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© 2013 IBM Corporation1
Internalizing and launching
your social media initiatives:
social business from the inside out at ...
© 2013 IBM Corporation2
IBM is the world’s largest information technology company
A highly diverse workforce:
• 400k full ...
© 2013 IBM Corporation3
Disclaimer
 Although this presentation discusses IBM and examples of how IBM is a social business...
© 2013 IBM Corporation4
From consumption to participation: IBM journey to become a
Social Business
1980s: “Virtual Machin...
© 2013 IBM Corporation5
Bringing order to the chaos: introducing the IBM Social
Computing Guidelines
http://ibm.co/yW8Jbh
...
© 2013 IBM Corporation6
IBM applies social networking tools for business in context
IBM Internal / Intranet External / Int...
© 2013 IBM Corporation7
Social business inside IBM starts with a social intranet
Pronunciation
Rich profile
information
Re...
© 2013 IBM Corporation8
Social business inside IBM starts with a social intranet
Applications
Search
To Do List
Recommende...
© 2013 IBM Corporation9
IBMers can even access email and other internal social
networks on their favorite mobile devices
© 2013 IBM Corporation10
IBM social behavior leads to great results
Inside IBM Outside IBM
Profiles 636,000 users w/ profi...
© 2013 IBM Corporation11
IBM social behavior leads to great results
• Search satisfaction up 50% with
productivity savings...
© 2013 IBM Corporation12
Social business outside of IBM is about matching the IBM digital
experience to the IBM brand
© 2013 IBM Corporation13
FROM:
1) Enable the IBMer
2) Experiments with content on
platforms
3) Publish broadcast content
T...
© 2013 IBM Corporation1414
...that leverages IBM’s biggest asset – the IBMer.
Market Interest IBM SMEs and Social Properti...
© 2013 IBM Corporation15
An intentional social enablement ecosystem of enabled subject
matter experts and branded social c...
© 2013 IBM Corporation16
 Applied to new accounts or
existing accounts
 no grandfathering!
 Dedicated Corporate team
re...
© 2013 IBM Corporation17
IBM Select Program: support eminence of high-value, high-
touch thought leaders in targeted onlin...
© 2013 IBM Corporation18
IBM Forward Thinkers – self-selected but community verified
experts that share thought leadership...
© 2013 IBM Corporation19
IBM Voices: dynamic inventory and syndication of IBM branded,
IBM Select and IBM Forward Thinker ...
© 2013 IBM Corporation20
 Not every IBMer is familiar
with social media, so IBM has
created training and guidelines
on a ...
© 2013 IBM Corporation21
Tactics driving >5k visits
Initiated Registrations
(e.g., white paper downloads, event
registrati...
© 2013 IBM Corporation22
BEFORE 2011
TODAY
© 2013 IBM Corporation23
So how do you start getting the same results?
Start with a business objective
• For IBM, it’s abo...
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Initializing and launching your social business initiatives: social from the inside out at IBM

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An overview of IBM's transformation into a social business. Case study reviewing how IBM continues to adopt social media and collaboration technologies, and the beneficial impact it is having on the business.

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Initializing and launching your social business initiatives: social from the inside out at IBM

  1. 1. © 2013 IBM Corporation1 Internalizing and launching your social media initiatives: social business from the inside out at IBM May 14, 2013 Jacques Pavlenyi, Senior Marketing Manager, IBM Collaboration Solutions Based on materials developed by Ethan McCarty, Director Enterprise Social Strategy and Programs, IBM @mediamutt SDPressClub.org @sdpressclub SoCalBMA.org @SoCalBMA
  2. 2. © 2013 IBM Corporation2 IBM is the world’s largest information technology company A highly diverse workforce: • 400k full time employees, 100k partners, 100k contractors • 50% of workforce has less than 5 years of service • 62% of workforce is in the Services organization • 50% of workforce work remotely – not from a traditional IBM office • 71% of workforce outside USA • 15% of workforce comes from acquisitions and outsourcing deals • $100B revenue • Operations in 170 countries • Key Business Segments • Software Group • Systems & Technology Group • Global Business Services • Global Technology Services Challenge: increase productivity, collaboration, and innovation of 400k employees
  3. 3. © 2013 IBM Corporation3 Disclaimer  Although this presentation discusses IBM and examples of how IBM is a social business, the presenter is acting as an individual IBM employee, sharing expertise about this particular topic only.  The presenter is not acting on behalf of IBM, either as an official agent or representative. The views expressed are those solely of the presenter.
  4. 4. © 2013 IBM Corporation4 From consumption to participation: IBM journey to become a Social Business 1980s: “Virtual Machine” 1996: w3 Intranet operated by Corp. Comms (17k/day 2000: One IBM Single Portal Strategy (500K/day) 2004: Role-enabled workplace (2M/day) 2005: Bottom-up blogging guidelines 2008: Blogging guidelines expanded and formalized into social computing guidelines 2009: Collaboration platform, corporate risk assessment 2010: Social enterprise: internal/external 2011: Workplace of the Future is Social Business, Social Business Council 2012: Digital IBMer, Voices
  5. 5. © 2013 IBM Corporation5 Bringing order to the chaos: introducing the IBM Social Computing Guidelines http://ibm.co/yW8Jbh • Written collaboratively with IBMers in 2006 • Provides both permission and direction • Clarifies roles for employees
  6. 6. © 2013 IBM Corporation6 IBM applies social networking tools for business in context IBM Internal / Intranet External / Internet My IBM.com … plus many many more… Activities Blogs Bookmarks Files Forums Wikis Profiles Communities
  7. 7. © 2013 IBM Corporation7 Social business inside IBM starts with a social intranet Pronunciation Rich profile information Reporting chain Network Activity Stream Tags Social links
  8. 8. © 2013 IBM Corporation8 Social business inside IBM starts with a social intranet Applications Search To Do List Recommended Content Activity Streams
  9. 9. © 2013 IBM Corporation9 IBMers can even access email and other internal social networks on their favorite mobile devices
  10. 10. © 2013 IBM Corporation10 IBM social behavior leads to great results Inside IBM Outside IBM Profiles 636,000 users w/ profiles doing 3.5 million profile searches / week 8 million registered users 4.5 million unique monthly visitors Communities 86,000 public and 83,000 private communities with 715,000 members 2,500 public communities 45,000 members Blogs 428K users with 74, 500 blogs 244,000 entries 1,100 blogs 25,000 comments File Sharing 1.18 million files downloaded 44.8 million times Wikis 99,500 wikis with 1.6 million pages and 92.4 million page views Bookmarks 64,600 users sharing 1.6 million bookmarks and 4.8 million tags Forums 178,000 forums with 967,000 topics generating 3.18 million posts from 175K users IBM developerWorks has over 1 million users sharing in thousands of forums Instant Messaging 12 million instant messages per day IBM collaborates with thousands of partners and customers through IM Web Meetings 150,000 web meetings 1 million participants Activities 655,000 users working on 400,000 activities with 7.49 million entries
  11. 11. © 2013 IBM Corporation11 IBM social behavior leads to great results • Search satisfaction up 50% with productivity savings of $4.5M/yr • $700K savings from reduced travel • Reductions in voicemail • Reductions in email server costs • 87% increase skills • 84% access experts more quickly • 84% share knowledge with others • 77% re-use assets • 74% increase their productivity • 64.5% improve personal reputation • 64.5% increase their sense of belonging • 59.9% increase sales • 42.2% improve customer satisfaction Source: Luba Cherbakov, IBM Distinguished Engineer (Feb 2010)
  12. 12. © 2013 IBM Corporation12 Social business outside of IBM is about matching the IBM digital experience to the IBM brand
  13. 13. © 2013 IBM Corporation13 FROM: 1) Enable the IBMer 2) Experiments with content on platforms 3) Publish broadcast content TO: 1) Enable the expert in the context of our go-to-market programs 2) Optimize engagement across owned and earned social platforms to create shared belief with IBM experts and strategic constituencies 3) Map social content and interactions optimize progression through the demand cycle From experimentation and enablement to a more programmatic approach...
  14. 14. © 2013 IBM Corporation1414 ...that leverages IBM’s biggest asset – the IBMer. Market Interest IBM SMEs and Social PropertiesSocial Program ReadinessMindshare • Social Strategy / Marketing Plan  Created based on social media research and GTM strategy & plan  reviewed with management • Full-time Social Program Manager • SMEs identified and recruited • SMEs + IBM branded social sites  established, maintained and active  promoted  compliant with IBM Social Brand Guidelines • Business goals and baseline measurement set • Collaboration process to apply social insights and KPIs, and share marketing plans, messages and materials with SME • Reach • Engagement • Amplification • Improved connectedness and engagement with key influencers • Keyword frequency • Hashtag frequency • Inbound links to IBM assets • Clicks on links to IBM assets • Optimization of inbound links • Improved level of engagement • Improved efficiency of content shared • Conversion @ Favorable Selling Environment Social Business Program Effectiveness Measure market language used in online buzz and searches Measure IBM inclusion in online discussions and searches that use the market language • Market term volume  in online conversations  by segment  by theme  in online searches • Share of IBM  in online conversations  in online searches  in influencers’ messages • IBM placement in organic search results for market terms 14 • Reach • Engagement • Amplification • Improved connectedness and engagement with key influencers • Keyword frequency • Hashtag frequency • Inbound links to IBM assets • Clicks on links to IBM assets • Optimization of inbound links • Improved level of engagement • Improved efficiency of content shared • Conversion
  15. 15. © 2013 IBM Corporation15 An intentional social enablement ecosystem of enabled subject matter experts and branded social channels Social Business and Community Managers IBM Select Program Forward Thinker Program IBM Voices Program Digital IBMer Hub 100’s 10s of 1,000’s 100s of 1,000’s
  16. 16. © 2013 IBM Corporation16  Applied to new accounts or existing accounts  no grandfathering!  Dedicated Corporate team reviews all accounts and communities  Non-compliant IDs contacted to bring to standard and remove fakes  Easily support new platforms like Google+ and Pinterest Social channel managers and community managers now have IBM social brand guidelines
  17. 17. © 2013 IBM Corporation17 IBM Select Program: support eminence of high-value, high- touch thought leaders in targeted online communities  Grow influence and reputation subject matter experts in the social sphere  IBM Select SMEs  IBM Champions – non-IBM technical leaders  1-on-1 coaching and support from an IBM Social Business Manager  Sustain and support engagement while continuously proving competency and expertise  Support and amplify word-of- mouth aligned to Go-to-Market priorities  On-going listening and measurement to gauge progress MD&I
  18. 18. © 2013 IBM Corporation18 IBM Forward Thinkers – self-selected but community verified experts that share thought leadership internally and externally 1) Create an expert profile - provide information about your expertise, and as your knowledge and skills evolve, so can your profile so you're always presenting an accurate picture of yourself. 2) People connect with you - using search, colleagues find you or you are promoted on ibm.com where customers and others can follow you on the social networks and other sites you share. 3) You and IBM benefit - You build your professional reputation by communicating and demonstrating your expertise, while IBM benefits through more effective outreach and improved productivity and collaboration.
  19. 19. © 2013 IBM Corporation19 IBM Voices: dynamic inventory and syndication of IBM branded, IBM Select and IBM Forward Thinker social channels  Objective: optimize Earned and Owned media coverage, aligned to Brand strategy  +3,000 IBM social brand accounts and channels identified  Curation and administration support to help maximize content marketing and shared expertise  Self-enrollment with brand training, validation and permission  Accounts are available for syndication via Social Media Aggregator
  20. 20. © 2013 IBM Corporation20  Not every IBMer is familiar with social media, so IBM has created training and guidelines on a range of topics  IBM Connections  Social media basics  Cybersecurity  Social selling  Dozens of courses  Recommendation engine  Rewards & tracking  Strategic, sharable content Digital IBMer Hub: enabling 400K+ IBMers on how to be successfully social
  21. 21. © 2013 IBM Corporation21 Tactics driving >5k visits Initiated Registrations (e.g., white paper downloads, event registrations, product demos, etc) Completed Registrations (Form Completion Rate) Marketing Tactics to drive site traffic 133 All tactics MISCELLANEOUS IBM drives SME participation for one simple reason: it drives superior conversion results vs. other drive-to-Web tactics SME bloggers are the 4th most effective marketing tactic out of 3000+ in terms of conversion rate In July and August 2012, SMEs drove significantly higher traffic than other tactics:  6K visits to ibm.com  1 of 133 tactics which drove 5K+ visits to ibm.com  + 511 visits or 9% of 6K initiated registrations on ibm.com  + 173 or 3% of 6,000 completed registrations 3000+ All tactics #12 SME tactic #4 SME tactic 34% SME tactic vs 14% All tactics
  22. 22. © 2013 IBM Corporation22 BEFORE 2011 TODAY
  23. 23. © 2013 IBM Corporation23 So how do you start getting the same results? Start with a business objective • For IBM, it’s about meeting our 2015 roadmap through “Smarter Planet” • Determine the right social business patterns for you – listening, collaboration, organizational transformation, finding/sharing expertise... Push against open doors • Partner with internal constituencies who already motivated to use social Try to think of social business as more than social media • Focus first on social business patterns that target top business pains Cultivate an attitude of impatience + glacial persistence • Change comes in fits and starts, but when you look at it over a long time it will seem seismic.

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