Newcastle social2015

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Newcastle social2015

  1. 1. Social Commerce Productivity is a measure of your ability to act on real-time information
  2. 2. Partners Stockholders Clients Employees Social Commerce helps us understand the motivations, experience and objectives of the internal and external clients of the organization Content Cases MetricsMethodsIntroduction
  3. 3. (at least in part) Content Cases MetricsMethodsIntroduction Focus Improve Knowledge Leverage Mesure Organization Processes Explicit Transactions Efficency Networks Relationships Emerging Interactions Effectiveness
  4. 4. “If you don’t design your future, the future will design you.” Paul Miller Content Cases MetricsMethodsIntroduction
  5. 5. ©2006 LHST sarl Telecommunications Textiles Medicine Leisure Automobile Household appliances… Separation, alignment, cohesion Content Cases MetricsMethodsIntroduction
  6. 6. ©2006 LHST sarl Organizational rigidity Organic growth Clearly defined functions Connectivity is the key Organizational boundaries Boundaries are thin and permeable Corporate strategy Strategy is in the network Product development cyle Solution selling Introduction Networks ApplicationChallenges Value
  7. 7. ©2006 LHST sarl Patti Anklam The Social-Network Toolkit Content Cases MetricsMethodsIntroduction
  8. 8. ©2006 LHST sarl  Common objectives – shared meaning  Actors and actants  Innovation closely tied to organisation  Possibilities tied to societal environment Content Cases MetricsMethodsIntroduction
  9. 9. ©2006 LHST sarl Introduction Networks ApplicationChallenges Value
  10. 10. ©2006 LHST sarl Content Cases MetricsMethodsIntroduction
  11. 11. "Experience is knowledge, everything else is information" -- Albert Einstein • Service economy – value comes from services embedded in the product • Pine and Gilmore argued that differentiation today comes from creating “experiences” • Starbucks, Michelin, Hermès, Apple • Companies provide “stages”, managers are “actors”, customers are active “spectators” Content Cases MetricsMethodsIntroduction
  12. 12. Blind trust "Seeing is believing" Trustworthiness Personal or product based reputation Contextual trust What works in a special context Referred trust Relying on the opinions of those we admire Vanessa Hall - The Truth About Trust in Business Content Cases MetricsMethodsIntroduction
  13. 13. Content Cases MetricsMethodsIntroduction
  14. 14. How effectively will you tell this story to your business partners? • Disti Engagement • Disti PAM Engagement • SMB Engagement Challenges Skills Roadmap • A story begins with conflict •What business problems are we trying to solve •Transform a conflict into opportunity? • Why does this situation exist? •What knowledge and skills are missing? • Who are the heros of this story? • How does changing the roles move this story forward? •Is it a question of people, process or technology? •What is the next step? Content Cases MetricsMethodsIntroduction
  15. 15. Thousands of « friends » or partners in the co-creation of value? • “Social CRM is a business strategy designed to engage the customer in a collaborative conversation in order to provide mutually beneficial value in a trusted & transparent business environment. • It's the company's response to the customer's ownership of the conversation.” Paul Greenberg Content Cases MetricsMethodsIntroduction
  16. 16. “All businesses have always been social; what’s new is the set of observable behaviors and available technologies that enable businesses to leverage these to solve business problems.” ~Gil Yehuda Content Cases MetricsMethodsIntroduction
  17. 17. Content Cases MetricsMethodsIntroduction
  18. 18.  The three most important factors that influence consumer behavior are :  personal experience (98%)  company’s reputation or brand (92%)  recommendations from friends and family (88%)  41% of customers believe that companies should use social media tools to solicit feedback (Cone Business in Social Media Study, 2008)  43% of consumers say that companies should use social networks to address customers problems  Only 7% of organizations understand the CRM value of social media, according to the Brand Science Institute, European Perspective, August 2010 Jacob Morgan Content Cases MetricsMethodsIntroduction
  19. 19. The Conversation Prism v2.0 • You are at the center of the prism • The first layer of circles displays the activity of learning and organizing engagement strategies… • The second ring maps specific authorities within an organization to provide a competent and helpful response. • The third ring represents the continual rotation of listening, responding, and learning online and in the real world. Content Cases MetricsMethodsIntroduction
  20. 20.  It’s not a question of channels but of capturing conversations  Gartner sees SCRM is a $1B extension of the CRM market  Jive and Lithium are seen as market leaders  Oracle CRM and Salesforce are niche players  The importance of hosted communities  The future of social analytics Content Cases MetricsMethodsIntroduction
  21. 21.  Hosting and supporting a branded or private- label community  Monitoring and surveying private-label or independent social networks  Facilitating the sharing of common B2B or business-to-consumer (B2C) contacts through the use of an internal community  Community product reviews to facilitate the online sales process 21 Content Cases MetricsMethodsIntroduction
  22. 22. • Member communities reach more internet users (66.8%) than email (65.1%) • Fastest growing sector for Internet use is communities (5.4% in a year) • 43% of consumers say that companies should use social networks to solve the consumers' problems (Cone Business in Social Media Study) • 7% of organizations understand the CRM value of social media according to the Brand Science Institute, European Perspective, August 2010. • The Three most influential factors for consumers when deciding which company to do business with are: 1. personal experience (98%), 2. company’s reputation or brand (92%), and 3. recommendations from friends and family (88%) Content Cases MetricsMethodsIntroduction
  23. 23.  Access to more trusted and independent information through many-to-many participation.  Personalization of interactions with an organization and products or services offering greater control over:  Their own level of engagement with an organization  The information they want, rather than being pushed information  A buying process that aligns with a buyer's needs  Fulfilling emotional needs. 23 Unhappy / unengaged customers Happy / engaged customers Customer Advocates Customers For Life Content Cases MetricsMethodsIntroduction
  24. 24. 1. The Work Network With whom do you exchange information as part of your daily work routines? 2. The Social Network With whom do you “check in,” inside and outside the office, to find out what is going on? 3. The Innovation Network With whom do you collaborate or kick around new ideas? 4. The Expert Knowledge Network To whom do you turn for expertise or advice? 5. The Career Guidance or Strategic Network. Whom do you go to for advice about the future? 6. The Learning Network. Whom do you work with to improve existing processes or methods? Karen Stephenson Introduction Context Building Blocks Challenges Concerns
  25. 25. Characteristic Value Degree Centrality Number of links Betweeness Centrality Role of brokerage Closeness Centrality Vector of visibility Network Centralization Centralized vs Decentralized Network Reach Importance of first 3 levels Boundary Spanners Linked to Innovation Peripheral Players Potential Gateways Introduction Context Building Blocks Challenges Concerns
  26. 26.  In physics, a power law relationship between two scalar quantities x and y is any such that the relationship can be written as  <math>y = ax^k,!<math>  where a (the constant of proportionality) and k (the exponent of the power law) are constants.  in its simplest terms roughly eighty percent of the work is done by twenty percent of the network Introduction Context Building Blocks Challenges Concerns
  27. 27.  In reality, the market is nothing but a directed network  No manager or firm can succeed or fail alone, customers, managers and teams are inherently linked together in social networks.  The notion of interdependence : managers constitute hubs and nodes of the network, organization learning will filter down and out through the network as a whole.  six degrees of separation : everyone in the world can be reached through a short chain of acquaintances.  Change is marked by "phase transitions" from states of disorder to order: "cascading failure“ and “emergent” threats . Introduction Context Building Blocks Challenges Concerns
  28. 28. Introduction Context Building Blocks Challenges Concerns
  29. 29. Purpose Enable customers to extend brand, provide critical feedback, and deliver peer-based support; Perform market research and reward loyal customers Key Services Blogs, Wikis, Social Ranking, Info Filtering, Web Conferencing, Discussion, Presence/IM, People Finding Functional Emphasis On  Security & Access Control  Scaling, Clustering, Failover  Reporting & Analytics  UI Customization  Spam/Naughty Filtering  Author, Editing, Commenting  Personalization  Search Typical Adopters  Consumer Goods companies  Technology companies Branded Customer Communities Enterprise Social Software Report Introduction Context Building Blocks Challenges Concerns
  30. 30. Introduction Context Building Blocks Challenges Concerns
  31. 31. Introduction Context Building Blocks Challenges Concerns
  32. 32. • Peer to peer banking • Zopa categorizes borrower credit grades; lenders then make offers, borrowers agree to aggegrate rate • Zopa distributes the money, completies the legal paperwork, performing identity/credit checks, and enforces collections. • Zopa mitigates risk for lenders, optimizes market offer for borrowers • Zopa’s repayment rate is currently 99.35 per cent Introduction Context Building Blocks Challenges Concerns
  33. 33. The Idea Network Introduction Context Building Blocks Challenges Concerns
  34. 34. • Pearltrees is an example of social curation • Users can assemble these pearls into trees based around a topic • Pearltrees is using that data to determine how different topics and bookmarks are related. • In the same vein as Google’s PageRank and Facebook’s EdgeRank, Pearltrees uses TreeRank to explore the notion of an “Interest Graph” Introduction Context Building Blocks Challenges Concerns
  35. 35. The Expert Network Introduction Context Building Blocks Challenges Concerns
  36. 36. • InnoCentive is an "open innovation" company that tackles research an development problems • Open Innovation suggests that innovation is more likely to come from a community than from an organization • The model addresses problems in engineering, computer science, math, the physical sciences and business. • Cash awards are given for solving challenge problems typically from $10,000 to $100,000. Introduction Context Building Blocks Challenges Concerns
  37. 37. The Social Network Introduction Context Building Blocks Challenges Concerns
  38. 38. Introduction Context Building Blocks Challenges Concerns
  39. 39. Introduction Context Building Blocks Challenges Concerns
  40. 40. Introduction Context Building Blocks Challenges Concerns
  41. 41. What is our organizational focus? What are we trying to improve? What knowledge do we need to capture? What can we leverage to improve the system? How will we measure the results? Focus Improve Knowledge Leverage Measure Networks Relationships Emerging Interactions Innovation Introduction Context Building Blocks Challenges Concerns
  42. 42. Internet: "The Big Picture" URL HTML, HTTP WWW 500 million users more than 3 billion pages Introduction Context Building Blocks Challenges
  43. 43.  Static Web Pages (HTML)  Distributed Applications(Dynamic web pages, ASP, JSP, PHP, ...)  Web Services (XML) The Web is Reborn Introduction Context Building Blocks Challenges
  44. 44. HTML HTML is the lingua franca for publishing hypertext on the World Wide Web. It is a non-proprietary format that uses tags such as <h1> and </h1> to structure text into headings, paragraphs, lists, hypertext links etc <!DOCTYPE HTML PUBLIC "-//W3C//DTD HTML 4.0 Transitional//EN"><HEAD><TITLE>HTML Home Page</TITLE> <META http-equiv=Content-Type content="text/html; charset=utf-8"><LINK href="HTML Home Page_fichiers/markup.css" type=text/css rel=stylesheet> </HEAD> <BODY> <P class=banner><A href="http://www.w3.org/"><IMG height=48 alt=W3C src="HTML Home Page_fichiers/w3c_home" width=72></A> <A href="http://www.w3.org/DF/"><IMG height=48 HyperText Markup Language Home Page Introduction Context Building Blocks Challenges
  45. 45. XML <m:CalculateMortgageResponse xmlns:m="http://example.org/mortgage"> <MortgagePayments> <MonthlyPI>733.76</MonthlyPI> <MonthlyTax>83.33</MonthlyTax> <MonthlyInsurance>25</MonthlyInsurance> <MonthlyTotal>842.09</MonthlyTotal> </MortgagePayments> </m:CalculateMortgageResponse> XML documents describe the content of a transaction rather than the format of a page. There are six kinds of XML markup : elements, entity references, comments, processing instructions, marked sections, and document type declarations. What is XML? Introduction Context Building Blocks Challenges
  46. 46. SOAP The Simple Object Access Protocol permits the exchange of documents written in XML over the Web SOAP is compatible with existing Web servers and can work through Firewalls, SOAP are not persistent, and can be reinitialized easily if the network breaks down The latest version of SOAP Version 1.2, was published in April 2007 The W3C proposes an on-line tutorial on SOAP at http://www.w3schools.com/soap/default.asp Introduction Context Building Blocks Challenges
  47. 47. SOAP EXAMPLE <soap:Envelope xmlns:soap="..."> <soap:Header> <!-- extensible headers --> </soap:Header> <soap:Body> <!-- payload --> </soap:Body> </soap:Envelope> Ethan Cerami, Web Services Essentials SOAP is platform independent, and therefore enables diverse applications to communicate with one another. Introduction Context Building Blocks Challenges
  48. 48. WSDL Web Services Development Language is an XML grammar for specifying a public interface for a Web service. This public interface can include the following: •Information on all publicly available functions. •Binding information about the specific transport protocol to be used. •Address information for locating the specified service. The version 2.0 of WSDL has been submitted to the W3C. See this W3C page for the latest draft. [WebMethod] public MortgagePayments CalculateMortgage( string amount, string years, string interest, string annIns, string annTax) { MortgagePayments p = new MortgagePayments(); ... // calculate mortgage payments here; return p; } Introduction Context Building Blocks Challenges
  49. 49. UDDI The Universal Description Discovery and Integration (UDDI) is an open framework that permits businesses to share information  White Pages: This includes general information about a specific company. For example, business name, business description, and address.  Yellow Pages: This includes general classification data for either the company or the service offered. For example, this data may include industry, product, or geographic codes based on standard taxonomies.  Green Pages: This includes technical information about a Web service. Generally, this includes a pointer to an external specification, and an address for invoking the Web service. http://www.uddi.org Introduction Context Building Blocks Challenges
  50. 50. REST  Representational State Transfer- a stateless, client-server, cacheable communications protocol;  REST is an architecture style for designing networked applications;  With SOAP, you're using an envelope; with REST, it's a postcard  RESTful applications use HTTP requests to post data (create and/or update), read data (e.g., make queries), and delete data.  REST requests rarely use XML, REST services might use XML in their responses http://mbaron.developpez.com/soa/rest/ Common HTTP verbs Introduction Context Building Blocks Challenges
  51. 51. (at least in part) Content Cases MetricsMethodsIntroduction Focus Improve Knowledge Leverage Mesure Organization Processes Explicit Transactions Efficency Networks Relationships Emerging Interactions Effectiveness

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