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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.
  • Timo Elliott

    1. 1. Web 2.0 And Social Media @SAP<br />Timo ElliottOctober 2010<br />
    2. 2. Introduction<br />Technology Evangelist: passionate about Web 2.0 and Enterprise 2.0, Analytics and Business Intelligence<br /> Email:<br /><ul><li>timo.elliott@sap.com</li></ul>Blogs:<br /><ul><li>TimoElliott.com
    3. 3. SAPWeb20.com</li></ul>Twitter: timoelliott<br />
    4. 4. Topics<br />Web 2.0 / Social Media Best Practice<br />SAP & Web 2.0<br />Web 2.0 with SAP<br />Web 2.0 at SAP<br />Web 2.0 by SAP<br />
    5. 5. recognize that using the web to partner with their customers will have a significant impact ontheir business<br /> of enterprise early adopters are planning online communities<br />B2C<br />B2B<br />The social evolutionSocial media is changing the way your customers do business<br />Social Web<br />of U.S. online consumers will be viewing social content by the end of 2009<br />85%<br />58%<br />85%<br />58%<br />40%<br />of European online consumers continue their uptake of social media, with more than half now regularly engaging in some type of social content<br />40%<br />50+%<br />50+%<br />Serious Business - Web 2.0 Goes Corporate,The Economist Intelligence Unit, January 2007<br />Forrester, January, 2009<br />© SAP 2009 / Page 4<br />
    6. 6. The social challengesWith the social Web comes channel proliferation<br />The Social Web<br />Company<br />Customer<br />“By 2010, more than 60% of Fortune 1000 companies <br />with a Web site will have some form of online community <br />that can be used for customer relationship purposes.”<br />“The Business Impact of Social Computing on CRM”, Gartner, February, 2009<br />© SAP 2009 / Page 5<br />
    7. 7. What is Social Media?<br />It’s basically about communication: you want your customers to know, like, and trust you, and these are powerful tools<br />Don’t focus too much on the channels — these are like different languages. The content and value of the conversation is what counts<br />It’s a process, not an event — to build relationship with potential customers, and maintain a good relationship with existing customers<br />
    8. 8. Five Reasons to Embrace Social Media<br />1. You’re already involved in social media<br />Your employees are doing it<br />Discussions about brand are taking place<br />If you participate you can shape outcomes<br />2. Comparative advantages<br />Word of mouth is the #1 influencer of purchases<br />Does not require a media budget<br />Viral effect can carry a message a long way<br />3. Revenue growth<br />Among the top 100 Brands, those using social media saw 18% lift in revenue (Altimeter/Wet Paint 2009)<br />91% of Inc. 500 use social media (Umass Dartmouth 2009)<br />
    9. 9. Five Reasons to Embrace Social Media<br />4. Must-have for corporate awareness<br />Creating brand awareness and consideration<br />Inbound marketing / research<br />Community relations<br />Recruiting / employee relations<br />Investor relations<br />Crisis / corporate communications<br />5. Search engine rankings<br />Can produce great results <br />
    10. 10. Social Media is Important<br />Social networks now represent the fastest growing Internet segment – 3x the rate of overall Internet growth. (2009)<br />Social networking sites are growing at the rate of 47% annually, reaching 45% of total web users. (2006)<br />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)<br />Source: UMASSD Center for Marketing Research 2008<br />
    11. 11. Leading Companies are Turning to Social Media<br />Source: UMASSD Center for Marketing Research 2008<br />
    12. 12. Social Media Use is Growing<br />
    13. 13. How Social Media is Being Used<br />
    14. 14. Most Organizations Are Only Experimenting<br />What is your current approach to social media strategy?<br />
    15. 15. More Power to the People<br />Social media puts buyers, not marketers, in control<br />Often leading-edge adopters and opinion-leaders<br />
    16. 16. Change from Top Down to Bottom Up<br />Slide15<br />Start with the audience, not the tools<br />
    17. 17. Increased Corporate Transparency is Inevitable <br />
    18. 18. It’s About Being Human<br />Communication<br />Connections<br />Collaboration<br />Collective wisdom<br />Contributing<br />Content creation<br />Community<br />
    19. 19. People Trust Other People<br />
    20. 20. Social Media Pitfalls<br />1. Rush to action without a plan<br />2. Lack of objectives and measurement<br />3. Content guidelines<br />4. Failing to engage audience<br />5. Limited reach<br />
    21. 21. Social Media Pitfall #1: Rush to Action<br />Rushing to action without a plan (shiny new object)<br />Hasty decisions and knee-jerk reactions<br />One-off approach<br />Focus on the wrong objectives or platforms<br />Failing to understand requirements and resources<br />
    22. 22. Social Media Pitfall #2: Measurement<br />Success requires<br />Defined and measurable objectives<br />Metrics that tie to those objectives<br />Tools and knowledge for tracking metrics<br />Ability to translate online activity into business results<br />Methodology to translate ROI<br />
    23. 23. Social Media Report: Buzz Volume Trends<br />
    24. 24. Social Media Report: Sentiment<br />
    25. 25. Buzz Volume Cross Topic<br />
    26. 26. Social Media Metrics<br />Engagement Metrics<br />Site visits<br />Unique visitors<br />Visit frequency<br />Page views per visit<br />Time on site<br />Registrations<br />Conversions<br />Web 2.0 Metrics<br />Posts<br />Tweets and ReTweets<br />Facebook Fans<br />Followers<br />Ration: following to follers<br />Mentions<br />Content Views<br />Content Uploads<br />Shared pages<br />Sentiment ration<br />Page 1 search rankings<br />
    27. 27. Social Media Pitfall #3 Content<br />While content is critical, it is often an afterthought<br />Must be engaging<br />Requires content planning<br />Format: copy, video, photos, audio<br />Type: original vs. repurposed<br />Source: where will it come from<br />Brand guidelines, legal issues, etc.<br />
    28. 28. Social Media Pitfall #4<br />Social Media is about listening and interacting vs. shouting<br />“Spray and Pray” doesn’t work<br />Think: Telephone vs. Megaphone<br />Engagement hurdles:<br />Lack of interesting and relevant content<br />Self-focused content<br />Too much self-promotion<br />
    29. 29. Social Media Pitfall #5: Limited Reach<br />Social media only works with a large audience<br />Process of building a network is often overlooked<br />Without reach, there is no ROI<br />
    30. 30. Avoiding Social Media Pitfalls<br />Goals: Who and What<br />Define audiences and identify influencers<br />Define objectives<br />Set reasonable expectations<br />Media: which social platforms?<br />Engagement: how to listen and interact?<br />Content: types of media, voice, frequency<br />Duties: producing, posting, sharing, responding<br />Policy: addressing negative comments<br />Reach: how will you promote your program?<br />Online, email, offline, PR, word of mouth<br />How will you build your network?<br />Resources: what is needed: what will it cost?<br />People, process, assets, tools, etc.<br />Metrics: how will you measure success<br />What metrics will you use?<br />What tools will you use?<br />How will you translate into ROI?<br />
    31. 31. Social Media Strategy<br />Tactics:<br />Facebook,twitter, etc.<br />Research, planning, listening…<br />Components of a social media strategy:<br />Audiences<br />Objectives and metrics for measuring success<br />Team and resources<br />Key influencers (and tactics for engaging them)<br />Social media sites, networks, and groups<br />Content guidelines<br />Operational plan for producing, posting, sharing<br />Marketing plan to promote and build network<br />Tools (influencer tracking, monitoring, reporting)<br />Methodology for translating activity into ROI<br />
    32. 32. Forrester’s 4-step approach to set social strategy<br />P<br />O<br />S<br />T<br />PeopleAssess your customers’ social activities<br />ObjectivesDecide what you want to accomplish<br />StrategyPlan for how relationships with customers will change<br />TechnologyDecide which social technologies to use<br />
    33. 33. People<br />Where are your customers online?<br />What are your customers’ social behaviors online?<br />What social information or people do your customers rely on?<br />What is your customers’ social influence? Who trusts them?<br />How do your customers use social technologies in the context of your products.<br />
    34. 34. Which Media?<br />
    35. 35. Organizational Models<br />34<br />
    36. 36. Processes Brand Triage<br />35<br />
    37. 37. Roles<br />Social strategist: Responsible for the overall program, including ROI<br />Community manager: Customer facing role trusted by customers<br />36<br />
    38. 38. Social Technographics Ladder<br />Publish a blog<br />Publish your own Web pages<br />Upload video you created <br />Upload audio/music you created<br />Write articles or stories and post them<br />Creators<br />Post ratings/reviews of products/services<br />Comment on someone else’s blog<br />Contribute to online forumsContribute to/edit articles in a wiki<br />Model audiencepropensity to usesocial media inbusiness decisionmaking/adoptionactivity<br />Critics<br />Use RSS feeds<br />Add “tags” to Web pages or photos<br />“Vote” for Web sites online<br />Collectors<br />Maintain profile on a social networking site<br />Visit social networking sites<br />Joiners<br />Read blogs<br />Watch video from other users<br />Listen to podcasts<br />Read online forums<br />Read customer ratings/reviews<br />Spectators<br />Groups include people participating in at least one of the activities monthly.<br />None of the above<br />Inactives<br />
    39. 39. Today: Product-Centric Channels<br />C<br />C<br />C<br />C<br />C<br />C<br />C<br />C<br />C<br />Retailer<br />MSP<br />VAR<br />Vendor<br />Distributor<br />Offers<br />Customer<br />Master<br />VAR<br />DMR<br />Referral Partner<br />
    40. 40. Tomorrow: Customer-Centric Channels<br />C<br />C<br />C<br />C<br />C<br />C<br />C<br />Retailer<br />MSP<br />VAR<br />Vendor<br />Distributor<br />Customer<br />Needs<br />Master<br />VAR<br />DMR<br />Referral Partner<br />
    41. 41. Progressive approach to becoming a social enterprise<br />Customer<br />Advocacy<br />TRANSFORM<br />Loyalty<br />Evolve Relationships<br />ENGAGE<br /><ul><li>Evolve roles
    42. 42. New business models</li></ul>Satisfaction<br />ENABLE<br />Build Customer Trust<br /><ul><li>Take action
    43. 43. Dialog</li></ul>Improve Brand Perception<br />Degree of <br />Change…<br /><ul><li>Listen and understand
    44. 44. Share and consume</li></ul>© SAP 2009 / Page 40<br />
    45. 45. Agencies<br />Test to see that they focus on relationships, not campaigns.<br />Ask when they failed at social media – and what they learned.<br />Hire only agencies with “scar tissue.”<br />Leverage agencies and have them train you in all things social.<br />Enable fast, concerted entry into the market.<br />Be wary of agencies wanting to craft your strategy – only you can do that. <br />41<br />
    46. 46. Example “Social Readiness” Health Check Survey<br />42<br />Ideally, you should be at “4.0” for launch.<br />Area of opportunity.<br />
    47. 47. What To Avoid…<br />
    48. 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.<br />Social Relevance: Viral effect costs $15 million in product recalls. <br />September 2004: Kryptonite<br />
    49. 49. L’Oreal is skinned alive by the first big fake blog fiasco<br />Social Relevance: The first demonstration that flashy advertising values don’t work in social media.<br />June 2005: L'Oreal<br />
    50. 50. Jeff Jarvis invents “angry blogger slams customer service syndrome”. Hundreds of others blog about similar shoddy Dell customer service.<br />Social Relevance: Dell is one of the first companies to learn that, in social media, you ignore your customers at your peril.<br />August 2005: Dell<br />
    51. 51. Chevy’s Design your own Tahoe competition loses its big end to crowdsourced complaints. <br />Social Relevance: A big brand learns first-hand it has no control when it comes to social media marketing. <br />April 2006: Chevy Tahoe<br />
    52. 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.<br />Social Relevance: Black eye for Wal-Mart amid accusations that it was trying to shift attention away from criticism of its labor practices. <br />October 2006: Wal-Mart<br />
    53. 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.<br />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.<br />February 2007: Taco Bell<br />
    54. 54. Unilever’s Dove brand finds itself on the receiving end of an aggressive Greenpeace social media campaign against palm oil-driven deforestation. <br />Social Relevance: Greenpeace, understanding the power of compelling, shareable content uses YouTube to stoke consumer ire against the largest palm oil buyer.<br />April 2008: Dove<br />
    55. 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.<br />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.<br />April 2009: Domino’s Pizza<br />
    56. 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.<br />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.<br />July 2009: United<br />
    57. 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. <br />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.<br />February 2010 Nestle<br />
    58. 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.<br />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.<br />June 2010: BP<br />
    59. 59. Social Media Triage<br />55<br />Take reasonable action to fix issue and let customer know action taken<br />Negative<br />Positive<br />Yes<br />Yes<br />No<br />Assess the message<br />Evaluate the purpose<br />Do you want to respond?<br />Does customer need/deserve more info?<br />Unhappy Customer?<br />No Response<br />Yes<br />Are the facts correct?<br />Gently correct the facts<br />Yes<br />No<br />No<br />No<br />Can you add value?<br />DedicatedComplainer?<br />Are the facts correct?<br />Yes<br />Yes<br />No<br />No<br />Yes<br />Respond in kind & share<br />Thank the person<br />Comedian Want-to-Be?<br />Explain what is being done to correct the issue.<br />Is the problem being fixed?<br />Yes<br />No<br />Yes<br />This framework was built using the USAF Blog Triage. <br />Let post stand and monitor.<br />
    60. 60. Web 2.0 with SAP, at SAP, and by SAP<br />
    61. 61. Social Media with SAP<br />Who: Technology decision makers, buyers and influencers<br />What: Twitter, Linkedin, Facebook, Social sharing, blogs, YouTube, SCN<br />How: Active listening and support in all campaigns<br />Results: Driving leads for SAP North America<br />5major groups, 2M+ members<br />10+ major groups 50K+ members<br />45K followers30+ accounts<br />55K fans, 30+ active pages<br />40K visits via blogs <br />“SAP Community Network…may be the most extensive use to date of social media by a corporation.”<br />Richard Adler, Leveraging the Talent-Driven Organization, The Aspen Institute, March 2010<br />
    62. 62. Lots of Tracking and Measurement<br />
    63. 63. Dynamic Ecosystems Enable Adaptability inan Era of Fundamental Change<br />
    64. 64. SAP Community Network (SCN) A Rich, Global Network of Communities and Assets <br />Customers<br />
    65. 65. SAP Community Network<br />
    66. 66. The Community, Visualized<br />
    67. 67. Creating Communities<br />
    68. 68. Industry Best Practice<br />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.”<br />Jack and Suzy Welch, The Welch Way Business Week, September 2008<br />“<br />THE<br />WELCH WAY <br />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.” <br />John Hagel and John Seely BrownHow SAP Seeds InnovationBusiness Week, July 2008<br />“<br />“<br />SAP ranks in the top ten of "the world's most valuable brands based on how they leverage social media to interact with customers.”<br />Charlene Li The World’s Most Valuable Brands. Who’s Most Engaged? Altimeter, August 2009 <br />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.”<br />Chris Andrews Four Components of Successful Innovation, Forrester, April 2009 <br />“<br />
    69. 69. Socially-Aware Marketing<br />
    70. 70. SAP Social Media Guidelines for Employees<br />Identify yourself <br />Be Honest<br />Be Respectful<br />Separate Opinions from Facts<br />Add Value<br />Be Engaged and Be Informed<br />Aim for Quality, not Quantity<br />Don't Pick Fights<br />Protect Your Privacy<br />How to Handle Media Inquiries<br />Legal Considerations<br />Social Computing and Your Primary Role<br />
    71. 71. We’ve Had Our Own Stumbles<br />
    72. 72. SAP Employee NetworkMany Tools – One Intranet<br />SAP Employee Network<br />ManagedContent<br />Spark Ideas<br />Questions<br />MyPage<br />SAP Employee Network Tools<br />Corporate Portal<br />Tube<br />Decisions<br />Talk<br />People<br />Communities<br />Documents<br />Connect<br />Social Media<br />Wizard<br />Search<br />
    73. 73. SAP Employee NetworkCommunities<br />What are Communities?<br /><ul><li>Collaborate online and network across teams
    74. 74. Provide information, give feedback and discuss
    75. 75. Find the right people (experts, peers, etc.) and share knowledge fast and easily
    76. 76. Follow other users’ activities
    77. 77. Find the right people like peers and experts
    78. 78. Start discussions and share your thoughts
    79. 79. Write blogs and read what others have to say
    80. 80. Follow other users
    81. 81. Create and maintain online documents
    82. 82. Benefit from versioning and tagging
    83. 83. Create bookmarks
    84. 84. Profit from other users’ bookmarks
    85. 85. Find subject matter groups and communities
    86. 86. Maintain membership for own groups/communities and request membership</li></ul>© SAP 2010 – Employee Network – Page 69<br />
    87. 87. SAP Employee NetworkTalk<br />What is Talk?<br />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. <br />Interesting features<br /><ul><li>Post a message to a specific group
    88. 88. Integrate blogs to your preferred RSS reader
    89. 89. Receive e-mail notifications</li></ul>Public Timeline<br /><ul><li>In the public timeline, everyone's updates can be viewed.
    90. 90. Filter bygroups, tags ormostpopularifyoulike.</li></ul>Account<br /><ul><li>Define various attributes like nickname, personal homepage or bios
    91. 91. Set your time zone, language, etc.</li></ul>Subscriptions<br /><ul><li>Create a filtered view by subscribing to dedicated colleagues or groups.
    92. 92. Messages posted by your contacts will appear on your Home page</li></ul>Search<br /><ul><li>Find users or groups
    93. 93. Find out more information in the profile and subscribe in case of interest</li></ul>© SAP 2010 – Employee Network – Page 70<br />
    94. 94. SAP Employee NetworkConnect<br />What is Connect?<br />Connect is a virtual meeting room solution with integrated audio and web conferencing <br />Interesting features<br /><ul><li>One unique URL for each SAP employee
    95. 95. Meet ad hoc – no reservation necessary
    96. 96. Save conferences through individual passcodes
    97. 97. Available at SAP worldwide for both internal and external participants</li></ul>Dial In<br /><ul><li>Enter the Connect roomquicklythrough individual URL orsimplyjoinifinvited
    98. 98. Stepintophoneconference via screenmenuordial-in individually</li></ul>Screen Sharing<br /><ul><li>See other users’ desktop or documents
    99. 99. Draw on the whiteboard, have a chat or a quick poll
    100. 100. Record meetings with audio for later playback</li></ul>Getting Started<br /><ul><li>Get ramped up very quickly through start guides and video tutorials</li></ul>Account<br /><ul><li>Easily maintain your account information
    101. 101. Get a conference overview
    102. 102. Store recorded sessions</li></ul>© SAP 2010 – Employee Network – Page 71<br />
    103. 103. SAP Employee NetworkQuestions<br />What is Questions?<br />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. <br />Your votes can help ensure the most important questions get to the top. Make them count!<br /><ul><li>Post questions in your name or anonymously.
    104. 104. Vote for questions that are important to you.
    105. 105. An encrypted hash value of your UserID is maintained to hinder double voting.
    106. 106. However, to guarantee your anonymour vote, your actual user is not stored anywhere.</li></ul>© SAP 2010 – Employee Network – Page 72<br />
    107. 107. SAP BusinessObjectsSAP Strategy for EnterpriseSocial Networking<br />
    108. 108. Integrating Enterprise Process with Social Networks<br />Social Networks<br /><ul><li>Community
    109. 109. Unstructured data
    110. 110. Collaboration</li></ul>New Technology<br />User Expectations<br />Organizational Change<br /><ul><li>Compliance
    111. 111. Reliability
    112. 112. Security</li></ul>Business Network Transformation<br />Enterprise Processes<br />
    113. 113. The Value of Social Networking for the Enterprise<br />Improve team collaboration internally and externally<br />Access the value of employee knowledge and networks <br />Business Intelligence<br />External Networks<br />Internal<br />Networks<br />Enterprise Processes<br />
    114. 114. The Value of Social Networking for the Enterprise<br />ENTERPRISE SOCIAL<br />NETWORKS<br />Business Intelligence<br />External Networks<br />SOCIAL INTELLIGENCE <br />Internal<br />Networks<br />COLLABORATION<br />Enterprise Processes<br />
    115. 115. Social CRM<br />With social tools, every employee can talk to customers and prospects  <br />This can create confusion with clients <br />You need to centralize data so customers have a holistic experience <br />
    116. 116. AgentCreatesCRMRequest<br />AgentFollows Up with Customer<br />Agent Filters Tweets<br />Customer Notifiedvia CRM<br />AgentSolvesIssue<br />SAP CRM Social StrategyLeveraging the social Web within your CRM business processes<br />SAP BusinessObjects<br />SAP CRM<br />Web 2.0 & Web Service Enabled<br />Analysis of Unstructured Content<br />© SAP 2009 / Page 78<br />
    117. 117. CRM 2.0 Enrich the enterprise<br />Enterprise<br />Social Web: Collaboration<br />CRM 2.0: <br />CRM + Social Web<br />CRM 1.0: <br />Robustness & Efficiency<br /><ul><li>Peer-to-peer collaboration
    118. 118. Information sharing (product ratings, service feedback…)
    119. 119. User generated content
    120. 120. Unstructured data
    121. 121. Many-to-many relationships
    122. 122. Enable action based on feedback from direct customer interactions and the social web
    123. 123. Leverage collaboration across business processes and beyond business boundaries
    124. 124. Structured and unstructured data
    125. 125. Transactional efficiency
    126. 126. Interaction excellence
    127. 127. Enterprise-driven content
    128. 128. Structured data
    129. 129. One-to-many relationships</li></ul>© SAP 2009 / Page 79<br />
    130. 130. SAP CRM social strategyDesign principals for leveraging the social Web with CRM<br />CollaborationFacilitate collaboration capabilities across all roles andbusiness processes<br />InsightConsolidated view of the enterprise (Operational and ‘Social’)<br />Social Media InterfaceAbility to leverage new communication channels to gain better customer insight and improve customer experience<br />Technology Enablers<br /><ul><li>Widgets
    131. 131. Social Tagging
    132. 132. OpenSocial
    133. 133. AJAX
    134. 134. Mashups
    135. 135. Flash Islands
    136. 136. RSS
    137. 137. Facebook Connect</li></ul>© SAP 2009 / Page 80<br />
    138. 138. Collaboration - Leverage ‘customer’ generated content & communities to enhance the customer experience<br />LIKING<br />Member Benefits<br />Value Creation<br />PREFERENCE<br />EDUCATED<br /><ul><li>Ability to research products and solicit opinion/advice
    139. 139. Build relationships and collaborate with other members
    140. 140. Access trial versions of product
    141. 141. Enable group buying experience
    142. 142. Increase brand value via word-of-mouth
    143. 143. Members act as product evangelist
    144. 144. Increase sales and contract renewals</li></ul>Community<br />AWARENESS<br />CONVICTION<br />Prospect<br />Advocate<br />Members (Customers) Benefit From Community ParticipationWhile Companies Derive Value<br />© SAP 2009 / Page 81<br />
    145. 145. Structured Content<br />Unstructured Content<br />InsightBlend unstructured data with structured CRM content to…<br />RSS<br />Communities<br />Blogs<br />Widgets<br />Podcards<br />Social Networking<br />Wiki<br />Book Mark<br />Tagging<br />Micro Blogs<br />ProductRecalls<br />Service<br />ERMS<br />RMA<br />eService<br />CustomerService<br />ServiceContracts<br />Analytics<br />ContractCenter<br />Knowledge Management<br />PartnerChannelManagement<br />© SAP 2009 / Page 82<br />
    146. 146. Insight…Deliver a consolidated view of the enterprise<br />Who is influencing the opinion in my communities?<br />How are my products and services being rated in my community?<br />How is my call Center performing?<br />Which product is receiving the most service tickets?<br />What are the gaps in my knowledge base?<br />CustomerService 2.0<br />What is being said about my product and services in Social Media<br />How many products need to be recalled?<br />How do I reach my customers about my product recalls?<br />How engaged is my customer community?<br />Who are the experts in my communities?<br />© SAP 2009 / Page 83<br />
    147. 147. Social Media InterfaceEnhance the customer experience with the social graph<br />SAP CRM<br />Agent Filters Tweets<br />© SAP 2009 / Page 84<br />
    148. 148. Social Media & SAP CRM: Service offerings on the EcoHub<br /><ul><li> Packages positioned as “implementation package” based on SOA
    149. 149. Package is implemented by SAP Custom Development as a professional service
    150. 150. Final pricing depends on customer specific requirements and prerequisites which would be evaluated by on-site consulting
    151. 151. Each offering on EcoHub provides details on
    152. 152. Business Value
    153. 153. Technical Architecture
    154. 154. Demo</li></ul>For more information refer to each of the productized service offerings on SAP EcoHub: -<br /><ul><li>Twitter Customer Service</li></ul>http://ecohub.sdn.sap.com/irj/ecohub/solutions/Twittercustomerservice<br /><ul><li>Twitter Marketing Campaign</li></ul>http://ecohub.sdn.sap.com/irj/ecohub/solutions/Twittermarketingcampaign<br /><ul><li>Target Marketing via Facebook®</li></ul>http://ecohub.sdn.sap.com/irj/ecohub/solutions/targetmarketingFacebook<br />
    155. 155. Twitter Customer Service<br />
    156. 156. Twitter InBox<br />Customer Service agent or executive sees a list of all conversations (tweets) about the company directly addressed to it regarding products or services<br />
    157. 157. Filter on Sentiment<br />e.g. filter on most negative for highest-priority actions<br />
    158. 158. Respond to the Customer<br />Reply to the customer. Response is posted as a tweet to the customer<br />
    159. 159. Service Ticket Creation<br />Create service ticket to deal with complaint<br />
    160. 160. Service Ticket Details to Customer<br />Via Twitter<br />
    161. 161. Service Dashboard<br />Service Dashboard to monitor the Customer Service and view the variations in the sentiment<br />
    162. 162. Create New Campaign<br />New campaign for product with excess inventory <br />
    163. 163. Post Marketing Campaign<br />Marketing Campaign posted as a tweet on company’s Twitter homepage and is visible to the Twitter channel followers<br />
    164. 164. Marketing Dashboard<br />Monitor and Analyze the Marketing Campaign<br />
    165. 165. SAP CRM & FacebookAmplify impact of loyalty programs via the social graph<br />Registrations, invitations, notifications<br />Campaigns, content, loyalty<br />© SAP 2009 / Page 96<br />
    166. 166. Why Facebook?The potential for viral marketing<br />Direct Friends<br />Friendof Friends<br />Interested Parties<br />© SAP 2009 / Page 97<br />
    167. 167. Why Facebook?Social networks provide an ideal platform for “WOM” marketing<br />Tracy earned 700 miles by registering for the Europe double miles offer from World Flyer<br />WORLDFLYER APPLICATION<br />Rapid life in awareness of products and offers<br />Extend reach to a broader customer segment <br />Create intense engagement with the brand<br />Direct Friends<br />Friendof Friends<br />Interested Parties<br />News feed<br />News feed<br />Invite<br />© SAP 2009 / Page 98<br />
    168. 168. Facebook Marketing<br />CRM Loyalty Management Application<br />
    169. 169. SAP CRM & FacebookProcess flow<br /><ul><li>Tracy reviews the relevant offers for her from World Airways
    170. 170. She registers for specific promotions that interest her</li></ul>Offers<br /><ul><li>Tracy Hicks, a premium customer, downloads the widget on her Facebook profile
    171. 171. She uses her WorldFlyer loyalty program authentication to login to the application</li></ul>Facebook Widget<br /><ul><li>WorldFlyer segments its customer base to target the ‘Premium’ tier customers on Facebook
    172. 172. Launches an email campaign against the segment – Invitation to download Facebook widget and earn 500 bonus miles
    173. 173. Tracy reviews her account details and transactions
    174. 174. She provides feedback on a flight she took recently</li></ul>Campaign Execution<br />Account Details<br /><ul><li>Tracy invites her friend, Matt, to download the WorldFlyer widget
    175. 175. Matt downloads the widget and adds it to his profile</li></ul>Invitations<br />© SAP 2009 / Page 100<br />
    176. 176. Twitter Marketing Campaigns<br />Features<br />Simple and intuitive UI based on widely accepted CRM Web Client UI<br />Provide Consolidated View of the Enterprise – Operational & ‘Social’ Insights with respect to quality of service offerings and marketing initiatives<br />Leverage social media channels to execute planned and ad-hoc campaigns thus widening 'message' reach to where your customers are<br />
    177. 177. Enterprise Performance Management<br />Governance Risk<br />and Compliance<br />Strategy Management<br />Planning, Budgeting and Forecasting<br />RiskManagement<br />Access Control<br />Profitability andCost Management<br />Process Control<br />Global Trade Services<br />Consolidation<br />Spend and Supply Chain<br />Environmental, Health and Safety<br />BusinessIntelligence<br />Information Management<br />Query, Reporting, and Analysis<br />Reporting<br />Data Integration<br />Data Quality Management<br />Dashboards and Visualization<br />Search and Navigation<br />Master Data Management<br />Metadata Management<br />Advanced Analytics<br />SAP BusinessObjects Product Portfolio<br />
    178. 178.
    179. 179.
    180. 180.
    181. 181.
    182. 182.
    183. 183. Organic Valley, “Milk Analytics”<br />
    184. 184. © SAP 2009 / Page 109<br />Organic Valley Feeds Need for Integrated Processes with SAP® BusinessObjects™<br />
    185. 185. Try it Yourself: sap.com/explorerdemo<br />
    186. 186. Mobile Dashboards and Exploration<br />New Devices, New Possibilitities:<br />More People, More Often, More Context<br />RoamBI Partnership<br />SAP BusinessObjects Explorer for iPhone/iPad<br />
    187. 187. Next Generation On-Demand BI<br />More than 230,000 subscribers and growing<br />© SAP AG 2009. All rights reserved. / Page 112<br />
    188. 188. PowerPoint Twitter Tools from SAPWeb20.com<br />
    189. 189. SAP BusinessObjects Text AnalysisTurn unstructured data into insight<br />Dynamic Tag Cloud based on the key topics being discussed in Social Media<br />Social Metrics<br />Sentiment of the conversation addressed to the company<br />SAP’s Text Analysis engine can parse sentiment and entities such as key topics, subject, object, etc. from a conversation<br />© SAP 2009 / Page 114<br />
    190. 190.
    191. 191. Text Analytics<br />
    192. 192. Customer feedback<br />
    193. 193. © SAP 2008 / Page 118<br />Powerful Extraction Capabilities<br />Who: people, job title, and social security numbers<br />What: companies, organizations, financial indexes, and products<br />When: dates, days, holidays, months, years, times, and time periods<br />Where: addresses, cities, states, countries, facilities, internet addresses, and phone numbers<br />How much: currencies and units of measure<br />Concepts: “unstructured text”, “global piracy”, and so on<br />Sentiments: positive, neutral, and negative<br />Relations and events: person-org, person-person, travel, mergers and acquisitions, etc.<br />Categories: business, terrorism, etc.<br />Customizable: industry- or customer-specific applications<br />
    194. 194. Text Analytics<br />
    195. 195. Voice of the Customer: Sentiment Detection & Buzz Tracking<br />Determine what people are talking about and requesting<br />Measure how much buzz is positive or negative<br />Explain the why behind the metrics<br />Does it change in response to market events? <br />Support root cause analysis <br />Product quality and features<br />Customer care<br />Business strategy<br />© SAP 2008 / Page 120<br />
    196. 196. Analyzing a Customer Call Note<br />
    197. 197. Extract Entities<br />
    198. 198. Extract Facts and Sentiment<br />
    199. 199. WiGo Prototype<br />Internet<br />Amazon, Epinions, Ciao, Buzillions... <br />Unstructured Data<br />WiGo<br />(Cloud Native)<br />Client Applications<br />On-Demand & On-Premise ERP, CRM etc. <br />Alerts<br />Collect<br />Text & SentimentAnalysis<br />Visualize<br />Structured Enterprise Data<br />In-Memory Database<br />DBMS<br />
    200. 200. WiGo Project: Brand and Product Affinity using Structured and Unstructured Data <br />Imagine you are a Product Manager….<br />1.3 Billion blogs..<br />3.5 Billion readers globally..<br />7 million new web pages created daily..<br />1 million blog posts in 24 hours ..<br />Do you know what they are saying about your Products?<br />Get closer to customers<br /><ul><li>Transform unstructured data from internal and external resources into actionable insights
    201. 201. Combine with structured data from enterprise systems (e.g. CRM, ERP etc.)
    202. 202. Perform instant analysis to support decision making</li></li></ul><li>WiGo Architecture<br />Internet<br />Amazon, Epinions, Ciao, Buzillions... <br />Unstructured Data<br />WiGo<br />(Cloud Native)<br />Client Applications<br />On-Demand & On-Premise ERP, CRM etc. <br />Alerts<br />Collect<br />Text & SentimentAnalysis<br />Visualize<br />Structured Enterprise Data<br />In-Memory Database<br />DBMS<br />
    203. 203. WiGo Demo<br />
    204. 204. WiGo: Applications across the Enterprise<br />Quality<br />Innovation<br />Loyalty<br />Risk<br />Insight<br />Operations<br />Voice of the Market<br />Product Innovation<br />Compliance<br />Voice of the Customer<br />Competitive Analysis<br />Patent Monitoring<br />New Product Launch Monitor<br />Requirement Gathering<br />Anti-Money Laundering<br />Crisis Mitigation<br />Issue Correction<br />Risk Management <br />Brand Reputation Management<br />Discover Market Trends<br />Communications Compliance<br />Campaign Management<br />Call Center Optimization<br />Financial Monitoring<br />Brand Infringement<br />Brand Fraud Containment<br />Procurement Optimization<br />
    205. 205. The Value of Social Networking for the Enterprise<br />ENTERPRISE SOCIAL<br />NETWORKS<br />Business Intelligence<br />External Networks<br />SOCIAL INTELLIGENCE <br />Internal<br />Networks<br />COLLABORATION<br />Enterprise Processes<br />
    206. 206. Collaborative Decisions<br />Sales<br />Shipping<br />Business Users<br />Gartner Strategic Planning Assumption<br />“In 2009, Collaborative Decision Making will emerge as a new product category that combines social software with BI platform capabilities”<br />
    207. 207. SAP StreamWork <br />SAPStreamWork.com<br />
    208. 208. Who Do I Collaborate With?<br />I’ve got this great application…<br />But… who do I need to involve in order to be effective? Who has the:<br />Expertise<br />Ownership<br />© SAP AG 2009. All rights reserved. / Page 132<br /><ul><li>Ideas
    209. 209. Skills
    210. 210. Responsibility
    211. 211. Budget
    212. 212. 67% of workers believe there are colleagues who can help them do their job better
    213. 213. 39% say they have difficulty locating the right people
    214. 214. Only 25% frequently go outside their department to seek or share knowledge
    215. 215. 38% don’t get asked for their help and information</li></ul>Source: Harris Interactive and Tacit Knowledge Systems <br />
    216. 216. “Social Intelligence”<br />“Analysis of social content for implicit connections between network members, inside and outside the organization”<br /><ul><li>Who works for who?
    217. 217. Who worked on this project?
    218. 218. Who has the expertise to answer my questions?”
    219. 219. Who are the contacts of this person in the organization?
    220. 220. Who are the clients and partners in contact with this person?
    221. 221. Who are the key people in the organization?</li></li></ul><li>SAP Social Network Analyzer Prototype<br />http://sna-demo.ondemand.com<br />
    222. 222. Available to All SAP Employees<br />
    223. 223. Operational Costs<br />Operation Risk<br />Photo by Duncan Davidson on Flickr<br />
    224. 224. Managing Risk and ComplianceEnd-to-End Process<br />Managing Risk and Compliance ensures all categories of risk across the organization are aggregated at the enterprise level and managed holistically<br />CFO<br />Head of Compliance/ Internal Audit<br />Vice President Tax/<br />Head of Compliance<br />Head of<br />Risk Management<br />Head of Internal Audit/ Chief Security Officer<br />Risk-Based Internal Controls<br />Duty Reduction and Trade Compliance<br />Enterprise Risk Management<br />Access Management<br />Strategy/ Planning<br />Trade Policy Planning<br />Risk<br />Planning<br />Risk Management<br />Risk Identification<br />Risk <br />Analysis<br />Access Planning<br />Document Compliance Initiatives<br />Import/Export Compliance Monitoring<br />Minimize Duty, Taxes, Fines, Penalties<br />Risk <br />Response<br />Risk Monitoring<br />Business Operations<br />Plan and Perform Assessments and Tests<br />Remediate Issues and Certify Results<br />Access Analysis & Response<br />Access Monitoring<br />Internal Audit<br />
    225. 225. Questions?<br />
    226. 226. Thanks!<br />You Should Follow Me on Twitter: @timoelliott<br />Email: timo.elliott@sap.comBI Blog:timoelliott.comSAP Web 2.0 Blog:sapweb20.comFollow us:twitter.com/businessobjects<br />
    227. 227. And it’s changing the way we work<br />
    228. 228. It’s an arms race<br />
    229. 229. Thoughts about different social media<br />Blogs<br />Only if you’re passionate about something (but all marketing should feature somebody passionate about something)<br />Twitter<br />If you have any kind of public-facing role<br />Internal micro-blogging<br />E.g. SAP Talk, Yammer<br />Great learning environment<br />Everybody:<br />Tell people what you’re doing<br />Give links to useful resources<br />Ask and questions<br />Video<br />In moderation…<br />Facebook<br />Personally, I think it’s too personal<br />LinkedIn<br />Not a bad place to host a conversation<br />SDN<br />Lots of people, not as broad as we’d like, SEO problems today<br />Other<br />Find out where prospects already hang out<br />
    230. 230. Still treating social media as a fad?<br />It is — just like email, the internet, PCs…<br />
    231. 231. Fundamentals<br />Conversation, Not Selling<br />Relationships, Not Transactions<br />Listen, Learn, Participate<br />Slide144<br />
    232. 232. Embrace the Crowd<br />
    233. 233. Photo by Duncan Davidson on Flickr<br />
    234. 234. Slide147<br />