How can you get the most out of Yammer? These slides will cover: - Challenges and opportunities in developing and optimizing your network - Best practices in deriving benefits, measurable and immeasurable -How Yammer can help you set up your network for continual success

1. Getting to Business Value
June 19, 2012 — 10:00 am PDT"
#yamvalue @yammer!

2. Speakers!
Sam Loveland"
VP of Worldwide Customer Engagement!
Rob Koplowitz"
VP, Principal Analyst!
Deb Medsker"
SVP, Global Knowledge Management!
Kathleen Rouse"
Enterprise Application Manager!
#yamvalue @yammer!

3. Table of Contents!
› Yammer Customer Success Services!
› The Business Value of Enterprise Social Networking!
› Humanizing Global Connectivity @ SMG!
› The Manhattan Associates Yammer Story!
› Panel Discussion / Audience Q&A!
#yamvalue @yammer!

4. The Customer Success Mission!
Customer"
Solution"
Success" Support" Training"
Engineers"
Managers"
CUSTOMER ENGAGEMENT TEAMS!
Maximize customer value by ensuring they adopt and engage Yammer in their daily work
lives, secure and grow every renewal, and work as one team across Sales, Customer
Engagement and Product!
#yamvalue @yammer!

5. Being successful means changing how your work!
› Yammer enables your
most valuable assets –
your people!
How is this
› Being successful means helping my
People are
making the most of this signing up!" business?"
new way
of working! Adoption
Business
Metrics"
› The transformation is a Metrics"
journey!
› Need to put metrics
where you might not Engagement
Metrics"
have tracked before!
People are having
conversations!!"
#yamvalue @yammer!

6. A proven method of identifying and delivering value!
› Models for measuring adoption maturity and network health!
› Metrics and measures to support analysis of progress!
› Tying it back to organization initiatives!
Define Key Project
Define the
Gain Buy-In" Metrics and Business
Vision ""
Measures" Value"
#yamvalue @yammer!

7. The Business Value of
Enterprise Social Networking
Rob Koplowitz, Vice President, Principal Analyst
June 19, 2012
7 © 2011 Forrester Research, Inc. Reproduction Prohibited
2009
Reproduction Prohibited

8. Five big drivers of this shift
§ Consumerization
§ Downsizing of workforce
– Global recession
– Baby-boom retirement
§ Smartphones always connected
§ Cloud-based services
§ Geographic spread
#yamvalue @yammer!
8 © 2011 Forrester Research, Inc.
Reproduction Prohibited

9. It’s not a generational issue, it’s about business value
1% 38% 35% 26%
Seniors Baby Boomers Gen Xers Gen Yers
b. 1920-1945 b. 1946-1965 b. 1966-1979 b. 1980-2000
Base: 1,382 US information workers who use social software at least monthly
Source: Forrester’s Q2 2011 Workforce Technology And Engagement Online Survey #yamvalue @yammer!
9 © 2011 Forrester Research, Inc.
Reproduction Prohibited

10. It’s a business issue
Social software users are:
Managers, directors, or executives (49%)
Well compensated (52% make more than $60K a
year)
Late workers (Average 43.53 hrs/week & average 6.91 hrs
working outside the office)
Source: Forrester’s Q2 2011 Workforce Technology And Engagement Online Survey #yamvalue @yammer!
10 © 2011 Forrester Research, Inc.
Reproduction Prohibited

11. Drive pervasive adoption
§ Workers voluntarily adopt
when they see value and
Executive Support low barriers (high usability)
§ Let the community drive the
initiative
Business Value
§ A jam can help drive three
levels of support
Groundswell of Adoption
#yamvalue @yammer!
11 © 2011 Forrester Research, Inc.
Reproduction Prohibited

12. Make it actionable
§ Funding is just the start
§ Ensure that executives are
Executive Support
ready to participate
§ Disruption is the goal not an
annoyance
Business Value
§ Expect pressure on some
organizational structure
Groundswell of Adoption § Prepare then to be
uncomfortable at first
§ But, it gets better
#yamvalue @yammer!
12 © 2011 Forrester Research, Inc.
Reproduction Prohibited

13. Demonstrate measurable business value
§ Identify motivated business
leaders as partners
Executive Support
§ Look for discrete business
value
§ Build a model to measure
Business Value
value
§ Keep a running tally of wins,
big and small
Groundswell of Adoption
#yamvalue @yammer!
13 © 2011 Forrester Research, Inc.
Reproduction Prohibited

14. A typical sales process
Identify
Identify Define Create
Existing
Opportunity Team Materials
Assets
HUMAN LATENCY
Pursue bad Lose the deal Higher costs Inefficiencies
COST/ business or based on not to due to re- due to travel,
OPPORTUNITY use the wrong bringing the creation of poor
approach right expertise assets communications
#yamvalue @yammer!
14 © 2011 Forrester Research, Inc.
Reproduction Prohibited

15. A social enabled sales process
Identify Define Identify Existing
Create Materials
Opportunity Team Assets
HUMAN LATENCY
Have we
Drive Collective
done this
Action before?
Pursue bad Lose the deal Higher costs Inefficiencies
COST/ business or based on not to due to re- due to travel,
OPPORTUNITY use the wrong bringing the creation of poor
approach right expertise assets communications
#yamvalue @yammer!
15 © 2011 Forrester Research, Inc.
Reproduction Prohibited

16. A social enabled sales process
Identify Define Identify Existing
Create Materials
Opportunity Team Assets
HUMAN LATENCY
Have we
Drive Collective
done this
Action before?
Do we
Find Expertise have skills?
Pursue bad Lose the deal Higher costs Inefficiencies
COST/ business or based on not to due to re- due to travel,
OPPORTUNITY use the wrong bringing the creation of poor
approach right expertise assets communications
#yamvalue @yammer!
16 © 2011 Forrester Research, Inc.
Reproduction Prohibited

17. A social enabled sales process
Identify Define Identify Existing
Create Materials
Opportunity Team Assets
HUMAN LATENCY
Have we
Drive Collective
done this
Action before?
Do we
Find Expertise have skills?
Existing
Find Content/
product to
Info reuse?
Pursue bad Lose the deal Higher costs Inefficiencies
COST/ business or based on not to due to re- due to travel,
OPPORTUNITY use the wrong bringing the creation of poor
approach right expertise assets communications
#yamvalue @yammer!
17 © 2011 Forrester Research, Inc.
Reproduction Prohibited

18. A social enabled sales process
Identify Define Identify Existing
Create Materials
Opportunity Team Assets
HUMAN LATENCY
Have we
Drive Collective
done this
Action before?
Do we
Find Expertise have skills?
Existing
Find Content/
product to
Info reuse?
How do we
Communicate/ get the work
Travel done?
Pursue bad Lose the deal Higher costs Inefficiencies
COST/ business or based on not to due to re- due to travel,
OPPORTUNITY use the wrong bringing the creation of poor
approach right expertise assets communications
#yamvalue @yammer!
18 © 2011 Forrester Research, Inc.
Reproduction Prohibited

19. Use The POST Method to drive value
• Target audience
People • Social profile
• Business outcome
Objectives • How success will be measured
• How to achieve the objectives
Strategy • Policy, people & processes
• Social technologies
Technology • Information & integration
#yamvalue @yammer!
19 © 2011 Forrester Research, Inc.
Reproduction Prohibited

20. 2012 Activity Streams Wave
20 © 2011 Forrester Research, Inc.
Reproduction Prohibited

21. 1. Gain
executive
support and
promote
adoption
21 © 2012 Forrester Research, Inc.
2011
Reproduction Prohibited

22. 2. Establish a social business council
22 © 2012 Forrester Research, Inc.
2011
Reproduction Prohibited

23. stablish social m edia policy &
3. E
em ployee training
23 © 2012 Forrester Research, Inc.
2011
Reproduction Prohibited

24. 4. Empower the business to solve
customer & business challenges
24 © 2011 Forrester Research, Inc.
Reproduction Prohibited

25. 5. Measure business impact always
25 © 2012 Forrester Research, Inc.
2011
Reproduction Prohibited

26. Thank you
Rob Koplowitz
1 650.581.3854
rkoplowitz@forrester.com
Twitter: @rkoplowitz
blogs.forrester.com/rob_koplowitz
www.forrester.com
© 2009 Forrester Research, Inc. Reproduction Prohibited

27. Humanizing
GLOBAL

28. STARCOM MEDIAVEST GROUP

29. GLOBAL SCOPE; LOCALIZED NEEDS
110 offices, most with multiple agency brands/divisions
83 countries
7,000+ employees
Numerous multi-national clients

30. YAMMER BRINGS US ALL TOGETHER
email domains merged within one
network
team groups facilitate global collaboration
of global workforce registered
external networks invite client partners to
join the conversation

31. HOW DID WE GET HERE?
Soft launch among “social
connectors,” March 2009
MarComm push July ‘09
Dedicated CEO/Global Ops
presence
Market Week

32. MARKET WEEK:
OUR OWN 15 MINUTES OF FAME
Different global office in the
spotlight each week
Global attention via CEO
“Announcement”
Staff introductions, client
case studies, notes about the
market…and, invariably,
elements of fun

33. MARKET WEEK:
TOP MARKET EXAMPLES
Starcom Kuwait
SMG Russia
SMG Iberia
SMG South Africa
Starcom Sweden
SMG Ukraine

34. EMEA MARKET WEEK RESULTS
Actions taken
Video views
Replies
Likes
Employee registration

35. …AND MOST IMPORTANTLY:
Humanized the
global network

36. ADDITIONAL VALUE DERIVED:
• Globally dispersed MNC teams collaborate in single
secure space via private groups
• Dedicated-office groups allow seamless
communication in the native language (including UI)
• Desktop app provides buying teams instant
updates when the market is breaking
• Global brainstorms & collaboration have contributed
to dozens of successful new business pitches

37. WHAT’S NEXT:
GLOBALIZING UNTAPPED VALUE
• SharePoint integration
• Mobile push
• Desktop app rollout for overseas trading desks
• Real-time chat/email reduction (dashboard)

38. THANKS!
#yamvalue @yammer!

39. The
Manha(an
Associates
Yammer
Story
Forrester
Webinar
Copyright 2012 Manhattan Associates, Incorporated. Strictly Confidential. Not for Distribution.

40. About
Us
• 20+
years
Supply
Chain
Leadership
• Best-­‐of-­‐breed
solu>ons
&
services
• Exper>se
Focused
on
Customer
Success
• ManhaFan’s
SCOPE:
Supply
Chain
Op>miza>on—Planning
through
Execu>on
40
Copyright 2012 Manhattan Associates, Incorporated. Strictly Confidential. Not for Distribution.

41. Structure
to
Achieve
Success
in
Social
Collabora>on
Success
is…
Driven
by…
Ge5ng
answers
Oversight
to
most
pressing
ques;ons
Communica>on
&
Educa>on
Making
our
jobs
easier/ Saving
;me
be(er
Measurement
Copyright 2012 Manhattan Associates, Incorporated. Strictly Confidential. Not for Distribution.

42. High-­‐level
Overview
Network
at
7-­‐months:
~2,200
users,
~30,000
messages
posted
Percent
of
Engaged
Members:
77%
in
May
down
from
peak
of
95%
in
Feb
Global
Profile
Comple;on
Stats:
81%
populated
Exper>se
86%
entered
a
Loca>on
78%
entered
their
Work
Telephone
93%
uploaded
a
Photo
Messages
Posted
per
Member:
~1.5
Msgs
per
Member/Mo
down
from
~2
Msgs
in
April
42
Copyright 2012 Manhattan Associates, Incorporated. Strictly Confidential. Not for Distribution.

43. Healthy
mix
of
Cross
Departmental
Message
Contribu>ons
Copyright 2012 Manhattan Associates, Incorporated. Strictly Confidential. Not for Distribution.

44. Social
Collabora>on
Program
Metrics
Group
Metrics
Ques;on
Usage
User
Metrics
Topic
Usage
Health:
Top
Health:
All
%
Health
%
Health
%
Health
%
of
Groups
10
Groups
Groups
Msgs
w/
2+
Admins
Msgs
Exper;se
Topics
Msgs
w/
Following
Taxonomy
Answered
Loca;on
Topics
in
Groups
Cross-­‐GEO
Msg
Answered
in
Topics
w/
10+
Telephone
Distribu;on†
Groups
Msgs
Cross-­‐Func;onal
Msg
Topics
w/
2+
Photo
Distribu;on†
Msgs
Cross-­‐GEO
Membership
Ac;vists
Distribu;on†
(90+
Msgs)
*
Cross-­‐Func;onal
Supporters
Membership
Distribu;on†
(10-­‐89
Msgs)
*
Listeners
Business-­‐related
Msgs
ₒ
(0-­‐9
Msgs)
*
†
Calculated
for
Support,
Design
&
Client
Groups
only
Monitoring
before
determining
Adop>on
Level
ₒ
Based
on
number
of
messages
in
Interest
Groups
Good
Adop>on:
80%
and
above
*
Avg
of
11
Msgs/User,
Std
dev
of
41
Msgs
Industry
Standard
Dictates
Healthy
Networks
Consist
of:
Avg
Adop>on:
60-­‐79%
1%
Ac>vists
Poor
Adop>on:
59%
and
below
9%
Supporters
90%
Listeners
Copyright 2012 Manhattan Associates, Incorporated. Strictly Confidential. Not for Distribution.

45. Recap
Going
back
to
Success…
The
Manha(an
Journey…
Adop;on
Metrics
Ge5ng
answers
Engagement
Metrics
to
most
pressing
ques;ons
Up
Next…
Business
Metrics
Making
our
jobs
easier/ Saving
;me
be(er
•
Billability,
U>liza>on
•
On-­‐Boarding
Experience
•
Global
Scalability
of
Tools
&
Processes
Copyright 2012 Manhattan Associates, Incorporated. Strictly Confidential. Not for Distribution.

46. Panel Discussion!
Sam Loveland"
VP of Worldwide Customer Engagement!
Rob Koplowitz"
VP, Principal Analyst!
Deb Medsker"
SVP, Global Knowledge Management!
Kathleen Rouse"
Enterprise Application Manager!
#yamvalue @yammer

47. Start your business value journey today!!
Visit yammer.com for more information.
!
For existing customers, contact your Account Manager
or Customer Success Manager for additional details.
!
For new customers and prospects, please call
888.926.7377!
#yamvalue @yammer