dimensionsDynamic Differentiated Deepoutcomes for our clients social business engagement ecosystem and industry platform expertiseWorking with more thanof the world’s Fortune 100 ✔ Market Leader in Social Bringing to market new,companies Software Platforms, ranked #1, cutting-edge capabilities, for three years running1 including, gamification, video, compliance, project management and mobility Source 1: Source: IDC: Number 1 position from 2009-2011, IDC Worldwide Enterprise Social Software 2011 Vendor Shares, doc #235273, June 2012. © 2012 IBM Corporation
    • Why IBM ? © 2012 IBM Corporation
    • How this CIO Helped Bayer Become Social …http://www.forbes.com/sites/markfidelman/2012/05/28/how-this-cio-helped-bayer-become-social/ Ironically, people are talking again: … like social media has humanized the relationship between employees, where email did not.... They find experts faster and more efficiently ... Employees share a lot more Kurt De Ruwe, CIO, Bayer Material Science information – “It’s Culture Changing”: … Employees now better understand The Power of the crowd … the organization’s mission and the projects that support it. Executives are more accessible ... “My team knows if they want to have a quick answer for me then they One place where knowledge and post something on my board and then usually within people can connect … a few hours they get a response.” … question and answer become more visible and searchable … © 2012 IBM Corporation
    • Thank you ! © 2012 IBM Corporation
    • Legal Disclaimer© IBM Corporation 2012. All Rights Reserved. The information contained in this publication is provided for informational purposes only. While efforts were made to verify the completeness and accuracy of the information contained in this publication, it is provided AS IS without warranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this publication or any other materials. Nothing contained in this publication is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in this presentation may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results. All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics may vary by customer. All references to presented reference refer to a fictitious company and are used for illustration purposes only. © 2012 IBM Corporation