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IBM Social Business TechTalk - 19 Nov 2013

IBM Social Business TechTalk - 19 Nov 2013

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IBM Social Business TechTalk - 19 Nov 2013

  1. 1. November 19, 2013 The New Reality: Transforming Processes with Social Business © 2013 IBM Corporation
  2. 2. Winning with Social Focus on ROI • ROI is measurable: $900B – 1.3T/yr (McKinsey)1 • Highest ROI in areas with many decisions, interactions, audiences & risks Embed into strategic processes • It’s about the process; not the “S Word” • ROI Again: Process are measured 2 © 2013 IBM Corporation
  3. 3. Top 6 Patterns that accomplish both 3 © 2013 IBM Corporation
  4. 4. 4 © 2013 IBM Corporation
  5. 5. The Challenge reinventing customer engagement • 66% B2B & 52% B2C leave from 1 bad service experience1 • 67% never followed brand online2 • Only 12% say social “very effective” generating leads3 • Firms with 30+ pages have 7x leads of those <104 • Social Customers more loyal & spend 40% more5 5 © 2013 IBM Corporation
  6. 6. Social builds Relationships across touchpoints & channels Call Center Customer Service Online / Mobile Commerce Digital Marketing Sales Ongoing Relationships 6 © 2013 IBM Corporation
  7. 7. Social reinvents customer engagement • Build relationships that maintain community participation outside of transactions • Provide consistent experience across channels Lasting Relationships ROI •15% increase in Revenue1 •20% increase in effectiveness of marketing (out bound)1 •20% increase in customer satisfaction1 7 © 2013 IBM Corporation
  8. 8. Amadore • Engaged younger audience • 125% increase in new visitors • Reachable network of 14 million 8 1 “Evolution of the networked enterprise”, McKinsey & Co, March 2013 © 2013 IBM Corporation
  9. 9. Omron Business Challenge – Sales by country; clients spanned geography – 2 Divisions sell related solutions to same client Results – Transform sales to be:  Pan Geographic  “One Omron to Client” 9 © 2013 IBM Corporation
  10. 10. Example The challenge: Integrate “sales teams” while revenue is flat or falling due to customized products, complex deal structures and limited innovation Expertise Gaps • Salesperson has limited relationships Sales with Expertise Large Customer Collaboration gaps • Sales has limited channels to customer • Customers don’t trust company info Sales Information gaps • Many sources of information • CRM & product information not linked Other Large Customers 10 Other Experts Pain Points • Reduced sales and market share • High turnover in sales • Limited product innovation • Not leveraging sales expertise broadly © 2013 IBM Corporation
  11. 11. Example Embed expertise and assets into core sales process Embeds relevant resources to client opportunity from Verve social networks 11 Identifies people with relevant expertise to assist © 2013 IBM Corporation
  12. 12. Example The solution: Integrated networks based on need delivering higher revenue and brand sentiment Sales  Embedded expertise access with CRM app  Role based Sales experience  Multiple channels to customer Large Customer Customer  Connect across channels  Private peer communities Other Large Customers 12 Sales Experience Solutions Salespeople with Expertise Salesperson Culture  Incentives for those with expertise to assist Digital Customer Experience Associate Experience Other Experts Sales Experience • Portal integrating core CRM application • Embedded expertise identification • Contextually relevant sales, product and customer information • Integrated Instant messaging Digital Customer Experience • Rich external experience • Integrated social channels • Private peer communities • Social Analytics Associate Experience •Portal integrating core applications •Embedded expertise identification •Contextually relevant market, product and customer information •Integrated Instant messaging •Profile and experience © 2013 IBM Corporation
  13. 13. Example Measurable outcomes from connecting “roles” in the pattern Business impact from pattern Pattern Role interactions Sales Sales with Expertise Other Experts Conversion Rate Solution Enablers Sales Experience Revenue per Customer Cost of Sales Time to Sale HIGH HIGH MEDIUM HIGH MEDIUM MEDIUM Associate Experience Sales Sales Experience Large Customer Digital Customer Experience Large Customer Other Large Customers Digital Customer Experience Associate Experience Required inputs for ROI Calculation: 13 MEDIUM MEDIUM • Current conversion rate • Projected conversion rate with solution • Total # of annual transactions • Average transaction value HIGH • Current Revenue per Customer • Projected Revenue per customer • # of customers MEDIUM • Annual cost of sales • % improvement for the solution. • Average time for close deal • % improvement for the solution. © 2013 IBM Corporation
  14. 14. Call to Action: Reinventing Customer Engagement Social Business Solutions Target with social analytics Engage across channels to build trust IBM Employee Experience Suite Kenexa Talent Management Suite IBM Customer Experience Suite IBM Platform for Social Business IBM Connections IBM Notes & Domino Social Edition IBM Sametime IBM Social Analytics Suite IBM Enterprise Content Management IBM Websphere Portal IBM Web Content Manager Build targeted communities to engage market Leverage trust for sales, service, & more 14 © 2013 IBM Corporation
  15. 15. 15 © 2013 IBM Corporation
  16. 16. The Innovation Challenge • Only 25% are good at Generating & Converting Innovations2 “The Social Network is the New Production Line…” 3 …75% rely on social networks to vet new innovations for success4 16 © 2013 IBM Corporation
  17. 17. Social increases innovation • Breaks silos with social communities • Taps the wisdom of crowd with ideation for top challenges • Redefines leadership innovation with video, blogs, etc. ROI •20% Increase in successful innovations1 •20-25% increase in productivity2 17 © 2013 IBM Corporation
  18. 18. Ricoh • Transformed global product planning • Innovation by breaking down silos 20% Faster introduction of new products 18 © 2013 IBM Corporation
  19. 19. Call to Action: Innovation Social Business Solutions Scope innovation priorities & networks IBM Employee Experience Suite Kenexa Talent Management Suite IBM Customer Experience Suite IBM Platform for Social Business IBM Connections IBM Notes & Domino Social Edition IBM Sametime IBM Social Analytics Suite IBM Enterprise Content Management IBM Websphere Portal IBM Web Content Manager Crowdsourcing top issues Focus on commercializing innovations Accept that a majority of innovations will fail 19 © 2013 IBM Corporation
  20. 20. 20 © 2013 IBM Corporation
  21. 21. The Recruiting and Onboarding Challenge While 71% say employees are #1 source of economic value…1 • 90% do not have skills to be successful.2 • Declining engagement loses $25,000 profit / employee3 Social networking is the #1 way to attract talent 21 © 2013 IBM Corporation
  22. 22. Social Recruiting and Onboarding successes • Shows culture in specialized recruiting communities • Speeds onboarding linking to experts, wikis, and assets • Establishes reputation by social comments and sharing assets ROI •30% faster new hire time-to-value •20% increase in employee retention •30% faster access to experts 22 © 2013 IBM Corporation
  23. 23. Cabela’s • Attract best talent & promote new culture • Tailored internal & external messaging 5% increase in employee engagement in the first year 23 © 2013 IBM Corporation
  24. 24. Call to Action: Recruiting & Onboarding Social Business Solutions Define talent acquisition needs Engage candidates in company experience IBM Employee Experience Suite Kenexa Talent Management Suite IBM Customer Experience Suite IBM Platform for Social Business IBM Connections IBM Notes & Domino Social Edition IBM Sametime IBM Social Analytics Suite IBM Enterprise Content Management IBM Websphere Portal IBM Web Content Manager Leverage analytics to select the right talent Integrate new hire into relevant communities 24 © 2013 IBM Corporation
  25. 25. 25 © 2013 IBM Corporation
  26. 26. While M&A activity has been strong in 20131 … …50-83% fail to realize expected results2 …70% of failed M&As ignore people and culture3 A majority of M&A risks are “about people”4 •44% have leadership & communications gap5 •27% lose focus on the customer (sales & marketing)5 26 © 2013 IBM Corporation
  27. 27. Social increases M&A success • Leveraging single channel to engage organization on culture • Engages tippers in key competencies with social network analysis • Accelerates sales embedding expertise into core process ROI •Reduce the 50-83% M&A failure rate1 •30% Increase Speed to access Internal Experts2 27 © 2013 IBM Corporation
  28. 28. Large NA Bank: Speeding Pace of Integration Goals •Integrating the strengths of the two •Connecting bankers regardless of location and relationship “Bringing together our community in a way we haven't in the past” 28 © 2013 IBM Corporation
  29. 29. Social identifies where to focus integration efforts Map social networks highlighting integration opportunities 29 © 2013 IBM Corporation
  30. 30. Creating Common Culture Monitoring effectiveness of change programs 82% 30 Trust of CEO who communicates openly on Social © 2013 IBM Corporation
  31. 31. Call to Action: Mergers & Acquisition Social Business Solutions Engage on M&A vision at announcement Identify top resources from business case IBM Employee Experience Suite Kenexa Talent Management Suite IBM Customer Experience Suite IBM Platform for Social Business IBM Connections IBM Notes & Domino Social Edition IBM Sametime IBM Social Analytics Suite IBM Enterprise Content Management IBM Websphere Portal IBM Web Content Manager Understand specifics of culture with analytics Embed expertise in priority areas 31 © 2013 IBM Corporation
  32. 32. 32 © 2013 IBM Corporation
  33. 33. The Challenges Associated with Safety are Costly • 12% loss in market cap after 6 months1 • 1.3% loss in shareholder equity in 2 days1 Safety is about saving lives (6,000 die daily in work-related incidents)1 33 © 2013 IBM Corporation
  34. 34. Social Business embeds safety into culture • Streamlines Monitoring, Control & Reporting • Accelerate rapid response embedding access to experts & assets • Deploys crowd-sourced pre-emptive safety solutions ROI •Reduce spend on workers comp by 26% •Reduce injury claims by 9.4% •Reduced need for meetings, reporting & status calls raising productivity by 20-25% 34 © 2013 IBM Corporation
  35. 35. Jersey City Fire Department Transforming Tall Building Fire Safety Jersey City FD • Tall Building data managed & accessed on social cloud • First responders access real time building intelligence www.ebicard.com 35 © 2013 IBM Corporation
  36. 36. Call to Action: Public & Workplace Safety Social Business Solutions Identify major safety risks and audiences Engage communities for top risks IBM Employee Experience Suite Kenexa Talent Management Suite IBM Customer Experience Suite IBM Platform for Social Business IBM Connections IBM Notes & Domino Social Edition IBM Sametime IBM Social Analytics Suite IBM Enterprise Content Management IBM Websphere Portal IBM Web Content Manager Establish social listening for prevention Expand social safety to partners & public 36 © 2013 IBM Corporation
  37. 37. 37 © 2013 IBM Corporation
  38. 38. The Expertise & Knowledge Sharing Challenge • Employees waste 1 day a week finding information 1 • 22% of customers disengage not finding information 2 • Fortune 500 lose “$31.5B / yr failing to share knowledge”3 A shift is happening… from What 38 you Know  What you Share © 2013 IBM Corporation
  39. 39. Social Business is the key to unlocking expertise • Displays expertise in process through digital experience • Expands knowledge with active communities • Visualizes expertise through Network Analysis ROI •30% Increase Speed to access Experts1 •20-25% increase in productivity2 •Up to 80% increase in engagement by recognizing & rewarding3 39 © 2013 IBM Corporation
  40. 40. Unlocking expertise 40 © 2013 IBM Corporation
  41. 41. Call to Action: Expertise & Knowledge Social Business Solutions Prioritize Critical Expertise Mind the Gap: Don’t overwhelm the few IBM Employee Experience Suite Kenexa Talent Management Suite IBM Customer Experience Suite IBM Platform for Social Business IBM Connections IBM Notes & Domino Social Edition IBM Sametime IBM Social Analytics Suite IBM Enterprise Content Management IBM Websphere Portal IBM Web Content Manager Access through many channels Recognize experts with highest reuse 41 © 2013 IBM Corporation
  42. 42. Next Step: Identify Patterns with greatest impact on your Business 42 © 2013 IBM Corporation
  43. 43. Our market leadership… Leading social business in three dimensions Dynamic Differentiated Deep outcomes for our clients social business engagement platform ecosystem and industry expertise #1 New! Working with more than 60% of the world’s Fortune 100 companies 43 Market Leader in Social Software Platforms, ranked #1, for four years running1 Bringing to market new, cutting-edge capabilities, including, gamification, video, compliance, project management and mobility Source 1. Source: IDC: Number 1 position from 2009-2012, IDC Worldwide Enterprise Social Software 2012 Vendor Shares, April 2013. © 2013 IBM Corporation
  44. 44. And industry leading solutions… 44 © 2013 IBM Corporation
  45. 45. …provides unparalleled experience on how to achieve value Learn CXO Studies Social Patterns Establish Strategy Define Business Value Whitepaper Act 45 Accelerate Adoption © 2013 IBM Corporation
  46. 46. The World Changes Fast!! Scott J Smith WW Lead, Social Business Industry & Value Assessment One Rogers Street Cambridge, MA 02142 720 342 0043 617 293 3481 mobile scott.j.smith@us.ibm.com @ smith13sj www.twitter.com/smith13sj 46 © 2013 IBM Corporation

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