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IBM Social Business
IBM Social Business
IBM Social Business
IBM Social Business
IBM Social Business
IBM Social Business
IBM Social Business
IBM Social Business
IBM Social Business
IBM Social Business
IBM Social Business
IBM Social Business
IBM Social Business
IBM Social Business
IBM Social Business
IBM Social Business
IBM Social Business
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IBM Social Business

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How social is reshaping the way we work, shop and collaborate.

How social is reshaping the way we work, shop and collaborate.

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  • Today, social media is making an equally significant impact and has become an increasingly important tool in our daily lives – helping people connect, communicate and share information – forever changing the way people interact. Here are some additional facts: Today, more than 2 billion people use the internet. By the end of this year, Gen Y will outnumber Baby Boomers….and 96% of them have joined a social network. The second largest search engine in the world is YouTube 25% of search results for the World’s Top 20 largest brands are links to user-generated content. … This adoption has happened at an incredible pace: To reach 50 million users, it took radio 38 years; it took television 13; it took the internet only 4. Meanwhile, Facebook added 100 million users in less than 9 months… iPhone applications hit 1 billion downloads in 9 months. It's clear we are now in the midst of a revolution. People are using these connections as a primary means of communication, in many cases, replacing other more traditional interactions. Other facts: 340 million tweets sent via Twitter per day (in 2012) 30 billion pieces of content are shared on Facebook each month Wikipedia hosts 17 million articles Source: 20 Stunning Social Media Statistics, Written by Jeff Bullas 66% of online adults use social media platforms such as Facebook, Twitter, MySpace or LinkedIn Smartphone and tablet shipments now outpace PCs Source: Pew Internet & American Life Project Source: IDC Predictions 2 012 : Competing for 2 020
  • In today’s environment, there are three shifts that are creating an opportunity to drive a transformation in the use of social technology to create real business value. Organizations are pressured to build and share relevant expertise in order to maintain a competitive advantage Customers have become increasingly vocal and influential about the products and brands they interact with and have high expectations for service and product quality People are increasingly expecting 24/7 and mobile connectedness in both their personal and professional lives The needs of business leaders to drive success and the latest market shifts have created a “perfect storm” for social business to deliver real, tangible business value that will lead to competitive ad-vantage on a smarter planet.
  • The rise of social networking is enabling customers and employees to connect in an infinite number of ways and platforms. The social graph is a powerful illustration of people, their connections, and their networks. Most organizations have not exploited the power of these connections and applied them to basic business processes. The potential value of these networks to improve business have largely gone unrealized. An organization that applies social networking tools and culture to business roles, processes, and outcomes to create business value is a social business.
  • Leading organizations are using social business technology to positively disrupt their industries and create competitive advantage. Organizations are now moving from “liking” – simply using social technology for basic communication, to leading – where they are applying social tools and culture to fundamentally change their core business processes, leading to positive disruption within their organizations and their industries. Today, organizations are recognizing that there are numerous opportunities for them to rethink their core business processes through the application of social. Business is ready for social. They are leveraging social to activate people to create a smarter workforce and delight customers by creating exceptional customer experiences: Activate the workforce: improve productivity and unleash innovation by tapping into the collective intelligence inside and outside their organizations Delight customers: to increase loyalty, advocacy and revenue by listening, analyzing and acting upon new insights to satisfy individual customers needs.
  • For example, how does social business and talent management to help create a smarter workforce and enhance the sales process? 1. Build Skills Build your sales team in real time - identify, find and on-board the skills you need to serve your clients Understand who your top contributors are, where they came from and how to increase retention Rapidly build key skills across sales teams to increase their effectiveness to sell your latest products 2. Transform Culture & Processes Leverage consulting services to transform your organization culture and processes to be agile and effective 3. Engage Clients Use predictive analytics to gather insights into what customers will buy next Build sales communities to share best practices and discover customer needs Connect sellers with the right experts before they engage your clients and engage clients via social tools
  • Business leaders recognize the importance of being connected. This is being driven by senior leaders across every industry to connect with customers in new ways, help employees be more efficient organizations, and their ecosystems for competitive advantage. IBM conducts surveys with key C-suite stakeholders every two years. 16% of CEO's say they use social media today as a top way to engage with customers. However, they expect their use of social media to more than triple in the next 5 years to 57% of CEO's will engage clients through social media, up 256%. Social media will become the most utilized customer interaction method behind face to face meetings. Winners are also recognizing that connecting their organizations and employees is a key differentiator. In fact, high performing companies in the survey are 30% more likely to recognize the need in more openness and transformation. This is driven by the recognition that new technologies are the single largest external force (73%) to improve next three year performance, which is up 6 points. Top 3 CEO Priorities 1. Empowering employees through values - Organizational openness introduces new opportunities to create value through employee collaboration 2. Engaging customers as individuals - Differentiate through better data access, insight and translation into actions 3. Amplify innovations with partnerships - Partner for innovation, disrupt, and derive revenue from new sources
  • Leaders of organizations must define the right problem to address and then develop a purposeful and deliberate plan. They must also consider cultural, organizational, and technological implications as they set out on their social business journey. First, they must define the right problem to address – starting with processes that are core to their business and have the potential to create real business value such marketing, sales, offering development and customer service. Second , they must recognize that their deployment of social business technology must be purposeful and deliberate. They account for organizational barriers and build a plan to drive cultural change Finally , they deploy a complete social business platform - one that delivers the complete set of social capabilities – social networking, social analytics and content management. A secure platform that supports process integration, governance and life-cycle management to ensure that social technologies can be connected to their core business processes. IBM is the market leader in providing the most comprehensive portfolio of best practices and professional services to achieve new and sustainable value through human capital strategies, change management, customer relationship management and direction setting for new business models.
  • The Need: 100-yr old Italian food company needed to better market its products to a younger audience. Amadori uses social media to listen and learn about these their target customers' preferences and integrate those insights into their digital marketing campaigns. The Solution: IBM Customer Experience Suite allowed them to quickly create highly interactive websites that integrate with social networking sites (like Facebook and YouTube). Through the dialog within the four microsites and using sophisticated predictive analytics, Amadori is able to track and visualize what is said about their brand and products on social networks, blogs and forums- in real time- uncovering trends and opinions. Amadori uses this information to identify and predict consumer buying preferences, refine their digital marketing campaigns to generate more sales, and use the information to develop new products The Benefit: The solution boosted their ability to monitor and learn about their brand, improve their social media presence by 100% (45k Facebook fans in less than one year), build direct channels with new segments and respond 40% faster with new web sites.
  • Overview Headquartered in Santiago, the Chilean Red Cross (Cruz Roja Chilena) was established in 1903. It seeks to fulfill the humanitarian values of the International Red Cross Federation. Active in Chile for more than a century, it focuses predominantly on three areas: disaster response, disaster management and health. The organization has 12 regional centers and 154 branches across the country. Business need: The Chilean Red Cross is a lifeline for millions of people when disaster strikes. It provides relief aid ranging from rescue specialists and temporary shelters to distribution of essentials such as food and water. However, the organization performed most of its logistics work manually and lacked the means to optimally manage its resources and coordinate disaster response and humanitarian relief with the desired rate of speed and efficiency. To improve its ability to prepare, coordinate and manage disaster response and relief efforts, the organization wanted to modernize its operations. Solution: The Chilean Red Cross took a quantum leap in relief aid preparedness by modernizing its operations with an innovative cloud-based disaster and resource management solution that provides online collaboration tools and Web 2.0 capabilities—enabling employees and volunteers to coordinate and synchronize relief efforts more efficiently and respond to crises faster, exchange information across geographies using any type of device, and help mobilize rescue specialists and required emergency aid items swiftly. Benefits: · Improves technological capabilities of its disaster response operations by 100 percent by replacing manual processes with automated resource management and online collaboration tools · Accelerates search rate completion for missing persons from two years to two weeks by automating online records management and database · Boosts the ability to mobilize and deliver relief aid with accuracy and speed by using cloud-based communication and collaboration tools and geo-referencing capabilities
  • The need: Enable hyper-growth by building a 'virtual office' to make growing locations faster The solution: Reliance and IBM built a self service portal called Lifeline. Designed to maximize its versatility, the Lifeline portal delivers services to all of Reliance’s key stakeholder groups: customers, prospects, employees, and agents. The portal provides customers with a one-stop experience through which they can research and purchase insurance plans, manage their portfolios and pay their premiums. Agents can use the platform to get a unified, cross-sectional view of customers’ portfolios and gain the insights to make intelligent cross-selling recommendations that provide optimal coverage for customers. Using the components of the IBM Insurance Process Acceleration Framework,Reliance and IBM designed the solution that was implemented. The benefits: Reduced time required to develop new services and features by more than 50 percent Reduced customer/agent service costs nearly 50 percent Saved millions of dollars in capital expenditures for branch and call center build-out Doubled market share since introducing Lifeline, Reliance is one of the market's top 5 company's Solution components: IBM Composite Business Services IBM WebSphere® Business Modeler • IBM WebSphere DataStage® • IBM WebSphere Integration Developer • IBM WebSphere QualityStage • IBM WebSphere Portal • IBM WebSphere Process Server
  • We deployed to System z Linux in phases, beginning July 19 th , 2008, concluding on August 23 rd . In just the first 2 weeks, we saw a much more consistent response for end users. BP performance tests show an average of 2 seconds improvements for many of their common transactions. The ability to clone systems has been a great benefit in reducing the time to set up environments and create a test bed when we were having issues with portal and needed an isolated area for SWG to debug. In addition we are moving to System z Linux servers with higher utilization levels and a more efficient operating environment. The System z project announced as part of IBM's Project Big Green in 2007 (consolidating 3900 distributed servers onto 33 System z servers in IBM data centers around the world), is anticipated to help conserve up to 119,000 MWH annually(3), enough electricity to power approximately 9,000 average homes in the U.S. IBM Launches World's First Corporate-Led Energy Efficiency Certificate Program In Conjunction With Neuwing Energy, Program Will Provide Clients Documentation and Third-Party Verification of the Energy Saving Results of Their Projects. IBM has applied for and already received certificates to reflect our energy savings.
  • Transcript

    • 1. web@us.ibm.com 919-524-3698IBM Customer Experience and Social Business © 2012 IBM Corporation
    • 2. The social media revolution is changing the way people interactand creates new relationships leveraging the social graph Twitter Blogger Vimeo Delicious MySpace RSS Picassa Pinterest Flickr Wordpress Facebook2 © 2012 IBM Corporation
    • 3. Three shifts are creating an opportunity for social technology tocreate real business value Pressure to build and share Increasingly influential and vocal expertise for competitive advantage customers Growing demand for 24/7 and mobile connectedness3 © 2012 IBM Corporation
    • 4. Integrating the emerging social graphs into core businessprocesses is creating new opportunities for competitive advantage Market Management Critical Situation Process: Process: Marketing Customer Service We can now do market Find who can best help me segmentation in real-time. address this urgent problem for my client Software Deployment Talent Management Process: IT Process: HR Find the technical Anticipate and react to expertise to fix an error competitive poaching in our ERP system. of top talent Lead Development Process: Sales Use predictive analytics to gather insights into what customers will buy next4 © 2012 IBM Corporation
    • 5. Leaders in every industry are leveraging social business technologyto disrupt their industries and create competitive advantage Activate the workforce Create a smarter Improve productivity and unleash innovation by workforce tapping into the collective intelligence inside and “When the right people engage with the outside their organizations right community, they can change the way business works” Delight customers Create exceptional Increase loyalty, advocacy, and revenue by listening, customer experiences analyzing, and acting upon new insights to anticipate “When customers are engaged on their own individual customers needs terms, you create more than a sale, you create an advocate”5 © 2012 IBM Corporation
    • 6. How does social business and talent management come togetherto help create a smarter workforce? Continuously create and shareSocial enhances the sales process best practices Transform Culture And Processes Identify and enable the right people Build Skills Harvest insights Engage and act with speed Clients6 © 2012 IBM Corporation
    • 7. Business leaders recognize the importance of leading throughconnections Percent of CEOs using Social Primary Channel for Engaging to Connect with Customers Customers within 5 YearsTop 3 CEO Priorities:Empowering employees Engaging customers Amplifying innovationthrough value and individuals with partnershipsSource: 2012 IBM CEO Study “Leading Through Connections7 © 2012 IBM Corporation
    • 8. To become a social business, leaders must define the right problemto address and then develop a purposeful and deliberate plan 1. Identify a core business processes Where sources of Where process flows One that relies heavily Where “agents of innovation are at a can adjust dynamically on knowledge workers change” can thrive premium to changing conditions 2. Foster trust and transform the culture Create a shared Design social work Align adoption strategy Manage to a new way of vision of the practices into existing and measurements working, thinking, trusting culture business processes with organizational culture and engaging customers 3. Integrate a platform for social business Social Networking Social Analytics Social Content Services are presence Services are sentiment Services are web content indicator, meetings, mail, analysis, web analytics, smart editing, enterprise content blogs, wiki’s, other filtering, other management, shared files, folders, other Process, Governance, Security & Lifecycle Management8 © 2012 IBM Corporation
    • 9. Getting starting: Accelerating the value from connecting people inand outside the organization with the Social Business Agenda Align Organizational Goals & Culture Gain Social Trust Social Business Engage through Experiences Network Your Business Processes Design for Reputation & Risk Management Analyze Your Data9 © 2012 IBM Corporation
    • 10. Amadori transformed its marketing process using social to createcustomer advocates and boosted presence with new customersCreating exceptional customer experiences100%Improved exposureIdentified and predicted consumerbuying preferences, refined their digitalmarketing campaigns, to generatemore sales and reach a new, youngercustomer demographic10 © 2012 IBM Corporation
    • 11. Chilean Red Cross doubled the technological capabilities of itsdisaster response operations by replacing manual processes andleveraging online collaboration toolsCreating a smarter workforce100%increase inresponse efficiencySeamlessly connected their firstresponders to collaborate and speed updisaster response,accelerating search ratecompletion for missing persons from twoyears to two weeks.11 © 2012 IBM Corporation
    • 12. Reliance Life is integrating social business portal technologies intotheir policy origination to grow branch offices and service morecustomersCreating a smarter workforce30%reduction inoperating costIntegrating social businesstechnologies into their branch-basedoperations resulting in industryleading growth while reducingoperating costs by 30%12 © 2012 IBM Corporation
    • 13. Next steps?13 © 2012 IBM Corporation
    • 14. Value of Linux on System z Reduced Total Cost of Ownership (TCO)  Environmental savings • single footprint vs. hundreds of servers  Consolidation savings • less storage, less servers, less software licenses, less server management/support14 © 2012 IBM Corporation
    • 15. IBM On Demand WorkplaceProductivity boost and cost savings with IBM Social Collaboration and System z!WHY BECOME AN ON DEMAND BUSINESS: IBM’s 320,000 employees must constantly access information and expertise, “This new, deep collaboration build new skills and communicate worldwide to provide many of the world’s allows our employees to most advanced IT and business solutions. But because critical data and dynamically team, sparking applications existed in hundreds of fragmented systems, they wasted time innovation to solve client getting to the person, process or piece of information they required. IBM problems in a way that will needed to streamline communication and simplify access to information ultimately drive revenue companywide with a single robust, flexible virtual IT platform. growth for both our clients and our business.”SOLUTION: — Carol Sormilic, VP, Enterprise BTE and Total Workplace IBM On Demand Workplace — an open, integrated communication and Experience Center of Excellence collaboration solution that delivers relevant information and tools to employees when and where they need them — using IBM WebSphere®, IBM DB2® and IBM Lotus® middleware and IBM Tivoli® and z/OS software running on IBM eServer® systems. » On Demand Business defined An enterprise whose businessBENEFITS: processes—integrated end-to-end Productivity gains of 1–3 hours per month per employee across the company and with key Over US$680 million per year in cost savings partners, suppliers and customers —can respond with speed to any Almost one million visits to the IBM On Demand Workplace every day customer demand, market IBM On Demand Workplace ranked among the Years 10 Best Intranets by opportunity or external threat. Nielsen Norman Group in 2006 15 © 2012 IBM Corporation
    • 16. IBM W3 Deployment - Benefits Realized in first month  Performance: O D W R e s p o n s e T im e (A I X ) A u g u st D a ily A v e ra g e • More consistent response times on ODW • Average 2 seconds quicker for S ydney, A U Seco n d s B o u ld e r , C O our BluePages application S a o P a u lo P o r ts m o u th , U K S o u th b u r y , C T  Scalability: • Immediate results to add CPUs to 8 8 8 8 8 8 8 8 8 8 8 8 environment 00 00 00 00 00 00 00 00 00 00 00 00 /2 /2 /2 /2 /2 /2 /2 2 2 2 2 2 3/ 5/ 7/ 1/ 9/ 13 15 17 23 11 19 21 8/ 8/ 8/ 8/ 8/ 8/ 8/ 8/ 8/ 8/ 8/ 8/ D a te • Task completed in hours; labor cost minimal  Go Green! O D W R e s p o n s e T im e (z L in u x ) A u g 2 5 -S e p 5 2 0 0 8 • Energy Efficiency Certificates verify savings S yd n e y, A U B o u ld e r, C O • 3,900 Distributed Servers to 33 Seconds S a o P a u lo P o r ts m o u th System z Servers S o u th b u r y , C T • 119,000 MWH Annually, enough electricity to power approximately 9 /5 0 8 9 /2 0 8 9 /3 0 8 9 /4 0 8 8 8 /2 0 0 8 8 /2 0 0 8 8 /2 0 0 8 8 /2 0 0 8 8 /3 0 0 8 8 /3 0 0 8 9 /1 0 8 00 0 0 0 /2 0 20 /2 /2 /2 /2 /2 2 2 2 8 /2 9/2 6/ 7/ 0/ 1/ 25 8/ 9,000 average homes in the US. D a te16 © 2012 IBM Corporation
    • 17. Legal Disclaimer© IBM Corporation 2012. All Rights Reserved.The information contained in this publication is provided for informational purposes only. While efforts were made to verify the completeness and accuracy of the information containedin this publication, it is provided AS IS without warranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which aresubject to change by IBM without notice. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this publication or any other materials. Nothingcontained in this publication is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms andconditions of the applicable license agreement governing the use of IBM software.References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/orcapabilities referenced in this presentation may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitmentto future product or feature availability in any way. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken byyou will result in any specific sales, revenue growth or other results.If the text contains performance statistics or references to benchmarks, insert the following language; otherwise delete:Performance is based on measurements and projections usingstandard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary depending upon many factors, includingconsiderations such as the amount of multiprogramming in the users job stream, the I/O configuration, the storage configuration, and the workload processed. Therefore, noassurance can be given that an individual user will achieve results similar to those stated here. If the text includes any customer examples, please confirm we have prior writtenapproval from such customer and insert the following language; otherwise delete:All customer examples described are presented as illustrations of how those customers have usedIBM products and the results they may have achieved. Actual environmental costs and performance characteristics may vary by customer.Please review text for proper trademark attribution of IBM products. At first use, each product name must be the full name and include appropriate trademark symbols (e.g., IBMLotus® Sametime® Unyte™). Subsequent references can drop “IBM” but should include the proper branding (e.g., Lotus Sametime Gateway, or WebSphere Application Server).Please refer to http://www.ibm.com/legal/copytrade.shtml for guidance on which trademarks require the ® or ™ symbol. Do not use abbreviations for IBM product names in yourpresentation. All product names must be used as adjectives rather than nouns. Please list all of the trademarks that you use in your presentation as follows; delete any not included inyour presentation. IBM, the IBM logo, Lotus, Lotus Notes, Notes, Domino, Quickr, Sametime, WebSphere, UC2, PartnerWorld and Lotusphere are trademarks of InternationalBusiness Machines Corporation in the United States, other countries, or both. Unyte is a trademark of WebDialogs, Inc., in the United States, other countries, or both.If you reference Adobe® in the text, please mark the first use and include the following; otherwise delete:Adobe, the Adobe logo, PostScript, and the PostScript logo are eitherregistered trademarks or trademarks of Adobe Systems Incorporated in the United States, and/or other countries. If you reference Java™ in the text, please mark the first use andinclude the following; otherwise delete:Java and all Java-based trademarks are trademarks of Sun Microsystems, Inc. in the United States, other countries, or both. If you referenceMicrosoft® and/or Windows® in the text, please mark the first use and include the following, as applicable; otherwise delete:Microsoft and Windows are trademarks of MicrosoftCorporation in the United States, other countries, or both. If you reference Intel® and/or any of the following Intel products in the text, please mark the first use and include those thatyou use as follows; otherwise delete:Intel, Intel Centrino, Celeron, Intel Xeon, Intel SpeedStep, Itanium, and Pentium are trademarks or registered trademarks of Intel Corporation orits subsidiaries in the United States and other countries. If you reference UNIX® in the text, please mark the first use and include the following; otherwise delete:UNIX is a registeredtrademark of The Open Group in the United States and other countries. If you reference Linux® in your presentation, please mark the first use and include the following; otherwisedelete:Linux is a registered trademark of Linus Torvalds in the United States, other countries, or both. Other company, product, or service names may be trademarks or service marksof others. If the text/graphics include screenshots, no actual IBM employee names may be used (even your own), if your screenshots include fictitious company names (e.g.,Renovations, Zeta Bank, Acme) please update and insert the following; otherwise delete: All references to [insert fictitious company name] refer to a fictitious company and are usedfor illustration purposes only.17 © 2012 IBM Corporation

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