Leveraging Social Analytics in a Dynamic Business Landscape
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Leveraging Social Analytics in a Dynamic Business Landscape

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We are living in a fast moving technology environment, and the pace of change is accelerating, leaving organizations unprepared. Faster business cycles are leading to significant disruption.

We are living in a fast moving technology environment, and the pace of change is accelerating, leaving organizations unprepared. Faster business cycles are leading to significant disruption.

Social Analytics can help organizations
- Understand the pulse of the network
- Respond to Exceptions
- Find Patterns and Generate Insights

Merging Social data with other data for deeper understanding and integrating social with other channels for a unified cross-channel experience holds promise for the greatest return on social initiatives.

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Leveraging Social Analytics in a Dynamic Business Landscape Presentation Transcript

  • 1. LEVERAGING SOCIAL ANALYTICS in a Dynamic Business Landscape Brian Vellmure Consultant, Analyst, Writer, Speaker, Executive Social Business CRM Customer Experience, Acquisition, & Retention Future & Innovation @BrianVellmure http://www.brianvellmure.com
  • 2. TODAY’S REALITY
  • 3. WE’RE INCREASINGLY CONNECTED +4% +58% +4,377% +67%UNIQUES STATS: ComScore State of the Internet Q1 - 2012 @BrianVellmure http://www.brianvellmure.com
  • 4. COMMUNICATION IS SPLINTERED ACROSS A GROWING ARRAY OF CHANNELS Chat / IM Email Next Gen Channels In Person Social Web Phone Presence / UCIMAGE CREDIT: http://yearoftheglitch.tumblr.com/ @BrianVellmure http://www.brianvellmure.com
  • 5. HUMANS AND TECHNOLOGY ON A PATH TOWARDS TIGHTER INTEGRATIONIMAGE CREDIT: FastCoDesign.com - prototype for Google Glass @BrianVellmure http://www.brianvellmure.com
  • 6. CHANGE HAPPENING EXPONENTIALLY FASTERIMAGE CREDIT: TIME.com @BrianVellmure http://www.brianvellmure.com
  • 7. NEW VALUE CHAINS NEW FORMS OF POLITICAL COMMERCE REVOLUTIONS EXPONENTIAL SPREAD OF IDEAS & CAPABILITIESIMAGE SOURCE: URBEINGRECORDEDcom @BrianVellmure http://www.brianvellmure.com
  • 8. ORGANIZATIONS ARE UNPREPARED
  • 9. After 305 years, Newspaper Ad Revenue was surpassed by the Internet in 2010 After 244 years Encyclopedia Brittanica going out of print After 125 years, landlines surpassed by mobile in 2012IMAGE CREDIT: Leslie Butler, flickr @BrianVellmure http://www.brianvellmure.com
  • 10. SPEED OF INNOVATION SURPASSINGCAPABILITIES OF TRADITIONAL ORGANIZATIONS “Competitive Intensity has more than doubled in the last 40 years” “Big companies are losing their leadership position at an increasing rate” “Greater access to information and choices boost consumer power” “Winning companies are barelyholding on, while losers experiencerapidly deteriorating performance” “Brand disloyalty is increasing among consumers, particularly the younger generation” @BrianVellmure http://www.brianvellmure.com
  • 11. Ave. Lifespan of S&P 500 Company80 75 years604020 25 years 15 years 0 1937 2002 2012 @BrianVellmure http://www.brianvellmure.com
  • 12. FROM DOMINANCE TO IRRELEVANCEIMAGE CREDIT: MySpace info courtesy of Trends.Google.com, stockcharts courtesy of Fidelity.com, Logos are property of their respectivecompanies. @BrianVellmure http://www.brianvellmure.com
  • 13. IMAGE SOURCE: myconfinedspace.com
  • 14. How can organizations sustainvalue creation over time for their customers in a rapidly evolving landscape?
  • 15. ARE SOCIAL ANALYTICS THE ANSWER?
  • 16. No.
  • 17. SOCIAL HAS ITS LIMITATIONS A SMALL SUBSET OF INTERACTIONS HAPPEN ON SOCIAL CHANNELSIMAGE SOURCE: andrewsfightonestepatatime.blogspot.com @BrianVellmure http://www.brianvellmure.com
  • 18. SOCIAL HAS ITS LIMITATIONS CUSTOMERS OFTEN PREFER OTHER CHANNELS OF INTERACTIONIMAGE SOURCE: andrewsfightonestepatatime.blogspot.com @BrianVellmure http://www.brianvellmure.com
  • 19. SOCIAL HAS ITS LIMITATIONS SOCIAL IS UNSTRUCTURED - YOU DIDN’T GET TO ASK THE RIGHT QUESTIONSIMAGE SOURCE: andrewsfightonestepatatime.blogspot.com @BrianVellmure http://www.brianvellmure.com
  • 20. SOCIAL HAS ITS LIMITATIONS THERE ARE LIMITS TO THE DEPTH OF SOCIAL INTERACTIONSIMAGE SOURCE: andrewsfightonestepatatime.blogspot.com @BrianVellmure http://www.brianvellmure.com
  • 21. But...HERE’S HOW SOCIAL ANALYTICS CAN HELP
  • 22. UNDERSTAND THE PULSE OF THE NETWORKIMAGE SOURCE: andrewsfightonestepatatime.blogspot.com @BrianVellmure http://www.brianvellmure.com
  • 23. REACT AND RESPOND TO EXCEPTIONSIMAGE Credit: Jacob Munro @BrianVellmure http://www.brianvellmure.com
  • 24. FIND PATTERNS AND GENERATE INSIGHTSIMAGE Source http://blogs.law.harvard.edu/metaxas/category/social-media/ @BrianVellmure http://www.brianvellmure.com
  • 25. MAXIMIZE RETURNTHROUGH INTEGRATING SOCIAL ANALYTICS
  • 26. DON’T CREATE YET ANOTHER DATA SILOIMAGE Source: http://www.martialartsbusinesssystems.com @BrianVellmure http://www.brianvellmure.com
  • 27. CREATE A MORE COMPLETE CUSTOMER VIEW Customer Communities Private Networks @BrianVellmure http://www.brianvellmure.com
  • 28. ENHANCE CUSTOMER EXPERIENCE ACROSS CHANNELSIMAGE Source: http://www.surfline.com Photo: Tom Cozad @BrianVellmure http://www.brianvellmure.com
  • 29. CUSTOMER COMMUNICATIONS AND ACTIONS AND ARE INTEGRATED. THE COMPANY’S SHOULD BE TOO.IMAGE CREDIT: Comdata.it @BrianVellmure http://www.brianvellmure.com
  • 30. INTEGRATE SOCIAL INTO CROSS CHANNELINTERACTIONS @BrianVellmure http://www.brianvellmure.com
  • 31. SUMMARYLIVING IN A FAST MOVING TECHNOLOGY ENVIRONMENTPACE OF CHANGE ACCELERATINGORGANIZATIONS ARE UNPREPAREDFASTER BUSINESS CYCLES - SIGNIFICANT DISRUPTIONSOCIAL ANALYTICS CAN HELP ORGANIZATIONS:- UNDERSTAND THE PULSE OF THE NETWORK- RESPOND TO EXCEPTIONS- FIND PATTERNS AND GENERATE INSIGHTSDON’T CREATE ANOTHER INFORMATION SILOMERGE SOCIAL DATA WITH OTHER DATA FOR DEEPER UNDERSTANDINGINTEGRATE SOCIAL WITH OTHER CHANNELS FOR A UNIFIED CROSS-CHANNEL EXPERIENCE @BrianVellmure http://www.brianvellmure.com
  • 32. THANK YOU. Let’s continue the dialogue. @BrianVellmure brian@brianvellmure.com http://www.brianvellmure.com