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#Claudio5p Ancona #iIBMSocialBiz
 

#Claudio5p Ancona #iIBMSocialBiz

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#SocialBiz where is the Business in the SocialBuisness. Get a grasp of Why & How

#SocialBiz where is the Business in the SocialBuisness. Get a grasp of Why & How

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    #Claudio5p Ancona #iIBMSocialBiz #Claudio5p Ancona #iIBMSocialBiz Presentation Transcript

    • @claudio5p #IBMSocialBizClaudio5p@it.ibm.com - http://it.linkedin.com/in/Claudio5p Il bello dei #140: ho “fatto” una lunga lettera-frase-email- telefonata perchè…non avevo abbastanza tempo per farla breve @ c l a u d i o 5 p1 © 2012 IBM Corporation
    • 18,000+ live interviews in 8 years5500+ CEOs 5500+ CIOs 4000+ CFOs 1250+ CHROs 1700+ CMOs 400+ CSCOs © 2012 IBM Corporation
    • http://www-03.ibm.com/press/it/it/pressrelease/37805.wss3 © 2012 IBM Corporation
    • © 2012 IBM Corporation
    • Outperformers focus more on integrating technologywith business for innovation % 68 more 69% 41% Underperformers Outperformers © 2012 IBM Corporation
    • CEOs create economic value by cultivatingconnections within and across three domains Organizational openness introduces new opportunities to create value through employee collaboration Differentiate through better data access, insight and translation into actions Partner for innovation, disrupt, and derive revenue from new sources © 2012 IBM Corporation
    • External forces impacting the organization2004 2006 2008 2010 2012 1 1 1 1 1 Technology factors 2 2 2 2 2 People skills 3 3 3 3 3 Market factors 4 4 4 4 4 Macro-economic factors 5 5 5 5 5 Regulatory concerns 6 6 6 6 6 Globalization 7 7 7 7 7 Socio-economic factors 8 8 8 8 8 Environmental issues 9 9 9 9 9 Geopolitical factors © 2012 IBM Corporation http://www-935.ibm.com/services/us/en/c-suite/ceostudy2012/
    • Key DiscoveryIBM Institute for Business ValueItalian CEOs rank Market factors as the most important external forcethat impacts their organisation External forces that will impact the organization Global Italy 2012 Market factors People skills Regulatory concerns Technology factors Macro-economic factors Socio-economic factors Globalization Environmental issues Geopolitical factorsSource: Q1 “What are the most important external forces that will impact your organization over the next 3 to 5 years?” (Global n=1709) (Italy n=69)8 © 2012 IBM Corporation
    • http://www-935.ibm.com/services/it/cmo/study.html From Insights from the Global Chief Marketing Officer Study Stretched to Strengthened
    • http://www-935.ibm.com/services/it/cmo/study.htmlIBM Institute for Business ValueThe vast majority of CMOs are underprepared to manage the impactof top market factors affecting the marketing function Marketing Priority Matrix 1 Data explosion Underpreparedness Percent of CMOs reporting 2 Social media underprepared 1 3 Growth of channel and device choices 70 2 4 Shifting consumer demographics 3 5 Financial constraints 4 6 Decreasing brand loyalty 60 5 7 Growth market opportunities 6 10 7 8 ROI accountability 8 9 11 9 Customer collaboration and influence 50 12 10 Privacy considerations 13 11 Global outsourcing Factors impacting marketing 12 Regulatory considerations 40 Percent of CMOs selecting as “Top five factors” 13 Corporate transparency 0 20 40 60 MeanSource: Q7 Which of the following market factors will have the most impact on your marketing organization over the next 3 to 5 years? n1=1733; Q8 How prepared are you to manage the impact of the top 5 market factors that will have the most impact on your marketing organization over the next 3 to 5 years?10 n2=149 to 1141 (n2 = number of respondents who selected the factor as important in Q7) © 2011 IBM Corporation
    • http://www-935.ibm.com/services/it/cmo/connect.htmlIBM Institute for Business ValueWhen ranking the impact that external forces will have on theirorganizations, CIOs and CMOs are remarkably aligned 2011 CMO 2011 CIO 1 1 Market factors 2 2 Regulatory concerns 3 3 Technological factors 4 4 Macroeconomic factors 5 5 Globalization 6 6 People skillsSource: Q1 “What are the most important external forces that will impact your organization over the next 3 to 5 years?” (CMO n=1733, CIO n=3,018) © 2012 IBM Corporation
    • Insights from the Global Chief Information Officer Studyhttp://www-05.ibm.com/innovation/it/ciostudy/index.html © 2011 IBM Corporation
    • IBM Institute for Business ValueCIO response patterns associated with business expectations of ITfall into four categories we define as “The CIO Mandate” http://www-05.ibm.com/innovation/it/ciostudy/index.html The CIO Mandate Empowerment of the CIO to achieve the organization’s goals by leveraging business and information technology Agreement between business and IT Explicit, open and broadly communicated Applicable across industries and sectors Changes when the organization’s needs change "Importantly, the role of CIO is not being looked on as Chief IT Mechanic. It is recognized as a means to extract value from technology and gain insight from complex systems.“ Mark Hale, Director of IS for Food Retail, The Co-operative GroupNote: Outperformers and underperformers in each mandate were identified by answers to questions about their organization’s competitive position. Those who selected “substantially outperform industry peers” were identified as top performers, those who selected “somewhat or substantially underperforming industry peers” were grouped as lower performers.13 © 2011 IBM Corporation
    • Mettiamo ordine e..Business nel Social, o ci pensano altri? #IBMSocialBiz @ c l a u d i o 5 p14 © 2012 IBM Corporation
    • P E R C H E’ ? http://www.youtube.com/watch?v=PvX2s_px9Uk http://www.youtube.com/watch?v=pQqH7858P04 @ c l a u d i o 5 p15 © 2012 IBM Corporation
    • Perfect Storm Brewing enterprise social networking market is expected to grow 40% pa year - Wainhouse Research “Time Spent” on Social Networks & Blogs Growing Three Times Faster than Overall Internet Rate, Now Accounting for Almost 10 Percent of all Internet Time* Lotus Connections Fastest (Organic) Growing Product in IBM SWG History Advanced Collaboration & Web Content Mgt among top 10 Fastest Growing SWG Market Segment & Top 5 Opportunity Size@ 1 in 6 people WW with internet access is a named user in a Websphere Portal application! c 47% Of Portal Customers are SMB! l 90% of all LotusLive deals are in Net New GB a Customers u Gartner consider Lotus Notes to be the Future of d Email - "Collaboration Console" i o 5 p16 © 2012 IBM Corporation
    • Perfect Storm Brewing enterprise social networking market is expected to grow 40% pa year - Wainhouse Research “Time Spent” on Social Networks & Blogs Growing Three Times Faster than Overall Internet Rate, Now Accounting for Almost 10 Percent of all Internet Time* Lotus Connections Fastest (Organic) Growing Product in IBM SWG History Advanced Collaboration & Web Content Mgt among top 10 Fastest Growing SWG Market Segment & Top 5 Opportunity Size@ 1 in 6 people WW with internet access is a named user in a Websphere Portal application! c 47% Of Portal Customers are SMB! l 90% of all LotusLive deals are in Net New GB a Customers u Gartner consider Lotus Notes to be the Future of d Email - "Collaboration Console" i o 5 p17 © 2012 IBM Corporation
    • COME? http://www.youtube.com/watch?v=rdkecMOT1ko Ma attenzione...a mettere BENE insieme i..pezzi ! http://www.youtube.com/watch?v=kzD2g2XQ-p0 @ c l a u d i o 5 p18 © 2012 IBM Corporation
    • CHI? @ c l a u d i o 5 p19 © 2012 IBM Corporation
    • IBM is re-defining “social” with its customers (*)Digital StrategyCustomer ExperienceManagement (integrated) Relations / Sales Social Social Mkt Presence/contacts SocialSocial Media: innovation Innovation channel Registration Media Commercepayed/earned Innovation product Social business Active listeningopen channels, Lead generation Process Data/Collection Processcontact surface Inside You Metrics Outside(FB, Twitter, Social SocialYoutube) Workplace Go To Mkt Integrated Workplace Distribution ops. Apps, Process Partners/Francisees Communities Collaboration prog.Social Business: Profiles Experts Process Feedbackowned channels, ...value-business programs,based on social data and Operationssocial interaction paradigms(i.e. Social Commerce, SocialCRM)
    • And helping customers (*) to extract social valuethrough the new social funnels ROI: Business Data, Social Data, Interactive data
    • Reaching a new class of results by effectively connecting the company and its processes with people-in-context 15x Click through Relations/Sales targeted mobile +20% +15% Social 7x Media Social Increasing number Increasing registration / of successful revenues ** Onboarding innovations ** Inside You Outside +30% -20% speed to access Reducing time knowledge and to market ** internal experts ** Operations ROI: Business Data,Sources:*Best Practices In User Experience (UX) Design, Forrester Research, Inc., September 4, 2009 Social Data,**McKinsey “Business and Web 2.0 ” Novembre 2011 Interactive data*** IDC TCO portal study 2006, IBM internal project data
    • IBM Customer Experience SuiteThe holistic experience platform to make social business:The Customer Experience Suiteis the multichannel customer experience Search Commerceplatform that enables organizations tobuild highly integrated and personalized Analyticssocial business solutions, allowing to:- Enhance workforce performances You Mobile Social tools- Connect People and Brand with and UCC Context, collect information, Portal enable analytics intuitive- Targeted content & front-end media- Create long term social and transactional relations across multiple channels, consistently http://tinyurl.com/IBMCUSTEXP
    • IBM Customer Experience Suite Portal templates – Ricca template library con oltre 40 tipologie di content E MPLEXA
    • IBM Customer Experience Suite Portal templates – Impostazione portali editoriali/operativi self service (esempio 15 mins)
    • IBM Customer Experience Suite Portal templates - Responsive design per Mobile web
    • Social@Avanzi = Retail / Fashionsell-out collaborativo/b2b, onboarding M&E, supportoIT Retail store Intranet, Extranet, Mobile, Internet • Prompt solutions: fast Integration/ development layer, social enabled H P O • Collaboration, Reciprocity, Altuism, Engagement, Starring. Social analytics.
    • Social@Mediaworld = Retail ElectronicsStore community, Experts communities, StoreoperationsIntranet/work/social Internet B2B com Social workforce Commerce B2C In context sales experts, Real time interaction Business Process Integration
    • Social@Luxottica = Manufacturing WW Network, Idea, Lean, Process, Governance Includes portal mashup between portal andGreen portal & Connections with singleInnovation sign on to ideajamOperationsknowledgemanagementIntranet Includes technical teamStore and forum to approveEngagement new community requestsMeetingOptimizationR&DIT Virtual TeamsOther projectcommunitiesInvestorRelations
    • IBM Customer Experience SuiteSocial (CRM) Business Strategy @ IBM: SOCIALBUSINESS ROI
    • IBM Customer Experience SuiteNew social business solutions for work/marketing/sales:1 – In+Out Social Collaboration / for operations, in&out connection active channel listening, 2 ways interaction, innovation, social crm.…2 – Social Registration / fast onboarding, social data gathering3 – Multichannel intutive front-end / contextual web & mobile experiences4 – Integrated digital marketing: campaign, personalization and targeting, empowered by data and individual multichannel analytics: Digital analytics - Sentiment / Reputation analytics - In store analytics5 – Social Commerce / embedding social business in commerce engagement and transactions
    • IBM Customer Experience SuiteSocial (BI) Business Strategy @ Amadori.it:Intranet Extranet Internet Socializing (data, people) Listening (Digital focus,Alerts)Timeline Reputation Sentiment Analytics Social Registration http://tinyurl.com/amadori
    • IBM Customer Experience SuiteSocial (BI) Business Strategy @ Amadori.it: SOCIALBUSINESS ROIBenefits:Significantly improved Amadori’s online profile, enabling thecompany to communicate more directly with younger consumersand increase consumer loyalty. Enabled the creation of an up-to-date database of consumer details. Defined webpage templatesenable new mini-sites to be created up to 40 percent faster,saving time and costs.Improving the quality of consumer data was another priority forAmadori. “We wanted to enhance the methods that we use tocontact the consumers in the physical world – such as ourcompetitions, for example – by achieving a deeper understandingof our market segmentation through the data collection providedby the mini-sites,” said Magnaghi.http://tinyurl.com/amadori
    • IBM Customer Experience SuiteSocial (sell) Business Strategy @ Moby.it/fr/de/uk…
    • IBM Customer Experience SuiteSocial (sell) Business Strategy @ Moby.it/fr/de/uk… Leve strategiche Stime ricavi incrementali Trade-off costi/benefici a regime Milioni €/anno Milioni € 2011-2013 Migliorare in real time churn rate ∼XX X,X preventivi/prenotazioni dello 0.5% su segmenti top SOCIAL BUSINESS circa X,X x 20 ROI X,X ∼0,XX Potenziale ricavi ** Costo* incramentali da Moby 2.0 X,X nuove tecnologie Obiettivi non supportabili da tecnologia sviluppata custom “in-house”
    • Mai senza un chiaro perchè… @ c l a u d i o http://www.youtube.com/watch?v=IgnnNRJpicM 5 p36 © 2012 IBM Corporation
    • Stiamo attenti agli slogan.... @ c l a u d i o 5 p37 © 2012 IBM Corporation
    • ..ed alle loro conseguenze! BUON #IBMSocialBiz ! @ c l aEnter the shark, National Geographic ad on a bus. Via Cool optical illusions. u d i o 5 p38 © 2012 IBM Corporation
    • Additional resources 4 U www.ibm.com/social Brandon’ video IBMBrandon andfor Social Business home page brian’s contacts www.Ibm.com/social http://ibm.co/adoptsocial IBM Social Business Community 3 keys to becoming a social business YouTube video @ People-centric vs. Content-Centric: c The Copernican Revolutionl needed to become a social business a YouTube Video – u d i o 5 p39 © 2012 IBM Corporation
    • Grazie @..VOI della partecipazione e…nonesitate a contattarmi Claudio Cinquepalmi Social Business, Collaboration and Lotus Sales Claudio5p@it.ibm.com www.twitter.com/Claudio5p @ www.linkedin.com/in/Claudio5p c l a u d i o 5 p40 © 2012 IBM Corporation
    • Legal Disclaimer © IBM Corporation 2012. All Rights Reserved. The information contained in this publication is provided for informational purposes only. While efforts were made to verify the completeness and accuracy of the information contained in this publication, it is provided AS IS without warranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this publication or any other materials. Nothing contained in this publication 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. 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. Product release dates and/or capabilities referenced in this presentation may change at any time at IBM’s sole discretion based on c market opportunities or other factors, and are not intended to be a commitment to future l product or feature availability in any way. 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 a results. u IBM, the IBM logo, Lotus, Lotus Notes, Notes, Domino, Quickr, Sametime, WebSphere, UC2, d PartnerWorld and Lotusphere are trademarks of International Business Machines Corporation i in the United States, other countries, or both. Unyte is a trademark of WebDialogs, Inc., in the United States, other countries, or both. o Microsoft, SharePoint and Windows are trademarks of Microsoft Corporation in the United States, other countries, or both. 5 p41 © 2012 IBM Corporation
    • Prendete un caffè con noi?Credits http://www.behance.net/gallery/Eternal-Moments-Animated-Photos/1653934 @ c l a u d i o 5 p42 © 2012 IBM Corporation
    • @ c l a u d i o 5 p43 © 2012 IBM Corporation
    • It’s not about the creation…it’s all about the creator @ c l a u d i o 5 p44 © 2012 IBM Corporation
    • Sites focus on the creation…they are merely containers @ c l a u d i o 5 p45 © 2012 IBM Corporation
    • Access is controlled by the container…to see thecontent, you have to have access to the container @ c l a u d i o 5 p46 © 2012 IBM Corporation
    • Is that “good enough” for you? @ c l a u d i o 5 p47 © 2012 IBM Corporation
    • What you deserve is for your people to be able toshare ideas and content whenever…wherever @ c l a u d i o 5 p48 © 2012 IBM Corporation
    • And open conversations (like social systems) areusually inclusive @ c l a u d i o 5 p49 © 2012 IBM Corporation
    • You deserve to be able to reach the broadestaudience and widest perspectives @ c l a u d i o 5 p50 © 2012 IBM Corporation