• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Sandy Carter - Social Business at iStrategy SF
 

Sandy Carter - Social Business at iStrategy SF

on

  • 1,261 views

Sandy Carter spoke at iStrategy San Francisco about becoming a more social business.

Sandy Carter spoke at iStrategy San Francisco about becoming a more social business.

Statistics

Views

Total Views
1,261
Views on SlideShare
1,034
Embed Views
227

Actions

Likes
2
Downloads
23
Comments
1

6 Embeds 227

http://www.istrategyconference.com 92
http://istrategyconference.com 86
http://live.istrategyconference.com 30
http://dmtrk.com 13
http://istrategy.dev 5
http://istrategyconference.dev 1

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel

11 of 1 previous next

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • Social media on right – for marketing and PR Social business on left – throughout the organization, aligned organization, all departments, integrated in business processes…
  • Social media on right – for marketing and PR Social business on left – throughout the organization, aligned organization, all departments, integrated in business processes…
  • Courtesy of DeepMile Corporation. Whose listening on Social ? An important aspect of an effective government social strategy is measuring its effectiveness with constituents and businesses. New Social Analytics are emerging to measure an individual’s effectiveness to influence others in social network domains. Here are the results of an Arab Spring Case Study to see who was really responsible for mobilizing the crowds in Egypt during Arab Spring. Social Tipper Metrics measures an individual’s social effectiveness by comparing the number of their followers and the number of reactions generated when that individual sent out a social message. For example, Wael Ghonim was thought to be the biggest influencer in mobilizing Egypt’s constituents during Arab Spring. While he had 86,000 followers on Twitter, his twitter messages created 3,291 reactions within his social networks. The real influencer of mobilizing the masses were Weddady. While he 6,900 followers, when he sent out messages, 1,281 reacted in some fashion to his messages. Weddady had a much higher metric *186) on his ability to influence other people’s behavior through social. By measuring a “Tippers” effectiveness, government agencies can focus their marketing campaigns more effectively on constituents who influence the masses. Justin Bieber sent out a few tweets reference Egypt and Arab Spring, there were not many reactions to his input. Background - Analyzed 25,000,000 relevant tweets over one week Identified communities, sub-communities and mass influencers related to events in Egypt Analyzed “who” actively influenced discussions causing messages to cascade – or go viral Correlated activity to events in the physical (offline) world Highlighted profiles of several Mass Influencers who demonstrated that when they spoke, other people reacted.
  • This is a real example of a production service and the use of the Champion Challenger technique. On the face of it these web pages don’t look much different but actually one produced a much higher click trough rate when put into production.
  • Energize :: The IBM BPM game, Innov8 . takes the customer into a virtual world Teach them about Business Process Management. In this approach, IBM recognize s that people have short attention spans, and gaming can be very effective for engaging people. Innov8 is a lead generation campaign. The game is free to play, but IBM knows that people want to brag about their scores, but they have to give their contact information in order to display their scores outside of the game.
  • More and more employees go mobile to get work done: at work, at home, and on the go 41% of the information workforce is highly mobile Employees bring personal devices to work and expect to be able to use them Half the smartphones and 70% of the iPads used for work are purchased by employees The entire industry is shifting to create new solutions and new value through mobility Facebook mobile Grew 50% y-o-y = 57m users Linkedin mobile Grew 69% = 5.5m monthly Twitter mobile Grew 75% = 13.4m monthly IBM Connections mobile +60% App downloads in October 68% of social networking users do so on a mobile device More than a quarter of all US Adults (28%) use mobile or social location-based services of some kind
  • http://www.youtube.com/watch?v=QWkh0-ADzB0&feature=player_embedded IBM Mobile Enterprise Services helps Hilton Worldwide drive real business value, including: Improved overall guest experience Drive down cost Set a standard for how hotels should be
  • We ’ ve mapped out entrypoints across the horizontal roles of Marketing, Customer Service, Product / Service Development and Talent Management. It ’ s important to walk through how a traditional business compares to a social. Each of these tracks align to the 4 horizontal role presentations.
  • http://www.managementexchange.com/story/shift-changes-way-cemex-works
  • Companies with strong social connections are in a unique position to respond to reputation or other risks to brand and/or reputation. The strategy starts with everything that’s been discussed so far. Growing friends and a digital reputation, creating exceptional engagement, and embedding social into business processes creates a strong brand, a foundation of advocates, and a level of social capital in cases of risk and reputation management. Without the foundation, the remainder of the recovery plan is diminished in effectiveness. A catastrophic recovery team and plan is the start. An initial plan should be developed based on known risks and issues to the company and the industry (e.g., insurance companies and natural disasters). Experts, advocates, media, etc. should be identified for each of the potential risks. Engagement scenarios should be discussed for each of the potential risks, so the team can be effective as soon as possible with the risk becomes a reality. Based on the planning, when the catastrophe or event occurs, the team should have the basis of the plan. Define the roles, confirm the advocates and sentiment based on current analytics. Having the social manager with the social analytic cockpit is critical to being proactive and fast. Maintain iterations of action and measurement to define success. Engage with transparency. Communicate the facts. Don’t avoid the facts, but do have actions the company will take address the current issues, affected parties, and root causes. Maintain the communication until resolution. Companies with strong social connections are in a unique position to respond to reputation or other risks to brand and/or reputation. The strategy starts with everything that’s been discussed so far. Growing friends and a digital reputation, creating exceptional engagement, and embedding social into business processes creates a strong brand, a foundation of advocates, and a level of social capital in cases of risk and reputation management. Without the foundation, the remainder of the recovery plan is diminished in effectiveness. A catastrophic recovery team and plan is the start. An initial plan should be developed based on known risks and issues to the company and the industry (e.g., insurance companies and natural disasters). Experts, advocates, media, etc. should be identified for each of the potential risks. Engagement scenarios should be discussed for each of the potential risks, so the team can be effective as soon as possible with the risk becomes a reality. Nestle: 1 week before U.S. Easter holiday 1.2 Million Negative YouTube videos 95,000 Nestle Facebook fans seeing negative messages Negative Twitter Tsunami Wall Street Journal picks up and spreads the story Based on the planning, when the catastrophe or event occurs, the team should have the basis of the plan. Define the roles, confirm the advocates and sentiment based on current analytics. Having the social manager with the social analytic cockpit is critical to being proactive and fast. Maintain iterations of action and measurement to define success. Engage with transparency. Communicate the facts. Don’t avoid the facts, but do have actions the company will take address the current issues, affected parties, and root causes. Maintain the communication until resolution. Marriott: Share access: Ex. CEO blogs – like Marriott CEO
  • 1 Social Business Agenda Workshop: https://w3-connections.ibm.com/files/app?lang=en#/file/3f6ddae6-8b2c-4a7b-bf32-3fb99e0ce3dc Business Value Assessments: https://w3-connections.ibm.com/communities/service/html/communityview?communityUuid=27190d2e-e1cd-4886-a222-c1b70b4716ec 3 Community Manager Training https://w3-connections.ibm.com/files/app?lang=en#/file/3f6ddae6-8b2c-4a7b-bf32-3fb99e0ce3dc 4 Community Manager Training https://w3-connections.ibm.com/files/app?lang=en#/file/3f6ddae6-8b2c-4a7b-bf32-3fb99e0ce3dc Cloud ROI: https://roianalyst.alinean.com/ibm/cloud/

Sandy Carter - Social Business at iStrategy SF Sandy Carter - Social Business at iStrategy SF Presentation Transcript

  • Get BOLDSocial Business AgendaSandy Carter | VP, Social Business EvangelistIBM Corporation Follow me @ sandy_carter http://twitter.com/sandy_carter Subscribe to my blog http://socialmediasandy.wordpress.com/
  • The Fifth IT Era:The era of Social Business Social Internet PCs Departmental Mainframe $200B by 2015 2
  • What is a Social Business? Engaging Transparent Nimble
  • Social Media vs. Social Business Social Media Social Business Nimble Engaged Transparent Primarily marketing Encompasses and PR organization and business processes
  • The Social Business Agenda A Align Organizational Goals & CultureSocial Business G Gain Social Trust E Engage through Experiences N Network Your Business Processes D Design for Reputation & Risk Management A Analyze Your Data Source: “Get Bold: Using Social Media to Create a New Type of Social Business” by Sandy Carter, ISBN: 0132618311, Copyright © 2011, IBM Press
  • Bayer: Cultural Shift A CULTURE eats strategy for lunch!Goals: Improve Search Substitution of shared Capture Intellectual Mechanisms & Finding drives and change Capital Results attachment handlingApproach & Results: 6
  • Internal Deployment Outpaces ExternalDeployment of Social IBM 2011 Trends Report of over 4000 clients across 93 countries and 25 industries indicates strong internal deployment of social capabilities. Source: IBM developerWorks 2011 Tech Trends Report https://www.ibm.com/developerworks/mydeveloperworks/blogs/techtrends/entry/home?lang=en
  • Culture Assessment Culture Questions Cultural Theme C = Current D = Desired 1 2 3 4 5 Boundaries Cross functional cooperation Isolated functions C D Teaming Team oriented Individual competitive C D Learning Continuous Learning Culture Slow adopting new skills C D Management Style Delegating Controlling C D Horizontal Comms Free communication up the organization Bureaucratic, formal channels C DOpen Communication Open Communication Guarded Communication C D Initiative Take initiative Follow specific instructions C D Risk Tolerance Learn from mistakes Punish mistakes C D Pace Fast pace Slow, cautious pace C D Rules / Process Ignore rules Keep to rules C D Hierarchy Few organizational layers Many organizational layers C D
  • Gain Social Trust G 15% Friends Transparent Responsive Tippers & & Open Followers Consistent Expertise
  • Social Metric on Tippers GMost trusted vs most followed 186 38 MASS INFLUENCER / Wael Ghonim TIPPER Twitter Followers: @Weddady 86,000+ Reactions Generated: Twitter Followers: 6,900+ 3,291 Reactions Generated: Reactions per 1K 1,281 followers: 38 Reactions per 1K followers: 186 0.04 Justin Bieber Twitter Followers: 7.4 Million Reactions Generated: 294 Reactions per 1K followers: 0.04 Courtesy of DeepMile Corproation Courtesy of DeepMile Corproation
  • Trusted Networks can be Visualized GBased on Interactions …identifying targets for driving engagement 11
  • Engage through Experiences EWhat is an Exceptional Experience The Usage Life Cycle Engagement 1st Time Regular Passionate Unaware Interested Participant Participant Participant Source: “Designing for the Social Web” by Joshua Porter Consumption Integrated: Consistent online and offline Interactive: Gaming, Video Mobile, Virtual Gifting Identifying: Personalized, knowledge of you 12
  • Interactive Social Gaming ERIM: Use of Avatar to drive Drive adoption rate andtraining for social tools success of product“e-Collaboration Day in the Life” Community Pride Post at a Glance Mini-Dashboard Featured Contributor
  • Interactive: SoLoMo is Driving Business E Social Location Mobile So Lo Mo www.flickr.com/photos/marc_smith/6231701213/ http://www.flickr.com/photos/annemarlow/4107928811/ http://www.flickr.com/photos/tabor-roeder/5601654995/ 14
  • Interactive: SoLoMo Meets Social at IBM EExpertise Location, Social File GPS Location provides access Access to “Role” based solutionsSharing, Communities to key IBM resources via Mobile apps Social Networking Location Mobile Access
  • Interactive: Hilton Worldwide Mobile EWorkplace Set a standard of how hotels should be…
  • (Social) Network Processes N Social Business Outcomes isten to market Traditional Business uild advocatesMarketing,CustomerService Push marketing mbed social in process ontrol brand onnect in and outsideProduct& Service nvest R&DDevelopment uild communities deas from inside ct smallOperations,Human iloedResources igid 17
  • Customer Service N Old Process Social Process • Personalized base on analytics • Customer service experts • Crowdsourcing on new products • Customer sat: #5 to #1 18
  • Product Development N Old Process Social Process • Crowdsource 3G • 1st idea in 10 minutes • 554 new voices in 6 months • New demand-based services 19
  • HR Resource Sharing N Old Process Social Process Winner!
  • Value of Social Business N 18% Customer Service Increased customer satisfaction 20% R&D Increased time to market and successful innovation 15% HR & Talent Management Cost reduction + Increased speed to knowledge and experts“The rise of the networked enterprise. Web 2.0 finds its payday” – McKinsey Global Survey Results, 2010 21
  • Design for Reputation and Risk DManagement Source: “Get Bold: Using Social Media to Create a New Type of Social Business” by Sandy Carter, ISBN: 0132618311, Copyright © 2011, IBM Press
  • Analytics A AFFINITY ANALYTICS SENTIMENT  Dimensional  Relationship Analysis Tables  Relationship Matrix Seton Hall  Filtering  Voice  Relationship Graph Source: http://www.shu.edu/offices/loader.cfm? COMPREHENSIVE csModule=security/getfile&pageid=156753 EVOLVING TOPICS ANALYSIS  Keyword Search  Relevant Topics  Dimensional  Associated Themes Navigation  Ranking and Volume  Drill Through to Content Source: “Get Bold: Using Social Media to Create a New Type of Social Business” by Sandy Carter, ISBN: 0132618311, Copyright © 2011, IBM Press 23
  • Social Business QuickStart Community Manager Training Business Value Assessment Social Business LotusLive ROI CalculatorAgenda Workshop
  • Available Now ISBN-10: 0132618311 ISBN-13: 9780132618311 Subscribe to my bloghttp://socialmediasandy.wordpress.com/ Follow me @ sandy_carter http://twitter.com/sandy_carter 25