Start with some general facts & figures about IBM 100+ years… celebrated centennial in 2011 One of most respected brands in the world Nearly half the workforce conducts work away from an IBM office in typical day 70% have less than 10 years of IBM service Almost half of employees do not work in a traditional IBM office
Next, a look at how we organize and operate the company Highly matrixed, global organization
We have witnessed 2 eras of computing 1st era… started around the 1900s… systems that count 2nd era… started around the 1950s… systems we program Now being pushed into a 3rd era by social, mobile, cloud, big data Need cognitive systems – like Watson -- that learn to handle tidal wave of big data (volume, velocity, variety, voracity)
IBM’s strategy is one of innovation, transformation and a constant evolution to higher value. 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. We make markets by transforming industries and professions with data. We remake enterprise IT for the era of cloud. And we enable systems of engagement for enterprises, and lead by example. When we put it all together, we will deliver on our purpose: to make IBM essential
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. Enterprises are increasingly relying on cloud, which is being fueled by abundant bandwidth, the emergence of standards and the demand for consumability. 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.
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 mobile and social technologies. Therefore, IBM is making a new future for our clients, our industry and our company. 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. 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. 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.
Indviduellverkaufen von social media zum social crm-kam final 26062014
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
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
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
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
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.
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.
• 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
¿Le ha llamado la atención una diapositiva en particular?
Recortar diapositivas es una manera útil de recopilar información importante para consultarla más tarde.