IBM and social engagement, for Dansk Industri March 4th 2010

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Short presentation on some of our Social Engagement activities and thoughts.

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  • My name is Christian Carlsson, and my work and titles in IBM is Digital Marketing Strategist and Social Software Evangelist. I’m here to talk to you about IBM’s perspective on using the web in Marketing and Communications; and our strategic thoughts around what we call social engagement. Image source: Social Engagement Strategy: Building an Action Plan to be IBM at Our Best
  • From a Marketing, Communications and Sales perspective, there are radical changes in how our clients, their customers, prospects, partners, as well as fellow IBM’ers are consuming media and sharing information. We are dealing with a market where information is moving fast and freely on a global scale. And technology and usage in a B2B setting is much driven by consumer behavior and experience, outside of work
  • At all organizational levels people are using the web in the purchasing process (Need; Pre-purchase information stage; Purchase; Post-purchase) A recent Forbes/Google study shows that even C-suite consider internet as “very valuable” in making business decisions So a well defined and structured corporate web strategy is a must
  • If we take the IBM Corporate web picture as an example First we have “inside the firewall” our intranet with communities, blogs, file share, etc. Then we have the country local corporate sites, a repository for product and services information, campaigns, events, support, etc. Yes, we are implementing various collaborative features like file-sharing, social networking, online ratings and reviews But the fact is that this is not only on the corporate site client and prospect engages and experience our brand In fact, the trend is clear that less and less people are coming to the country portals Instead they are “off site” in various communities, social networks, and so on
  • This is also clear when you look at where people are spending their time in media As you can see, traditional online media like Portals and even eMail is clearly down Up is social networking and Communities And it seems there is no end in sight to this evolution…
  • I’m sure you have not missed all discussions about Twitter, and its usage, etc. For Denmark, in 2009 143.000 adults used Twitter It is expected to rise to above 300.000 in 2010 This may not seem like a lot, especially when looking at where to spend your marketing and communications resources – should Twitter be part of the Media Mix or not? However, the so called Network Effect has shown us before how fast things can change Take Facebook as an example – 5 years to reach their first 150 million users – 8 months to double! And even more important for IBM – it took LinkedIn 16 months to reach its first million users – which they now add each 11 days! All these user-generated, smart, network- and social software tools comes with a challenge, especially for Marketers Source: Ogilvy/Neo 2010 Source: the Network Effect, the Economist January 2010
  • It is not so much our product pages and brand portals anymore
  • Perhaps a bit over the top, but the fact is that studies shows for instance that 80% of consumers trust other consumers, vs. i.e. 40% news paper ads and 30% television ads Sure, this is not new – it is classic Word of Mouth But instead of just reaching your closest family, friends, and perhaps collegues – your voice can and will be heard around the globe Online WOM is also intersting, since everyone understands it – and it is easily measured and related to loyal customers So... To sum things up... 80% of consumers trust other consumers versus 40% for newspaper ads and 30% for television ads Source: Social Computing and Tapping into the Power of Connected Consumers Webinar, Forrester Research./
  • So, to sum things up: when they don’t trust institutions…. they trust “other people like me” [ Click ] And it is this open dialogue between people where we believe there is hiding a lot of competitive advantage
  • This is where we have a market of BILLIONS of conversations and stories every day
  • Where what is said and who says it has the greatest impact on sales and perception of our Brand Our goal is to present IBM at its best in this market – and listen and learn from clients, investors, communities and colleagues We call this Social Engagement and it effects everyone in the organization For this Social Engagement we have 4 strategic priorities
  • First we must deepen relationships with our constituents (clients, investors, communities, IBMers) by designing intentional experiences. We must carefully consider what matters most to the different stakeholders We do this by asking our self: How can I add value to the community I’m trying to engage? What will they see as important and how can I deliver that? We believe you first need to contribute to the community before you can sell to it And within social engagement our goal is to think beyond transactions, taking the long view of our ongoing relationship with our clients Social Media Marketing is a very good example where this plays out
  • If we take a look at traditional online campaigns, there is a direct relationship between funding and results – once a campaign is over, that activity usually ceases (landing page visits, etc.) Social media marketing requires continuous, steady investment to build and manage the network, with eventual value created as the network grows and becomes self-sustaining It is very easy and low cost to launch social media activities But it comes with a trade-off – it might be low cost to launch activities in social media – however it requires more resources on an ongoing basis Subject Matter Expertise we can not expect marketing and communications professionals to have alone This is where we need to engage our brand loyalists, advocates, and influencers – make them speak for us – and make sure we Listen, Learn and Adjust But it for sure also requires the usage and engagement of all our fellow IBM’ers – our SME’s This links well with the next priority Challenge: enable IBMers, a job for marketing?
  • We must deliver IBMers and their expertise – and the depth and breadth of IBM’s global workforce Clients and Prospects, and Investors largely experience our brand through their interaction with IBM employees And we therefore need to engage and raise the profile of the individual IBMers and their areas of expertise We are connecting our thinkers to the communities and conversations that matter
  • And this is where we believe we have a unique advantage We have a lot of “other people like me” Individual IBM’ers must be enabled and further involved in marketing and communications activities – and become active contributors in the social arena Further exploring this massive force of expertise and communicators, will greatly impact our goals Source: Social Engagement Strategy: Building an Action Plan to be IBM at Our Best
  • Many IBM’ers are already actively participating We have Social Computing Guidelines in place, encouraging IBMers to participate… and giving guidance how to participate However there is always room for improvement Source: Social Engagement Strategy: Building an Action Plan to be IBM at Our Best
  • An example of this type of activity could be expert blogs, like Anders, on topics of interest for IBM, and great value for our clients Anders is also a good example of what we call an IBM Ambassador – an expert actively involved in online conversations strategic to our business Which brings us over to the next priority
  • Position IBM as the agenda setter by extending our participation in conversations We do this by actively share IBM’s thought leadership, expertise, and point-of-views – like the Anders example Some other examples could be
  • Our CIO Forum in Sweden, where Per – our CIO Ambassador runs an open dialogue with clients and prospects on the corporate site, focusing on relationship building and listening
  • Or an example from outside of ibm.com, our Smarter Planet initiative on Facebook Our aim with this initiative is to open up for dialogue with opinion makers, influencers, thought leaders etc. on matters how to make things smarter in Denmark as well as the world Again, key to a good dialogue is to listen… (final priority)
  • So, finally, we gain insight to inform offerings and improve relationships We learn by listening! The conversations on the web can tell us a lot about our current AND future business – perhaps discovering opportunities we didn’t know of We could call this Opportunity Discovery and it covers questions like
  • Who are our ambassadors, brand influencers? Can we identify conversations that indicates new industries, new markets, new offerings? Are there undiscovered opportunities? We do this by using systematic approaches to listening, which could be split between three key areas: Risk Management Market Research Customer Experience One tool we use for this, is COBRA Source (right side): COBRA and The Brave New World Marc van der Rest, Associate Partner, On Demand Innovation Services Leader, NE & SW IOT Brian Hill, Sr. Managing Consultant, Strategy & Change Risk Early Warning of reputation threats to your Company or Brands Monitoring risks via Configurable models that represents different dimensions of reputation risks, e.g., brands, corporate, consumers, and industry issues, etc. Converting reputation threats to opportunities using Analytical Dashboard and TxTDiscovery Market research Near Real-time updates and filtering of Blogs, Boards and News sources Filtering massive information from tens of thousands to dozens of alerts a day (Factor of ~100 to ~1000 data reduction) Trends to understand and predict market opportunities ahead of time Dash Board Dynamic Analysis – User can select different combinations of Sources, Models and AlertCauses and view resulting trends by Sentiment, URL, Author. Customer experience Generating different types of alerts ranging from strong and weak signals, to human-defined and system detected Sentiment analysis to detect opinion related alerts. Root cause analysis to understand why events/alerts happen and take actions early and proactively Relationship analysis to find co-relations among different dimensions to enable actions
  • COBRA stands for Corporate Brand and Reputation Analysis It comes from IBM Research and gives us the possibility to analyze LARGE number of conversations online Thumbs up…. Thumbs down…. Key Influencers Used before launching a new product… etc. But we have also started to experiment with the more ‘hands on’ and ‘happening now’ conversations – like Twitter – mining the social sphere for sales opportunities
  • Image source: http://health.ninemsn.com.au/img/health/ear.jpg
  • Image source: http://educationcs.files.wordpress.com/2008/12/helping-hand.jpg
  • Make good relationship/sales talk available for others to use. Helps for sure also SEO.
  • Woman source: http://farm4.static.flickr.com/3602/3656184879_1ed3227f0e.jpg
  • Actually, already a year ago time spent in communities reached the same as for e-mail This shows us that the behavior and usage of various technologies continue to evolve (again, nothing new…) I think we can agree that we should prepare for continued exponential growth… Source: Source 1: Nielsen Netview, The Global Online Media Landscape, April 2009
  • SWG Web Presence 1.0 Brand Update August 27, 2004 IBM Confidential A social strategy must determine the most valuable interaction points for each group of customers based on how they want to interact Why : Objectives Establish core business objectives Listen Monitor the Market conversation: (Listen to your audience) Identify & engage the influencers Who : Target your Audience Understand digital behaviors Develop a social media map Maximize digital asset distribution Where : Environment What : Experience Selecting social media networks, tools and content How : Deployment : Empower consumer advocacy (Participation) Identify available/required assets and resources “To fight a network, you need a network”
  • IBM and social engagement, for Dansk Industri March 4th 2010

    1. 1. IBM and Social Engagement Christian C Carlsson, MBA | Digital Marketing Strategist | Social Software Evangelist | IBM Denmark Dansk Industri, March 4th, 2010
    2. 2. The market is changing radically .
    3. 4. The trend is clear Public ‘ off site’ Corporate ‘ on site’ Internal ‘ inside the firewall’
    4. 5. Internet use in the U.S. is changing. Time spent online shifts from Portals to Social Networking and Communities. Top U.S. Online Activities for Apr. 2009. Total Minutes (000) Spent and % Change vs. YA. Source: comScore Media Metrix
    5. 6. “ The Network Effect” <ul><li>In July 2009 143.000 Danish adults accessed twitter.com at least once. Predictions of about 300 000-350 000 users within 2010. </li></ul>5 years, first 150 million – 8 months to double 16 months, first million – 11 days recent million
    6. 7. The market is changing radically. The most trusted providers of information today are not institutions .
    7. 8. “ Nobody believes the official spokesman... but everybody trusts an unidentified source .” Quote by Ron Nesen
    8. 9. The market is changing radically . The most trusted providers of information today are not institutions . They are “other people like me.”
    9. 13. A market with billions of conversations and stories happening every day.
    10. 14. Where what is said and who says it has the greatest impact on sales and perception.
    11. 15. 1 Deepen relationships with our constituents by designing intentional experiences
    12. 16. Social Media Marketing and ROI Impact = Site visits/leads Effort = Funding Traditional Online Campaigns TIME VALUE Source: Pauline Ores, IBM (adopted from) Many, small activities and engagements “ Injections” over time by IBM’s; Partners; SME Engage brand Loyalists; Advocates; and Influencers Listen, Learn, and Adjust Impact = Relevance and engagement Effort = Resources Social Media Impact TIME VALUE
    13. 17. 1 2 Deepen relationships with our constituents by designing intentional experiences Deliver IBMers and their expertise – and the depth and breadth of IBM’s global workforce
    14. 18. With our employees, alumni, and business partners, we have a unique advantage . We have a lot of “ other people like me”.
    15. 19. Many IBMers already actively participate. Linked In (incl. Alumni) 378,000+ developerWorks 100,000+ Facebook 39,000+ Greater IBM Connection 75,000+ Social Computing Guidelines: www.ibm.com/blogs/zz/en/guidelines.html
    16. 20. Example: Anders personal blog on ComputerWorld.dk
    17. 21. 1 2 3 Deepen relationships with our constituents by designing intentional experiences Deliver IBMers and their expertise – and the depth and breadth of IBM’s global workforce Position IBM as the agenda setter by extending our participation in conversations
    18. 22. Example: CIO Forum on ibm.com/se
    19. 23. Example: Smarter Planet Danmark on Facebook
    20. 24. 1 2 3 4 Deepen relationships with our constituents by designing intentional experiences Deliver IBMers and their expertise – and the depth and breadth of IBM’s global workforce Position IBM as the agenda setter by extending our participation in conversations Gain insight to inform offerings and improve constituent relationships
    21. 25. Opportunity Discovery Who are our ambassadors, brand influencers? Conversations indicating new industries, new markets, new offerings? Are the undiscovered opportunities? Risk Management Market Research Customer Experience
    22. 26. Corporate Brand & Reputation Analysis
    23. 27. Prospects and Sales Opportunities – Listen! Support conversations Business issues and challenges Comparison “ I’m looking for…” Ask & Answer
    24. 28. Intelligent Listening <ul><li>Our clients and prospects are asking questions – we need to be there and engage with them </li></ul><ul><li>The use of Social Media is expected to continue to grow – both in quantity and quality – we need to learn how to Listen </li></ul><ul><li>In fact – it is happening at this moment! </li></ul>
    25. 29. “ But… are people really asking these questions…. openly?”
    26. 31. Responder Sales professional Consultative Highly skilled in written conversation ??? Prospect Asking questions Sharing information Open conversations Listen Passing Sales process Seeker Subject Matter Expert Analytical Detective work
    27. 32. Any findings so far? <ul><li>Social media is alive We are finding more posts of interest than we expected. </li></ul><ul><li>Customers are welcoming interaction! We get positive responses. </li></ul><ul><li>This effort marries well with other efforts Market Intelligence; Outbound social media marketing; , Demand Programs tactics, Events and Rep enablement; etc. </li></ul><ul><li>We must continue to Experiment and Learn! </li></ul>   
    28. 33. Closing remarks Find the balance between on-site and off-site Challenges? Experiment and learn how to listen 1. Deepen relationships; intentional experiences 2. Deliver IBMers and their expertise 3. Position IBM as the agenda setter 4. Gain insight
    29. 34. contact | [email_address] www.linkedin.com/in/christiancarlsson
    30. 35. Backup
    31. 36. Already a year ago, time spent on communities, reached time spent on e-mail E-mail Search Member Communities Videos/Movies February 2009 Source: Nielsen Netview, The Global Online Media Landscape, April 2009
    32. 38. Social Media Marketing at IBM: 7 Key Steps <ul><li>7/Maintain the relationship </li></ul>2/Listen to your audience 3/ WHO Target your audience Understand digital behaviors Develop social media map Identify needed experts 4/ WHERE: Environment WHAT: Experience Select appropriate social media networks, tools, and content 5/ HOW Deployment / Empower Consumer advocacy (Participation) Identify available/required assets and resources for participation in the most relevant conversations Train the experts 1/ WHY Establish your core business objectives 6/RESULTS Measure those things that will best help you determine the impact of your involvement and participation

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