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LeWeb 2011 Social Business: Miles to Go...
 

LeWeb 2011 Social Business: Miles to Go...

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a look at social business, connections with customers, technology, challenges opportunities and pointers

a look at social business, connections with customers, technology, challenges opportunities and pointers

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  • Entering another period of rapid innovation and change in the role technology plays in how we run our business; the products and services we offer and how we communicate, collaborate and respond to our customers – in a b2c or b2b contextRecent report released by Dell and Intel – entitled the Evolving Workforce we have explored some of the ways technology is changing the workplace again. And some of the social, technological and economic factors that are influencing that – gen Y entering our workforces (the first fully Internet generation); consumerisation of business technology; expectations of corporate transparency in the social era etc.Focus here on how we have changed as a business with the emergence of the social web – or social media. But this is just one of the ways our relationships and dialogue with customers of all types have changedCustomers are using the social web throughout their personal and business life.  They increasingly expect their financial service provider to engage directly with them or provide services and information there too.  Clearly in retail banking but increasingly in the b2b world too.Transparency/access and online reputaiton is a dominant factor in who we choose to buy from or work with.We also expect to be asked for feedback and to see the company respond with improvements or new products and services.We turn to the social web to assess the quality not just of the company’s products and services; but to see what customers think of them – and to ask for advice.We have too much choice so we turn to trusted intermediaries to help us navigate – and we don’t need deep relationships with these ‘advisors’ to trust what they say.Your brand exists not on your website or in your advertising alone – it is not only defined (and certainly not controlled) by you…it is defined by what comes up on a search engine or is said in Twitter. It is not within your 100% control…but this is not always a bad thing.As well as helping your run your businesses more efficiently – the change technology is bringing and developments like social media have the ability to turn that heavy investment to your commercial advantage.Even in regulated sectors like finance the same opportunities and threats hold true. A bad rating for service on an influential blog or a recommendation for a product on an online financial community can make the difference between success or failure.Companies or brands that ‘get it’ or embrace social web will succeed. Those that don’t – won’t.
  • The shape of the online universe. This image shows the hierarchical structure of the Internet, based on the connections between individual nodes (such as service providers). Three distinct regions are apparent: an inner core of highly connected nodes, an outer periphery of isolated networks, and a mantle-like mass of peer-connected nodes. The bigger the node, the more connections it has. Those nodes that are closest to the center are connected to more well-connected nodes than are those on the periphery. The core: At the center of the Internet are about 80 core nodes through which most traffic flows. Remove the core, and 70 percent of the other nodes are still able to function through peer-to-peer connections.
  • we have established new policies and governance so that our social media efforts are methodical, logical and coherent and resonate across our business in a meaningful manner….When we convened the Facebook Reinvention project in October 2009, there were more than 100 Dell brand pages and scores of Dell groups. The majority of these were abandoned, redundant, off brand and/or mis-managed. We defined Dell’s Facebook strategy, guidelines, best practices and processes, bringing the total pages down to 37 organized, structured and managed communities. The core team then expanded into all social media properties, like Twitter, leveraging our social media strategy, processes and guidelines to ensure adherence to FTC and other local policies, alignment to the brand, tracking, analytics, operating efficiencies and more. The dozen people on the original global, cross-segment core team now has 39 representatives from the company all contributing to Dell’s continued effective use of social.
  • Our current daily listening reports are circulated widely across the company; We also have incident-specific reports that are generated at the BU level or through our central ground control.Driven deeper understanding of customers, brand, industry and technology trends through social, research, and analytics• Strengthen listening and the use/action related to Data (ENGAGEMENT), through:o Improved data quality (through natural language processing)o Consolidated and improved set of reports – optimize for insights and leadership vs. volume of reportso Content and audience strategy o Solved dis-connects with other key data sources (brand, NPS, etc) to tell a consolidated story
  • Fundamentally we see ourselves as doing the hard work of building on momentum of past 18 months to make social media a key driver of business results and customer-centricity across Dell. We also are focused on driving deeper understanding of customers, brand, industry and technology trends through social, research, and analytics

LeWeb 2011 Social Business: Miles to Go... LeWeb 2011 Social Business: Miles to Go... Presentation Transcript