Estrat social2014

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Estrat social2014

  1. 1. Social Business Prof. Lee SCHLENKER E-Stratégies Nov 9th 2015 How can you use enterprise technologies to improve apprenticeship?
  2. 2. Travail individuel – Trois technologies Videoscribe, - 5 minutes 1. ERP, SCM, CRM 2. Services Web 3. Médias sociaux 4. Applications mobiles 5. Gamification 6. Technologies de soi… • Quel sont les objectifs du système d’information dans votre entreprise? • Que cherche-t-on à améliorer? • Que faut-il savoir pour bien travailler avec ces outils? • Comment évaluer le succès ?
  3. 3. Partners Stockholders Clients Employees CRM helps us understand the motivations, experience and objectives of the internal and external clients of the organization Content Cases MetricsMethodsIntroduction
  4. 4.  Focus : what does the organisation look like ?  Target : what are your trying to improve ?  Knowledge : what do you need to know ?  Leverage : what “tools” can you leverage ?  Value : how do you measure success ? Objectives Information Systems The Internet Data and Information The Problem The Challenges
  5. 5. (at least in part) Content Cases MetricsMethodsIntroduction Focus Improve Knowledge Leverage Mesure Organization Processes Explicit Transactions Efficency Networks Relationships Emerging Interactions Effectiveness
  6. 6. • Peer to peer banking • Zopa categorizes borrower credit grades; lenders then make offers, borrowers agree to aggegrate rate • Zopa distributes the money, completies the legal paperwork, performing identity/credit checks, and enforces collections. • Zopa mitigates risk for lenders, optimizes market offer for borrowers • Zopa’s repayment rate is currently 99.35 per cent Introduction Context Building Blocks Challenges Concerns
  7. 7. Organizational rigidity Organic growth Clearly defined functions Connectivity is the key Organizational boundaries Boundaries are thin and permeable Corporate strategy Strategy is in the network Product development cyle Solution selling ©2006 LHST sarl Introduction Networks ApplicationChallenges Value
  8. 8. Telecommunications Textiles Medicine Leisure Automobile Household appliances… ©2006 LHST sarl Separation, alignment, cohesion Content Cases MetricsMethodsIntroduction
  9. 9. ©2006 LHST sarl Patti Anklam The Social-Network Toolkit Content Cases MetricsMethodsIntroduction
  10. 10. • Common objectives – shared meaning • Actors and actants • Innovation closely tied to organisation • Possibilities tied to societal environment ©2006 LHST sarl Content Cases MetricsMethodsIntroduction
  11. 11. ©2006 LHST sarl Introduction Networks ApplicationChallenges Value
  12. 12. Characteristic Value Degree Centrality Number of links Betweeness Centrality Role of brokerage Closeness Centrality Vector of visibility Network Centralization Centralized vs Decentralized Network Reach Importance of first 3 levels Boundary Spanners Linked to Innovation Peripheral Players Potential Gateways Introduction Context Building Blocks Challenges Concerns
  13. 13. ©2006 LHST sarl Content Cases MetricsMethodsIntroduction
  14. 14. Content Cases MetricsMethodsIntroduction
  15. 15. • It’s not a question of channels but of capturing conversations • Gartner sees SCRM is a $1B extension of the CRM market • Jive and Lithium are seen as market leaders • Oracle CRM and Salesforce are niche players • The importance of hosted communities • The future of social analytics Content Cases MetricsMethodsIntroduction
  16. 16. • Hosting and supporting a branded or private- label community • Monitoring and surveying private-label or independent social networks • Facilitating the sharing of common B2B or business-to-consumer (B2C) contacts through the use of an internal community • Community product reviews to facilitate the online sales process 16 Content Cases MetricsMethodsIntroduction
  17. 17. • Member communities reach more internet users (66.8%) than email (65.1%) • Fastest growing sector for Internet use is communities (5.4% in a year) • 43% of consumers say that companies should use social networks to solve the consumers' problems (Cone Business in Social Media Study) • 7% of organizations understand the CRM value of social media according to the Brand Science Institute, European Perspective, August 2010. • The Three most influential factors for consumers when deciding which company to do business with are: 1. personal experience (98%), 2. company’s reputation or brand (92%), and 3. recommendations from friends and family (88%) Content Cases MetricsMethodsIntroduction
  18. 18. 1. The Work Network With whom do you exchange information as part of your daily work routines? 2. The Social Network With whom do you “check in,” inside and outside the office, to find out what is going on? 3. The Innovation Network With whom do you collaborate or kick around new ideas? 4. The Expert Knowledge Network To whom do you turn for expertise or advice? 5. The Career Guidance or Strategic Network. Whom do you go to for advice about the future? 6. The Learning Network. Whom do you work with to improve existing processes or methods? Karen Stephenson Introduction Context Building Blocks Challenges Concerns
  19. 19. • In physics, a power law relationship between two scalar quantities x and y is any such that the relationship can be written as – <math>y = ax^k,!<math> • where a (the constant of proportionality) and k (the exponent of the power law) are constants. • in its simplest terms roughly eighty percent of the work is done by twenty percent of the network Introduction Context Building Blocks Challenges Concerns
  20. 20. • In reality, the market is nothing but a directed network • No manager or firm can succeed or fail alone, customers, managers and teams are inherently linked together in social networks. • The notion of interdependence : managers constitute hubs and nodes of the network, organization learning will filter down and out through the network as a whole. • six degrees of separation : everyone in the world can be reached through a short chain of acquaintances. • Change is marked by "phase transitions" from states of disorder to order: "cascading failure“ and “emergent” threats . Introduction Context Building Blocks Challenges Concerns
  21. 21. Introduction Context Building Blocks Challenges Concerns
  22. 22. Purpose Enable customers to extend brand, provide critical feedback, and deliver peer-based support; Perform market research and reward loyal customers Key Services Blogs, Wikis, Social Ranking, Info Filtering, Web Conferencing, Discussion, Presence/IM, People Finding Functional Emphasis On  Security & Access Control  Scaling, Clustering, Failover  Reporting & Analytics  UI Customization  Spam/Naughty Filtering  Author, Editing, Commenting  Personalization  Search Typical Adopters  Consumer Goods companies  Technology companies Branded Customer Communities Enterprise Social Software Report Introduction Context Building Blocks Challenges Concerns
  23. 23. Introduction Context Building Blocks Challenges Concerns
  24. 24. Introduction Context Building Blocks Challenges Concerns
  25. 25. • Peer to peer banking • Zopa categorizes borrower credit grades; lenders then make offers, borrowers agree to aggegrate rate • Zopa distributes the money, completies the legal paperwork, performing identity/credit checks, and enforces collections. • Zopa mitigates risk for lenders, optimizes market offer for borrowers • Zopa’s repayment rate is currently 99.35 per cent Introduction Context Building Blocks Challenges Concerns
  26. 26. The Idea Network Introduction Context Building Blocks Challenges Concerns
  27. 27. • Pearltrees is an example of social curation • Users can assemble these pearls into trees based around a topic • Pearltrees is using that data to determine how different topics and bookmarks are related. • In the same vein as Google’s PageRank and Facebook’s EdgeRank, Pearltrees uses TreeRank to explore the notion of an “Interest Graph” Introduction Context Building Blocks Challenges Concerns
  28. 28. The Expert Network Introduction Context Building Blocks Challenges Concerns
  29. 29. • InnoCentive is an "open innovation" company that tackles research an development problems • Open Innovation suggests that innovation is more likely to come from a community than from an organization • The model addresses problems in engineering, computer science, math, the physical sciences and business. • Cash awards are given for solving challenge problems typically from $10,000 to $100,000. Introduction Context Building Blocks Challenges Concerns
  30. 30. The Social Network Introduction Context Building Blocks Challenges Concerns
  31. 31. Introduction Context Building Blocks Challenges Concerns
  32. 32. Introduction Context Building Blocks Challenges Concerns
  33. 33. Introduction Context Building Blocks Challenges Concerns
  34. 34. • Information overload • Misplaced costs of social obligations • Information pollution (spam) • Dealing with hierarchy in a professional environment • The quality of information can be very poor Introduction Context Building Blocks Challenges Concerns

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