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  • [twitter]If Twitter means more power to audiences and fewer bad presentations, that’s a good thing![/twitter]
  • Collaborative Co-operative 'Declarative living' (The idea that rather than posting stuff that allows people to stalk us, we purposefully digitise and post our lives so that we get more value back - contacts, connections, etc.) Social networking empowered the masses.
  • All emails have Social linksAll webcasts have Social support
  • Structurer le réseau interneAjouté le reseau externe
  • Structurer le réseau interneAjouté le reseau externe
  • Enrich traditional customer facing (CRM processes) with the social WebLeveraging Web 2.0 from Solution to Sale / CommunitySo, in this webcast we will be talking about these three areas:How have we, at SAP, enabled web 2.0 capabilities within the SAP CRM 2007 solution to make it easier to use and at the same time more powerful for the user driving user adoption and productivity.How are we leveraging Web 2.0 to connect and collaborate with our customers and partners and enable customers and partners to better interact with each other. We have built a customer community where customers come to share best practices and success. Plus, we are using this community to develop deeper understanding of your needs and requirements.The vision for the next generation of CRM applications: Building Web 2.0 centric applications from the ground up - bringing together both unstructured and structured data to enhance customer and market insight.
  • Trusted sourcehttp://developer.yahoo.com/social/socialdir/Linked In
  • Username:grandprix password: Xper!ence
  • [twitter]Use the PowerPoint Twitter Tools to check for feedback: http://bit.ly/33BYeB[/twitter]
  • Financial monitoring – use WiGO to retrieve account balances from around the worldCall center optimization – analyze call center logs in SAP CRmProcurement optimizattion – retrieve inventory and price from a volume of vendors and identify the lowest price in seconds
  • Structurer le réseau interneAjouté le reseau externe
  • [twitter]Twitter gives presentation audiences a new weapon — have you used it?[/twitter]
  • [twitter]Yes, Twitter is just a fad — like email, the internet, PCs…[/twitter]
  • Social media is not a strategy but part of communications and public relations.

Transcript

  • 1. Web 2.0 And Social Media @SAP
    Timo ElliottOctober 2010
  • 2. Introduction
    Technology Evangelist: passionate about Web 2.0 and Enterprise 2.0, Analytics and Business Intelligence
    Email:
    • timo.elliott@sap.com
    Blogs:
    • TimoElliott.com
    • 3. SAPWeb20.com
    Twitter: timoelliott
  • 4. Topics
    Web 2.0 / Social Media Best Practice
    SAP & Web 2.0
    Web 2.0 with SAP
    Web 2.0 at SAP
    Web 2.0 by SAP
  • 5. recognize that using the web to partner with their customers will have a significant impact ontheir business
    of enterprise early adopters are planning online communities
    B2C
    B2B
    The social evolutionSocial media is changing the way your customers do business
    Social Web
    of U.S. online consumers will be viewing social content by the end of 2009
    85%
    58%
    85%
    58%
    40%
    of European online consumers continue their uptake of social media, with more than half now regularly engaging in some type of social content
    40%
    50+%
    50+%
    Serious Business - Web 2.0 Goes Corporate,The Economist Intelligence Unit, January 2007
    Forrester, January, 2009
    © SAP 2009 / Page 4
  • 6. The social challengesWith the social Web comes channel proliferation
    The Social Web
    Company
    Customer
    “By 2010, more than 60% of Fortune 1000 companies
    with a Web site will have some form of online community
    that can be used for customer relationship purposes.”
    “The Business Impact of Social Computing on CRM”, Gartner, February, 2009
    © SAP 2009 / Page 5
  • 7. What is Social Media?
    It’s basically about communication: you want your customers to know, like, and trust you, and these are powerful tools
    Don’t focus too much on the channels — these are like different languages. The content and value of the conversation is what counts
    It’s a process, not an event — to build relationship with potential customers, and maintain a good relationship with existing customers
  • 8. Five Reasons to Embrace Social Media
    1. You’re already involved in social media
    Your employees are doing it
    Discussions about brand are taking place
    If you participate you can shape outcomes
    2. Comparative advantages
    Word of mouth is the #1 influencer of purchases
    Does not require a media budget
    Viral effect can carry a message a long way
    3. Revenue growth
    Among the top 100 Brands, those using social media saw 18% lift in revenue (Altimeter/Wet Paint 2009)
    91% of Inc. 500 use social media (Umass Dartmouth 2009)
  • 9. Five Reasons to Embrace Social Media
    4. Must-have for corporate awareness
    Creating brand awareness and consideration
    Inbound marketing / research
    Community relations
    Recruiting / employee relations
    Investor relations
    Crisis / corporate communications
    5. Search engine rankings
    Can produce great results
  • 10. Social Media is Important
    Social networks now represent the fastest growing Internet segment – 3x the rate of overall Internet growth. (2009)
    Social networking sites are growing at the rate of 47% annually, reaching 45% of total web users. (2006)
    Social networking and blogging are now the 4th most popular online activities according to Nielsen’s recently released Global Faces and Networked Places report. (2009)
    Source: UMASSD Center for Marketing Research 2008
  • 11. Leading Companies are Turning to Social Media
    Source: UMASSD Center for Marketing Research 2008
  • 12. Social Media Use is Growing
  • 13. How Social Media is Being Used
  • 14. Most Organizations Are Only Experimenting
    What is your current approach to social media strategy?
  • 15. More Power to the People
    Social media puts buyers, not marketers, in control
    Often leading-edge adopters and opinion-leaders
  • 16. Change from Top Down to Bottom Up
    Slide15
    Start with the audience, not the tools
  • 17. Increased Corporate Transparency is Inevitable
  • 18. It’s About Being Human
    Communication
    Connections
    Collaboration
    Collective wisdom
    Contributing
    Content creation
    Community
  • 19. People Trust Other People
  • 20. Social Media Pitfalls
    1. Rush to action without a plan
    2. Lack of objectives and measurement
    3. Content guidelines
    4. Failing to engage audience
    5. Limited reach
  • 21. Social Media Pitfall #1: Rush to Action
    Rushing to action without a plan (shiny new object)
    Hasty decisions and knee-jerk reactions
    One-off approach
    Focus on the wrong objectives or platforms
    Failing to understand requirements and resources
  • 22. Social Media Pitfall #2: Measurement
    Success requires
    Defined and measurable objectives
    Metrics that tie to those objectives
    Tools and knowledge for tracking metrics
    Ability to translate online activity into business results
    Methodology to translate ROI
  • 23. Social Media Report: Buzz Volume Trends
  • 24. Social Media Report: Sentiment
  • 25. Buzz Volume Cross Topic
  • 26. Social Media Metrics
    Engagement Metrics
    Site visits
    Unique visitors
    Visit frequency
    Page views per visit
    Time on site
    Registrations
    Conversions
    Web 2.0 Metrics
    Posts
    Tweets and ReTweets
    Facebook Fans
    Followers
    Ration: following to follers
    Mentions
    Content Views
    Content Uploads
    Shared pages
    Sentiment ration
    Page 1 search rankings
  • 27. Social Media Pitfall #3 Content
    While content is critical, it is often an afterthought
    Must be engaging
    Requires content planning
    Format: copy, video, photos, audio
    Type: original vs. repurposed
    Source: where will it come from
    Brand guidelines, legal issues, etc.
  • 28. Social Media Pitfall #4
    Social Media is about listening and interacting vs. shouting
    “Spray and Pray” doesn’t work
    Think: Telephone vs. Megaphone
    Engagement hurdles:
    Lack of interesting and relevant content
    Self-focused content
    Too much self-promotion
  • 29. Social Media Pitfall #5: Limited Reach
    Social media only works with a large audience
    Process of building a network is often overlooked
    Without reach, there is no ROI
  • 30. Avoiding Social Media Pitfalls
    Goals: Who and What
    Define audiences and identify influencers
    Define objectives
    Set reasonable expectations
    Media: which social platforms?
    Engagement: how to listen and interact?
    Content: types of media, voice, frequency
    Duties: producing, posting, sharing, responding
    Policy: addressing negative comments
    Reach: how will you promote your program?
    Online, email, offline, PR, word of mouth
    How will you build your network?
    Resources: what is needed: what will it cost?
    People, process, assets, tools, etc.
    Metrics: how will you measure success
    What metrics will you use?
    What tools will you use?
    How will you translate into ROI?
  • 31. Social Media Strategy
    Tactics:
    Facebook,twitter, etc.
    Research, planning, listening…
    Components of a social media strategy:
    Audiences
    Objectives and metrics for measuring success
    Team and resources
    Key influencers (and tactics for engaging them)
    Social media sites, networks, and groups
    Content guidelines
    Operational plan for producing, posting, sharing
    Marketing plan to promote and build network
    Tools (influencer tracking, monitoring, reporting)
    Methodology for translating activity into ROI
  • 32. Forrester’s 4-step approach to set social strategy
    P
    O
    S
    T
    PeopleAssess your customers’ social activities
    ObjectivesDecide what you want to accomplish
    StrategyPlan for how relationships with customers will change
    TechnologyDecide which social technologies to use
  • 33. People
    Where are your customers online?
    What are your customers’ social behaviors online?
    What social information or people do your customers rely on?
    What is your customers’ social influence? Who trusts them?
    How do your customers use social technologies in the context of your products.
  • 34. Which Media?
  • 35. Organizational Models
    34
  • 36. Processes Brand Triage
    35
  • 37. Roles
    Social strategist: Responsible for the overall program, including ROI
    Community manager: Customer facing role trusted by customers
    36
  • 38. Social Technographics Ladder
    Publish a blog
    Publish your own Web pages
    Upload video you created
    Upload audio/music you created
    Write articles or stories and post them
    Creators
    Post ratings/reviews of products/services
    Comment on someone else’s blog
    Contribute to online forumsContribute to/edit articles in a wiki
    Model audiencepropensity to usesocial media inbusiness decisionmaking/adoptionactivity
    Critics
    Use RSS feeds
    Add “tags” to Web pages or photos
    “Vote” for Web sites online
    Collectors
    Maintain profile on a social networking site
    Visit social networking sites
    Joiners
    Read blogs
    Watch video from other users
    Listen to podcasts
    Read online forums
    Read customer ratings/reviews
    Spectators
    Groups include people participating in at least one of the activities monthly.
    None of the above
    Inactives
  • 39. Today: Product-Centric Channels
    C
    C
    C
    C
    C
    C
    C
    C
    C
    Retailer
    MSP
    VAR
    Vendor
    Distributor
    Offers
    Customer
    Master
    VAR
    DMR
    Referral Partner
  • 40. Tomorrow: Customer-Centric Channels
    C
    C
    C
    C
    C
    C
    C
    Retailer
    MSP
    VAR
    Vendor
    Distributor
    Customer
    Needs
    Master
    VAR
    DMR
    Referral Partner
  • 41. Progressive approach to becoming a social enterprise
    Customer
    Advocacy
    TRANSFORM
    Loyalty
    Evolve Relationships
    ENGAGE
    • Evolve roles
    • 42. New business models
    Satisfaction
    ENABLE
    Build Customer Trust
    Improve Brand Perception
    Degree of
    Change…
    • Listen and understand
    • 44. Share and consume
    © SAP 2009 / Page 40
  • 45. Agencies
    Test to see that they focus on relationships, not campaigns.
    Ask when they failed at social media – and what they learned.
    Hire only agencies with “scar tissue.”
    Leverage agencies and have them train you in all things social.
    Enable fast, concerted entry into the market.
    Be wary of agencies wanting to craft your strategy – only you can do that.
    41
  • 46. Example “Social Readiness” Health Check Survey
    42
    Ideally, you should be at “4.0” for launch.
    Area of opportunity.
  • 47. What To Avoid…
  • 48. A Kryptonite lock is picked apart by a blogger with a Bic pen. First blogs, then the New York Times amplify the feat as the company fails to respond.
    Social Relevance: Viral effect costs $15 million in product recalls.
    September 2004: Kryptonite
  • 49. L’Oreal is skinned alive by the first big fake blog fiasco
    Social Relevance: The first demonstration that flashy advertising values don’t work in social media.
    June 2005: L'Oreal
  • 50. Jeff Jarvis invents “angry blogger slams customer service syndrome”. Hundreds of others blog about similar shoddy Dell customer service.
    Social Relevance: Dell is one of the first companies to learn that, in social media, you ignore your customers at your peril.
    August 2005: Dell
  • 51. Chevy’s Design your own Tahoe competition loses its big end to crowdsourced complaints.
    Social Relevance: A big brand learns first-hand it has no control when it comes to social media marketing.
    April 2006: Chevy Tahoe
  • 52. Folksy “Isn’t Wal-Mart great” travel blog “Wal-Marting Across America” hits a reputation pot-hole when unmasked as being paid for by company.
    Social Relevance: Black eye for Wal-Mart amid accusations that it was trying to shift attention away from criticism of its labor practices.
    October 2006: Wal-Mart
  • 53. Taco Bell suffers the ultimate PR horror, rats taking over one of its Manhattan chains. And a local TV news crew was there to document it.
    Social Relevance: Rodents in the kitchen making local news isn’t exactly new. But 1.2 million views on YouTube? That’s global embarrassment and one still viewed.
    February 2007: Taco Bell
  • 54. Unilever’s Dove brand finds itself on the receiving end of an aggressive Greenpeace social media campaign against palm oil-driven deforestation.
    Social Relevance: Greenpeace, understanding the power of compelling, shareable content uses YouTube to stoke consumer ire against the largest palm oil buyer.
    April 2008: Dove
  • 55. In the wake of an employee gross-out video that spread virally on YouTube, Domino’s USA president takes a leaf out of JetBlue’s book and issues a social media apology.
    Social Relevance: Once crisis comms was handled by press releases and carefully co-ordinated TV interviews. Now the discourse plays out online in real time.
    April 2009: Domino’s Pizza
  • 56. United Airlines handles hundreds of lost and damaged baggage complaints each year. But aggrieved Dave Carroll went viral with his ballad of a broken guitar.
    Social Relevance: United had 9 months to placate Carroll before he penned his protest song. Instead they were confronted with a backlash millions empathised with.
    July 2009: United
  • 57. Greenpeace targeted Nestle but only when activists besieged Nestle’s Facebook page and the company got aggressive and deleted posts did it become a global story.
    Social Relevance: Nestle’s inept social media community management made it look like an arrogant, tin-eared corporate to the public. Just what Greenpeace wanted.
    February 2010 Nestle
  • 58. BP spills millions of barrels of the oil into the Gulf of Mexico. Finds its online PR response clogged by Facebook outrage and a fake, hilarious Twitter account.
    Social Relevance: While BP spent £93m on ads, social media kept the pressure on. 350 “Boycott BP” Facebook groups formed and 188,000 followed fake @BPGlobalPR.
    June 2010: BP
  • 59. Social Media Triage
    55
    Take reasonable action to fix issue and let customer know action taken
    Negative
    Positive
    Yes
    Yes
    No
    Assess the message
    Evaluate the purpose
    Do you want to respond?
    Does customer need/deserve more info?
    Unhappy Customer?
    No Response
    Yes
    Are the facts correct?
    Gently correct the facts
    Yes
    No
    No
    No
    Can you add value?
    DedicatedComplainer?
    Are the facts correct?
    Yes
    Yes
    No
    No
    Yes
    Respond in kind & share
    Thank the person
    Comedian Want-to-Be?
    Explain what is being done to correct the issue.
    Is the problem being fixed?
    Yes
    No
    Yes
    This framework was built using the USAF Blog Triage.
    Let post stand and monitor.
  • 60. Web 2.0 with SAP, at SAP, and by SAP
  • 61. Social Media with SAP
    Who: Technology decision makers, buyers and influencers
    What: Twitter, Linkedin, Facebook, Social sharing, blogs, YouTube, SCN
    How: Active listening and support in all campaigns
    Results: Driving leads for SAP North America
    5major groups, 2M+ members
    10+ major groups 50K+ members
    45K followers30+ accounts
    55K fans, 30+ active pages
    40K visits via blogs
    “SAP Community Network…may be the most extensive use to date of social media by a corporation.”
    Richard Adler, Leveraging the Talent-Driven Organization, The Aspen Institute, March 2010
  • 62. Lots of Tracking and Measurement
  • 63. Dynamic Ecosystems Enable Adaptability inan Era of Fundamental Change
  • 64. SAP Community Network (SCN) A Rich, Global Network of Communities and Assets
    Customers
  • 65. SAP Community Network
  • 66. The Community, Visualized
  • 67. Creating Communities
  • 68. Industry Best Practice
    Many businesses can create stickinessby building user communities. Every year, … SAP hosts conferences where customers can meet with IT experts, software developers, and, most important, each other. These aren’t sales events per se, but you can be sure that attendees leave with a feeling of partnership with SAP.”
    Jack and Suzy Welch, The Welch Way Business Week, September 2008

    THE
    WELCH WAY
    SAP has set the standard— certainly within the tech industry — and offers a good example of the potential. SAP is one of the leaders in the scale, diversity, and integration of its vast ecosystem.”
    John Hagel and John Seely BrownHow SAP Seeds InnovationBusiness Week, July 2008


    SAP ranks in the top ten of "the world's most valuable brands based on how they leverage social media to interact with customers.”
    Charlene Li The World’s Most Valuable Brands. Who’s Most Engaged? Altimeter, August 2009
    SAP has elevated its community development into an entirepractice…it allows the most dedicated members of its community direct access to senior management to provide feedback on products, services, and strategy. This is the best way to stay customer-focused and relevant in a rapidly changing competitive environment.”
    Chris Andrews Four Components of Successful Innovation, Forrester, April 2009

  • 69. Socially-Aware Marketing
  • 70. SAP Social Media Guidelines for Employees
    Identify yourself
    Be Honest
    Be Respectful
    Separate Opinions from Facts
    Add Value
    Be Engaged and Be Informed
    Aim for Quality, not Quantity
    Don't Pick Fights
    Protect Your Privacy
    How to Handle Media Inquiries
    Legal Considerations
    Social Computing and Your Primary Role
  • 71. We’ve Had Our Own Stumbles
  • 72. SAP Employee NetworkMany Tools – One Intranet
    SAP Employee Network
    ManagedContent
    Spark Ideas
    Questions
    MyPage
    SAP Employee Network Tools
    Corporate Portal
    Tube
    Decisions
    Talk
    People
    Communities
    Documents
    Connect
    Social Media
    Wizard
    Search
  • 73. SAP Employee NetworkCommunities
    What are Communities?
    • Collaborate online and network across teams
    • 74. Provide information, give feedback and discuss
    • 75. Find the right people (experts, peers, etc.) and share knowledge fast and easily
    • 76. Follow other users’ activities
    • 77. Find the right people like peers and experts
    • 78. Start discussions and share your thoughts
    • 79. Write blogs and read what others have to say
    • 80. Follow other users
    • 81. Create and maintain online documents
    • 82. Benefit from versioning and tagging
    • 83. Create bookmarks
    • 84. Profit from other users’ bookmarks
    • 85. Find subject matter groups and communities
    • 86. Maintain membership for own groups/communities and request membership
    © SAP 2010 – Employee Network – Page 69
  • 87. SAP Employee NetworkTalk
    What is Talk?
    Talk is a secure, internal microblogging platform for SAP. Users post short notices (up to 140 characters) which are broadcast to friends and colleagues across SAP via the web, desktop applications, email, or Blackberry client.
    Interesting features
    • Post a message to a specific group
    • 88. Integrate blogs to your preferred RSS reader
    • 89. Receive e-mail notifications
    Public Timeline
    • In the public timeline, everyone's updates can be viewed.
    • 90. Filter bygroups, tags ormostpopularifyoulike.
    Account
    • Define various attributes like nickname, personal homepage or bios
    • 91. Set your time zone, language, etc.
    Subscriptions
    • Create a filtered view by subscribing to dedicated colleagues or groups.
    • 92. Messages posted by your contacts will appear on your Home page
    Search
    • Find users or groups
    • 93. Find out more information in the profile and subscribe in case of interest
    © SAP 2010 – Employee Network – Page 70
  • 94. SAP Employee NetworkConnect
    What is Connect?
    Connect is a virtual meeting room solution with integrated audio and web conferencing
    Interesting features
    • One unique URL for each SAP employee
    • 95. Meet ad hoc – no reservation necessary
    • 96. Save conferences through individual passcodes
    • 97. Available at SAP worldwide for both internal and external participants
    Dial In
    • Enter the Connect roomquicklythrough individual URL orsimplyjoinifinvited
    • 98. Stepintophoneconference via screenmenuordial-in individually
    Screen Sharing
    • See other users’ desktop or documents
    • 99. Draw on the whiteboard, have a chat or a quick poll
    • 100. Record meetings with audio for later playback
    Getting Started
    • Get ramped up very quickly through start guides and video tutorials
    Account
    • Easily maintain your account information
    • 101. Get a conference overview
    • 102. Store recorded sessions
    © SAP 2010 – Employee Network – Page 71
  • 103. SAP Employee NetworkQuestions
    What is Questions?
    Questions offers you the unique opportunity to ask or vote for questions or suggestions you’d like to see addressed at Global All Hands meetings and during special communications campaigns.
    Your votes can help ensure the most important questions get to the top. Make them count!
    • Post questions in your name or anonymously.
    • 104. Vote for questions that are important to you.
    • 105. An encrypted hash value of your UserID is maintained to hinder double voting.
    • 106. However, to guarantee your anonymour vote, your actual user is not stored anywhere.
    © SAP 2010 – Employee Network – Page 72
  • 107. SAP BusinessObjectsSAP Strategy for EnterpriseSocial Networking
  • 108. Integrating Enterprise Process with Social Networks
    Social Networks
    New Technology
    User Expectations
    Organizational Change
    Business Network Transformation
    Enterprise Processes
  • 113. The Value of Social Networking for the Enterprise
    Improve team collaboration internally and externally
    Access the value of employee knowledge and networks
    Business Intelligence
    External Networks
    Internal
    Networks
    Enterprise Processes
  • 114. The Value of Social Networking for the Enterprise
    ENTERPRISE SOCIAL
    NETWORKS
    Business Intelligence
    External Networks
    SOCIAL INTELLIGENCE 
    Internal
    Networks
    COLLABORATION
    Enterprise Processes
  • 115. Social CRM
    With social tools, every employee can talk to customers and prospects  
    This can create confusion with clients
    You need to centralize data so customers have a holistic experience
  • 116. AgentCreatesCRMRequest
    AgentFollows Up with Customer
    Agent Filters Tweets
    Customer Notifiedvia CRM
    AgentSolvesIssue
    SAP CRM Social StrategyLeveraging the social Web within your CRM business processes
    SAP BusinessObjects
    SAP CRM
    Web 2.0 & Web Service Enabled
    Analysis of Unstructured Content
    © SAP 2009 / Page 78
  • 117. CRM 2.0 Enrich the enterprise
    Enterprise
    Social Web: Collaboration
    CRM 2.0:
    CRM + Social Web
    CRM 1.0:
    Robustness & Efficiency
    • Peer-to-peer collaboration
    • 118. Information sharing (product ratings, service feedback…)
    • 119. User generated content
    • 120. Unstructured data
    • 121. Many-to-many relationships
    • 122. Enable action based on feedback from direct customer interactions and the social web
    • 123. Leverage collaboration across business processes and beyond business boundaries
    • 124. Structured and unstructured data
    • 125. Transactional efficiency
    • 126. Interaction excellence
    • 127. Enterprise-driven content
    • 128. Structured data
    • 129. One-to-many relationships
    © SAP 2009 / Page 79
  • 130. SAP CRM social strategyDesign principals for leveraging the social Web with CRM
    CollaborationFacilitate collaboration capabilities across all roles andbusiness processes
    InsightConsolidated view of the enterprise (Operational and ‘Social’)
    Social Media InterfaceAbility to leverage new communication channels to gain better customer insight and improve customer experience
    Technology Enablers
    © SAP 2009 / Page 80
  • 138. Collaboration - Leverage ‘customer’ generated content & communities to enhance the customer experience
    LIKING
    Member Benefits
    Value Creation
    PREFERENCE
    EDUCATED
    • Ability to research products and solicit opinion/advice
    • 139. Build relationships and collaborate with other members
    • 140. Access trial versions of product
    • 141. Enable group buying experience
    • 142. Increase brand value via word-of-mouth
    • 143. Members act as product evangelist
    • 144. Increase sales and contract renewals
    Community
    AWARENESS
    CONVICTION
    Prospect
    Advocate
    Members (Customers) Benefit From Community ParticipationWhile Companies Derive Value
    © SAP 2009 / Page 81
  • 145. Structured Content
    Unstructured Content
    InsightBlend unstructured data with structured CRM content to…
    RSS
    Communities
    Blogs
    Widgets
    Podcards
    Social Networking
    Wiki
    Book Mark
    Tagging
    Micro Blogs
    ProductRecalls
    Service
    ERMS
    RMA
    eService
    CustomerService
    ServiceContracts
    Analytics
    ContractCenter
    Knowledge Management
    PartnerChannelManagement
    © SAP 2009 / Page 82
  • 146. Insight…Deliver a consolidated view of the enterprise
    Who is influencing the opinion in my communities?
    How are my products and services being rated in my community?
    How is my call Center performing?
    Which product is receiving the most service tickets?
    What are the gaps in my knowledge base?
    CustomerService 2.0
    What is being said about my product and services in Social Media
    How many products need to be recalled?
    How do I reach my customers about my product recalls?
    How engaged is my customer community?
    Who are the experts in my communities?
    © SAP 2009 / Page 83
  • 147. Social Media InterfaceEnhance the customer experience with the social graph
    SAP CRM
    Agent Filters Tweets
    © SAP 2009 / Page 84
  • 148. Social Media & SAP CRM: Service offerings on the EcoHub
    • Packages positioned as “implementation package” based on SOA
    • 149. Package is implemented by SAP Custom Development as a professional service
    • 150. Final pricing depends on customer specific requirements and prerequisites which would be evaluated by on-site consulting
    • 151. Each offering on EcoHub provides details on
    • 152. Business Value
    • 153. Technical Architecture
    • 154. Demo
    For more information refer to each of the productized service offerings on SAP EcoHub: -
    • Twitter Customer Service
    http://ecohub.sdn.sap.com/irj/ecohub/solutions/Twittercustomerservice
    • Twitter Marketing Campaign
    http://ecohub.sdn.sap.com/irj/ecohub/solutions/Twittermarketingcampaign
    • Target Marketing via Facebook®
    http://ecohub.sdn.sap.com/irj/ecohub/solutions/targetmarketingFacebook
  • 155. Twitter Customer Service
  • 156. Twitter InBox
    Customer Service agent or executive sees a list of all conversations (tweets) about the company directly addressed to it regarding products or services
  • 157. Filter on Sentiment
    e.g. filter on most negative for highest-priority actions
  • 158. Respond to the Customer
    Reply to the customer. Response is posted as a tweet to the customer
  • 159. Service Ticket Creation
    Create service ticket to deal with complaint
  • 160. Service Ticket Details to Customer
    Via Twitter
  • 161. Service Dashboard
    Service Dashboard to monitor the Customer Service and view the variations in the sentiment
  • 162. Create New Campaign
    New campaign for product with excess inventory
  • 163. Post Marketing Campaign
    Marketing Campaign posted as a tweet on company’s Twitter homepage and is visible to the Twitter channel followers
  • 164. Marketing Dashboard
    Monitor and Analyze the Marketing Campaign
  • 165. SAP CRM & FacebookAmplify impact of loyalty programs via the social graph
    Registrations, invitations, notifications
    Campaigns, content, loyalty
    © SAP 2009 / Page 96
  • 166. Why Facebook?The potential for viral marketing
    Direct Friends
    Friendof Friends
    Interested Parties
    © SAP 2009 / Page 97
  • 167. Why Facebook?Social networks provide an ideal platform for “WOM” marketing
    Tracy earned 700 miles by registering for the Europe double miles offer from World Flyer
    WORLDFLYER APPLICATION
    Rapid life in awareness of products and offers
    Extend reach to a broader customer segment
    Create intense engagement with the brand
    Direct Friends
    Friendof Friends
    Interested Parties
    News feed
    News feed
    Invite
    © SAP 2009 / Page 98
  • 168. Facebook Marketing
    CRM Loyalty Management Application
  • 169. SAP CRM & FacebookProcess flow
    • Tracy reviews the relevant offers for her from World Airways
    • 170. She registers for specific promotions that interest her
    Offers
    • Tracy Hicks, a premium customer, downloads the widget on her Facebook profile
    • 171. She uses her WorldFlyer loyalty program authentication to login to the application
    Facebook Widget
    • WorldFlyer segments its customer base to target the ‘Premium’ tier customers on Facebook
    • 172. Launches an email campaign against the segment – Invitation to download Facebook widget and earn 500 bonus miles
    • 173. Tracy reviews her account details and transactions
    • 174. She provides feedback on a flight she took recently
    Campaign Execution
    Account Details
    • Tracy invites her friend, Matt, to download the WorldFlyer widget
    • 175. Matt downloads the widget and adds it to his profile
    Invitations
    © SAP 2009 / Page 100
  • 176. Twitter Marketing Campaigns
    Features
    Simple and intuitive UI based on widely accepted CRM Web Client UI
    Provide Consolidated View of the Enterprise – Operational & ‘Social’ Insights with respect to quality of service offerings and marketing initiatives
    Leverage social media channels to execute planned and ad-hoc campaigns thus widening 'message' reach to where your customers are
  • 177. Enterprise Performance Management
    Governance Risk
    and Compliance
    Strategy Management
    Planning, Budgeting and Forecasting
    RiskManagement
    Access Control
    Profitability andCost Management
    Process Control
    Global Trade Services
    Consolidation
    Spend and Supply Chain
    Environmental, Health and Safety
    BusinessIntelligence
    Information Management
    Query, Reporting, and Analysis
    Reporting
    Data Integration
    Data Quality Management
    Dashboards and Visualization
    Search and Navigation
    Master Data Management
    Metadata Management
    Advanced Analytics
    SAP BusinessObjects Product Portfolio
  • 178.
  • 179.
  • 180.
  • 181.
  • 182.
  • 183. Organic Valley, “Milk Analytics”
  • 184. © SAP 2009 / Page 109
    Organic Valley Feeds Need for Integrated Processes with SAP® BusinessObjects™
  • 185. Try it Yourself: sap.com/explorerdemo
  • 186. Mobile Dashboards and Exploration
    New Devices, New Possibilitities:
    More People, More Often, More Context
    RoamBI Partnership
    SAP BusinessObjects Explorer for iPhone/iPad
  • 187. Next Generation On-Demand BI
    More than 230,000 subscribers and growing
    © SAP AG 2009. All rights reserved. / Page 112
  • 188. PowerPoint Twitter Tools from SAPWeb20.com
  • 189. SAP BusinessObjects Text AnalysisTurn unstructured data into insight
    Dynamic Tag Cloud based on the key topics being discussed in Social Media
    Social Metrics
    Sentiment of the conversation addressed to the company
    SAP’s Text Analysis engine can parse sentiment and entities such as key topics, subject, object, etc. from a conversation
    © SAP 2009 / Page 114
  • 190.
  • 191. Text Analytics
  • 192. Customer feedback
  • 193. © SAP 2008 / Page 118
    Powerful Extraction Capabilities
    Who: people, job title, and social security numbers
    What: companies, organizations, financial indexes, and products
    When: dates, days, holidays, months, years, times, and time periods
    Where: addresses, cities, states, countries, facilities, internet addresses, and phone numbers
    How much: currencies and units of measure
    Concepts: “unstructured text”, “global piracy”, and so on
    Sentiments: positive, neutral, and negative
    Relations and events: person-org, person-person, travel, mergers and acquisitions, etc.
    Categories: business, terrorism, etc.
    Customizable: industry- or customer-specific applications
  • 194. Text Analytics
  • 195. Voice of the Customer: Sentiment Detection & Buzz Tracking
    Determine what people are talking about and requesting
    Measure how much buzz is positive or negative
    Explain the why behind the metrics
    Does it change in response to market events?
    Support root cause analysis
    Product quality and features
    Customer care
    Business strategy
    © SAP 2008 / Page 120
  • 196. Analyzing a Customer Call Note
  • 197. Extract Entities
  • 198. Extract Facts and Sentiment
  • 199. WiGo Prototype
    Internet
    Amazon, Epinions, Ciao, Buzillions...
    Unstructured Data
    WiGo
    (Cloud Native)
    Client Applications
    On-Demand & On-Premise ERP, CRM etc.
    Alerts
    Collect
    Text & SentimentAnalysis
    Visualize
    Structured Enterprise Data
    In-Memory Database
    DBMS
  • 200. WiGo Project: Brand and Product Affinity using Structured and Unstructured Data
    Imagine you are a Product Manager….
    1.3 Billion blogs..
    3.5 Billion readers globally..
    7 million new web pages created daily..
    1 million blog posts in 24 hours ..
    Do you know what they are saying about your Products?
    Get closer to customers
    • Transform unstructured data from internal and external resources into actionable insights
    • 201. Combine with structured data from enterprise systems (e.g. CRM, ERP etc.)
    • 202. Perform instant analysis to support decision making
  • WiGo Architecture
    Internet
    Amazon, Epinions, Ciao, Buzillions...
    Unstructured Data
    WiGo
    (Cloud Native)
    Client Applications
    On-Demand & On-Premise ERP, CRM etc.
    Alerts
    Collect
    Text & SentimentAnalysis
    Visualize
    Structured Enterprise Data
    In-Memory Database
    DBMS
  • 203. WiGo Demo
  • 204. WiGo: Applications across the Enterprise
    Quality
    Innovation
    Loyalty
    Risk
    Insight
    Operations
    Voice of the Market
    Product Innovation
    Compliance
    Voice of the Customer
    Competitive Analysis
    Patent Monitoring
    New Product Launch Monitor
    Requirement Gathering
    Anti-Money Laundering
    Crisis Mitigation
    Issue Correction
    Risk Management
    Brand Reputation Management
    Discover Market Trends
    Communications Compliance
    Campaign Management
    Call Center Optimization
    Financial Monitoring
    Brand Infringement
    Brand Fraud Containment
    Procurement Optimization
  • 205. The Value of Social Networking for the Enterprise
    ENTERPRISE SOCIAL
    NETWORKS
    Business Intelligence
    External Networks
    SOCIAL INTELLIGENCE 
    Internal
    Networks
    COLLABORATION
    Enterprise Processes
  • 206. Collaborative Decisions
    Sales
    Shipping
    Business Users
    Gartner Strategic Planning Assumption
    “In 2009, Collaborative Decision Making will emerge as a new product category that combines social software with BI platform capabilities”
  • 207. SAP StreamWork
    SAPStreamWork.com
  • 208. Who Do I Collaborate With?
    I’ve got this great application…
    But… who do I need to involve in order to be effective? Who has the:
    Expertise
    Ownership
    © SAP AG 2009. All rights reserved. / Page 132
    • Ideas
    • 209. Skills
    • 210. Responsibility
    • 211. Budget
    • 212. 67% of workers believe there are colleagues who can help them do their job better
    • 213. 39% say they have difficulty locating the right people
    • 214. Only 25% frequently go outside their department to seek or share knowledge
    • 215. 38% don’t get asked for their help and information
    Source: Harris Interactive and Tacit Knowledge Systems
  • 216. “Social Intelligence”
    “Analysis of social content for implicit connections between network members, inside and outside the organization”
    • Who works for who?
    • 217. Who worked on this project?
    • 218. Who has the expertise to answer my questions?”
    • 219. Who are the contacts of this person in the organization?
    • 220. Who are the clients and partners in contact with this person?
    • 221. Who are the key people in the organization?
  • SAP Social Network Analyzer Prototype
    http://sna-demo.ondemand.com
  • 222. Available to All SAP Employees
  • 223. Operational Costs
    Operation Risk
    Photo by Duncan Davidson on Flickr
  • 224. Managing Risk and ComplianceEnd-to-End Process
    Managing Risk and Compliance ensures all categories of risk across the organization are aggregated at the enterprise level and managed holistically
    CFO
    Head of Compliance/ Internal Audit
    Vice President Tax/
    Head of Compliance
    Head of
    Risk Management
    Head of Internal Audit/ Chief Security Officer
    Risk-Based Internal Controls
    Duty Reduction and Trade Compliance
    Enterprise Risk Management
    Access Management
    Strategy/ Planning
    Trade Policy Planning
    Risk
    Planning
    Risk Management
    Risk Identification
    Risk
    Analysis
    Access Planning
    Document Compliance Initiatives
    Import/Export Compliance Monitoring
    Minimize Duty, Taxes, Fines, Penalties
    Risk
    Response
    Risk Monitoring
    Business Operations
    Plan and Perform Assessments and Tests
    Remediate Issues and Certify Results
    Access Analysis & Response
    Access Monitoring
    Internal Audit
  • 225. Questions?
  • 226. Thanks!
    You Should Follow Me on Twitter: @timoelliott
    Email: timo.elliott@sap.comBI Blog:timoelliott.comSAP Web 2.0 Blog:sapweb20.comFollow us:twitter.com/businessobjects
  • 227. And it’s changing the way we work
  • 228. It’s an arms race
  • 229. Thoughts about different social media
    Blogs
    Only if you’re passionate about something (but all marketing should feature somebody passionate about something)
    Twitter
    If you have any kind of public-facing role
    Internal micro-blogging
    E.g. SAP Talk, Yammer
    Great learning environment
    Everybody:
    Tell people what you’re doing
    Give links to useful resources
    Ask and questions
    Video
    In moderation…
    Facebook
    Personally, I think it’s too personal
    LinkedIn
    Not a bad place to host a conversation
    SDN
    Lots of people, not as broad as we’d like, SEO problems today
    Other
    Find out where prospects already hang out
  • 230. Still treating social media as a fad?
    It is — just like email, the internet, PCs…
  • 231. Fundamentals
    Conversation, Not Selling
    Relationships, Not Transactions
    Listen, Learn, Participate
    Slide144
  • 232. Embrace the Crowd
  • 233. Photo by Duncan Davidson on Flickr
  • 234. Slide147