Bp403 driving business opportunity with patterns - 140120 v5-full


Published on

Using IBM's Social Business Patterns to drive new business opportunities. Presented at #ibmconnect2014 at Business Partner development day

Published in: Business, Technology
  • 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
  • 1 “Evolution of the networked enterprise”, McKinsey & Co, March 2013, p 46 [Analysis was 4 industries].
  • Source: http://www.fastcompany.com/1843675/3-steps-measuring-your-companys-social-media-roi, Fast Company, 3 Steps To Measuring Your Company's Social Media ROI, July 2012.
  • Source: http://techcrunch.com/2012/10/12/jive-software-drops-below-post-ipo-low-as-enterprise-takes-a-second-look-at-private-social-networks/TechCrunch, Oct 2012
  • Amadori Group is a leading European poultry manufacturing and marketing firm with over $1.2B Euros in revenue, with more than 30% market share in Italy and over 7000 employees. Challenge80% of customers were older demographics; needed to engage new, younger audienceSolutions:Engaged audience with recipe contests, uploaded cooking videos, and invitations for local “beach barbeques” , etc.Linked amadori sites with facebook and youtube channels driving engagement across all.Results:+125% increase in new visitors75K Fans, Reachable network of 14M, >900 fan interactions per week
  • Start with the top 2-3 business prioritiesFor each business priority, identify the critical roles and audiences that have the highest impact on successSelect associated business processes with the most dynamic or complex interactions between roles and audiencesEmbed social into the existing process and core applicationsBuild the business case based on the process’ standard metrics.
  • “Our ultimate goal was not just knowledge transfer from one employee to another but to transfer organizational knowledge and expertise to the customer as quickly as possible” – Michel Min, strategic communication and e-marketing manager, Omron Europe
  • Our theme for the Reception is Get Energized! We will have flashing lights and glow sticks – an idea to possibly incorporate into the slide
  • This is final!
  • Bp403 driving business opportunity with patterns - 140120 v5-full

    1. 1. BP403: Driving Business Opportunity with Patterns Scott J Smith, WW Lead, Social Business Industry & Value, IBM Alan Hamilton, Social Business Executive Consultant, IBM © 2014 IBM Corporation
    2. 2. Topics  Repeatable approach to ROI  Path to LOB: Patterns facilitate conversation in LOB’s language  “Deep dive” example  What’s new  Teaming to scale 2
    3. 3. LOB is making SW decisions & increasingly requires integrated software solutions New technology investments influenced by line of business executives 80% 61% “The explosion of new industry solutions will dramatically shift who the IT buyer is. IT vendors need to become more adept at building offerings for LOB executives and at establishing messages for, and relationships with, these increasingly influential IT buyers IDC “This is the biggest shift in the last 20 years. New buyers want solutions to business problems, not just to buy products.” Gartner 2013 3 2016 Sources: IDC: The Implication of Shifting Technology Buying Centers on Your Business; IDC Predictions 2013: Competing on the 3rd Platform LOB executives will take the lead decision-maker role in more than half of these investments
    4. 4. Social: The ROI is enticing… $900B – 1.3T/yr from McKinsey1 4
    5. 5. …except it’s hard to prove in my organization % 88 can’t accurately measure ROI 5 % 52 ROI is biggest frustration
    6. 6. Summarizing the issue Thank you TechCrunch [Clients] want social technologies that become part of their work. Too often, enterprise social networks act as a separate silo where people interact for the sake of using a social 6 media solution. That needs to change.
    7. 7. The 3 Ps: Foundation of Repeatable ROI work Processes 7 people Interact; separate silo People Patterns
    8. 8. Repeatable Patterns 8
    9. 9. From general to specific ROI +15% revenue 1 +20% customer sat1 +20% innovations1 +20-25% productivity 2 ↓ 50-83% M&A failure rate3 +30% access to experts1 ↓ injury claims by 9.4%4 ↓ meetings, reporting calls raising productivity by 2025%4 +20% employee retention2 +30% access to experts1 9 +15% revenue 1 +20% customer sat1 +30% access to experts1 +20-25% productivity2
    10. 10. Patterns: The path from pain points through to solution Pattern Buyers Pain Points Value Props & ROI Customer Engagement CMO, Digital Channel, Sales, Cust Service, Contact Center, CHRO • Limited consistency across channels ↑ Sales / Revenue • 66% of consumers change service providers ↑ Brand awareness from poor service ↑ Customer Sat Recruiting & Onboarding CHRO, COO, LOB • Accelerating time to productivity • Attracting talent that match skill & culture ↑ Speed to value ↑ Employee engagement & revenue ↑ Retention Innovation R&D, Product Dev, CMO • Less innovative than competition • Losing share • Limited product pipeline ↑ New products ↑ Speed to market ↑ % Revenue from new products Mergers & Acquisitions COO, Integration Exec • Over 50% of M&A fail to achieve plans • Overcoming two cultures • Losing focus on market ↑ M&A success rate (>50% fail) ↑ Retention of talent ↑ Revenue Workplace & Public Safety COO, EVP Operations, Safety Exec • Incidents impacting morale and brand • Slow emergency response • Citizen safety ↓ Incidents ↑ Workers comp savings ↑ Saving lives Expertise & Knowledge LOB & Functional Execs • Higher cost of not knowing “experts” • Customers disengage from slow response ↑ Speed ↑ Efficiency Supply Chain EVP Manufacturing, Supply Chain Officer • Unreliable demand forecasts • Matching supply & demand • Geographic, time, & language barriers ↑ Demand forecasting ↑ Reaction for supply disruptions ↑ Capacity planning
    11. 11. The Anatomy of a pattern The challenge engaging customers • 66% left due to poor service; cost = $5.9T1 • Social customer tells 42 of good experience; 53 of bad2 • Social Customers more loyal & spend 40% more3 11
    12. 12. Social builds Ongoing Relationships across touchpoints & channels Mobile Self Service Face-to-Face Store/Branch/Location 12 Social Contact Center Kiosk Maintenance/Repair
    13. 13. Amadori Engaged younger audience +125% new visitors Reachable network of 14 million 13
    14. 14. Are these examples repeatable? 14
    15. 15. 5 step recipe to repeatable success and ROI 1. Start with business priorities 2. Identify roles, audiences, & processes 3. Demonstrate current pain 4. Embed social 5. Leverage process metrics 15
    16. 16. 1. Start with Business Priorities Omron Business Challenge Sales by country; clients span Geo 2 Divisions sell to same client Results Transform sales to be: - Pan Geographic - “One Omron to Client” 16
    17. 17. 2. Identify roles, audiences & processes Generalized Sales example from client engagements Sales Product Management Large Client 17
    18. 18. 3. Demonstrate the pain Challenges Sales Large Client Knowledge of client Where to get help Understanding proposal Ways to engage client 18 Communicating needs Predicting benefits Learning from similar companies
    19. 19. 3. Demonstrate the pain Challenges Product Management Sales with Expertise Training sales team Want to help Client awareness Don’t know where help is needed Innovating products 19
    20. 20. 3. Demonstrate the pain Process interactions Client Sales + Expertise Falling sales and market share Sales High turnover in sales Not leveraging expertise Limited product innovation 20 Industry Peer Product Management
    21. 21. 4. Embed Social Bolton 21
    22. 22. 4. Embed Social New process interactions Sales with Expertise Sales Experience Client Sales Product Mgmt Experience Product Management Client Experience Industry Peers 22
    23. 23. 5. Leverage process metrics Sales process metrics! Conversion Rate Revenue per Customer Cost of Sales +15% +10% -10% Sales Product Mgmt Client 23
    24. 24. 5. Leverage process metrics Calculating baseline Conversion Rate Revenue per Customer Cost of Sales Sales Current conversion rate Product Mgmt Conversion rate with solution Total # annual transactions Client 24 Average transaction value
    25. 25. “Sub Patterns” 25
    26. 26. 3Ps + 5 Steps = Repeatable Success and ROI Processes People 1. Start with business priorities 2. Identify roles, audiences, & processes 3. Demonstrate current pain Patterns 4. Embed social 5. Leverage process metrics 26
    27. 27. Business Partner are critical to success How Patterns Help Process is language of business Show solution ROI Show solution in dayin-the life (DITL) Repeatable to any process 27 Call to Action Use existing patterns Create new pattern examples Create future state DITLs embedding solutions Leverage Sales Play
    28. 28. IBM’s provides unparalleled experience on how to achieve value Learn CXO Studies Business Patterns Establish Strategy Define Business Value Whitepaper Act 28 Accelerate Adoption
    29. 29. Additional Questions? Stop by the Social Business Patterns Lounge (Dolphin, Europe 5) Monday 1PM - 6PM Tuesday 9AM - 6PM Wednesday 9AM - 6PM Thursday 9AM - 12PM Talk with experts about the ways that your business can benefit from Social Business Patterns! 29
    30. 30. Thank You @smith13sj 30
    31. 31. Please join us at the 2014 Business Partner Reception Monday, January 27 | 8:30pm-10:00pm Atlantic Dance Hall on the Boardwalk Network with Subject Matter Experts to find out how to Energize Life’s Work with….  Big Data and Business Analytics  Industry Solutions  Mobility  Exceptional Digital Experience 31  On-Premises and in the Cloud  Ecosystem Development
    32. 32. BP Café Hours Experts Available:  Winning Against the Competition Sunday 6:30pm - 8:30pm  Understand the Smarter Workforce Opportunity Monday 10:00am 6:00pm - 3:45pm & 8:00pm  Use Marketing to Build Your 2014 Pipeline Tuesday 9:15am 5:30pm - 3:30pm & 7:00pm  Partner Programs Wednesday 9:15am - 3:30pm  Ecosystem Development Other Services Available: Sponsored by:  Self-navigation Touch Scope kiosk  Profile updating station with an expert available to help you maximize your presence on PartnerWorld  4 Conference rooms and 1 Boardroom available for scheduling  Charging Stations  Coffee, soda, water and a place to relax 32
    33. 33.  Please return evaluation forms for EACH BREAKOUT SESSION: – Submit electronically or on paper – Return all paper forms to door monitors or at the BP Café Earn 2 pieces of the Circuit for returned forms! (Prizes available as well) 33
    34. 34. Engage Online  SocialBiz User Group socialbizug.org – Join the epicenter of Notes and Collaboration user groups  Follow us on Twitter – @IBMConnect and @IBMSocialBiz  LinkedIn http://bit.ly/SBComm – Participate in the IBM Social Business group on LinkedIn:  Facebook https://www.facebook.com/IBMSocialBiz – Like IBM Social Business on Facebook  Social Business Insights blog ibm.com/blogs/socialbusiness – Read and engage with our bloggers 34
    35. 35. Acknowledgements and Disclaimers Availability. References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. The workshops, sessions and materials have been prepared by IBM or the session speakers and reflect their own views. They are provided for informational purposes only, and are neither intended to, nor shall have the effect of being, legal or other guidance or advice to any participant. While efforts were made to verify the completeness and accuracy of the information contained in this presentation, it is provided AS-IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this presentation or any other materials. Nothing contained in this presentation is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics may vary by customer. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results. © Copyright IBM Corporation 2014. All rights reserved.  U.S. Government Users Restricted Rights - Use, duplication or disclosure restricted by GSA ADP Schedule Contract with IBM Corp.  Please update paragraph below for the particular product or family brand trademarks you mention such as WebSphere, DB2, Maximo, Clearcase, Lotus, etc.  IBM, the IBM logo, ibm.com, [IBM Brand, if trademarked], and [IBM Product, if trademarked] are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or both. If these and other IBM trademarked terms are marked on their first occurrence in this information with a trademark symbol (® or ™), these symbols indicate U.S. registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarks in other countries. A current list of IBM trademarks is available on the Web at “Copyright and trademark information” at www.ibm.com/legal/copytrade.shtml If you have mentioned trademarks that are not from IBM, please update and add the following lines: [Insert any special 3rd party trademark names/attributions here] Other company, product, or service names may be trademarks or service marks of others.