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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 aprofound 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.

Social commerce Social commerce Presentation Transcript

  • Innovation Management Is a State of Mind The Amaté platform Social Commerce May 6th 2014 - Preliminary Draft -
  • I. Definitions II. Three generations III. The Experience economy IV. Customer conversations V. The Business Value Roadmap VI. New business models VII. Impact - Telecommunications Study VIII. Impact - Printed Media Study IX. Impact - Luxury Goods Study Content CasesMethodsIntroduction
  • Introduction Context Building Blocks Challenges Concerns
  • • The assumption of order • The assumption of rational choice • The assumption of intentional capacity • The assumption of identity Introduction Context Building Blocks Challenges Concerns
  • ©2013LHSTsarl Telecommunications Textiles Medicine Leisure Automobile Household appliances… ©2006 LHST sarl Separation, alignment, cohesion Introduction Context Building Blocks Challenges Concerns
  • ©2013LHSTsarl 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 cycle Solution selling ©2006 LHST sarl Introduction Context Building Blocks Challenges Concerns
  • • Profitability: Profitability measures the added value of an organization in comparing the cost of its resources with that of the products and/or services. • Utilization: Utilization focuses on the extent to which company resources are employed at any given time. • Quality: Quality has been defined variously as ‘conformance to standards” as well as ‘client satisfaction’ • Innovation: Innovation can be understood in the context of an organization’s ability to react to real or perceived changes in the market or in the economy. • Passion: Passion represents the affective response of people to their work environment. • Effectiveness: Effectiveness can be viewed as an output-input ratio that addresses the question of “doing the right things” to meet customer needs and objectives. Introduction Context Building Blocks Challenges Concerns
  • Patti Anklam The Social-Network Toolkit Introduction Context Building Blocks Challenges Concerns
  • Introduction Context Building Blocks Challenges Concerns
  • Introduction Context Building Blocks Challenges Concerns
  • • How would you define "social business"? • Which functions of the company are impacted by social business? • The article argues that technology does not change the value of social interactions. With what "currency" do we measure social input? • Which four categories of technology are associated with social business? Give an example of each. • How would a "social chief financial officer" contribute to our understanding of finance? Content CasesMethodsIntroduction
  • Steven Sinofsky Content CasesMethodsIntroduction
  • “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 CasesMethodsIntroduction
  • Traditional Marketing CRM Goal: Expand customer base, increase market share by mass marketing Goal: Establish a profitable, long-term, one-to-one relationship with customers; understanding their needs, preferences, expectations Product oriented view Customer oriented view Mass marketing / mass production Mass customization, one-to- one marketing Standardization of customer needs Customer-supplier relationship Transactional relationship Relational approach Content CasesMethodsIntroduction
  • • Customers are not listening to what you have to say • Customers know more about your business than you do • Customers create their own experience • Customer interactions are complex and unpredictable • Customer communities are where the knowledge is. Esteban Kolsky
  • Esteban Kolsky Content CasesMethodsIntroduction
  • Esteban Kolsky Content CasesMethodsIntroduction •Understand the concept of an Experience Continuum •Deploy the internal, external, and hybrid communities to close the loop. •Design end-to-end processes while ensuring that there are feedback •Analyze the feedback collected, create actionable insights, implement the necessary changes.
  • Content CasesMethodsIntroduction
  • "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 CasesMethodsIntroduction
  • Content CasesMethodsIntroduction
  • 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 CasesMethodsIntroduction
  • Geographical Social Longitude Experience Latitude Networks Altitude Events How do we take social context into account? Content CasesMethodsIntroduction
  • • Disti Engagement • Disti PAM Engagement • SMB Engagement Challenges Skills Roadmap How effectively will you tell this story to your business partners? • 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 CasesMethodsIntroduction
  • • 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 CasesMethodsIntroduction
  • • 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 CasesMethodsIntroduction
  • • 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 CasesMethodsIntroduction
  • • 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 CasesMethodsIntroduction
  • • 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 CasesMethodsIntroduction
  • • 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 CasesMethodsIntroduction