Dirección y gestión en Internet


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Dirección y gestión en Internet

  1. 1. Direcció n y gestió n en InternetImportancia y convergencia de los entornosLuis Sopeñ a, Digital Strategy Leader, IBM SPGI
  2. 2. Í ndice de contenidos Presentació n de IBM • Una empresa globalmente integrada • Estrategia de crecimiento: Smarter Planet La funció n de Marketing y Comunicaciones en IBM • La transformació n del marketing en la era digital: CMO Study • Estrategia digital de IBM • El papel del empleado Ejemplos de ejecució n de una estrategia digital: • Comunicació n interna (Comunidades, Jams) • Comunicació n externa y de marca (medios, bloggers, twitter, facebook) • Responsabilidad Social Corporativa (Comunidades, blogs) • Generació n de demanda (Campañ as digitales, eventos virtuales, medios sociales) Medició n de resultados y contribució n al negocio Lecciones y conclusiones Preguntas
  3. 3. 1- IBMWhat is IBM?IBM is a values-based enterprisewho creates and applies technologyto make the world work better. Wewant IBM to stand for Progress.Today, more than 400,000 IBMersinvent and integrate hardware,software and services to helpforward-thinking enterprises,institutions and people succeed.
  4. 4. 1- IBMValues and CultureSince its inception, IBM has been a company that defines itself byfundamental values — not by products, technologies or leaders.IBMers from around the world defined them.
  5. 5. 1- IBMGlobal Markets of Operation Major Employee Sites Employee Service Centers Customer Fulfillment IBM Research Centers Manufacturing IBM Internal Data CentersIBM operates in more than 170 countries Business Priorities: Focus on open technologies and high-value solutions Deliver integration and innovation to clients ecome the premier Globally Integrated Enterprise
  6. 6. 1- IBMMajor Businesses Global Provides outsourced IT Provides middleware that enables clients toTechnology infrastructure services and Software integrate systems, processes and Services business process services applications, as well as computer operating systems Global Provides financing solutions that can be Provides professional GlobalBusiness services and application customized to address specific IT needs, Financing from competitive rates to flexible paymentServices outsourcing services plans and loans Systems Provides advanced Our Sales and Research, Development S&D computing, storage and and Intellectual Property organizations and and semiconductor technology provide a wide spectrum of client supportTechnology and products Research and additional value
  7. 7. 1- IBMSome IBM Corporate Figures Var. Datos econó micos IBM 2011 sobre (en millones USD) 2010 Ingresos 107.000 7% Beneficios 15.900 +7% Facturació Empresa n 2011 Beneficio por HP 126.000 13,44$ +15% acció n IBM 107.000 Servicios 41% Apple 65.200 Hardware 15% Microsoft 62.500 Software 44% Dell 61.500 Fujitsu 55.000 Cisco Systems 40.000 Employees 433.000 Oracle 36.000 R+D Investment 6 Billion $ Google 29.000 Patents 6.180 Accenture 23.000Sources: IBM 2011 Annual Report, money.cnn.com Global500 Ranking
  8. 8. 1- IBM 19 years of patent leadership 2011 Number of Patents 61806000 489450004000 Software and Services 2821 76%3000 2559 2483 2311 22862000 1533 1514 14651000 0 IBM Samsung Canon Panasonic Toshiba Microsoft Sony Seiko Epson Hon Hai Hitachi Source: Source: IFI Patent IFI CLAIMS Patent Services Intelligence
  9. 9. 1- IBMThe Value of a Brand
  10. 10. 1 - IBMSmarter Planet: a vision, a strategy
  11. 11. 2- IBM Marketing From Insights from the Global Chief Marketing Officer Study Stretched toStrengthened
  12. 12. 2- IBM MarketingIBM Institute for Business ValueThe vast majority of CMOs are underprepared to manage the impactof key changes in the marketing arena Underpreparedness Percent of CMOs reporting underpreparedness 50% Data explosion 71% Social media 68% Growth of channel and device choices 65% Shifting consumer demographics 63% Financial constraints 59% Decreasing brand loyalty 57% Growth market opportunities 56% ROI accountability 56% Customer collaboration and influence 56% Privacy considerations 55% Global outsourcing 54% Regulatory considerations 50% Corporate transparency 47%Source: Q8 How prepared are you to manage the impact of the top 5 market factors that will have the most impact on your marketing organization over the next 3 to 5 years? n=149 to 1141 (n = number of respondents who selected the factor as important)12
  13. 13. 2- IBM MarketingIBM Institute for Business ValueTo deal with the broad level of underpreparedness, CMOs signaledthree key domains of improvement Deliver value to Foster lasting Capture value, empowered customers connections measure results Value for individuals  Stimulate customer  Advanced analytics and relationships; use tangible metrics to improve decision Mine digital channels and incentives making and accountability use advanced analytics to recognize preferences and  Engage throughout the  Increase technical and trends lifecycle; build communities financial skills, and grow digital expertise; find new Work with IT to assess  Engage the C-suite to meld partners to supplement in- exposures, secure internal and external faces house resources customer data and update privacy policies  Enhance personal financial, technical and digital savviness13
  14. 14. 2 – IBM MarketingSpain Digital Landscape Spain: 63% Mobile phone penetration also remains lower than in other European markets. But Spain’s mobile users are embracing mobile activities with enthusiasm. Social media are considered a reliable information source for Spanish IT buyers, more than in other Western countries. (Industry analysis and word-of- Source: IFI Patent mouth remain top 2 influencers for all geos.) Intelligence
  15. 15. 2 – IBM MarketingSocial Media Six Main Shifts Source: Mark Bonchek, Senior Vice President of Communities and Networks at Sears Holdings, 2012
  16. 16. 2 – IBM MarketingTwo ParadigmsSearch & discovery: how customer needs get matched to product orservice.1) The Google Paradigm: People find information and make choices bytyping in keywords that surface links indexed and ranked by Google.2) The Facebook Paradigm: People find information and make choicesby paying attention to what their friends or peers are reading, watching,choosing, buying and recommending
  17. 17. 2 – IBM MarketingIBM’s Digital Strategy • Content Strategy: Create, publish, and govern useful content that will build better relationships and deliver better results online. • Web Optimization: Techniques, and methods to optimize our sites METRIC total effectiveness, from increasing site traffic and engagement to maximizing leads. S • Social Business: How to drive business outcomes by providing IBMers with the education and tools to engage in meaningful social interactions with our constituents. Paid-Owned-Earned integrated approach Paid Owned Earned (Experts and influencers)IBM pays to leverage the channel The channels IBM controls IBM customers & partners become the channel Banners & IBM.com/es addvertising Smarter Planet SEM Brand portals portal Partrnerworld Co-marketing IBM Noticias Facebook Social Fanpage Demand Generation bookmarks Youtube IBMEspaña Word-of-mouth
  18. 18. 2 – IBM MarketingIBM’s Approach to Social BusinessSocial Business focuses on the use of social media to: Build brand awareness Engage current and prospective customers Generate leads Build relationshipsIBM’s Social Business Strategy focuses on enabling Digital IBMers: Enhancing their social presence  Projecting their expertise  Delivering business value  Exercising good judgment while being effective, safe and secure in the digital worldEvery IBMer represents the IBM Brand
  19. 19. 2 – IBM MarketingIBM Social Computing Guidelines Know and follow IBMs Business Conduct Guidelines IBMers are personally responsible for the content they publish on-line. Identify yourself—name and, when relevant, role at IBM. You must make it clear that you are speaking for yourself and not on behalf of IBM. If you publish content online relevant to IBM in your personal capacity use a disclaimer such as this: "The postings on this site are my own and dont necessarily represent IBMs positions, strategies or opinions." Respect copyright, fair use and financial disclosure laws. Dont provide IBMs or anothers confidential or other proprietary information. Dont cite or reference clients, partners or suppliers without their approval. Dont use ethnic slurs, personal insults, obscenity, or engage in any conduct that would not be acceptable in IBMs workplace.. If you identify yourself as an IBMer, ensure your profile and related content is consistent with how you wish to present yourself with colleagues and clients. Dont pick fights, be the first to correct your own mistakes. Try to add value. Provide worthwhile information and perspective. Don’t use use IBM logos or trademarks unless approved to do so.
  20. 20. 3 – Examples: InternalInternal Communications
  21. 21. 3 – Examples: InternalSocial Business and the IBMers For 15 years, IBM has used social software to foster collaboration among 400,000 geographically-dispersed employees Some examples of IBM’s internal social media footprint today include: • 17,000 individual blogs • 1 million daily page views of internal wikis, internal information storing websites • 400,000 employee profiles on IBM Connections, IBMs initial social networking initiative that allows employees to share status updates, collaborate on wikis, blogs and activity, share files. • 15,000,000 downloads of employee-generated videos/podcasts • 20 million minutes of LotusLive meetings every month with people both inside and outside the organization • More than 400k Sametime instant messaging users, resulting in 40-50 million instant messages per day Some examples of IBMs external social media footprint today include: • Over 25,000 IBMers actively tweeting on Twitter and counting • Over 300,00 IBMers on Linkedin • Approx. 198,000 IBMers on Facebook
  22. 22. 3 – Examples: InternalInternal Communications
  23. 23. 3 – Examples: ExternalExternal Communications 1
  24. 24. 3 – Examples: ExternalExternal Communications 1
  25. 25. 3 – Examples: BrandBrand Communication 1
  26. 26. 3 – Examples: BrandBrand Communication 1
  27. 27. 3 – Examples: BrandBrand Communication 1
  28. 28. 3 – Examples: BrandBrand Communication 1
  29. 29. 3 – Examples: BrandBrand Communication 1
  30. 30. 3 – Examples: CC&CACorporate Citizenship and CorporateAffairs 1
  31. 31. 3 – Examples: CC&CACorporate Citizenship and CorporateAffairs
  32. 32. 3 – Examples: CC&CACorporate Service Corps
  33. 33. 3 – Examples: CC&CA
  34. 34. 3 – Examples: CC&CAThe Smarter Cities Challenge
  35. 35. 3 – Examples: DG Demand Generation Attract Engage Nurture Drive to Digital presence RegistrationCo-ordinated usage of Digital tactics and Social venues Event Virtual event Anchor (Livestream) events Road shows Virtual briefing Mobile center App Responders Seekers Web Announcement E Nurture Drives to eNurture environment Social Media LDR follow up Virtual concierge Business Sales rep service Partner
  36. 36. 3 – Examples: DGCoordinated presence in socialvenues 1
  37. 37. 3 – Examples: DGEngagement of Employees 1
  38. 38. 4 – Measurements Digital Measurements and Metrics ibm.com Dashboard SpainMobile Traffic% of Mobile VisitsTrafficUnique Visitors (K)Visits (K)Visits Per VisitorPage Views (K)New Monthly Visitors (K)Repeat Visitors (K)Sources of Traffic (% of Total Visits)External Visits External Search Social Media External OtherNo ReferralsIBM VisitorsOrganic & Paid (% of Total Visits)Organic Search VisitsPaid Search VisitsHomepagesHomepage Visits (K)HP Visits compared to Country VisitsSite UsageVisits using OnSite SearchCountry sites TrafficPage Views (K)Visits (K)Unique Visitors (K)Repeat Visitors (K)Vistor Geo to US sitesVisits (K) Example using fictive data
  39. 39. 4 – MeasurementsDigital Measurements and Metrics Financial Responses VLC VLRC Wins Campaign Win Attainment ($K) Revenue ($K) Actual Target Actual Target Actual Actual Actual % of contacts responding converted to leads % of digital leads converted to wins (target y%)Financial Digital (target x%) – Previous four weeks Conversion Contacts Leads Conversion Leads Wins Conversion rate responding rate Example using fictive data
  40. 40. 4 – MeasurementsA few Learnings and Conclusions•Digital must be an integral part of the whole M&C process•Work on a Digital Strategy/Approach early in the planning cycle•Ensure a consistent image and content throughout all venues•Define a set of Social Guidelines•Get Executive buy-in•Enable, engage employees•Think Audiences and Content before starting•Listen first, the share valuable content•Create audiovisual content•Support Subject Matter Experts build their social eminence•Brand awareness and relevance goes hand in hand with SME’s•Think mobile•Iterate•Measure