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Social Media in Swiss corporations

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Dr Guido Kamann looks at the top users of social media amongst Swiss corporations and shares examples of good practice . …

Dr Guido Kamann looks at the top users of social media amongst Swiss corporations and shares examples of good practice .

Follow him at @GuidoKamann

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  • 1. Social Media in Swiss CorporationsCapgemini Consulting, Guido KamannZürich, 27 September 2012 Transform to the power of digital
  • 2. Contents ▶ Introduction Capgemini Consulting and Digital Transformation ▶ Social Media at large corporations – External dialog – Internal dialog ▶ Conclusion Copyright © 2012 Capgemini Consulting. All rights reserved. 2
  • 3. Capgemini Consulting is the management consulting division of theCapgemini Group – the largest consulting firm with an European origin Employees over 120,000 worldwide Offices more than 300 in 40 countries Headquarter in Paris and publicly listed as one of CAC-40 companies Clients are two thirds of the world‘s largest companies Revenues of 9.6bn EUR in 2011 and Top 5 consultancy worldwide Capgemini Consulting the strategy and transformation consulting brand of the Group with over 4,000 consultants worldwide Link to company website Copyright © 2012 Capgemini Consulting. All rights reserved. 3
  • 4. With the MIT, a well recognized global research study was conducted: “Digital Transformation: A Road-Map for Billion-Dollar Organizations“ Capgemini Consulting partnered with MIT to conduct fundamental research and develop cutting-edge solutions Digital transformation study on global level was started in 2011 157 interviews with IT and Business Executives 50 companies with billion dollar annual turnover 15 countries in Europe, North America and Asia Pacific Study was ranked among the top 5 thought leadership publications of the last decade in consulting1 Link to publication1) In September 2012 by Source, which is a provider of information about the management consulting market, serving consulting firms and their clients with expert analysis, research and reporting. Copyright © 2012 Capgemini Consulting. All rights reserved. 4
  • 5. The study suggests that Digital Transformation is facilitated mainly by 4technology driver – Mobility, Cloud, Big Data, and Social Media Key technology driver for digital transformation Mobility Cloud Big Data / Analytics Social Media Customer Operational Business Experience Process Model Customer understanding Process digitization Digitally-modified businesses Top line growth Worker enablement New Digital Businesses Customer touch points Performance management Digital Globalization Digital Capabilities Copyright © 2012 Capgemini Consulting. All rights reserved. 5
  • 6. Social Media refers to all online applications that enable creation and exchange of user-generated content Social Media Web 2.0 is the technical platform for Social Media applications Internal External network Mind- Social Media supports human network mapping communication and collaboration via the internet Social Social search Web- Feeds networks meeting Social Media already omnipresent in private live, is transitioning Polls increasingly into business context Live Collabor- Desk share streams ation Companies that are using all Communi- major Social Media platforms cation increased from 20% in 2010 Webblogs Wikis to 25% in 2011 worldwide1 Webinar Swiss Companies that are Company present on Facebook Podcasts Wiki Support increased from 45% in 2011 Microblogs Wiki to 84% in 20122 Enterprise Instant portals Messenger1) Source: Fortune Global 100, 2011 2) Percentage of companies with a dedicated Facebook account. Source: “Vom Hype zum Handwerk“ - Bernet ZHAW Study Social Media Swiss 2012 Copyright © 2012 Capgemini Consulting. All rights reserved. 6
  • 7. Social Media can be deployed for internal and external business purposesin corporationsExternal dialog Internal dialog Supplier / Business Customer Partner Employees Other Potential stakeholder employees Copyright © 2012 Capgemini Consulting. All rights reserved. 7
  • 8. Contents ▶ Introduction Capgemini Consulting and Digital Transformation ▶ Social Media at large corporations – External dialog – Internal dialog ▶ Conclusion Copyright © 2012 Capgemini Consulting. All rights reserved. 8
  • 9. Social Media has an influence across the entire value chain of a companywith particular impact on seven areas HR & Recruiting Brand value  Employer branding  Brand awareness  Employer engagement  Customer engagement  Recruiting efficiency  Up-/cross-selling potential HR & Brand Customer service Operational efficiency Recruiting value Service quality  Communication efficiency Service cost Customer Operational  Collaboration intensity service Social efficiency Response time Media  Knowledge synergies Transactions Customer intelligence Innovation Transactions Customer intelligence  Multi-channel penetration  Customer knowledge  Conversion rate Innovation  Marketing effectiveness  Transaction cost  Innovation volume  Customer loyalty  Time-to-Market  Success rate Copyright © 2012 Capgemini Consulting. All rights reserved. 9
  • 10. We’ve analysed actual utilisation of the main four Social Media platformsamong large Swiss corporations in several industries Objective Approach Evaluated platforms Analysis of presence and utilisation of  Survey was conducted with 57 major the main Social Media application Swiss companies in Mai 2012 among large corporations in  Structured evaluation criteria were Switzerland  Content quality Evaluation of the ‘real, observed‘  Update frequency usage intensity of social platforms  Degree of user involvement  Market penetration and presence  Degree of target achievement Analysed industries and companies Financial Life Consumer Energy / Telco / Media / Services / Services Science Products / Retail Manufacturing / Entertainment Logistics Resources Copyright © 2012 Capgemini Consulting. All rights reserved. 10
  • 11. Most swiss companies are present in at least one Social Media platform, however, utilisation intensitiy seems to be relativeley low Presence and Utilisation Utilisation comparison by industry 5 4 1,8% 4 24,5% 3 Rate of utilisation 3 TME Ø Presence 2 CP SL 2 EMR 1 1 73,7% LS FS 0 0 none low medium high Switzerland 0,0 0,5 2,5 3,0 3,5 4,0 Presence Utilisation of Social Media by platforms and corporate function 5 5 4 4 3 3 Rate of utilisation Rate of utilisation 2 2 1 Ø 1,00 1 0 0 Recruiting Marketing Open Kunden- Sales Innovation serviceSource: Capgemini Consulting Social Media study Switzerland 2012 n = 57 leading Swiss companies from 6 different industriesFS = Financial Services, LS = Life Science, CP = Consumer Products / Retail, EMR = Energy, Manufacturing and Resources, TME = Telco / Media / Entertainment, SL = Services /Logistics Copyright © 2012 Capgemini Consulting. All rights reserved. 11
  • 12. In particular with the use of Facebook, companies successfully get in touch with their customer and expanding brand reach Number of subscriber to corporate Social Media platform accounts “Likes” 500.000 400.000 Subscriber 300.000 200.000 “Follower” 100.000 Subscriber Subscriber 0 Utilisation of Social Media platforms by industry 3 Rate of utilisation 2 1 0 Financial Life Consumer Energy / Telco / Media / Services / Services Science Products Manufacturing Entertainment LogisticsSource: Capgemini Consulting Social Media study Switzerland 2012 n = 57 leading Swiss companies from 6 different industries Copyright © 2012 Capgemini Consulting. All rights reserved. 12
  • 13. Overall utilization intensity is in the middle category National Overview Top Social Media utilization Switzerland 5 4 3 Intensity 2 1 0 FS LS CP EMR TME SL Copyright © 2012 Capgemini Consulting. All rights reserved. 13
  • 14. A broad and professional Social Media appearance leads to intensified customer interaction and enhanced customer experience Good practice examples General Best Recruiting Marketing Open Customer Sales Practice Innovation Interaction Smart adoption Targeted Efficient Effectively Facilitated Embedded and seamless approach of job involvement of acquiring customer online Facebook shop, integration of seekers via user customer dialog including which is fully key Social presence on community by feedback and timely response interlinked with Media specific career lottery/raffles product ideas to community company online platforms websites and product from online comments shop and CRM tests communities solutionSource: Capgemini Consulting Social Media study Switzerland 2012 Copyright © 2012 Capgemini Consulting. All rights reserved. 14
  • 15. Study Exerpt: Social Media in real-time customer services Customer Interaction: pro-active customer service SBB Best Practice • Aktive und schnelle Reaktion auf öffentliche Kundenanfragen und Fan-Kommentare • Regelmässige Kundgaben von aktuellen 2 Informationen; insbesondere transparente Kommunikation bei negativen Meldungen • Hilfestellungen bei akuten individuellen Problemmeldungen1 Beispiel 1• Die SBB tweetet regelmässig aktuelle 3 Meldungen zum Streckennetz und bietet Followern individuelle Ratschläge zu Alternativlösungen 2• Fragen aus der Community werden durch die SBB direkt beantwortet 3• Reaktion des Unternehmens auf allgemeines Feedback und Beschwerden Copyright © 2012 Capgemini Consulting. All rights reserved. 15
  • 16. With the broad variety of digital and traditional channels, companies face the challenge to still accomplish a consistent customer experience Customer life cycle Awareness Interest Desire Purchase Usage Service Re-purchaseChannels TV / Radio Print Multi-Channel Challenges Outlets  Optimal balance between: Integration and Offline  (1) Integration - Harmonised customer experience Call Center differentiation channels  (2) Differentiation - Tailored to user group and channel Family / Friends Events/Fairs  Governance / “Digital Service Unit” Organisation and  Guidelines and procedures ... implementation  Employee qualification Website  Data gathering, matching and storage Mobile apps Information  Information exchange Management Social networks  Analytical tools Online Instant messenger channels  ... modification Feeds / Casts New business  ... innovation model Blogs  ... integration ... Copyright © 2012 Capgemini Consulting. All rights reserved. 16
  • 17. Many corporations are currently rethinking how to organize Social Media Governance and other Digital Initiatives HQ HQ MORE SHARED RESOURCES Digital Solutions Digital Solutions Provider Provider BU 1 BU 2 BU 3 BU 1 BU 2 BU 3 DIGITAL HUB GLOBAL Op Op Op Op Op Op B B B B B B S S S S S S LESS COORDINATED INITIATIVES MORE COORDINATED INITIATIVES HQ B S HQ LESS SHARED RESOURCES BU 1 BU 2 BU 3 BU 1 BU 2 BU 3 COORDINATION SILO Op Op Op Op B B S S S Strategy B Budget Op Operations Creating a Digital Service Unit to coordinate & drive their digital initiatives is according our research the most promising way to create value in large corporations.Source: Capgemini Consulting / MIT Research 2012 17
  • 18. Contents ▶ Introduction Capgemini Consulting and Digital Transformation ▶ Social Media at large corporations – External dialog – Internal dialog ▶ Conclusion Copyright © 2012 Capgemini Consulting. All rights reserved. 18
  • 19. Large enterprises face specific internal challenges based on its characteristics and economic trends – That’s where Social Media can help Social MediaMajor economic Large enterprisetrends characteristics Simplify Increasing technological complexity Complex organisational structure communication Shortening innovation cycles Distribute information target- Long ways of communication oriented Improving availability of information Enable simple finding of contacts Working in projects and data Growing competitive pressure Broad process landscapes Improve remote collaboration Localised offerings Extensive knowledge generation Increase efficiency Increasing amounts of information Information silos Exploit Ageing teams knowledge synergies Remote locations Corporate Challenges Copyright © 2012 Capgemini Consulting. All rights reserved. 19
  • 20. Yammer is the micro-blogging and messaging application of the CapgeminiGroup, enabling conversations inside and outside the enterprise Yammer started off as a local initiative by a small group ofSharing information and consultants in the Netherlands create a debate Launched officially in 2009 as Group-wide communication tool Identifying appropriate More than 44,000 active user resources for specific worldwide projects Gathering communities of interests to exchange Finding relevant knowledge on specific topics information and material Copyright © 2012 Capgemini Consulting. All rights reserved. 20
  • 21. “Connect” is the social network platform of Capgemini Consulting – achannel to share knowledge and contribute ideas in one network Internal platform connects over Building 4,000 consultants worldwide Sharing knowledge information collaboratively Network comprises predefined global communities for certain sectors and practices Monitoring helps to understand usage patterns and to further improve the platform Finding specific expertise on a topic Breaking geographical Learning from barriers in an others andinternational organization transferring knowledge Copyright © 2012 Capgemini Consulting. All rights reserved. 21
  • 22. Contents ▶ Introduction Capgemini Consulting and Digital Transformation ▶ Social Media at large corporations – External dialog – Internal dialog ▶ Conclusion Copyright © 2012 Capgemini Consulting. All rights reserved. 22
  • 23. With a holistic strategy and a sound implementation, the full potential ofinternal and external Social Media adoption can be realized Social Media is one of the key driver for digital transformation of business operating models and organisational design Swiss companies show sizable presence in Social Media, but with low utilisation – A lot of potential is untapped, yet Social Media is not an isolated single topic for the Marketing, HR or Communication department Social Media requires a holistic strategy esp. governance strategy to exploit its full potential across the entire value chain and all functions Social Media is a board room topic! Copyright © 2012 Capgemini Consulting. All rights reserved. 23
  • 24. Now, socialize with us offline and online… Dr. Guido Kamann Vice President Leutschenbachstrasse 95 CH-8050 Zurich Switzerland Phone: +41 44 5602 400 E-Mail: guido.kamann@capgemini.com Copyright © 2012 Capgemini Consulting. All rights reserved. 24

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