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Measuring innovation Measuring innovation Presentation Transcript

  • Social Commerce May 13th 2014 Innovation Management Is a State of Mind
  • 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
  • (at least in part) Content Cases MetricsMethodsIntroduction Focus Improve Knowledge Leverage Mesure Organization Processes Explicit Transactions Efficency Community Participation Embedded Innovation Engagement Networks Relationships Emerging Interactions Effectiveness
  • Thousands of « friends » or partners in the co-creation of value? • “Social CRM is a business strategy designed to engage the customer in a collaborative conversation in order to provide mutually beneficial value in a trusted & transparent business environment. • It's the company's response to the customer's ownership of the conversation.” Paul Greenberg Content Cases MetricsMethodsIntroduction
  •  In which areas do they believe organizations are investing today in social business?  Which new work activities and capabilities are required to make customer communities successful:?  According to the article, how do organizations enhance learning through social business?  Of the examples given of structured innovation, which make the most sense from your point of view?  Which key issues must be addressed to weave social business into the organizational fabric:? C’est quoi le social CRM ? The Business of Social Business Content Cases MetricsMethodsIntroduction
  •  Social CRM is a business strategy rather than technology, tools or platforms  Social CRM is all about engagement – drawing customers into the organization.  Social CRM enhances rather than replaces “traditional” CRM  It’s by defintion customer centric - the ultimate goal of Social CRM is building trust and the brand Harish Kotadia, Ph.D.. Content Cases MetricsMethodsIntroduction
  • “All businesses have always been social; what’s new is the set of observable behaviors and available technologies that enable businesses to leverage these to solve business problems.” ~Gil Yehuda Content Cases MetricsMethodsIntroduction
  • "Experience is knowledge, everything else is information" -- Albert Einstein • Service economy – value comes from services embedded in the product • Pine and Gilmore argued that differentiation today comes from creating “experiences” • Starbucks, Michelin, Hermès, Apple • Companies provide “stages”, managers are “actors”, customers are active “spectators” Content Cases MetricsMethodsIntroduction
  • Blind trust "Seeing is believing" Trustworthiness Personal or product based reputation Contextual trust What works in a special context Referred trust Relying on the opinions of those we admire Vanessa Hall - The Truth About Trust in Business Content Cases MetricsMethodsIntroduction
  • Content Cases MetricsMethodsIntroduction
  • Geographical Social Longitude Experience Latitude Networks Altitude Events ? Content Cases MetricsMethodsIntroduction
  • How effectively will you tell this story to your business partners? • Disti Engagement • Disti PAM Engagement • SMB Engagement Challenges Skills Roadmap • A story begins with conflict •What business problems are we trying to solve •Transform a conflict into opportunity? • Why does this situation exist? •What knowledge and skills are missing? • Who are the heros of this story? • How does changing the roles move this story forward? •Is it a question of people, process or technology? •What is the next step? Content Cases MetricsMethodsIntroduction
  • • Disti Engagement • Disti PAM Engagement • SMB Engagement Sources ? Results ? Metrics ? Where does this story start? • Where does value come form? •Do your sponsors believe in people , process or technology? •This is your value lever • Where are they looking for proof of concept? •With individuals, with teams or with customers? •This is where you need to focus • How do they qualify success? •Efficiencyt, utilization, passion? •This is your happy end The Business Value Matrix™ Content Cases MetricsMethodsIntroduction
  • • Close Management • Disti Performance Management • CPE • Voice of the Field/Partner • Inventory/Forecasting • Process Improvements • Channel Incentives • Readiness • Channel Health • Sales support/promos Can you weave a silver thread into their success story? Conflict Characters Storyline • What proof do we have that they a problem? •What are they saying precisely? •This is where your story needs to start • What skills and knowlege are holding them back ? • What is your role in this story ? •Tranform your attributes into benefits • What is the frame of this story? • What does the hoziron look like? •Is your role as a visionary, consultant or helping hand? The Business Value Roadmap™ Content Cases MetricsMethodsIntroduction
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  •  The three most important factors that influence consumer behavior are :  personal experience (98%)  company’s reputation or brand (92%)  recommendations from friends and family (88%)  41% of customers believe that companies should use social media tools to solicit feedback (Cone Business in Social Media Study, 2008)  43% of consumers say that companies should use social networks to address customers problems  Only 7% of organizations understand the CRM value of social media, according to the Brand Science Institute, European Perspective, August 2010 Jacob Morgan Content Cases MetricsMethodsIntroduction
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  • The Conversation Prism v2.0 • You are at the center of the prism • The first layer of circles displays the activity of learning and organizing engagement strategies… • The second ring maps specific authorities within an organization to provide a competent and helpful response. • The third ring represents the continual rotation of listening, responding, and learning online and in the real world. Content Cases MetricsMethodsIntroduction
  •  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
  •  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 20 Content Cases MetricsMethodsIntroduction
  •  Access to more trusted and independent information through many-to-many participation.  Personalization of interactions with an organization and products or services offering greater control over:  Their own level of engagement with an organization  The information they want, rather than being pushed information  A buying process that aligns with a buyer's needs  Fulfilling emotional needs. 21 Unhappy / unengaged customers Happy / engaged customers Customer Advocates Customers For Life Content Cases MetricsMethodsIntroduction
  • • 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
  •  KLM has sought to differentiate itself by offering a superior customer experience  Strategy of “Circle of Contacts” to make its customer relationships as intimate as possible  Facebook + Twitter = KLM Surprises and Fly2Miami  Staff of 16, 230 000+ fans, wide press coverage Content Cases MetricsMethodsIntroduction
  •  Finnish maker of fine cutting tools  Customer communities of crafting enthusiasts have transformed the way this 300-year-old company does business.  Brings customers into the product development process  Fiskars also leverages these groups of advocates to market to small retailers  Virtual + Real events – 6000 members Content Cases MetricsMethodsIntroduction
  •  The Guardian- founded in Manchester over 150 years ago  Threat of the Internet – consistently lost money over the last decade  The Internet itself serves as a metaphor in helping consumers make better decisions  “The real measure of our success is what the industry can create. Not what we can cut.” Open Platform Case Study Content Cases MetricsMethodsIntroduction
  •  Moving from design to the store front in less than three weeks  Benneton, H&M, Topshop, Wet Seal, Zara  Collaborative design, social CRM, electronic store fronts  Fast fashion retailer Wet Seal used their technology platform to help their customers create 50 000 garment designs over the past two years Content Cases MetricsMethodsIntroduction
  •  Giffgaff - gaelic for mutual giving reflected in their manifesto  Social CRM : member gets member, eVouchers, goodybags  Customer service is member driven  Giffgaff labs – crowdsourcing product testing  Payback for miles, cash or charities Intro Application MetricsImpact
  • Case Testimony - Pharmaceuticals  InnoCentive is an example of Open Innovation born out of necessity in the Pharmaceutical Industyr  InnoCentive captures value between "seekers" and "solvers" by exchangint monetary rewards for external technical expertise  64 customers have posted more than 800 "challenges" in 40 disciplines
  •  Why are users are failing to complete proposed activity?  Monitor conversion rate using unique visitors and click-through rates.  Landing pages provide the biggest challenge to digital challenges.  Reduce number of steps to facilitate engagement.  Reduce the number of fields that require user input.  Check for leaks: visitors might not be dropping completely but using other routes. Cian O' Sullivan Intro Value CasesImpact
  •  What aspects of your app are influencing the mindset of your users?  Monitor the « stickiness » of your message through number of visits, time spent per visit, citations and redirects.  What customer challenges/opportunities are you addressing?  What skills and knowledge are you targeting?  How does your application fit into the story that your customers are trying to tell? Intro Value CasesImpact
  •  Why your user base does what it does?  Tracking time and location to map out the spaces where "what's going on" happens.  Context is a means of measuring the extent to which a vision (product, service, idea) can be shared  Social spaces are constructed from a vision, “actors”, repeatable events, and outcomes. Intro Value CasesImpact
  •  How does your data elucidate user behavior?  Social graphs are the global mapping of your customer base and how they're related  Capture and monitor identity, quality and structure of relationships with others  Emergent behaviors – what new business opportunities might be explored? Alex Iskold Intro Value CasesImpact
  • (at least in part) Content Cases MetricsMethodsIntroduction Focus Improve Knowledge Leverage Mesure Organization Processes Explicit Transactions Efficency Community Participation Embedded Innovation Engagement Networks Relationships Emerging Interactions Effectiveness
  • Content Cases MetricsMethodsIntroduction