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Big data and analytics ibm digital game plan short v2 nonconf

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IBM Big Data and Analytics. Digital Game Plan :-)

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Big data and analytics ibm digital game plan short v2 nonconf

  1. 1. Re-THINK, Innovate & Develop to Outperform Create Customer Centricity and Superior Value by Activating the Individual Enterprise IBM Digital Game Plan 4U ☺ Business & IT Integrated IBM Big Data & Analytics Strategy, Architecture and Services 2014-2017 Version 2.0 Friedel Jonker, IBM Software Client Leader Retail & Consumer Products October 2014 S R T GROWTH P L AN BUS I NE S S GY IBM Vision Walk including IBM Watson Solutions
  2. 2. 2 Agenda Slide Customer Centricity -Hi, I´m your individual customer/partner 11.. Customer Centricity -Hi, I´m your individual customer/partner 33 22.. FFrroomm AAnnaallyyttiiccss 11..00 ttoo AAnnaallyyttiiccss 33..00 1155 33.. CCuussttoommeerr EExxppeerriieennccee MMaannaaggeemmeenntt 3311 44.. TThhee CCooccaa CCoollaa CCaassee 3399 55.. DDiiggiittaall GGaammee PPllaann --RRooaaddmmaapp aanndd TTiimmeelliinnee 4455 66.. TThhaannkk YYoouu 4477 77.. AAttttaacchheemmeennttss 5500
  3. 3. Is this your customer of today? 3
  4. 4. No ! I´m your customer ☺. I expect from you, that you: 4 Know me Value me Inform me Serve me Secure SSeeccuurree me mmee Hear me Customer Centricity
  5. 5. 5 The Vision Create Customer Centricity and Superior Value by Activating the Individual Enterprise Systems of insight Systems of engagement Systems of records Insightful Enterprise Intelligent organizations Automated processes Empowered individuals Individual Enterprise Integrated ecosystems Insight at the point of engagement Contextual actions in the moment Functional Enterprise Efficient organizations Streamlined processes Focused individuals Situational Enterprise Networked organizations Dynamic processes Responsive individuals Tablets, phones, and wearables Desktops and laptops Mainframes and minis Analytics Mobile
  6. 6. to enable profitable growth via a Customer Centric Model Fundamental Strategic Issue How best to stimulate consumers and shoppers to drive purchase and brand loyalty/advocacy? Our Vision 1. Capture and manage data to build a 360 degree view of the consumer – demographic (who), transaction (what), interaction (how) and behavioral data (why) 2. Develop an integration layer to manage and harmonize external and internal data 3. Apply mathematical models to develop insights and recommendations – in order to put the consumer at the heart of all operations 4. Deliver timely, tailored and seamless brand experiences across channels – including in-store, web and mobile 5. Infuse and integrate information and insights in supporting systems and processes to drive enterprise wide improvement Enable transformational improvements in performance via a consumer centric model powered by Watson-like analytical capabilities 6
  7. 7. Customer Centricity -An Enhanced 360° View -The Concept Value 7 Create unified view of ALL information for real-time monitoring Identify areas of information risk ensure data compliance Analyze customer analytics data to unlock true customer value Improve customer service reduce Increase productivity leverage past work call times increasing speed to market Watson Explorer • Analyzes structured unstructured data—in place • Unique indexing • Unlimited scalability • Advanced data asset navigation • Pattern clustering • Contextual intelligence • Text analytics • Secure data integration • Query transformation • Easy-to-deploy big data applications • User-friendly interface Providing unified, real-time access and fusion of big data unlocks greater insight and ROI
  8. 8. 8 Customer Centricity -A broader View -The Individual Enterprise Ecosystem delivers more happy I ndividuals (employees, customers and partners.) Business is People ☺ Social CRM-KAM Social Product Innovations Social Branding Social Smarter Commerce Social Media Management I ndividuals Social Customer Service Social Data Management Social Analytics Controlling Social Talent Learning Mgmt Social Change … Social Change 360 degree view of I ndividuals with IBM Watson Explorer Customer Centricity
  9. 9. Cognitive Marketing Event based Predicted 9 Step 3 Advanced Analytics/ Next best action Step 2 IBM Digital Marketing tools Step 1 I understand my customer and help him/her by anticipating on needs I detect customer behavior and respond in realtime WebSphere Commerce Marketing tools Reactive Marketing -Untargeted Integrated client-centric I know who this customer is and offer based on what he/she bought in the past Siloed channels Coordinated multi channel Proactive Marketing Segmented Now I do not know this customer and push whatever is on offer Fast Business Impact for the Data Economy 22..00 Big Data 11..00 Traditional Analytics 33..00 Customer Centricity by activating the Individual Enterprise From „I don´t know my customer to I understand my customer“
  10. 10. Customer Centricity -Build a new ship and adust your Navigation to a 360° View 10
  11. 11. 11 Building a New Market Ship for Smarter Motor-Sailing to the decided harbor through a Rough Ocean of Information • Big D-Profit Intelligence Service Big D-Optimization Big D-Individualization Big D-Insights Big D-Analytics Agile Infrastructure Big D-Solutions Big D-Architecture Big D-Unstructured Data Big D-Structured Data Ocean of Information/Data Lake/Data Pool Intelligence Service Trusted Data Q-Mgmt Trusted and Secure Big Data Analytics Consulting and Competence Center Services to generate Big Profit from Big Data Agile Infrastructure
  12. 12. Customer Centricity –Activating the Individual Enterprise by Developing a Big Data Analytics Strategy 12
  13. 13. What´s next – “By 2015, context-aware promotions will compose 10% of promotional activity” - Gartner 13 Capture and analyze visitor behavior over time Automate individualized product recommendations on-site Use individualized product and content recommendations in display advertising Use individualized product recommendations specific to mobile devices Send targeted emails with compelling content and products
  14. 14. 14 Agenda Slide Customer Centricity -Hi, I´m your individual customer/partner 11.. Customer Centricity -Hi, I´m your individual customer/partner 33 22.. FFrroomm AAnnaallyyttiiccss 11..00 ttoo AAnnaallyyttiiccss 33..00 1155 33.. CCuussttoommeerr EExxppeerriieennccee MMaannaaggeemmeenntt 3311 44.. TThhee CCooccaa CCoollaa CCaassee 3399 55.. DDiiggiittaall GGaammee PPllaann --RRooaaddmmaapp aanndd TTiimmeelliinnee 4455 66.. TThhaannkk YYoouu 4477 77.. AAttttaacchheemmeennttss 5500
  15. 15. The Value of Analytics 15
  16. 16. FROM ANALYTICS 1.0 to ANALYTICS 3.0│FAST BUSINESS IMPACT FOR THE DATA ECONOMY 16 11..00 Traditional Analytics Fast Business Impact for the Data Economy 22..00 Big Data 33..00 • Primarily descriptive analytics and reporting • Internally sourced, relatively small, structured data • “Back room” teams of analysts • Internal decision support • A seamless blend of traditional analytics and big data • Analytics integral to running the business; strategic asset • Rapid an agile insight delivery • Analytical tools available at point of decision • Cultural evolution embeds analytics into decision and operational processes • Complex, large, unstructured data sources • New analytical and computational capabilities • “Data Scientists” emerge • Online firms create data-based products and services Excellent Leaders Today Companies Today
  17. 17. FROM ANALYTICS 1.0 to ANALYTICS 3.0│FAST BUSINESS IMPACT FOR THE DATA ECONOMY 17
  18. 18. C.omputer I.ntegrated M.anagement P.lanning (C.I.M.P.) in the 3.0 Data Economy Strategic Analysis Synthesis of the environment and the enterpise Customer Behavior Experience Industry and Competitors Retail and E-Commerce Landscape Factors that could be influenced Recognize Define Simulate Forecast Develop Select Position Implement Control Early Warning Lead and Learn C.I.M.P. Strategic Business and Technolgy Leadership Strategic Strategic Controlling Context Analysis Artifical Intelligence Systems Methods and Model base Systems Communication and Collaboration Systems User friendly Acess Systems State of the Art Programming Applications on Any Devices T.R.I.M. *1) Big Data Platform Defintion of the Strategic Problem Strategic Selection Process Natural Language Interfaces Business Areas Fit Corporate Culture Fit Corporate Technologies Fit Relative Strength and Weakness Planning M E T H O D S M O D E L S S Y S T E M S Market Developments Focuss area of People Decision Supporting Cognitive Systems 18 *1) T.rusted R.ealtime I.nformation M.anagement
  19. 19. Focussing on Cognitive Solutions Decision-Preparation (Strategy-Modell) Collecting Focussing Contextualization Organizing Visualization Conceptionalization Professionalization Competence Experience Implementing Optimization Excellence Market-Cognition + Market-Development = Market-Reaction Digital Workplace Systems (Social CRM, Business Analytics, Social Analytics, ERP a.s.o). Cognitive Workplace Systems (Information- and Learningsystems) Decision-Implementation (Strategy-Realization) Time Intelligence Tools Non Digital Workplace Systems (Paper, Binder, a.s.o.) 1980 2014 Analysis of Information Discover Relationships Professional (Effective and Efficient) Working Continous Improvement of Decisions Value driving decisions Paper Color Bits Bytes + Human Intelligence Technical Possibilities 2015 Collapsing the time from Market-Cognition to Market Reaction 19 Be Brilliant
  20. 20. IBM Watson Solutions –Focusing on Cognitive Solutions Business Value and Sematic Outcome 20
  21. 21. • Search, visualize, and explore information from internal and external content through 360- degree information applications 21 IBM Watson Solutions –Focusing on Cognitive Solutions Watson Explorer Content Analytics and Watson Advisors Part 1 • Analyze, visualize, and discover insight in unstructured data through NLP and text analytics • Interpret information to enhance, scale, and accelerate human expertise through cognitive capabilities Watson Explorer Watson Content Analytics Cognitive Exploration Exploration across many different sources Content analytics Cognitive insights Delivered in a 360-degree information application Watson Explorer V10 Now part of Watson Explorer Advanced Edition Watson Advisors Watson Explorer V10 raises the bar with cognitive exploration
  22. 22. 22 IBM Watson Solutions –Focusing on Cognitive Solutions Watson Explorer Content Analytics and Watson Advisors Part 2 Watson Explorer V10 raises the bar with cognitive exploration Search Analyze Interpret Watson Explorer Watson Content Analytics Watson Advizors • Analyze, visualize, and discover insight in structured and unstructured data through NLP and content mininig • Search, visualize, and explore information across enterprise applications through 360° views of any topic + + Question Answer Relationship Extraction Concept Expansion User Modeling Language Identification Machine Translation Message Resonance … more … • Enhance, scale, and accelerate human expertise through user modeling, relationship extraction, and more
  23. 23. IBM Watson Solutions –Focusing on Cognitive Solutions Watson Explorer 360-degree information application Cognitive Exploration example – information, analytics and cognitive insights presented in context 23 Question Answer service enables the user to ask natural language User Modeling service provides the user with a more detailed profile Data from enterprise of the client systems such as CRM, DBMS, CMS and SCM Watson Explorer 360-degree information application Data-driven alerts Collaboration and information sharing Content analytics to reveal insights from unstructured data Analytics, in context Activity feed for up-to-the-moment information
  24. 24. IBM Watson Solutions –Focusing on Cognitive Solutions Watson Explorer Content Analytics 24 Document Analysis Facets Time Series Dashboard Connections Sentiment Facet Pairs Deviations / Trends
  25. 25. IBM Watson Analytics Unified analytics experience Integrated social business Visual storytelling Intelligent automation Data access and refinement Report and dashboard creation Guided analytic discovery 25
  26. 26. IBM Watson Social Analytics can now be used to identify and engage key influencers at a much deeper, personality level Social Behavior e.g., when tweeting Social Behavior e.g., when tweeting Personality Model •Openness •Conscientious •Extroverted •Agreeable •Neurotic Personality Model •Openness •Conscientious •Extroverted •Agreeable •Neurotic Ford’s 12 “Universal Needs” •Structure •Challenge •Excitement •Liberty •Harmony •Closeness Ford’s 12 “Universal Needs” •Structure •Challenge •Excitement •Liberty •Harmony •Closeness • Practicality • Self-expression • Curiosity • Ideals • Love • Stability Value Model •Self-transcendence •Conservation •Self-enhancement •Hedonism •Openness-to- Change Value Model •Self-transcendence •Conservation •Self-enhancement •Hedonism •Openness-to- Change Engage with people: Refine consumer segmentation to individual consumers or groups but executed at scale. Create messages that will resonate with existing consumers, influencers and target the competition’s consumers. Engage with a brand: Profile a brand and ensure that the messages coming from the brand are congruent with the profile of people that advocate the brand. Create the right message: Ensure that written or scripted media output will be in line with the brand’s personality and ensure consistency between author style. Help your agencies check their messages are going to resonate. 26
  27. 27. IBM Watson Engagement Advisor What it does: Transforms client engagement by knowing, engaging and empowering clients where they are Develops client relationships by reaching out to clients who do not leverage traditional channels Empowers consumers and contact center agents to take informed action with confidence How it does it: Answers questions and guides users through processes with plain-English dialogue Leverages natural language to interact with users and build knowledge and expertise Utilizes evidence evaluation and learning to provide informed and effective responses to users 27
  28. 28. Best-in-class CoE*1) drive coordinated Enterprise-wide Analytics transformation from Analytics 1.0 to Analytics 3.0 to maximize benefit via synergies 28 Line of Business analytical teams Diagnostic Predictive Prescriptive Doable Analytics “Quick Wins” Driver impact Simulation Decision Automation Decision optimization Business driver Dashboards Global Enterprise Transformation CoE Cross-functional CoE Finance Marketing Sales Operations Customer Service HR Research Cognitive Consolidate Legacy Systems Fully Integrated IT Infrastructure Prioritized Consolidation of IT Resources Adhoc data integration (spreadsheets etc.) Analytics journey from tactical analytics to Enterprise CoE Decentralized adhoc teams Operating Model Analytics Roadmap IT Roadmap 11..00 22..00 33..00 11..00 22..00 33..00 Value driving Decisions *1) COEs Center Of Excellence
  29. 29. Advanced analytics is the hardest to do well but provides the greatest insight and value to the organization 29 Stochastic Optimization How can we achieve the best outcome including the effects of variability? Optimization Predictive modeling What will happen next if? Forecasting What if these trends continue? Simulation What could happen? Alerts What actions are needed? Query/drill down What exactly is the problem? Ad hoc reporting How many, how often, where? Standard Reporting What happened? high Prescriptive Analytics Predictive Analytics Descriptive How can we achieve the best outcome? low Complexity high Breakaway Differentiating Competitive low Business Advantage Adapted from Competing on Analytics, 2007 Foundational Fast Business Impact for the Data Economy 33..00 22..00 Big Data 11..00 Traditional Analytics
  30. 30. 30 Agenda Slide Customer Centricity -Hi, I´m your individual customer/partner 11.. Customer Centricity -Hi, I´m your individual customer/partner 33 22.. FFrroomm AAnnaallyyttiiccss 11..00 ttoo AAnnaallyyttiiccss 33..00 1155 33.. CCuussttoommeerr EExxppeerriieennccee MMaannaaggeemmeenntt 3311 44.. TThhee CCooccaa CCoollaa CCaassee 3399 55.. DDiiggiittaall GGaammee PPllaann --RRooaaddmmaapp aanndd TTiimmeelliinnee 4455 66.. TThhaannkk YYoouu 4477 77.. AAttttaacchheemmeennttss 5500
  31. 31. 31 How to drive value from digital by analytics
  32. 32. 32 Examples of Companies who are on the road to becoming an Indvidual Enterprise by Digitizing, Big Data, Innovations and Big Individualization
  33. 33. Transforming the Consumer Products customer experience The Communication Service Provider (CSP) Example 33 IBM partners with our clients to capture an enterprise-level view of their Customer Experience capabilities through the development of Journey Maps that drive optimization. •Define a complete Series of Customer Interactions with your brand •Based on Unique Individual Journey - each customer is unique! •Using Customer Business Operations Points of View (PoVs) •Omni-Channel - any time - presale or post-sale. James’ Persona IBM Deliverables •Capabilities Assessment • Business Maturity • Required Capabilities • Gap Analysis •Use Cases • To Drive Optimized Journey Paths • but … designed to handle Deviations •Business Case • Business Value Assessment •Roadmap • Current State / Future State • Business Maturity • Business Process Optimization • Governance / MDM / Best Practices Customer View Operational View Social View Device View Example Journey Map Network View Knowledge View Technology View Journey Maps are developed to support Reactive, Proactive Cognitive capabilities across the enterprise. Passive Detractor Promoter
  34. 34. Transforming the Consumer Products customer experience -The CPG Nestle Example 34
  35. 35. These dynamics are forcing FMCG companies to re-think how they engage and serve consumers 35
  36. 36. IBM has experience helping FMCG clients leverage analytics to drive improved performance Analytics Sophistication Deliver a differentiated brand experience Collaborate with channel partners to drive differentiation Integrate demand and supply signals to optimize supply and distribution networks Reinvent processes and accelerate organizational agility to enable new growth 22 Social media based consumer insights 33 Micro consumer segmentation and next best action 55 Sales forecasting and 44 Post event analytics trade planning 88 Predictive asset optimization 99 Integrated supply chain optimization 1122 11 360° view of the consumer 66 Sales force optimization 1111 Predictive FPA Global Pharma Co. Global Food Bev Co. 77 Commodity cost optimization 1100 Talent workforce analytics Product formulation and ingredient substitution Global Food Bev Co. 36 = focus of today’s discussion
  37. 37. 37
  38. 38. 38 Agenda Slide Customer Centricity -Hi, I´m your individual customer/partner 11.. Customer Centricity -Hi, I´m your individual customer/partner 33 22.. FFrroomm AAnnaallyyttiiccss 11..00 ttoo AAnnaallyyttiiccss 33..00 1155 33.. CCuussttoommeerr EExxppeerriieennccee MMaannaaggeemmeenntt 3311 44.. TThhee CCooccaa CCoollaa CCaassee 3399 55.. DDiiggiittaall GGaammee PPllaann --RRooaaddmmaapp aanndd TTiimmeelliinnee 4455 66.. TThhaannkk YYoouu 4477 77.. AAttttaacchheemmeennttss 5500
  39. 39. The Coca-Cola Company® engages consumers through relevancy and rewarding relationships 18 Million Registered MyCokeRewards consumers 39 Relevance to clients • Empowering your salesforce and engaging consumers can be a transformational value proposition • Engaging consumers builds brand equity, generates higher loyalty, drives increased sales and improves margins Relevance to clients • Empowering your salesforce and engaging consumers can be a transformational value proposition • Engaging consumers builds brand equity, generates higher loyalty, drives increased sales and improves margins Business problem: Drive brand love and loyalty through relevant and rewarding relationships using digital marketing initiatives Solution: Developed rewards program which provides omni-channel experiences – social, mobile, desktop web; a CRM databases, sophisticated reporting and tracking capabilities, fully integrated CMS for content management, and a management dashboard “My Coke Rewards is very innovative. The extension into social media and the way that these big epic programs are being built and extended down through Facebook and out into that whole teen element is [where] our brand [is] building innovation. And that is where the money is.” — Sandy Douglas, President, Coca-Cola North America Source: Coca-Cola North American Market Tour transcript, September 2011
  40. 40. 40
  41. 41. 11 Examples of leading practices Differentiated brand experience 360° view of the consumer MyCokeRewards drives consumer loyalty and purchase frequency by generating an ongoing dialogue Business problem: How to differentiate your brand capture the attention of consumers in a busy media landscape. Solution: Deployed an omni-channel, interactive experience to enable an on-going targeted “dialogue” with Coca-Cola’s most valuable households and consumers Benefit: Coca-Cola is now able to directly influence purchase behavior of their most loyal consumers Drive brand love loyalty through relevancy and relationships +20 Million Registered MyCokeRewards consumers 41
  42. 42. 11 Examples of leading practices Differentiated brand experience 360° view of the consumer MyCokeRewards actively leverages mobility to deliver the right message at the right time Real-Time Location Send messages in real-time based on user preferences and reward your loyal customers Geo-Fencing Set Geo-Fences around select partners and alert app users when they are near by Promote New Stores Update users on nearby openings based on location (tags, CRM database, real-time via app) 42
  43. 43. http://www.sugarcrm.com/casestudy/case-study-coca-cola-enterprise 43
  44. 44. 44 Agenda Slide Customer Centricity -Hi, I´m your individual customer/partner 11.. Customer Centricity -Hi, I´m your individual customer/partner 33 22.. FFrroomm AAnnaallyyttiiccss 11..00 ttoo AAnnaallyyttiiccss 33..00 1155 33.. CCuussttoommeerr EExxppeerriieennccee MMaannaaggeemmeenntt 2266 44.. TThhee CCooccaa CCoollaa CCaassee 3344 55.. DDiiggiittaall GGaammee PPllaann --RRooaaddmmaapp aanndd TTiimmeelliinnee 4455 66.. TThhaannkk YYoouu 4477 77.. AAttttaacchheemmeennttss 5500
  45. 45. Digital Game Plan -From Vision to Implementation LEADING OPTIMIZING PRACTICING DEVELOPING AWARE Capabilitys Maturity Stages DOMAIN Campaign Management Real time Targeting Contact Optimization Test and Learn Internet Ad Management DIMENSION Marketing Performance Optimization AREA Customer Experience Management Reifegrad Other Domains Vison Strategy Prioritization Phase Roadmap Implementation 45
  46. 46. Digital Game Plan -How to get started Define your vision and strategy for how analytics will transform Initiate high impact, achievable PoCs to prove value – and take on as many as you can support Look for opportunities to prove the value of improved speed and quality of decision making Focus on closing the “insight to action” loop in everything you do Deploy your analytics operating model now Typical areas to pursue: •Customer Experience Management •Consumer insights and innovation •Customer segmentation •Demand forecasting 46
  47. 47. 47
  48. 48. 48 Legal Disclaimer o© IBM Corporation 2014. All Rights Reserved. o The information contained in this publication is provided for informational purposes only. While efforts were made to verify the completeness and accuracy of the information contained in this publication, it is provided AS IS without warranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this publication or any other materials. Nothing contained in this publication is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. oReferences in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in this presentation may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results.
  49. 49. Appendix
  50. 50. Friedel Jonker Dipl.-Kaufmann Software Client Leader Retail CP IBM Software Group Wilhelm-Fay-Strasse 30-34 D-65936 Frankfurt Phone (+49)-69-6645-1227 Fax (+49)-69-6645-5640 Mobile (+49)-160-9638657 Jonker@de.ibm.com More information from IBM and me. Look at Xing, Linkedin, Youtube, Twitter, Scribd, Slideshare, Lotus Greenhouse and Pinterest. http://pinterest.com/fjonker/ http://de.pinterest.com/fjonker/social-crmkam/ http://de.scribd.com/FJonker Join my Networks as Philip Kotler (North.West.Uni), Manfred Krafft (WWU Münster), Don Peppers (PR) Thomas H. Davenport (Babson College), Peter Weill (MIT), Jeanne W. Ross (MIT), Andrea Back (St. Gallen), Jon Katzenbach (Booz), Genie Z. Laborde (I.D.E.A.), Gordon Tredgold, Daniel Pink, Ross Dawson (AHT) Charles Savage (KEE), Soumitra Dutta (INSEAD) Chuck House (Stanford Uni.), Charlene Li (Altimenter), Thomas Hutzschenreuter (WHU), Gunter Dueck (IBM), Peter J Korsten (IBM), Sandy Carter (IBM), Gary Burnette (IBM), Christian Klezl (IBM) and other leading Thinkers and Practitioners have already done it. Business is People ☺ Selection of Companies on my Networks: 3M, Aldi, Amadeus, American Express, Ameriprise, Booz Company, Capgemini, Citigroup, Coca Cola, Daimler, Deutsche Bank, Deutsche Telekom, Deloitte Touchee, dm, EDEKA, Ernst Young, Henkel, IBM, Kaufland, Kaisers, LIDL, Lufthansa, McKinsey, Nestle, Nokia, OBI, O2, PC, REWE, Samsung, Sears, Siemens, Swisscard, Tengelmann, Thomas Cook, Toyota, TUI, UBS, Vodafone, Volkswagen and more. ☺
  51. 51. Friedel Jonker, IBM Software Group IBM Software Client Leader, Retail and Consumer Products Career History and Education 2008- today IBM, SCL Retail CP, Germany, Business Development Manager IBM 1994- 2008 Deutsche Leasing AG, S-Finance Group, Germany, CRM BI Business and Program 1990- 1994 Citicorp-Citibank AG, Germany, European Manager Marketing Database VISA 1989- 1990 Ogilvy Mather Dataconsult, Germany, Consultant Database Marketing 1988- 1989 Infas, Germany, LOCAL-Direct Project manager for SRPM with Location Intelligence 1982- 1988 University of Münster, Master of Business Management in Marketing Statistics Profile SugarCRM, SCL Travel Transport, Business Development Manager Analytics PM, Managing Consultant CRM BI Director (LI) CRM, BI/LI Strategy Leader IBM GBS Germany. Winner of the Sales Excellence Award 2005 from the University of St. Gallen and Handelsblatt. Broad experience in Planning and Implementing value based CRM BI/LI Strategy, Processes, Architecture and Systems. Member of the MIT, Member of the Sales Executive Councile and member of Marketing Alumni, University of Münster, Germany
  52. 52. References–Literature and Presentations 1994-2013 Database Marketing (1994-2000) • Neue Informationsqualität für das VISA Kartenmanagement der Citicorp, in: Oracle Finanzwelt, 1994 • Leadership durch Informations- und Lernsysteme, in: Know-how, Schumann Unternehmensberatung AG, April 1996 • Database Marketing bei der Deutschen Leasing AG, in: Jahrbuch 2000, Deutscher Direktmarketing Verband e.V. CRM (2001-2007) • Von Database Marketing zum CRM, in: Computerwoche, 19/2001 • Mit intelligentem Database Marketing und CRM zu überdurchschnittlichem Markterfolg, in: Cognos- Kundenmagazin • Case Study Präsentation C3M-Eagle, marcusevans, FoCus Gipfel CRM, Montreux, 19.-21. Januar 2003 • McKinsey, Handbuch StrategischensManagements, Kapitel 3, Innovation und Wachstum, Wachstum durch innovative Produkte, Gabler 2003 • Erfolgreiches Customer Relationship Management bei der Deutschen Leasing AG, Nordakademie, Elmshorn, e-think-tank, Februar 2003 • Konflikte zwischen Vertrieb und Vertrag lösen, in: Praxismagazin für Marktkommunikation der Sparkassen-Finanzgruppe, 2004, 11. Jahrgang, Nr. 5, S 38 ff • CRM und Sales -2 Seiten einer erfolgreichen Verbindung, im Beratungsbrief von http://www.vertriebs-experts.de , 23.03.2005 • Deutsche Leasing Gruppe: Mit Siebel/Oracle CRM-System das Neugeschäft jährlich um durchschnittlich 12 Prozent gesteigert, in: Oracle Customer Snapshot Juli 2006 • CRM als strategisches Element der wertorientierte Unternehmensführung der Deutschen Leasing AG -7P Programm für erfolgreiche CRM-Programme – Position_Path_Portfolio_Program_People_Progress_Performance, marcusevans, FoCus Gipfel CRM, Montreux, 14.-16. Februar 2007 • Case Study CRM bei der DL, in Kundenmanagement –Grundlagen-Strategien-Beispiele von Manfred Krafft, März 2007 Multichannel Customer Management (2008-2010) • Vom Callcenter zum Intelligent Multichannel Customer Management Center, IBM Callcenter Circle, Hamburg HASPA, Mai 2008 • Business Intelligence und Performance Management in der Finanzverwaltung, IT Business Messe Stuttgart, October 2009 http://fjonker.wordpress.com/2009/10/12/it-business-cio-des-bundes-bei-ibm-cognos/ , Staatssekretär Dr. Hans Bernhard Beus, CIO des Bundes • Neue Technologien schaffen eine Demokratisierung der Information, Initiative Mittelstand http://www.imittelstand.de/themen/topthema_100288.html , 16.11.2009 Integrated Realtime Corporate Management (2010-2011) • Integrierte Echtzeit Unternehmenssteuerung (IEU), IBM Partner Channel Kick Off Berlin, Januar 2010, Salesforce.com Cloudforce2 Frankfurt, März 2010, Teradata Enterprise Intelligence Summit Berlin, April 2010, IBM Partner University-Frankfurt, April 2010, Bechtle Partner Präsentation Mannheim, Juni 2010, FuM Partner Präsentation Stuttgart, Juli 2010 • Integrated Realtime Corporate Management (IRCM), IBM Europe Asia IT Architects University Stuttgart, April 2010 • Integrierte Echtzeit Unternehmenssteuerung –IBM Synergy Play, SAP-DSAG Nürnberg, September 2010, IBM ISV Technical Executive Forum Ehningen, Oktober 2010, Institut für BI Stuttgart, Dezember 2010 Social Business, Social CRM and Cloud (2011-2012) • Die Rolle von Analytics für Social Software Business, IBM Social Business JamCamp, Frankfurt, October 2011 • SUGARCRM on IBM Social Business Overview @CeBIT 2012, Hannover, März 2012, IBM Partner Event, Kaprun, März 2012 • Social Collaboration and Social CRM in the Secure Cloud today, bwcon: Dialog @IBM 2012, Ehningen, April 2012 Retail Consumer Products (2013-) • IBM Future of Retail Consumer Products 2013, Frankfurt, Barcelona, Geneva, March 2013 • IBM and M.I.T. Winning through Smarter Integrative Re7HINKing Execution, Frankfurt, Barcelona, Geneva, Boston, August 2013 • IBM GSE Executive Event, From Social Media to Social CRM-KAM, Lisbon, March 2014 • IBM CRM-expo 2014, IBM Vertriebstransformation auf globaler Ebene, Stuttgart, Ooctober 2014
  53. 53. CRM-expo 2014 Presentation: Next ICRM-KAM https://de.scribd.com/doc/242141353/CRM-Expo-2014-Final-Presentation-ppt
  54. 54. CRM-expo 2014 Presentation: Next ICRM-KAM https://de.scribd.com/doc/242141353/CRM-Expo-2014-Final-Presentation-ppt
  55. 55. CRM-expo 2014 Presentation: Next ICRM-KAM https://de.scribd.com/doc/242141353/CRM-Expo-2014-Final-Presentation-ppt
  56. 56. CRM-expo 2014 Presentation: Next ICRM-KAM https://de.scribd.com/doc/242141353/CRM-Expo-2014-Final-Presentation-ppt
  57. 57. CRM-expo 2014 Presentation: Next ICRM-KAM https://de.scribd.com/doc/242141353/CRM-Expo-2014-Final-Presentation-ppt
  58. 58. CRM-expo 2014 Presentation: Next ICRM-KAM https://de.scribd.com/doc/242141353/CRM-Expo-2014-Final-Presentation-ppt
  59. 59. Example of IBM´s Social CRM-KAM Solution SalesConnect
  60. 60. Need Capabilities Need Capabilities Business Analytics Data Management Big Data Data Warehousing Enterprise Content Mgt Information Integration and Governance Turn information into insights Deepen engagement with customers, partners and employees Enable the agile business Deliver enterprise mobility Accelerate product and service innovation Optimize IT and business infrastructure Manage risk, security and compliance Social Collaboration Unified Communications Web Experience Commerce Enterprise Marketing Management Smarter City Operations Mobile Development and Connectivity Mobile Strategy Security Business Process Management Connectivity, Integration and SOA Application Infrastructure Application Lifecycle Management Complex and Embedded Systems Enterprise Modernization Cloud and Workload Optimization Asset and Facilities Management Enterprise Endpoint Mgmt Identity and Access Management Data Protection Application Security Infrastructure Protection Security Intelligence and Compliance Analytics IBM Software Capabilities
  61. 61. A New Architectural Approach is Required Part 1. Big Data and Analytics Platform Big Data Analytics Platform Real-time Data Processing Analytics What is Information Integration Governance On premise, Cloud, As a service IBM Big Data Analytics Infrastructure New/Enhanced Applications All Data What action should I take? Decision management Cognitive Fabric Landing, Exploration and Archive data zone EDW and data mart zone Information Ingestion Operational data zone happening? Discovery and exploration Why did it happen? Reporting and analysis What could happen? Predictive analytics and modeling Deep Analytics data zone
  62. 62. A New Architectural Approach is Required (Big Data Capability View) Real-time Data Processing Analytics What is Deep Analytics data zone What did Deep Analytics data zone PureData System for Analytics Information Integration Governance InfoSphere Optim InfoSphere Guardium InfoSphere Data Privacy for Hadoop InfoSphere Information Server InfoSphere Data Replication InfoSphere Federation Server InfoSphere Master Data Management Cognos Command Center Landing, Exploration and Archive data zone Industry Models Content Analytics InfoSphere BigInsights for Hadoop PureData System for Hadoop Content Manager Case Manager Content Navigator Reporting and analysis Cognos Business Intelligence Cognos Express Business Intelligence Pattern Cognos BI Pattern with BLU Acceleration Real-time Data Processing Analytics SPSS Modeler Gold Operational Decision Manager ILOG CPLEX Optimizer Decision Optimization Center InfoSphere Streams InfoSphere Sensemaking Discovery Exploration Watson Analytics Watson Explorer SPSS Analytic Catalyst SPSS Analytic Server InfoSphere Business Information Exchange Information Integration Governance Systems Security Storage On premise, Cloud, As a service New/Enhanced All Data Applications What action should I take? Decision management Landing, Exploration and Archive data zone EDW and data mart zone Operational data zone happening? Discovery and exploration Why did it happen? Reporting and analysis I learn, what’s best? Cognitive What could happen? Predictive analytics and modeling Operational data zone DB2 with BLU Acceleration DB2 with BLU Acceleration - Power Systems Edition IMS PureData System for Transactions Informix, Informix TimeSeries InfoSphere Master Data Management Predictive analytics and modeling SPSS Statistics SPSS Modeler Concert Cognos TM1 Cognos Insight Cognos Express Cognos Controller EDW and data mart zone DB2 with BLU Acceleration, BLU Acceleration for Cloud DB2 Analytic Accelerator PureData System for Operational Analytics Industry Models Decision Management SPSS Modeler Gold Operational Decision Manager ILOG CPLEX Optimizer Decision Optimization Center
  63. 63. * * Content syndication eCoupning Community Management A New Architectural Approach is Required. Part 2. Digital Marketing Platform = Step = Step1 Implementation 2 Implementation = Step 3 Implementation
  64. 64. A New Architectural Approach is Required (Digital Marketing Capability View) External Services IBM Digital Analytics IBM Digital Social Analytics IBM Live Mail IBM AdTarget IBM Impression Attribution Content Management IBM Digital Analytics IBM Marketing Center IBM Silverpop Inform me IBM Product Recommendation IBM Content Recommendation Campaign Management IBM LiveMail IBM Marketing Center IBM Silverpop IBM Xtify Site Lifecycle Management IBM Digital Analytics IBM Digital Data Exchange IBM Digital Data Feed Mobility IBM Xftify Security Secure me IBM Security Access Manager for Enterprise Single Sign-On IBM Security Access Manager for Mobile IBM Security Access Manager for Web IBM Security Identity and Access Assurance IBM Security Identity and Access Manager IBM Tivoli Federated Identity Manager IBM Tivoli Federated Identity Manager Business Gateway IBM Tivoli Federated Identity Manager Family Social IBM Connections IBM Connections Content Manager IBM Connections Suite IBM Docs Kenexa 2x BrassRing Infrastructure Services IBM SmartCloud Virtual Storage Center Analytics Insights IBM Business Intelligence Pattern with BLU Acceleration IBM SPSS Predictive Analytics Enterprise IBM SPSS Statistics IBM Social Media Analytics Predictive Maintenance and Quality IBM Analytical Decision Management IBM OpenPages Internal Audit Management Hear me Serve me Know me Value me

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