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My IBM Social Business Presentation from IBM JamCamp 10/2011

My IBM Social Business Presentation from IBM JamCamp 10/2011

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Ibm Social Business Jam Camp102011 Fj Presentation Transcript

  • 1. Friedel Jonker – Software Client Leader Travel & Transport10/19/2011Die Rolle von Analytics fürSocial Software/BusinessGestern, Heute und Morgen © 2011 IBM Corporation
  • 2. Friedel Jonker,Software Client Leader, Travel & TransportIBM Software Group Career History and Education Selected Programs/Projects 2008- today IBM, Germany, Software Client Leader, Business Development Manager Analytics & PM, Managing Consultant CRM & BI  ims: German Business Value Concept to improve Sales Force 1994- 2008 Deutsche Leasing AG, S-Finance Group, Germany, Effectiveness based on eBusiness Assessment, Pain Point CRM & BI Business and Program Director Analysis, Definition of Requirements and Portfolio Prioritization. Contribution: Lead the German Business Value Concept to improve Sales Force Effectiveness. 1990- 1994 Citicorp-Citibank AG, Germany, European Manager Marketing Database VISA  Daimler: Global Concept and implementation coordination together with the Boston Consulting Group to set up IT/Data 1989- 1990 Ogilvy & Mather Dataconsult, Germany, Consultant Governance and Data Modelling/Re-Engineering of an As/is Database Marketing Landscape with the objective to reduce costs in development 1988- 1989 Infas, Germany, LOCAL-Direct Project manager for and maintenance and increase and secure the Quality of Data SRPM with Location Intelligence (LI) as a base for high quality use of CRM, BI/LI for Sales & Risk Performance Management (SRPM). 1982- 1988 University of Münster, Master of Business Management in Marketing & Statistics Contribution: Lead the IT/Data Governance and acted as the SME for all IT/Data Governance related issues at the company. Languages and Profile  Dresdner Bank/Commerzbank: Definition of a Business Driven Traffic Light Test Management Concept to successfully  German, English (fluent). implement an Oracle/Siebel CRM & BI solution.  CRM, BI/LI Strategy Leader IBM GBS Germany. Contribution: Lead the Testmangement and acted as the SME  Winner of the Sales Excellence Award 2005 from the University for all CRM & BI related Testmanagement matters. The of St. Gallen and Handelsblatt. Testmanagement Concept is now used as a global handbook for Testmanagement.  Broad experience in Planning and Implementing value based CRM & BI/LI Strategy, Processes, Architecture and Systems.  Member of the MIT, Sales Executive Councile, SAMA and member of Marketing Alumni, University of Münster, Germany2 © 2011 IBM Corporation
  • 3. References 1994-2010 References –Literature and Presentations 1994-2010  Neue Informationsqualität für das VISA Kartenmanagement der Citicorp, in: Oracle Finanzwelt, 1994  Database Marketing bei der Deutschen Leasing AG, in: Jahrbuch 2000, Deutscher Direktmarketing Verband e.V.  Von Database Marketing zum CRM, in: Computerwoche, 19/2001  Customer Relationship Management, Bericht über das Deutsche Leasing CRM-Projekt, in: GoAhead 9/2001, CSC- Ploenzke  CRM – die nächste Generation, Interview mit Friedel Jonker, in: Computerwoche, 33/2002  Mit intelligentem Database Marketing und CRM zu überdurchschnittlichem Markterfolg, in: Cognos- Kundenmagazin  Case Study Präsentation C3M-Eagle, marcusevans, FoCus Gipfel CRM, Montreux, 19.-21. Januar 2003  Erfolgreiches Customer Relationship Management bei der Deutschen Leasing AG, Nordakademie, Elmshorn, e-think-tank, Febraur 2003  Konflikte zwischen Vertrieb und Vertrag lösen, in: Praxismagazin für Marktkommunikation der Sparkassen-Finanzgruppe, 2004, 11. Jahrgang, Nr. 5, S 38 ff  CRM und Sales -2 Seiten einer erfolgreichen Verbindung, im Beratungsbrief von http://www.vertriebs-experts.de , 23.03.2005  Deutsche Leasing Gruppe: Mit Siebel/Oracle CRM-System das Neugeschäft jährlich um durchschnittlich 12 Prozent gesteigert, in: Oracle Customer Snapshot Juli 2006  CRM als strategisches Element der wertorientierte Unternehmensführung der Deutschen Leasing AG -7P Programm für erfolgreiche CRM-Programme –Position_Path_Portfolio_Program_People_Progress_Performance, marcusevans, FoCus Gipfel CRM, Montreux, 14.-16. Februar 2007  Case Study CRM bei der DL, in Kundenmanagement –Grundlagen-Strategien-Beispiele von Manfred Krafft, März 2007  Vom Callcenter zum Intelligent Multichannel Customer Management Center, IBM Callcenter Circle, Hamburg HASPA, Mai 2008  Neue Technologien schaffen eine Demokratisierung der Information, Initiative Mittelstand http://www.imittelstand.de/themen/topthema_100288.html , 16.11.2009  Integrierte Echtzeit Unternehmenssteuerung (IEU), IBM Partner Channel Kick Off Berlin, Januar 2010, Salesforce.com Cloudforce2 Frankfurt, März 2010, Teradata Enterprise Intelligence Summit Berlin, April 2010, IBM Partner University-Frankfurt, April 2010, Bechtle Partner Präsentation Mannheim, Juni 2010, FuM Partner Präsentation Stuttgart, Juli 2010  Integrated Realtime Corporate Management (IRCM), IBM Europe & Asia IT Architects University Stuttgart, April 2010  Integrierte Echtzeit Unternehmenssteuerung –IBM Synergy Play, SAP-DSAG Nürnberg, September 2010, IBM ISV Technical Executive Forum Ehningen, Oktober 2010, Institut für BI Stuttgart, Dezember 20103 © 2011 IBM Corporation
  • 4. Analytics:Breaker Page Nur was man messen kann kann man steuern und dadurch auch verbessern und zum Ziel navigieren4 © 2011 IBM Corporation
  • 5. Willkommen zu einem intelligenten JahrzehntVision 1995 Realität 2011, IBM Realität 2011, L3T5 © 2011 IBM Corporation
  • 6. Willkommen zu einem intelligenten Jahrzehnt im Travel & TransportIBM Smarter Travel & TransportBoeing Air Canadahttp://www.youtube.com/watch?v=d3toCBdnxu4 6 © 2011 IBM Corporation
  • 7. CEOs und CIOs erachten Kundennähe, Mitarbeiter-Knowhow unddie Generierung und Vermittlung von Wissen als essenziell wichtig 7 © 2011 IBM Corporation
  • 8. CMOs planen den Einsatz der nachfolgenden tools/technologiesin den nächsten 3-5 Jahren auszubauen (2011 CMO Studie) 8 © 2011 IBM Corporation
  • 9. Kundenkenntnis erweist sich als bedeutende Kundenbindungs-Determinante im B2B (Marketing ZFP 2/2011, 33. Jahrgang) 9 © 2011 IBM Corporation
  • 10. Einfluß von KPIs wie Kunden- und Mitarbeiterzufriedenheit auf den Unternehmenswert Un te r n e h m e n s we r t We r te s ys te m We r t de r Ma r k e E xis te n z de r Ma r k e Wa h r n e h m u n g P r odu k te P e r s on e n P r oze s s e K om pe te n z Ide n titä t V e r tr a u e n E r fa h r u n g F ä h igk e it V e r s p r e ch e n E r le b e n Gla u b wü r digk e it, In te gr itä t + K u n d e n - u n d Un te r -s tr a te gis ch e s S te u e r u n gs s ys te m Ma r k e n im a ge n e h m e n s we r t + ope r a tive s S te u e r u n gs s ys te m + Ma r k e n pr ä fe r e n z Re n dite + + + Zie lgr u pp e n - + Ge win n we r tor ie n tie r u n g + + P r od u k t- u n d + K u n de n - /P a r tn e r - De ck u n gs b e itr a g Ma r k e n b e k a n n t- S e r vice qu a litä t + Zu fr ie de n h e it + h e its gr a d K os te n d e gr e s s ion Mita r b e ite r - zu fr ie d e n h e it + + + Ma r k ta n te il + Mita r b e ite r - Wie d e r k a u f / K a u f + a u s b ild u n g Um s a tz + + = Steigerung 10 © 2011 IBM Corporation
  • 11. Vom Marketing zum Social Business:Breaker PageIntegration von Kunden, Partner undMitarbeiter mittels Software in dasIntelligente Unternehmen11 © 2011 IBM Corporation
  • 12. On a smarter planet the way people interact and what they know ischanging Instrumented Smartphone shipments will outpace PCs by 2012 Interconnected Social networking accounts for 22% of all online time Intelligent The social data analytics opportunity will grow to 1 Zettabyte by 2011The explosion of new information, when integrated, analyzed, and acted upon using new types of intelligence, and new tools enables Social Business 12 © 2011 IBM Corporation
  • 13. IBM´s Journey to becoming a Social Business 400,000+ employees in over 200 countries 50% workforce has less than 5 years of service 71% of employee population is outside of the US Social Business 2008 and beyond 50% of employees work remotely, Social Networking not from a traditional office 2004 Collaboration 2000 Mobile Office 1990s Traditional Office 1980s 13 © 2011 IBM Corporation
  • 14. A Social Business uses dynamic interactions to connect peoplewith information and insights to achieve better results Business & People Networks Interactions Social Analytics Blogs People ProfilesEmployees Experts Tasks & Activities Mobility wikis Innovative Communities Partners Communities Ideation File Sharing Made Simple Intranet Internet Social Media Extranet Groups/Teams CommunitiesCustomers Applications 14 © 2011 IBM Corporation
  • 15. Marketing Heute -Überlappende Bereiche und Isoliertetools/technologies Marketing 15 © 2011 IBM Corporation
  • 16. Marketing Heute –Fülle an Themen und kaum Marken- undKundenorientierte Integration Kundenbindung Click2Brick Social Media Umsetzung Ordnung Einfach übersichtlich Consulting Strategie individuell Mobile Webseiten- Prozesse Datenintegration Web Analytics Optimierung Governance Kampagnen Kundenerlebnis Cross-channel Mitarbeiter Pricing Management E-Commerce Target Marketing Persönlich Umsatz Medien einheitlich Vertrauen Loyalty-System ROI16 © 2011 IBM Corporation
  • 17. Das rasante Wachstum des Social Business definiert dieWertschöpfungskette und Kundeninteraktion neu Social Media repräsentiert ein Wachstumsfeld mit einer Verdopplung der deutschen Social-Network-Nutzer zwischen 2009 und 2015 Marktdurchdringung von Sozialen Netzwerken in DE ist und bleibt bis zum Jahr 2015 unter Marktdurchdringung Social Networks EU 5 dem EU-5 Durchschnitt % der Internet Nutzer Social Media & Web 2.0 bieten branchenübergreifend größte Vorteile für die interne Unternehmenskollaboration Telco, Technologie und Service-Unternehmen profitieren besonders durch verbesserte Kunden- & Partnerbeziehungen CAGR 4.4% Social-Media-Wachstum wird durch weltweit steigende Nachfrage nach Smart Devices (bis 2015 +250%) für mobiles Internet beflügelt Risiken: Weniger Kontrolle, mehr Wettbewerb, kein Vorteil durch proprietäres Wissen, rapide Veränderung Kunden Social Media verursachen tiefgreifende Veränderungen entlang der Wertschöpfungskette und redefinieren die Interaktion mit Kunden Quellen: IBM Research 2011, eMarketer 2010, DB Research 2010 Quellen: eMarketer 2010, DB Research 2010 17 © 2011 IBM Corporation
  • 18. Die Herausforderung liegt darin die Ansprüche an Marktanteil undUmsatz mit den Bedürfnissen (Informations- Dialog- undEinkaufspräferenzen) der Kunden wertsteigernd zu verbinden “Kunden erwarten aktuelle Information, Einkaufsmöglichkeiten und Kommunikation über alle Verkaufkanäle und zu jeder Zeit” Erreichen der Kunden auf den relevanten Kanälen um diese beim Kanalwechsel nicht verlieren… …zur Steigerung des Marktanteils Sie wirken immer – online wie offline sowie in der Kombination… … zur Steigerung des Einzelumsatzes So wie der Kunde kanalübergreifend agiert müssen sie ihn in ihrer Aufstellung erwarten und auffangen… …und damit ihre Organisation möglicherweise transformieren 18 © 2011 IBM Corporation
  • 19. Die Social Business Vision eines Unternehmens bildet das Dach,muss aber von den Notwendigkeiten und Fähigkeiten zurKundeninteraktion gestützt werden Social Business Vision Kunden- Kunden- Marketing- Multi-Channel analyse erlebnis effizienz & E-Commerce  CRM  Personalisierung  Organisatorische  Channel-  Kundendaten-  Nahtlose Einbindung management und integration und Verknüpfung  Erfolgskontrolle -integration -analyse  Integration von  Channel Auswahl  Aktivierung/Ausbau  Segmentierung Vertrieb, Marketing bestehender und CRM Channels Social Media Umsetzung und Betrieb Governance Organisation Prozesse IT & Kultur19 © 2011 IBM Corporation
  • 20. Social Business Planning: Aligning Internal with Externalhttp://www.edelmandigital.com/2010/04/21/social-business-planning-aligning-internal-with-external/ 20 © 2011 IBM Corporation
  • 21. Social Business Planning: Aligning Internal with Externalhttp://www.edelmandigital.com/2010/04/21/social-business-planning-aligning-internal-with-external/21 © 2011 IBM Corporation
  • 22. Social Profit: McKinsey, eMarketer about Web2.0 and Social Media22 © 2011 IBM Corporation
  • 23. Social Media Aktivität der Hansgrohe AG23 © 2011 IBM Corporation
  • 24. Social Media Aktivität der Krones AG (B2B Award 2011)24 © 2011 IBM Corporation
  • 25. IBM´s Social Business Software Strategie:Breaker Page Kunden-Anforderungen adressieren Kunden-Informationen analysieren Einheitliche Arbeitsumgebung zur Verfügung zu stellen Social Collaboration, Social CRM und Social Business ermöglichen25 © 2011 IBM Corporation
  • 26. IBMs Social Business Software Strategie ist es, die Kunden-Anforderungen über den gesamten Marketing-to-FulfillmentLifecycle zu adressieren Marketing Selling Fulfillment  Data Analysis WebSphere Commerce  Predictive  Resource Mgmt Modeling  Campaign Mgmt  Scoring  Marketing Execution  Performance Analysis  Network Optimization  Cross-Channel Order Capture,  Cross Channel Order Mgmt.  Transportation Cart, Catalog  Configure, Price, Quote Optimization  Analytics  Customer-centric Shopping  Multi-vendor Catalog  Product  Segmentation Experience  B2B Partner Network Optimization  Reporting  B2C/B2B Storefronts  Logistics & Warehousing  Inventory  Search Optimization  Precision Marketing  Supply Chain Visibility Optimization IBM Customer Experience Suite including electronic forms, portal, web content management, and social technology • Web Experience Management • Customer & Partner Self-Service • Social Media & Communities • Mobile Support 26 © 2011 IBM Corporation © 2011 IBM Corporation.26
  • 27. Kunden-Informationen zu analysieren um Marketing- und Vertriebs-und Serviceaktionen zu verbessern… Realtime Recommenda- tions for Web & CRM Personalized Offerings Target Group Analytical Analytics Decision Improvement Action Scoring Web-User Real-time Identification of Analytics fraud transactions Risk Scoring and Fraud Prevention 27 © 2011 IBM Corporation
  • 28. …und dabei den Benutzern und Entwicklern eine einfache einheitlicheArbeitsumgebung für quantitative Informationsanalyse(Business Analytics)und… Unified Workspace across multiple styles of analysis Business InsightAnalytical Reporting Trending Scenario Modeling Advanced Analytics Drill Slice and Dice What-if What might be28 © 2011 IBM Corporation
  • 29. …qualitative Informationsanalye (Social Analytics) zur Verfügung zu stellen undAnalyseergebnisse über … Dashboard zur Analyseübersicht Beziehungsmatrix – IBM Text Mining Know-How einfaches Erkennen von Zusammenhänge Sentiment Analyse Flexible Anbindung zusätzlicher Umfangreiche Suchfunktionalität externer & interner Ressourcen Intranet Beschwerde- und Web, Blogs, News, Retourenmanagement Twitter, Boards (Brief, Email, Fax) CCI Spezifische Foren, Relationale Daten www-Quellen (Marktdaten, Studien, CRM-Sytem) Call-Center Daten Snippet Überblick und Details Evolving Topics –neue Themen erkennen Individuelles Reporting Frontend @Birk – was noch? 29 © 2011 IBM Corporation
  • 30. …Social Collaboration proaktiv im sozialen Netzwerk des Unternehmens zurOptimierung von Entscheidungen zu nutzen und… IBM Cognos 10 BI Lotus Connections Reports IBM Ad-hoc queries Lotus-Cognos Social Blogs Activities Profiles Files Collaboration Wikis Bookmarks Communities Analysis Dashboards 30 © 2011 IBM Corporation
  • 31. …mittels IBM Social Business Toolkit APIs das Unternehmen in RichtungSocial CRM und Social Business… IBM Social Business Toolkit APIs IBM Value-added Modules Partner Value-added Modules Business Enterprise Public Social Commerce Social Networks Rich Media Analytics Content Mgmt Applications Business Application Compliance & Gaming Social Analytics Process Mgmt Integration Archiving Discovery IBM Social Business Core Modules Profiles Presence, Chat Messaging & Workflow & Communities & Telephony PIM Forms Portal Social Collab. Microblogging Meetings & Document Mobile Connectors Services Audio/Video Management Social CRM & BI 31 © 2011 IBM Corporation
  • 32. …ohne oder in einer sicheren Cloud weiterzuentwickeln. Integration Maximizes Value of Cloud InvestmentsNeeds Getting More and More Complex Packaged Home-grown Applications Applications 32 © 2011 IBM Corporation32
  • 33. IBM´s Social Business Architektur:Breaker Page Einzelteile Lösungen statt Ganzheitlich Planen und Stufenweise Umsetzen Infrastrukturkosten einsparen und für Digitale Innovationen verwenden33 © 2011 IBM Corporation
  • 34. Um Social Business mit IBM umzusetzen bekommen Sievon IBM eine fertige Lösung und keine Einzelteile… 34 © 2011 IBM Corporation
  • 35. …Alle IBM Softwareprodukte lassen sich Schritt für Schritt in die zukunftsorientierte ausbaufähigeIBM Social Business Solution Architektur integrieren. Channels Lotus Forms Travel Enterprise Branches Forms Core Systems Business Banking Mgmt Business Processes Information Mgmt & Credit Operations Systems Debt Credit Cards Rules Service Marketing Customer Engine Processes Processes Relationship General iLog Risk Mgmt Ledger ATMs Electronic Compliance Sales Business Marketing Fraud Corporate Banking Signature Processes Processes Partner Decision Retail Services Support Product Banking WebSphere Business Monitor Real Relationship Loan Process Models Campaign Mgr Management Resource Origination Utility & Business Events Systems 3 Party rd CaseCustomer Presentation / Interaction Services Process Manager Products/Svcs Regulatory Payments WebSphere Management Call Centers Enterprise Access Services WebSphere Process Server Portal Thin Service Registry Service Registry Service Mgmt Service Mgmt Enterprise External Client Enterprise Service Hub Enterprise Service Bus & Repository & Repository && Invocation Invocation Service Bus Services Gateway WebSphere ESB, MQ, Message Broker Internet Data Integration/ Information Information Services FICO Fico Customer Framework Credit Analytics Scores Rich Client Cognos, SPSS DataStage Master Content Business Demographic Relationship Insight QualityStage Data Mgmt Data Mgmt MDM Systems s e do M Managers / Agents Search & Server 3rd party yrt s udn gn k na B Discovery Data l Analytics Customer Document EAS Account Mgmt Product Systems i WMBTT Server Threat & FileNet Fraud Banking Data I Analytics Warehouse Banking Unstructured Mobile Multi-Channel Data Data Data Integration Customer Marts Banking Warehouse Insight & Analytics Data Information WMBTT (Build Warehousing Foundation Option) Security, Management & Governance Governance & Monitoring Tivoli (ITM, TAM, …) 35 © 2011 IBM Corporation
  • 36. …So entsteht nach und nach eine strategische Architektur… Zeit/Integrationsgrad isoliert harmonisiert konzentriert integriert Business Standardized Optimized Business Silos Technology Core Modularity36 © 2011 IBM Corporation
  • 37. …mit mehr Enterprise Systems und weniger Local Applications…37 © 2011 IBM Corporation
  • 38. …diese steigert wiederum die Benefits by Stages38 © 2011 IBM Corporation
  • 39. BMW konnte so zwischen 2006 und 2008 25% der Infrastruktur-kosten einsparen und für Digitale Innovationen verwenden.39 © 2011 IBM Corporation
  • 40. Breaker Page Was die Analysten sagen:40 © 2011 IBM Corporation
  • 41. Leading Capabilities… “...Blend the Cognos portfolio with IBMs data integration, data quality, data warehouse, content management, text mining & other offerings, & theres no more extensive information management portfolio available, period…” 2008 Editor’s Choice Awards Intelligent Enterprise Magazine41 © 2011 IBM Corporation
  • 42. IBM SPSS: Marktführer für Predictive Analytics Software Seit 1968 fokussiert auf Predictive Analytics Weltweit führender Anbieter in den Bereichen Statistik, Analyse, Marktforschung und Data Mining Unter den Top 25 Softwarefirmen weltweit Mehr als 250.000 Kunden mit ca. 3 Mio. Anwendern weltweit 80% der Fortune 500, 70% der Marktforschungsunternehmen Große Kundenanzahl im Energie & Utility Bereich 42 Jahre Erfahrung in Statistik, Analyse und Data Mining42 © 2011 IBM Corporation
  • 43. IBM Unica –Leader in CRM Multichannel Campaign Management 43 © 2011 IBM Corporation
  • 44. IBM Coremetrics –Leader in Web Analytics 44 © 2011 IBM Corporation
  • 45. IBM Cognos a Leader in the Forrester Wave™: Enterprise BI Platforms The Forrester Wave is copyrighted by Forrester Research, Inc. Forrester and Forrester Wave are trademarks of Forrester Research, Inc. The Forrester Wave is a graphical representation of Forresters call on a market and is plotted using a detailed spreadsheet with exposed scores, weightings, and comments. Forrester does not endorse any vendor, product, or service depicted in the Forrester Wave. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change. Source: Forrester Research Inc. “The ForresterWave: Enterprise Business Intelligence Platforms, Q4 2010”, Oct 21, 2010. Full report can be accessed at http://www.ibm.com45 © 2011 IBM Corporation
  • 46. und die IBM Social Business Softwareentwicklung geht weiter...Source: Gartner Research, ID Number: G00174130 –Lotusphere 2010: Assessing IBM Lotus Strategy, Issues and Opportunities 46 © 2011 IBM Corporation
  • 47. IBM continues to demonstrate leadership as a CRM Servicesleader in vision and ability to execute. Europe  Gartner Inc. has positioned IBM Global Business Services in the Leaders Quadrant of their Magic Quadrant for North American and European CRM Service Providers  Gartner has ranked IBM in the CRM “Leaders” quadrant for the past 9 consecutive years “ IBM GBS has the strongest vision among the top four leaders. IBM has quality business skills, which tend to be overlooked by its legacy technology skills. Executive-level insights across industries provide IBM with a compelling business-led approach to solving CRM problems” North America 47 © 2011 IBM Corporation
  • 48. Start you social business tranformation with IBM GBS SocialBusiness Enterprise Strategy Accelerator and Enterprise MarketingManagement (EMM) today...IBM combines our own experience becoming a Social Businesswith our consulting services and leading software to deliver asocial business transformation to our clients Represents perfect implementation Represents where you are in your of all best practices progress toward fully implementing EMM best practices 48 © 2011 IBM Corporation
  • 49. Questions? 問 題 ‫ש א לות‬ Ερωτήσεις ? Fragen Vragen 问 ? 题 Preguntas Cwestiwn ? Domande 質 問 Questions Perguntas 49 © 2011 IBM Corporation
  • 50. 50 © 2011 IBM Corporation
  • 51. Contact Details Friedel Jonker Wilhelm-Fay-Strasse 30-34 Dipl.-Kaufmann D-65936 Frankfurt Software Client Leader Travel & Transport Phone (+49)-69-6645-1227 IBM Software Group Fax (+49)-69-6645-5640 Mobile (+49)-160-9638657 Jonker@de.ibm.com More information from IBM and me. Look at Xing, Linkedin, Youtube, Twitter, Scribd, Slideshare and Lotus Greenhouse. Selection of Companies on my Networks: Join my Networks as Philip Kotler (North.West.Uni), Manfred Krafft (WWU Münster), 3M, Amadeus, Ameriprise, Booz & Company, Citigroup, Thomas H. Davenport (Babson College), Peter Weill (MIT), Jeanne W. Ross (MIT), Daimler, Deutsche Bank, Deutsche Telekom, Andrea Back (St. Gallen), Jon Katzenbach (Booz), Genie Z. Laborde (I.D.E.A.), Daniel Pink, Ross Dawson (AHT) Charles Savage (KEE), Soumitra Dutta (INSEAD) Deloitte & Touchee, Ernst & Young, IBM, Lufthansa, Chuck House (Stanford Uni.), Thomas Hutzschenreuter (WHU), Gunter Dueck (IBM), McKinsey, Nokia, O2, REWE, Samsung, Siemens, Swisscard, David Croslin and other leading Thinkers and Practitioners have already done it. Thomas Cook, TUI, Vodafone, Volkswagen and more. Business is People  51 © 2011 IBM Corporation
  • 52. Legal Disclaimer• © IBM Corporation 2011. 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 market opportunities or other factors, and are not intended to be a commitment to future 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 results.• If the text contains performance statistics or references to benchmarks, insert the following language; otherwise delete: Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the users job stream, the I/O configuration, the storage configuration, and the workload processed. 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