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Social intro

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Social intro

  1. 1. Social Business http://DSign4Value.com Introduction May 30 2016
  2. 2. Module Facilitator • I work with managers to help them understand how enterprise applications, web and mobile technologies can enrich their careers. • The client portfolio in the ICT industry includes Microsoft, Apple, Ernst & Young, France Telecom, HP, IBM, Oracle and SAP . •The work with the IT industry in Europe has included fifty partner and customer conferences, a dozen case studies, and various marketing support activities.Prof. Lee SCHLENKER, Professeur EMLYON Managing Director, LHST Web : www.leeschlenker.com
  3. 3. Product Value • Delivery • Use Brand Value • Reputation • Promise Relationship Value • Experience • Conversation Customer Value What do customers really value ?
  4. 4. Is more than social media….. Social Business
  5. 5. Assessment Grading Scale Participation: 30% of your grade will be based upon your participation and engagement in the classroom. Videoscribe case study: 70% of your grade will be based upon your video case analysis. In your six-minute videoscribe, you will provide answers to the following questions : What is the problem the company is trying to solve? What exactly does the company propose to do ? Is the inititive an example of marketing, CRM, or Social CRM ? How does this compare with what we have learned social business? What metrics can be used to measure the future success of this venture? What conclusions can you draw from this example about the future of social business in the industry under study ?
  6. 6. To help us understand the motivations, experience and objectives of the internal and external clients of the organization  ROI  Real time data  ... Stockholders  Competition  “made in” “made by”  ... The State  Lower entry barriers  Acquisitions, OPA... Partners  Loyalty  Real costs  ... Clients The Enterprise  Mobility  Empowerment  ... Employees The objectives of an IS
  7. 7. The objective of Customer Relationship Management is to enable companies to build deeper, more profitable, long term relationships by reaching customers with the right message at the right time by providing superior customer service Customer Relationship Management
  8. 8. Business Model Stories Segment the market Identify the conflict Identify customer needs Portray the needed skills Design the processes Paint the vision Measure the results Provide the happy end Business Models
  9. 9. Marketing Relationships
  10. 10. Stan Maklan and his co-authors offer us a view of the past and potential future of customer relationship management in their Sloan Management Review article, Why CRM Fails — and How to Fix It. • How do the authors’ describe the problem of Customer Relationship Management, and how do they present the solution? • Why to they suggest that managers need to to invest in both resources and capabilities ? • Describe the framework presented to develop their CRM resources and capabilities as well as how it applies to BMV and Flutter • Which key insights emerge from the authors’ work? • new conditions. What other examples confirm this contention? Why CRM Fails
  11. 11. Traditional Marketing CRM Goal: Expand customer base, increase market share by mass marketing Goal: Establish a profitable, long-term, one-to-one relationship with customers; understanding their needs, preferences, expectations Product oriented view Customer oriented view Mass marketing / mass production Mass customization, one-to- one marketing Standardization of customer needs Customer-supplier relationship Transactional relationship Relational approach
  12. 12. • For CRM to be truly effective, an organization must first decide what kind of customer information it is looking for and must decide what they intend on doing with it. • 75% of CRM projects fail within their first year • It can result in lost of productivity and waste corporate investment in software and time
  13. 13. • Is the process of building and maintaining profitable customer relationships by delivering superior customer value and satisfaction • Think of multi-channel service delivery, the ways in which customers can interact with a business • Three components:  Sales force automation  Customer service and support  Marketing campaign management and analysis Customer Relationship Management
  14. 14. Why Study CRM? • “Today’s businesses compete with multi-product offerings that are often assembled or simply outsourced. • The product/service offer is created and delivered by networks, alliances and partnerships of many kinds. • Sustainable competitive advantage depends upon nuturing long-term relationships with internal and external customers
  15. 15. Is a company nothing more than a set of processes?
  16. 16. How do you map a process ?
  17. 17. "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”
  18. 18. Where does value come from - mass production, personalization, activities, or memories? Pine and Gilmore
  19. 19. • Alvin Toffler in Future Shock (1971) talked about the “experiential economy” • Four phases – agrarian, industrial, service an now experience • Examples of Walt Disney, AOL, Starbucks, IBM • Tranformational “Memory” itself becomes the product — the "experience". Pine and Gilmore Economic Value
  20. 20. The Happy End 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? Storytelling
  21. 21. • Disti Engagement • Disti PAM Engagement • SMB Engagement Sources ? Results ? Metrics ? Where does this story start? • Where does value come form? •Do your sponsors believe in people , process or technology? •This is your value lever • Where are they looking for proof of concept? •With individuals, with teams or with customers? •This is where you need to focus • How do they qualify success? •Efficiencyt, utilization, passion? •This is your happy end The Business Value Matrix™ The Cube
  22. 22. Additional Resources

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