Indviduellverkaufen  von social media zum social crm-kam final 26062014
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  • Start with some general facts & figures about IBM <br /> 100+ years… celebrated centennial in 2011 <br /> One of most respected brands in the world <br /> Nearly half the workforce conducts work away from an IBM office in typical day <br /> 70% have less than 10 years of IBM service <br /> Almost half of employees do not work in a traditional IBM office <br />
  • Next, a look at how we organize and operate the company <br /> Highly matrixed, global organization <br />
  • We have witnessed 2 eras of computing <br /> 1st era… started around the 1900s… systems that count <br /> 2nd era… started around the 1950s… systems we program <br /> Now being pushed into a 3rd era by social, mobile, cloud, big data <br /> Need cognitive systems – like Watson -- that learn to handle tidal wave of big data (volume, velocity, variety, voracity) <br />
  • IBM’s strategy is one of innovation, transformation and a constant evolution to higher value. <br /> Our strategy is built on the foundation of three shifts and strategic imperatives that I will share with you … and it enables us to execute on our growth plays. <br /> We make markets by transforming industries and professions with data. <br /> We remake enterprise IT for the era of cloud. <br /> And we enable systems of engagement for enterprises, and lead by example. <br /> When we put it all together, we will deliver on our purpose: to make IBM essential <br />
  • The emergence of big data as the world’s new natural resource is the phenomenon of our time. It is being fueled by the proliferation of mobile devices, the rise of social media and the infusion of technology into all things and processes. <br /> Enterprises are increasingly relying on cloud, which is being fueled by abundant bandwidth, the emergence of standards and the demand for consumability. <br /> Social, mobile and unprecedented access to data are changing how individuals are understood and engaged. A new class of individual is emerging; one that is empowered with knowledge, enriched by networks and expects value in return for their information. <br />
  • What we see shifting: Competitive advantage will be created through data and analytics, business models will be shaped by cloud and individual engagement will be powered by <br /> mobile and social technologies. Therefore, IBM is making a new future for our clients, our industry and our company. <br /> Today, enterprises must harness data to create competitive advantage. The value for enterprises increases as they apply more sophisticated analytics across more disparate data sources. Their real-time use of data will increasingly become a competitive differentiator. And enterprises will need cognitive computing capabilities as data continues to grow in all dimensions. Therefore, IBM’s strategy is to make markets by transforming industries and professions with data. IBM has invested over $17B to acquire more than 30 companies related to big data and analytics. One third of IBM’s research is focused on data, analytics and cognitive computing. And we are investing $1 billion to establish the IBM Watson Group to build out the next era of cognitive systems and services. All of this will help drive an objective of $20 billion in revenue from big data and analytics by 2015. <br /> Enterprises are benefitting from cloud by using it to transform their IT and business processes into digital services, to reinvent their core business processes and to drive innovation. Enterprises are integrating public and private clouds with back-end systems to create hybrid, dynamic environments. And they will increasingly need to manage their cloud environments with the same rigor as an on-premise datacenter. Therefore, IBM’s strategy is remake enterprise IT for the era of cloud. IBM has acquired more than 15 companies related to cloud. The company is investing more than $1 billion to expand its global footprint to 40 datacenters worldwide. IBM now has more than 100 SaaS offerings, and 80 percent of Fortune 500 companies use IBM’s comprehensive cloud capabilities. All of this drove over $4B of revenue for cloud-based solutions in 2013. <br /> Enterprises must create a systematic approach to engage this new class of individual and increase their speed and responsiveness by becoming mobile. They need to personalize their interactions to offer more value. And enterprises will benefit from securing information and increasing trust. Therefore, IBM’s strategy is to enable ‘systems of engagement’ for enterprises; and we are leading by example. IBM has acquired nearly two dozen companies related to mobile, social and security. IBMers are collaborating in more than 200,000 internal social communities and nearly 85 percent of IBM’s sellers use our Sales Connect portal. <br />

Indviduellverkaufen von social media zum social crm-kam final 26062014 Presentation Transcript

  • 1. © 2014 International Business Machines Corporation Individuell verkaufen – von Social Media zum Social CRM-KAM Anwenderbericht: Erfolgreiche Nutzung von Sugar im Rahmen des IBM Sales Transformation-Projects, Bochum 26. Juni 2014 Business is People  Friedel Jo(n)ker IBM Software Client Leader Retail & Consumer Products
  • 2. 2 © 2014 International Business Machines Corporation Agenda 1 IBM at a glance 2 IBM’s strategy 3 From Social Media to Social CRM-KAM
  • 3. 3 © 2014 International Business Machines Corporation IBM at a glance We create business value for enterprise clients through integrated solutions that leverage innovative IT and deep business insights $99.8B2013 Revenue $18.0B2013 Income Operations in over 170 countries Services Key Business Segments Software Hardware Research Financing A highly inclusive workforce with: more than 430,000 employees nearly 70% with less than 10 years of service nearly 50% work remotely on typical day
  • 4. 4 © 2014 International Business Machines Corporation IBM’s governance model We engage leaders across the company to manage everything from strategy through execution BUSINESS UNITSGEOGRAPHIES SECTORS LEADERSHIP GOVERNANCE Asia Pacific Europe Greater China Group Japan Latin America Middle East & Africa North America Sales & Distribution (S&D) Global Business Services (GBS) Global Technology Services (GTS) Software Group (SWG) IBM Watson Group Information and Analytics Group Software and Cloud Solutions Group Systems & Technology Group (STG) IBM Global Financing (IGF) Research Communications Distribution Financial Services Industrial Public Operating Team Strategy Team Technology Team Client Experience Team Performance Team Growth & Transformation Team GLOBALLY INTEGRATED SHARED SERVICES Finance Marketing/Communications Integrated Supply Chain HR Real EstateBT/IT Sales Management Support Legal
  • 5. 5 © 2014 International Business Machines Corporation 1 IBM at a glance 3 From Social Media to Social CRM-KAM Agenda 2 IBM’s strategy
  • 6. 6 Advances in technology and computing intelligence are ushering in a new era of “THE SECOND MACHINE AGE” Back Office Computing Tabulating Systems Programmable Systems Client Server PCs World Wide Web eBusiness Cognitive Systems IBM Watson Social, Mobile, Cloud Big Data, Analytics & Cognitive 90s80s60s 2010s1900s 2014 © 2014 International Business Machines Corporation
  • 7. © 2014 International Business Machines Corporation 7 Mobile Cloud This new era is reshaping global corporations and the IT landscape. It ´s the Re-Invention of the “Social Enterprise”/”Social Business” by Social Internet of Things
  • 8. © 2014 International Business Machines Corporation 8 A Social Enterprise is any company that has integrated and operationalized social media within every job function to generate and implement value driving Ideas by smarter processes and technology. The World of Ideas Defining the Social Enterprise/Social Business
  • 9. 9 © 2014 International Business Machines Corporation The rise of the Social Enterprise and its Business Value -Driving ROMI (Return On Marketing Investments)
  • 10. 10 © 2014 International Business Machines Corporation Smarter Planet Business Analytics CloudCloud Growth Markets Growth Markets Smarter Planet Smarter Planet Business Analytics Business Analytics CloudCloudCloudCloud Growth Markets Growth Markets Growth Markets Growth Markets Watson Mobile Social Business Security WatsonWatson MobileMobile Social Business Social Business SecuritySecurity IBM’s strategy of innovation, transformation and higher value Make markets by transforming industries and professions with data Remake enterprise IT for the era of cloud Enable ‘systems of engagement’ for enterprises, and lead by example SHIFTS STRATEGIC IMPERATIVES GROWTH PLAYS Data is becoming the world’s new natural resource The emergence of cloud is transforming IT and business processes into digital services Social, mobile and access to data are changing how individuals are understood and engaged
  • 11. © 2014 International Business Machines Corporation 11 Three shifts in the industry are informing IBM’s strategy 500 million DVDs worth of data is generated daily 1 trillion connected objects and devices by 2015 80% of the world’s data is unstructured 25% of the world's applications will be available in the cloud by 2016 85% of new software is being built for cloud 72% of developers say cloud-based services or APIs are central to the applications they are designing 80% of individuals are willing to trade their information for a personalized offering 84% of millennials say social and user-generated content has an influence on what they buy 5 minutes: response time users expect once they have contacted a company via social media Data is becoming the world’s new natural resource Data is becoming the world’s new natural resource The emergence of cloud is transforming IT and business processes into digital services The emergence of cloud is transforming IT and business processes into digital services Social, mobile and access to data are changing how individuals are understood and engaged Social, mobile and access to data are changing how individuals are understood and engaged
  • 12. 12 © 2014 International Business Machines Corporation IBM’s strategy is defined by three corresponding imperatives Make markets by transforming industries and professions with data Remake enterprise IT for the era of cloud Enable ‘systems of engagement’ for enterprises, and lead by example  Enterprises need to apply more sophisticated analytics across more disparate data sources in more parts of the organization to drive business outcomes.  Enterprises need to develop ‘speed of insight’ and ‘speed of action’ as core differentiators to capture the time value of data.  Enterprises increasingly need cognitive capabilities to change the game in industries or professions.  Enterprises need to integrate public and private clouds with back-end systems to create dynamic, hybrid environments.  Enterprises need to manage cloud environments with the same rigor as an on-premise datacenter.  Enterprises will benefit the most by using cloud to reinvent core business processes and drive innovation.  Enterprises need to use mobile and social to increase speed and responsiveness, and meet customers, partners and employees where they are.  Enterprises need to personalize every meaningful interaction to offer more value.  Enterprises need to continuously earn the right to serve customers by providing privacy and security and earning trust.
  • 13. 13 © 2014 International Business Machines Corporation 1 IBM at a glance 2 IBM’s strategy Agenda 3 From Social Media to Social CRM-KAM
  • 14. 14 © 2014 International Business Machines Corporation Evolution of CRM/KAM into Social CRM-KAM 1970s Rolodex 1980s Spreadsheet 1990s Client-Server 2000s Thin Client and Web-based 2013s Social CRM-KAM Department focused Corporate focused Social Enterprise focused
  • 15. 15 © 2014 International Business Machines Corporation Examples of Market Innovations by Digitizing, Big Data and Big Personalization
  • 16. 16 © 2014 International Business Machines Corporation How to drive value from digital by analytics
  • 17. 17 © 2014 International Business Machines Corporation IBM´s Follow the Ship Model Part 1 Define the Vision Putting the “I” in Social CRM-KAM Social, Mobile, Analytics & Cloud are disrupting everything you thought you knew about IT, and accelerating enterprise transformation today. Mapping these industry trends into a Social CRM-KAM strategy that helps individuals get their job done is the challenge facing CIOs around the world. Learn how my TEAMs and “I” have built and use CRM and KAM at World leading companies and what “I” THINK about how companies can integrate Social into CRM-KAM and move into the Social Enterprise as IBM has done it with SalesConnect.
  • 18. 18 © 2014 International Business Machines Corporation IBM´s Follow the Ship Model Part 2 Build the New Social CRM-KAM
  • 19. 19 © 2014 International Business Machines Corporation From my german Industrial Database Segmentation Model from 1986 to my Social CRM-KAM Model 2014 From Contact to Client Network & From Solutions to Sales CXO Finance Marketing Sales ITServiceControlling From Sales to Service Technology-Barrier From Social Networking to Business Development (BD) From BD to Sales Client Listening (Employees, Google Alerts, RSS-Feeds,..) Social Blogging (Twitter, Wordpress,..) Social Events (Executive Conferences, Area Conf.,..) Social Networking (Xing, LinkedIn, Facebook,..) Social Webinar (Slideshare, Scribd,..) Solution Webinar Sales Webinar Innovation Workshop Experience Workshop POC Project Consulting Service Strategic Account Management (SAM) in Social CRM-KAM SalesConnect C2 C1 C3 Decisionmaker-Focusing SocialListening From Digital Marketing To Social Networking
  • 20. 20 © 2014 International Business Machines Corporation Social CRM-KAM –Digital Marketing Campaign. How it All Works Together Home website Internet Mobile Social Email Search LIVEProfiles in SalesConnect Digital Marketing Campaign Intelligent Offer Personalized Web content AdTarget Personalized Banner Ads based on Interaction Search Web Analytics LiveMail (Pilot TBD) Personalized Email based on Interaction Lifecycle Social Analytics Awareness and insightAwareness and insight DecisioningDecisioning ExecutionExecution Mobile Analytics Email Internet Home website Self Nurturing Planned or Trigger Based Personalization From Digital Marketing To Social Networking From Social Networking to Business Development (BD)
  • 21. 21 © 2014 International Business Machines Corporation M.I.T. Enterprise Architecture Benefits by Architecture Stages
  • 22. 22 © 2014 International Business Machines Corporation CRM-KAM Architecture Layout 2010
  • 23. 23 © 2014 International Business Machines Corporation IBM´s own Social CRM-KAM-SalesConnect Transformation Path to Business Value – Leading by Example
  • 24. 24 © 2014 International Business Machines Corporation Where we are in June 2014. IBM SalesConnect Platform –Simple, Integrated and Social Simple Streamlined Selling Processes Technology enabled “simplicity” Simplified User Experience Mobile-enabled Available “where we work” Integrated Lotus Notes Mail and Calendar Internal/External Client Information Reporting & Analytics Social Collaborative Work Spaces Subject Matter Expert Recommendations Tagging, Following, News feeds Business Modularity
  • 25. 25 © 2014 International Business Machines Corporation Key changes Benefits for sellers and sales managers Sales forecasting will be streamlined • Converge 50+ tools and unique business processes to one • Enter opportunity management data once, and it’s used for forecasting • Easily see other sellers’ views across Brands and Business Units • Less time to reconcile forecasts across different parts of IBM • Consistent forecasting terminology reduces confusion • Mobile and social • Use Android, iOS, and BlackBerry devices to update roadmap status • Get updates instantly on the deals you choose to follow Sellers will be directly engaged in forecasting • Sellers own their roadmaps for their forecast • Seller forecasts are visible to management throughout the process • Eight sales roles can each forecast a deal, so there will be no need for sellers to change other sellers’ forecast data in the opportunity record • Cross-team view of Key Deals, progress indicators, and steps to closure • Sales managers leverage seller input for multiple purposes • Managers will have a full view of seller forecasts and gaps to target • Managers will be better enabled to coach and address issues • Managers can add their view to what rolls up Data is near real-time throughout the process, including reporting • Data will be more accurate across and within Brands and Business Units • Updates will usually be visible to management within minutes, and no later than within an hour • On demand enriched reporting capability within SalesConnect • Facilitates faster, effective business decisions Where we are in June 2014. IBM SalesConnect Platform –Forecasting Integration on the road
  • 26. 26 © 2014 International Business Machines Corporation IBM SalesConnect brings a social dimension to selling … internally and externally
  • 27. 27 © 2014 International Business Machines Corporation IBM SalesConnect brings insight and analytics to selling … at all levels of the organization
  • 28. 28 © 2014 International Business Machines Corporation EcosystemSocial CloudMobile IBM and SugarCRM Open Social Business Platform IBM SalesConnect brings Social-CRM-KAM into the Hands of IBM employees
  • 29. 29 © 2014 International Business Machines Corporation IBM´s new Social CRM-KAM Architecture as of March 2014 SAP
  • 30. 30 © 2014 International Business Machines Corporation IBM´s Follow the Ship Model Part 3 Drive the Change – Lessons Learned A tightly knitted Change Management plan (communications, messaging, education, stakeholder management, etc.) Design/Integrate the user experience from sellers’ perspective and involve them. Engage the business at all levels and frequently. Make them part of the solution. Use an agile approach; remain flexible and change with the business Define a master data strategy early. Adoption is key.. But, it takes work
  • 31. © 2014 International Business Machines Corporation 31 IBM moved FAST into the Social Enterprise/Social Business with the GLOBAL CRM-KAM Transformation
  • 32. 32 © 2014 International Business Machines Corporation Social CRM-KAM Social Product Innovations Social Branding Social Smarter Commerce Social Media Management I ndividuals Social Customer Service Social Data Management Social Analytics & Controlling Social Talent & Learning Mgmt Social Change … A broader View -The Social Enterprise Ecosystem delivers more happy I ndividuals (employees, customers and partners.) Business is People  Social Change 360 degree view of I ndividuals with IBMWatson Explorer
  • 33. 33 © 2014 International Business Machines Corporation Intelligent Integrated Solutions which I ndividuals want to use, are the wheelwork of productivity in the „Second Machine Age“ Business is People 
  • 34. © 2014 International Business Machines Corporation 34 It´s time for change. Those who will not go with the time will go with the time !
  • 35. © 2014 International Business Machines Corporation 35 It´s time for change. Those who will not go with the time will go with the time ! Marketingorganisation der Zukunft
  • 36. © 2014 International Business Machines Corporation 36 IBM has a proven track record of leading Social Enterprise transitions based on a foundation of managing for continuous transformation and Corporate Performance We reinvent core franchises for a new era of computing We make new markets and engage new buyers We remix our portfolio to higher value We enable expert, engaged employees to deliver a differentiated client experience We reinvent the enterprise itself for greater value and productivity 1 2 3 4 5 Smarter Planet Business Analytics CloudCloud Growth Markets Growth Markets Smarter Planet Smarter Planet Business Analytics Business Analytics CloudCloudCloudCloud Growth Markets Growth Markets Growth Markets Growth Markets Watson Mobile Social Business Security WatsonWatson MobileMobile Social Business Social Business SecuritySecurity
  • 37. © 2014 International Business Machines Corporation 37
  • 38. © 2014 International Business Machines Corporation 38 Friedel Jonker Dipl.-Kaufmann Software Client Leader Retail & CP IBM Software Group Wilhelm-Fay-Strasse 30-34 D-65936 Frankfurt Phone (+49)-69-6645-1227 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, Lotus Greenhouse and Pinterest. http://pinterest.com/fjonker/ http://de.pinterest.com/fjonker/social-crmkam/ http://de.scribd.com/FJonker Join my Networks as Philip Kotler (North.West.Uni), Manfred Krafft (WWU Münster), Don Peppers (P&R) Thomas H. Davenport (Babson College), Peter Weill (MIT), Jeanne W. Ross (MIT), Andrea Back (St. Gallen), Jon Katzenbach (Booz), Genie Z. Laborde (I.D.E.A.), Gordon Tredgold, Daniel Pink, Ross Dawson (AHT) Charles Savage (KEE), Soumitra Dutta (INSEAD) Chuck House (Stanford Uni.), Charlene Li (Altimenter), Thomas Hutzschenreuter (WHU), Gunter Dueck (IBM), Peter J Korsten (IBM), Sandy Carter (IBM), Gary Burnette (IBM), Christian Klezl (IBM) and other leading Thinkers and Practitioners have already done it. Business is People  Selection of Companies on my Networks: 3M, Aldi, Amadeus, American Express, Ameriprise, Booz & Company, Capgemini, Citigroup, Coca Cola, Daimler, Deutsche Bank, Deutsche Telekom, Deloitte & Touchee, dm, EDEKA, Ernst & Young, Henkel, IBM, Kaufland, Kaisers, LIDL, Lufthansa, McKinsey, Nestle, Nokia, OBI, O2, P&C, REWE, Samsung, Sears, Siemens, Swisscard, Tengelmann, Thomas Cook, Toyota, TUI, UBS, Vodafone, Volkswagen and more. 
  • 39. 39 © 2014 International Business Machines Corporation
  • 40. 40 © 2014 International Business Machines Corporation IBM DSR (Demand Signal Repository) to drive ROI at Consumer Product Companies
  • 41. 41 © 2014 International Business Machines Corporation IBM DSR (Demand Signal Repository) to drive consumer loyality at Coke
  • 42. 42 © 2014 International Business Machines Corporation http://www.sugarcrm.com/casestudy/case-study-coca-cola-enterprise
  • 43. 43 Friedel Jonker, IBM Software Group IBM Software Client Leader, Retail and Consumer Products Career History and Education  CRM, BI/LI Strategy Leader IBM GBS Germany.  Winner of the Sales Excellence Award 2005 from the University of St. Gallen and Handelsblatt.  Broad experience in Planning and Implementing value based CRM & BI/LI Strategy, Processes, Architecture and Systems.  Member of the MIT, Member of the Sales Executive Councile and member of Marketing Alumni, University of Münster, Germany Profile 2008- today IBM, SCL Retail & CP, Germany, Business Development Manager IBM & SugarCRM, SCL Travel & Transport, Business Development Manager Analytics & PM, Managing Consultant CRM & BI 1994- 2008 Deutsche Leasing AG, S-Finance Group, Germany, CRM & BI Business and Program Director 1990- 1994 Citicorp-Citibank AG, Germany, European Manager Marketing Database VISA 1989- 1990 Ogilvy & Mather Dataconsult, Germany, Consultant Database Marketing 1988- 1989 Infas, Germany, LOCAL-Direct Project manager for SRPM with Location Intelligence (LI) 1982- 1988 University of Münster, Master of Business Management in Marketing & Statistics Selected Programs/Projects  ims: German Business Value Concept to improve Sales Force Effectiveness based on eBusiness Assessment, Pain Point Analysis, Definition of Requirements and Portfolio Prioritization. Contribution: Lead the German Business Value Concept to improve Sales Force Effectiveness.  Daimler: Global Concept and implementation coordination together with the Boston Consulting Group to set up IT/Data Governance and Data Modelling/Re-Engineering of an As/is Landscape with the objective to reduce costs in development and maintenance and increase and secure the Quality of Data as a base for high quality use of CRM, BI/LI for Sales & Risk Performance Management (SRPM). Contribution: Lead the IT/Data Governance and acted as the SME for all IT/Data Governance related issues at the company.  Dresdner Bank/Commerzbank: Definition of a Business Driven Traffic Light Test Management Concept to successfully implement an Oracle/Siebel CRM & BI solution. Contribution: Lead the Testmangement and acted as the SME for all CRM & BI related Testmanagement matters. The Testmanagement Concept is now used as a global handbook for Testmanagement.
  • 44. 44 Database Marketing (1994-2000) • Neue Informationsqualität für das VISA Kartenmanagement der Citicorp, in: Oracle Finanzwelt, 1994 • Leadership durch Informations- und Lernsysteme, in: Know-how, Schumann Unternehmensberatung AG, April 1996 • Database Marketing bei der Deutschen Leasing AG, in: Jahrbuch 2000, Deutscher Direktmarketing Verband e.V. CRM (2001-2007) • Von Database Marketing zum CRM, in: Computerwoche, 19/2001 • 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 • McKinsey, Handbuch StrategischensManagements, Kapitel 3, Innovation und Wachstum, Wachstum durch innovative Produkte, Gabler 2003 • Erfolgreiches Customer Relationship Management bei der Deutschen Leasing AG, Nordakademie, Elmshorn, e-think-tank, Februar 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 Multichannel Customer Management (2008-2010) • Vom Callcenter zum Intelligent Multichannel Customer Management Center, IBM Callcenter Circle, Hamburg HASPA, Mai 2008 • Business Intelligence und Performance Management in der Finanzverwaltung, IT & Business Messe Stuttgart, October 2009 http://fjonker.wordpress.com/2009/10/12/it-business-cio-des-bundes-bei-ibm-cognos/ , Staatssekretär Dr. Hans Bernhard Beus, CIO des Bundes • Neue Technologien schaffen eine Demokratisierung der Information, Initiative Mittelstand http://www.imittelstand.de/themen/topthema_100288.html , 16.11.2009 Integrated Realtime Corporate Management (2010-2011) • 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 2010 Social Business, Social CRM and Cloud (2011-2012) • Die Rolle von Analytics für Social Software Business, IBM Social Business JamCamp, Frankfurt, October 2011 • SUGARCRM on IBM Social Business Overview @CeBIT 2012, Hannover, März 2012, IBM Partner Event, Kaprun, März 2012 • Social Collaboration and Social CRM in the Secure Cloud today, bwcon: Dialog @IBM 2012, Ehningen, April 2012 Retail & Consumer Products (2013-) • IBM Future of Retail & Consumer Products 2013, Frankfurt, Barcelona, Geneva, March 2013 • IBM and M.I.T. Winning through Smarter Integrative Re7HINKing & Execution, Frankfurt, Barcelona, Geneva, Boston, August 2013 • IBM GSE Executive Event, From Social Media to Social CRM-KAM, Lisbon, March 2014 References–Literature and Presentations 1994-2013