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Enterprise 2.0: putting social to work
 

Enterprise 2.0: putting social to work

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Enterprise 2.0: Putting Social to Work presented by Richard Sedley and Ben Robb at the Microsoft SharePoint 2010 Evolution conference

Enterprise 2.0: Putting Social to Work presented by Richard Sedley and Ben Robb at the Microsoft SharePoint 2010 Evolution conference

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    Enterprise 2.0: putting social to work Enterprise 2.0: putting social to work Document Transcript

    • 5/5/2010 Enterprise 2.0: putting social to work Richard Sedley cScape Customer Engagement Director Ben Robb cScape CTO 1
    • 5/5/2010 Agenda  Richard 1. The need for engagement 2. Engagement case study 3. Tips & techniques for achieving engagement  Ben  Overview of SharePoint 2010 social features Richard Sedley cScape CEU r.sedley@cscape.com 2
    • 5/5/2010 Enterprise 2.0 is built on a deep understanding of human interactions – physical and psychological – and facilitated by technology Definition of engagement Repeated interactions that strengthen the emotional, psychological and physical investment a customer has in a brand (product or service). 3
    • 5/5/2010 What’s the most powerful page on your site ? (Website, Intranet, Extranet, Campaign micro-site…) 1. Why we need engagement 4
    • 5/5/2010 Blue Green Red 5
    • 5/5/2010 What’s the average length of time a desk based worker gets to focus, uninterrupted, on a single task? 6
    • 5/5/2010 7
    • 5/5/2010 Increasing distraction Increased expectation New communities New authority models Recession 8
    • 5/5/2010 Increasing distraction Increased expectation New communities New authority models Simplicity and Insights and Partnerships and Openness and persuasion personalisation involvement authenticity Findability, touch New business models, Feedback, Off-site branding, strategies, simplicity, personalisation, collaboration, content diaspora and consistency, psychology interactivity reciprocity blogging Customer Engagement Definition of engagement Repeated interactions that strengthen the emotional, psychological and physical investment a customer has in a brand (product or service). 9
    • 5/5/2010 WHY: Benefits of engagement Annual Online Customer Engagement Survey 2007 WHY: Benefits of engagement Annual Online Customer Engagement Survey 2007 10
    • 5/5/2010 WHY: Benefits of customer engagement times more likely 6 to return times more likely 15 to purchase WHY: Benefits of employee engagement times more 4 satisfied with their employer times less likely to change 21 company 11
    • 5/5/2010 WHY: Benefits of member engagement times more 3 likely to renew membership times more likely to 7 purchase high value item HOW: Ways of achieving engagement social networks, video, micro-sites, email newsletters, blogging, mobile, personalisation, micro-blogs, widgets communities, user generated content 12
    • 5/5/2010 HOW: Ways of achieving engagement 80 70 60 50 40 30 20 10 0 3rd Annual Online Customer Engagement Survey 2010 2. Enterprise 2.0 case study 13
    • 5/5/2010 Social software benefits (IBM) Case study 14
    • 5/5/2010 Strategic priorities Cost savings Operational efficiency • Higher employee productivity through more effective organizational collaboration (indirect) • Higher employee productivity through faster access to role specific information (indirect) Revenue growth • Increase sales through effective communication and collaboration Streamlined employee & corp communications Wave 1 - objectives • Strategic platform • Sexy front end • Leading edge collaboration tools • Connects 60,000 employees simultaneously • Lays the foundations for common processes • Global applications • Collaboration and communication and supporting services 15
    • 5/5/2010 Wave 1 – Scope 7 key deliverables 4. Enhanced suite of collaboration tools • Web conferencing, search, blogs, wikis and knowledge and collaboration tools • Social networking, discussion forums and instant messaging Journey planning Experience optimisation …and Web-part adoption 16
    • 5/5/2010 17
    • 5/5/2010 Surviving the J-Curve What stakeholders (mistakenly) expect Desired Performance / satisfaction levels Launch state Current state What actually happens in most cases Time 18
    • 5/5/2010 Achieved: • 1st management info back channel • Insights into staff • Some bitching • 20% venting • 50% raising substantial problems • 20% existing problems resolved • Push news stories to Linkedin • Most of Facebook quiet • One Aviva day 24 hrs online Findings: • Discontent is: • Disrespectful • Unvarnished • Exaggerated • Intemperate • Need to ask leadership to think in public space • Higher up hierarchy = greater the stigma of blogging • Changes leadership communication 19
    • 5/5/2010 Return on investment: • Innovation • Changes pace of change • Pushes existing programmes • Reputation • Savings • Leadership capability Lessons: • Achieved 2 way comms when Exec Committee asks to shut something down • If done right pressure to censure is constant • Need stalwart exec sponsor • Only technical soln. that has made a difference • Top down directive loses power • Don’t give individual responsibility to respond to problems • Collaboration changes over time • You must protect users 20
    • 5/5/2010 IBM social software benefits 3. Five tips and techniques for achieving engagement 21
    • 5/5/2010 01 Credibility How we make our decisions  High elaboration (central route)  Requires great deal of thought to make a decision  Low elaboration (peripheral route)  Requires little thought, reliant on decisional heuristics 22
    • 5/5/2010 The need for decisional heuristics 500 milliseconds to 4 seconds to determine credibility determine usefulness Four types of credibility • Presumed = General assumptions in the mind of the perceiver • Surface = Simple inspection or initial first hand experience • Reputed = Third party endorsements, reports or referrals • Earned = First hand experience that extends over time 23
    • 5/5/2010 A B Marketing Experiments Journal, Feb 2007 Conversion rate = 2.69% Conversion rate = 3.03% % change = 12.64% Projected monthly gain = $30,582.30 02 Persuasion windows 24
    • 5/5/2010 25
    • 5/5/2010 Persuasion windows open … • …when you are in a good mood • …when your world view no longer makes sense • …when you can take action immediately • …when you feel indebted because of a favour • …immediately after you have made a mistake • …immediately after you have denied a request Persuasive Technology: Using Computers to Change What We Think and Do, BJ Fogg 26
    • 5/5/2010 03 Storytelling 27
    • 5/5/2010 Copyright: Steve Double - www.double-whammy.com Silk & Mohair Donna Karan suit 28
    • 5/5/2010 Elements of a good story • PASSION to make your customers care • a HERO to drive the action • an ANTAGONIST to challenge the hero • a moment of AWARENESS where the hero realises how to overcome his or her obstacles • TRANSFORMATION wherein the hero accomplishes his or her desired goals The Elements of Persuasion: Use Storytelling to Pitch Better, Sell Faster & Win More Business, Richard Maxwell & Robert Dickman 04 Error/correct ion 29
    • 5/5/2010 30
    • 5/5/2010 05 Reciprocity A B Form Whitepaper Whitepaper Form Conversion rate = 84% Conversion rate = 72% 44% 91% completion accuracy completion accuracy Embedded Persuasive Strategies to Obtain Visitors’ Data. Gamberini, Petrucci, Spoto, Spagnolli 31
    • 5/5/2010 What’s the most powerful page on your site ? 32
    • 5/5/2010 Richard Sedley cScape CEU r.sedley@cscape.com Overview of social features in SP2010  Ben Robb, MVP  cScape CTO  www.cscape.com  b.robb@cscape.com 33