M115 intro2013

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  • Social Media Platforms.  For social business activities that must connect with the world at large, these represent all the many social networks and communities that exist, from Facebook and Twitter down to the most obscure vertical or industry-specific community site. External Social Business Services.  These are the services that the company has deliberately crafted to engage the world. This can be community-powered solutions made from scratch or services such as social media marketing or crowdsourcing that taps into existing communities. These can include social product development, social marketing,  Social CRM , B2B communities, and an endless variety of other social business services over time. Service Delivery.  While mobile-first is something that I’m now starting to see as a strategy from large company CIOs, the Web is still the biggest market though that will change in the next year. A large percentage of social business solutions will require a native mobile app going forward as well as distribution through a consumer or enterprise app store. There are now even  social app stores  from major vendors. Cloud delivery is increasingly the preference for most new vendor-provided (non-internally developed) social business solutions. Consumerization is having a profound impact on how applications of all kinds  are developed, acquired, and used today and this is transforming service delivery of social business as well. Social Foundation.  An effective social business has a set of consistent identities for its workers across all social apps as well as powerful and effective discovery and search mechanisms that are fully federated and take a look at the entire link ecosystem of the organization. That social apps produce linked data that can be accessed by search engines, other apps (social or otherwise) has been validated as one of the most important aspects of social architecture. This is so vital I will be devoting an upcoming research effort on this. However, I find that there is often very poor emphasis on creating a healthy social data ecosystem so it’s emphasized on this view. The bottom line:  Much of the longer-term ROI comes from keeping social data open, analyzable, and discoverable over time.  Finally, a potent listening, analytics, and  social business intelligence capability  (within and outside the business) has become an essential capability to create, typically located inside the social business unit or center of excellence (CoE.) Systems of Engagement.  These are the primary social environments within the organization, as well as departmental social apps. These typical include a social intranet, an enterprise social network or ESN (Jive, Connections, SharePoint + Newsgator are the most common), unified communications platform (with support for social media), and even e-mail, which is very common and convenient on-ramp, off-ramp for social notifications and related activities, though it must be integrated with care. Social apps are often connected with the ESN’s activity stream and is a primary integration point with systems of record. The OpenSocial standard continues to show promise along with feeds and open APIs to bridge the engagement world with the transaction world as part of a well-organized yet lightweight integration effort. Systems of Record.  Long the bastion and core competency of IT departments, systems of record are now being reconciled with the engagement world. Connecting vital supply chain, ERP, human resources, and customer relationship management systems with the unstructured work in the organization is essential and has been a major realization in the Enterprise 2.0 community over the last year. Social business must be connected to the lifeblood of data and transactions in the company to improve collaboration, reduce data duplication and inaccuracy, and to use social as the connective tissue for real, on-the-ground work. EMLYON Business School 14/05/13 Prof. Lee SCHLENKER - lee@lhstech.com
  • EMLYON Business School Module MISCEB - L. SCHLENKER
  • M115 intro2013

    1. 1. ©2013 LHST sarlIntroductionWhat is SocialBusiness?MT 115
    2. 2. ©2013 LHST sarlTHE KEY QUESTIONPartnersStockholdersClientsEmployeesHow can customer relationshipmanagement influenceorganizational performance?CRM helps us understand the motivations, experience and objectives of theinternal and external clients of the organization
    3. 3. ©2013 LHST sarlCourse AgendaSéance Sujet Intervenant15/05/201313:00 à 14:15Introduction L. SCHLENKER15/05/201314h30 à 16:00Customer RelationshipManagementL. SCHLENKER16/05/20138:30 à 11H45Social CRM L. SCHLENKER16/06/201313h00 à 16:00Case Studies L. SCHLENKER17/05/201308:30 à 11:45Social Network Analysis L. SCHLENKER17/05/201313h00 à 16:00Student Preentations L. SCHLENKERSocial Business leverages technology to enhance fundamental tendencies inhuman behavior to improve both business strategy and implementation
    4. 4. ©2013 LHST sarlSocial Business• How would you define "socialbusiness"?• Which functions of the company areimpacted by social business?• The article argues that technology doesnot change the value of socialinteractions. With what "currency" dowe measure social input?• Which four categories of technology areassociated with social business? Givean example of each.• How would a "social chief financialofficer" contribute to our understandingof finance?
    5. 5. ©2013 LHST sarlVirtual communication has become areality
    6. 6. ©2013 LHST sarlWhy should we care?The objective of is to enable companies to build deeper, moreprofitable, long term relationships by reaching customers with theright message at the right time
    7. 7. ©2013 LHST sarlIsn’t it just a question of technology?• Social is a feature not a product• Social technologies enable socialbehaviors online• Platforms are designed forcontent creation, distribution andconsumption• Social technologies can capturethe structure and nature ofhuman interactions• Social technologies can bedisruptive to existing powerstructures
    8. 8. ©2013 LHST sarlWhere does social business makesense?• A high percentage ofknowledge workers• Heavy reliance on brandrecognition and consumerperception• A digital distribution methodfor products or services• An experential or inspirationalproduct or service offering
    9. 9. ©2013 LHST sarlWhy focus on social?
    10. 10. ©2013 LHST sarlSales and ServiceSocial technologiescan be used to:• Support marketingcampaigns• Generate leads• Provide after-salesserviceAnd as a sales channel
    11. 11. ©2013 LHST sarlCollaborationAs a collaborationtool to:• Enhance customerinteractions• Improve the eco-system• Leveragecrowdsourcing
    12. 12. ©2013 LHST sarlInnovationTo get the most benefit, organizations will needto:• Determine the number of participantsneeded to develop new ideas and insights• Create enough diversity of experiences andperspectives to avoid groupthink andencourage innovation• Bring relevant knowledge of context andexpertise in the problems and issues thatneed to be solved• Invite individuals willing to challenge thestatus quo and assumptions to reach adeeper, more complete solution• Provide motivation to participate, includinginternal/external recognition and rewards.
    13. 13. ©2013 LHST sarl
    14. 14. ©2013 LHST sarlEvaluationMT 115
    15. 15. ©2013 LHST sarlAssessmentGrading ScaleThe marks in this module will be based uponcontributions in four areas :• Participation: 40 possible points based onthe quality of each individual student’s on-liine and in-class participation• Video Case Study: 60 possible pointsbased on the quality of the story.http://mt115.socialgo.com/Management isn’t about doing things,its about getting things done
    16. 16. ©2013 LHST sarlParticipation - Curation• Choose a topic for Scope.It• Communicate your topic, themembers of your group, andthe URL tochaireet@em-lyon.com byJune 5th, 2012• Curate and make it your own(title, link, analysis)• Participate in the discussion!• Evaluation : le 14/06/2013Evaluation : le 14/06/2013http://www.scoop.it/t/mobile-business
    17. 17. ©2013 LHST sarlVideocastIn your five minute videocast, incorporate testimony,pictures, give us your perspective on how SCRMimpacts business practice. Your case study shouldshed light on the following points:– How did the organization define the businessproblem?– What skills and knowledge were they targeting todevelop?– How did technology provide a vision of how toimprove organizational effectiveness?– Which metrics were used to measure success?Maximum group size : 2Maximum group size : 2Evaluation : le 14/06/2013Evaluation : le 14/06/2013

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