Ibm connect 2013 sw 102 social analytics key to a social enterprise

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Social Analytics overview and demos - customer facing and "voice of the employee". Presentation delivered at IBM Connect 2013 in Orlando on Jan 28, 2013.

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Ibm connect 2013 sw 102 social analytics key to a social enterprise

  1. 1. SW 102 Social Analytics: Key to a Competitive Social Enterprise Mark Heid | Program Director, Social Analytics | IBM Stela Lupushor | Workforce Analytics Leader, HR | IBM© 2013 IBM Corporation
  2. 2. Please note: IBM’s statements regarding its plans, directions, and intent are subject to change or withdrawal without notice at IBM’s sole discretion. Information regarding potential future products is intended to outline our general product direction and it should not be relied on in making a purchasing decision. The information mentioned regarding potential future products is not a commitment, promise, or legal obligation to deliver any material, code or functionality. Information about potential future products may not be incorporated into any contract. The development, release, and timing of any future features or functionality described for our products remains at our sole discretion. Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the users job stream, the I/O configuration, the storage configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here.2 © 2013 IBM Corporation
  3. 3. Agenda 1 Analytics for Social Business 2 Create Valued Customer Experiences • Benjamins Grocery: Social Insights for Personalized Marketing 3 Drive Workforce Productivity and Effectiveness 4 The Nucleus of Analytics for Social Business3 © 2013 IBM Corporation
  4. 4. Analytics for Social Business – What are we focused on? A Social Business uses collaborative tools, social media platforms and supporting practices to engage employees, customers, business partners and other stakeholders in an ongoing dialogue. This enables organizations to more effectively share resources, skills and insights within and across work processes and organizational boundaries Social business Drive Create valued workforce Accelerate customer productivity and innovation experiences effectivenessSource: Institute for Business Value4 © 2013 IBM Corporation
  5. 5. Today, companies primarily focus on external social media; movingahead, social activities will continue to spread across theorganization Top functions applying social approaches 67% Marketing 12% 75% 54% Public relations 19% 64% Human resources 48% Percentage 29% 62% growth from 46% base Sales 30% 60% IT 41% 26% 53% Customer Service 38% 42% (call center) 54% Today Next two years Source: Institute for Business Value, Business of Social Business Study, Q1. Which functions within your company are applying social business practices today and which are planning5 ©to apply them within the next two years? Global (n = 1161) 2013 IBM Corporation
  6. 6. Analytics can integrate social and traditional data to develop insightsthat can lead to better customer decisions Data sources Customer analytics Decisions What do I offer? Source When? To whom? SentimentAnalytics What should I invest in? How do I identify and Market become more intimate Micro segment and with audience segments? response prediction How do I get a better ROI from my marketing Sell thru CRM investments? data data Marketing campaign How can I better forecast optimization demand in different markets Sell Financial Competitive Marketing and channels? campaign data data How do I apply promotional data Scenario analysis tactics to optimize revenue?Source: IBM Global Business Services6 © 2013 IBM Corporation
  7. 7. Analyzing the data created by internal social interactions can helptransform individual knowledge into organizational insight Dynamic Using social analytics Social Network Recommendations within the workplace Building Community Sentiment Metrics Analysis Social Influence AnalysisSource: IBM Global Business Services7 © 2013 IBM Corporation
  8. 8. Lets look at how to apply analytics to create valued customerexperiences and workforce productivity and effectiveness Social business Drive Create valued Accelerate workforce customer innovation productivity and experiences effectiveness  Engage and listen  Increase knowledge  Capture new ideas from anyone  Build the community transparency and velocity  Use internal communities  Shift towards sales  Find and build expertise to innovate and service  Leverage capabilities beyond  Enable structured innovation organizational boundaries efforts Enable the social organization  Measure results  Address risk  Manage the changeSource: Institute for Business Value8 © 2013 IBM Corporation
  9. 9. Agenda 1 Analytics for Social Business 2 Create Valued Customer Experiences • Benjamins Grocery: Social Insights for Personalized Marketing 3 Drive Workforce Productivity and Effectiveness 4 The Nucleus of Analytics for Social Business9 © 2013 IBM Corporation
  10. 10. Even though social media is pervasive, using it successfully inmarketing campaigns today is hit or miss  Measurement and ROI are elusive  Campaigns are poorly About half of marketers integrated admit that their social  Only brand / mass marketing media marketing efforts techniques are employed  Opportunity to engage are totally siloed individuals is ignoredSource: Q4 2010, Unica’s Global Survey of Marketers10 © 2013 IBM Corporation
  11. 11. By linking together social and customer data, we can help our clients market more effectively across multiple channels Planning, coordinating and executing marketing campaigns to stimulate demand – it’s a process that includes social mediaInsights from Create Optimize email, display Deliver targetedsocial media relevant and search ad programs messages and offers and other messagesdata sources Capture & analyze responses and refine 11 © 2013 IBM Corporation
  12. 12. Introducing: Multi-channel campaign management with integratedsocial analytics An integrated approach which allows organizations to measure, adjust and, ultimately, use social media data to gain greater precision for their campaigns. How can I leverage • Measure the social impact social analytics to optimize of campaigns through return on my campaigns? earned and owned media Ma rk e ting • Gain greater campaign Ma na ge r precision by applying predictive models to socially-derived segments How can I maximize the • Evolve and align value of our social insights marketing and social for marketing? campaigns through a S oc ia l Me dia centralized workspace Ana lys t12 © 2013 IBM Corporation
  13. 13. “Benjamins Grocery” - Winning with Social Analytics & Smarter CommerceHow does it work? Analytics Emerging Topics Affinities Conversations you asked What is correlated with what? Sentiment dashboard about and those you didnt Perceptual Map Social Media Spatial alignment of attributes • Tweets • Blogs • Forums Communities 1 Derive ideas, insights and • Surveys • Advocate dialog • Discussions actions from Social Media 2 Pulling consumers from where the conversation is on the web, match them to segments based on their actions on Benjamins website Customer Website 3 Execute the campaign using Individual Data for consumers who opted-in Behavior • Clicks • Searches • Views Previous Campaign Data • Contact history • Response/purchases • Test campaigns Modeling Scoring Campaigns Predict who is likely to Rank best offers Multi-Channel Marketing13 © 2013 IBM Corporation respond
  14. 14. “Benjamins Grocery” - Winning with Social Analytics & Smarter CommerceWhat is the storyline? Introducing Benjamins Grocery Stores Competition in the grocery business can be intense and Benjamins faces their fair share with Jurassic, a low-price chain with broad presence in the market. The Market Event On January 20th, 2012, Jurassic announces the end of ad hoc campaigns and the beginning of “every-day low prices”. They drop prices by 12-15% for 3000 products. Benjamins Research Knowing that they cant profitably copy Jurassics price strategy, Benjamins mobilizes a team of experts to search for a better response. They discover that customers have a core un-met need for “healthy, interesting meals at a fair price”. Benjamins Response The Benjamins team rapidly tests a creative plan to hire well-known chefs to sponsor new recipes that use Benjamins store brand products. Their communities-of-interest like it – particularly “Moms”, “Singles” and “Gourmets”. They kick-off a new 1:1 cross-channel campaign that lasts through the rest of Q1. The Results Over the two-month campaign, Benjamins gains market share and grows profit by 8%.14 © 2013 IBM Corporation
  15. 15. “Benjamins Grocery” - Winning with Social Analytics & Smarter CommerceWhat products are used? Analytics Emerging Affinities Conversations you asked Topics Where can all of the dashboard Sentiment How can Benjamins quickly about and those you didnt What is correlated with what? relevant information be understand their differentiators and Map Perceptual Social Media • Tweets brought together for competitor vulnerabilities? attributes Spatial alignment of • Blogs productive decision- • Forums making? What can they use to do root cause Communities 1 Derive ideas, insights un-met needs • Surveys analysis and uncover • Advocate dialog • Discussions and actions from Social among their target customers? Media 2 Pulling can Benjamins pivot from conversation is How consumers from where the on the web, match themdata? aggregate to individual to segments based on their actions on Benjamins website Customer 3 What optimization can beusing Execute the campaign applied Individual Data for consumers who to campaign parameters? Website opted-in Behavior • Clicks • Searches Previous • Views Campaign Data • Contact history • Response/purchases • Test campaigns Modeling Scoring Campaigns Predict who is likely to Rank best offers Multi-Channel Marketing15 © 2013 IBM Corporation respond
  16. 16. “Benjamins Grocery” - Winning with Social Analytics & Smarter CommerceWhat products are used? Analytics Emerging Affinities Conversations you asked Topics What is correlated with Sentiment dashboard about and those you didnt what? Perceptual Map Social Media Spatial alignment of • Tweets attributes • Blogs • Forums Cognos Consumer Insight 1.1 Communities SPSS Modeler 15.0 1 Derive ideas, insights • Surveys • Advocate dialog • Discussions Cognos 10.1 and actions from Social Media Connections 4.0 2 Pulling consumers from where the conversation is Coremetrics Web Analytics on the web, match them to segments based on Cognos Consumer Insight 1.1 their actions on Benjamins website Unica Campaign Customer 3 Execute the campaign using Individual Data for15.0 SPSS Modeler consumers who Website Cognos Consumer Insight opted-in Behavior • Clicks • Searches Previous • Views Campaign Data • Contact history • Response/purchases • Test campaigns Modeling Scoring Campaigns Predict who is likely to Rank best offers Multi-Channel Marketing16 © 2013 IBM Corporation respond
  17. 17. Agenda 1 Analytics for Social Business 2 Create Valued Customer Experiences • Benjamins Grocery: Social Insights for Personalized Marketing 3 Drive Workforce Productivity and Effectiveness 4 The Nucleus of Analytics for Social Business17 © 2013 IBM Corporation
  18. 18. Use Case – “Employee Life-cycle”: Social Analytics & SmarterWorkforce Analytics Emerging Topics Affinities Sentiment dashboard Conversations you asked What is correlated with what? about and those you didnt Social Pulse Employee sentiment visualizationSocial Media• Tweets• Blogs• ForumsCommunities 1 Derive measurable, aggregate insights for• Surveys• Advocate dialog• Discussions employee’s sentiment from Social Media Model and micro-segment employee 2 groups to refine policies, focus communications & drive culture HR Datastore • Compensation • Performance ratings • Employee Demographics Historical Corp Performance Communications • Financials Modeling Scoring Predict: productivity, Optimize employee Multi-channel outreach • Country-Specific Events18 © 2013 IBM Corporation • Ad Hoc Inputs issues, turnover motivators (i.e. compensation etc)
  19. 19. Social Pulse for the Enterprise Social PulseWhat is it? Why is it valuable? Social Pulse is a solution for real-time collection, sentiment analysis, and topic extraction of  “Check Engine light for your unstructured social media data of the enterprise enterprise” Augmented with demographical characteristics  Identify workforce issues before such as location, business unit, they become problems manager/nonmanager, full/part time etc that  React and adjust in real-time as allows to segment the data and answer targeted questions such as: opposed to one-off surveys “What do sellers in growth markets think about our new  Measure effectiveness and incentive program?” acceptance of programs, policies etc.Targeted Solution Areas? – Leadership: Tune into the “pulse” of the organization/unit/group – Marketing / Communications: Understanding brand ambassadorship of your employees – Human Resources: Understanding employment brand, sentiment about specific policies and programs, employee engagement etc.19 © 2013 IBM Corporation
  20. 20. Social Pulse Dashboard Social Pulse20 © 2013 IBM Corporation
  21. 21. Social Pulse Dashboard - Sentimap Social Pulse21 © 2013 IBM Corporation
  22. 22. Agenda 1 Analytics for Social Business 2 Create Valued Customer Experiences • Benjamins Grocery: Social Insights for Personalized Marketing 3 Drive Workforce Productivity and Effectiveness 4 The Nucleus of Analytics for Social Business22 © 2013 IBM Corporation
  23. 23. What is the core focus of Analytics for SocialBusiness - across the range of potential use cases? Understand. Predict. Act. Know what Take the Find experts and customers and guesswork out of take action employees are decision-making thinking23 © 2013 IBM Corporation
  24. 24. The core capabilities of Analytics for Social Businessare available in four products from IBM “Combine sophisticated analytics with the power of community action to interpret social media insights and take a focused, intelligent response to real world market opportunities.”Social media analyst mines data Communities take actionAn LOB, HR or IT analyst harvests internal and external social Key data elements, reports and insights are surfacedmedia sources, including.... through IBM Connections. Facebook, Twitter • Marketing can provide targeted messaging LinkedIn • Sales can create tailored offerings.... to derive new business insights with IBM Social Media • Product development can crowdsource innovationAnalytics. • Customer service can pre-empt problems • HR can improve corporate cultureOther datasets can be included, as needed, to optimize or predictthe outcome of business decisions with SPSS Modeler.The analysts results are delivered in report formats that are easilyconsumed through Cognos 10 by LOB leaders and teams.24 © 2013 IBM Corporation
  25. 25. How does this combined solution deliver value?Combine sophisticated analytics with the power of community action to interpret socialmedia insights and take a focused, intelligent response to real world marketopportunities: – Understand what customers and employees think about you. Sentiment analysis provides businesses with fast, accurate and actionable insight into social communities and media to optimize marketing campaigns, enhance customer and employee relationships, build advocacy & loyalty and develop better products and services. – Take the guesswork out of decision-making. Predictive analytics allow customers to make confident decisions in every area of the business, from sales to marketing, product development, finance, operations and employee relationships. Predictive analytics gives customers the knowledge to predict… and the power to act. – Find and enable experts to take action. IBM’s Social Business platforms drive business growth by connecting the right resources and experts to respond quickly to customer and corporate needs. Communities allow organizations to dynamically build new connections between people, the information they know and the tasks they are executing to create real results.25 © 2013 IBM Corporation
  26. 26. Social Analytics Maturity Model – White Paper  Available at - http://ow.ly/h6BYj26 © 2013 IBM Corporation
  27. 27. Analytics Sessions @ Connect - Times and LocationsMonday January 28th Tuesday January 29th11:00am - 12:00 3:00 pm - 4:00pmSW102 Social Analytics: Key to a Competitive Social INV206 Reinventing Workforce Management: Emerging OptionsEnterprise ( SW 3–4) for Social BusinessMark Heid Irene Grief3:45pm - 4:45pm 4:15pm - 5:15pmSW204 Recruiting the Right Employees for the Job INV111 BBVA Compass: Building a Smarter Workforce withNow . . . and in the Future (SW 1–2) Analytics ( SW 1–2)Marcus Hearne Mychelle Mollot, Laura Smith 4:15pm - 5:15pmTuesday January 29th SPN108 This is the Time to Embrace Sales Performance Management (Mockingbird 1 and 2)10:00am - 11:00am Brad BurnamanSPN102 Creepy or Creative? Providing thatPersonalized Web Experience ( Pelican 1 and 2) Wednesday January 30thScott Groenendal 4:15pm - 5:15pm10:00am - 11:00am SPN110 Social Business, Measuring Success ( SW 7–8)SW401 Smarter Analytics for Performance Edward BurekAchievement (SW 1–2)Doug Barton 4:15pm - 5:15pm SPN111 Creating a Smarter Workforce Through Automated and Optimized Decisions ( Mockingbird 1 and 2) Kurt Peckman27 © 2011 IBM Corporation
  28. 28. Mark Heid Stela Lupushor mheid@us.ibm.com stela.lupushor@us.ibm.com twitter: @mheid twitter: @slupusho28 28 © 2013 IBM Corporation
  29. 29. Legal disclaimer © IBM Corporation 2013. 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. If the text contains performance statistics or references to benchmarks, insert the following language; otherwise delete: Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the users job stream, the I/O configuration, the storage configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here. If the text includes any customer examples, please confirm we have prior written approval from such customer and insert the following language; otherwise delete: 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. Please review text for proper trademark attribution of IBM products. At first use, each product name must be the full name and include appropriate trademark symbols (e.g., IBM Lotus® Sametime® Unyte™). 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If you reference Microsoft® and/or Windows® in the text, please mark the first use and include the following, as applicable; otherwise delete: Microsoft and Windows are trademarks of Microsoft Corporation in the United States, other countries, or both. If you reference Intel® and/or any of the following Intel products in the text, please mark the first use and include those that you use as follows; otherwise delete: Intel, Intel Centrino, Celeron, Intel Xeon, Intel SpeedStep, Itanium, and Pentium are trademarks or registered trademarks of Intel Corporation or its subsidiaries in the United States and other countries. If you reference UNIX® in the text, please mark the first use and include the following; otherwise delete: UNIX is a registered trademark of The Open Group in the United States and other countries. If you reference Linux® in your presentation, please mark the first use and include the following; otherwise delete: Linux is a registered trademark of Linus Torvalds in the United States, other countries, or both. Other company, product, or service names may be trademarks or service marks of others. If the text/graphics include screenshots, no actual IBM employee names may be used (even your own), if your screenshots include fictitious company names (e.g., Renovations, Zeta Bank, Acme) please update and insert the following; otherwise delete: All references to [insert fictitious company name] refer to a fictitious company and are used for illustration purposes only.29 © 2013 IBM Corporation
  30. 30. 30 © 2013 IBM Corporation

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