Measuring innovation


Published on

Published in: Education
  • Be the first to comment

  • Be the first to like this

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Measuring innovation

  1. 1. Social Commerce May 13th 2014 Innovation Management Is a State of Mind
  2. 2. 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
  3. 3. (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
  4. 4. 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
  5. 5.  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
  6. 6.  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
  7. 7. “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
  8. 8. "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
  9. 9. 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
  10. 10. Content Cases MetricsMethodsIntroduction
  11. 11. Geographical Social Longitude Experience Latitude Networks Altitude Events ? Content Cases MetricsMethodsIntroduction
  12. 12. 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
  13. 13. • 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
  14. 14. • 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
  15. 15. Content Cases MetricsMethodsIntroduction
  16. 16.  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
  17. 17. Content Cases MetricsMethodsIntroduction
  18. 18. 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
  19. 19.  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
  20. 20.  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
  21. 21.  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
  22. 22. • 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
  23. 23.  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
  24. 24.  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
  25. 25.  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
  26. 26.  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
  27. 27.  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
  28. 28. 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
  29. 29.  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
  30. 30.  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
  31. 31.  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
  32. 32.  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
  33. 33. (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
  34. 34. Content Cases MetricsMethodsIntroduction