This document highlights a webinar featuring Daniel Burstein interviewing Todd Wilms on SAP's use of social media to enhance customer engagement and replicate successful practices globally. It discusses the challenges of understanding social media across different regions and emphasizes the importance of a strategic approach in fostering customer connections. Notably, SAP's social media efforts have led to a significant increase in followers and engagement, showcasing the benefits of a well-structured social business strategy.

1. Watch the live recording of this
webinar to see Daniel Burstein,
Director of Editorial Content,
interview Todd Wilms, Head of Social
Business Strategy, SAP and answer
questions from the audience!
Watch the live recording!
Access our other webinars

2. How SAP replicated its successful social media
processes across the globe
Operationalizing Social Media:

3. Join the conversation
#SherpaWebinar

4. Daniel Burstein
Director of Editorial Content
MECLABS
@DanielBurstein
Todd Wilms
Head of Social Business Strategy
SAP
@ToddMWilms
Presenters

5. @ToddMWilms
Todd Wilms, Head of Business Strategy, SAP
Todd Wilms is currently the Head of Social Business
Strategy for SAP.
He is responsible for helping SAP and their 65,000
employees world-wide utilize social and digital tools and
technologies to better meet the needs of their customers
and the marketplace.
A 20 year marketer, Wilms has held executive product and
marketing leadership roles with some of the world’s best
known brands like eBay, PayPal, Citrix, PeopleSoft, and
agency George P. Johnson.
He is an avid writer, and is currently writing on Forbes and
other major media publication. He lives in the bay area
with a wife, two small boys and is currently seriously
considering getting a dog.

6. • Video of Todd Wilms' B2B Summit 2011 Session - How SAP replicated its successful
social media practices across the globe –
http://www.marketingsherpa.com/article/presentation/video-todd-wilms-b2b-
summit
• Operationalizing Social Media: How SAP replicated its successful social media
practices across the globe – http://www.marketingsherpa.com/video/social-
media-todd-wilms
• B2B Summit 2011: 5 takeaways on social media, lead generation, building a
customer-centric approach, and more –
http://www.marketingsherpa.com/article/wrap-up/5-takeaways-on-social-media
• Social Media Marketing: How SAP identifies and replicates successful tactics across
a global company– http://www.marketingsherpa.com/article/how-to/how-sap-
identifies-replicates-successful
• Think Social, Act Personal – http://www.forbes.com/sites/sap/2013/01/21/think-
social-act-personal/
• Who are the Best Marketers? –
http://www.forbes.com/sites/sap/2013/04/22/who-are-the-best-marketers/
Further Resources

7. • 716,000 fans
(combined)
The social DNA of SAP
• 270,000 followers • 553,000 followers
(combined)
• 1.46 million video
views
SAP Community Network:
•2,500,000 members
•20,000 new posts per month
•4,000 new blog posts per day
• 77,000 views
SAP Social Engagement in 2012:
•140,000 likes, comments, retweets, etc.
•1,400,000 clicks

8. • 716,000 fans
(combined)
The social DNA of SAP
• 270,000 followers • 553,000 followers
(combined)
• 1.46 million video
views
SAP Community Network:
•2,500,000 members
•20,000 new posts per month
•4,000 new blog posts per day
• 77,000 views
SAP Social Engagement in 2012:
•140,000 likes, comments, retweets, etc.
•1,400,000 clicks
Facebook has 716,000
fans combined

9. • 716,000 fans
(combined)
The social DNA of SAP
• 270,000 followers • 553,000 followers
(combined)
• 1.46 million video
views
SAP Community Network:
•2,500,000 members
•20,000 new posts per month
•4,000 new blog posts per day
• 77,000 views
SAP Social Engagement in 2012:
140,000 likes, comments, retweets, etc.
1,400,000 clicks

10. SAP’s challenge
Understanding how social media works around
the world
Can’t be viewed in many areas
of the world
There is a difference in
promotions…

11. What it is you want to
accomplish?
It comes down to empathy…
Where is your
audience?
How do I engage with
them?

12. SAP’s challenge
Understanding how social media works around
the world
ACT
LOCALLY

13. SAP’s challengeQuestion from #SherpaWebinar
Jeff
Any thoughts on
how to drive email
newsletter sign-
ups through social
media?

14. Activities that use social media, social software
and social networks to enable the more
efficient, effective and mutually useful
connection between people, information and
assets. These connections can drive business
decisions, actions and outcomes across the
enterprise.
What is social business?
– MIT Sloan School of Management
“
”

15. SAP in Social Business
Sales team
“If you’re not there,
someone else is taking your
customers from you.”
– Todd Wilms
This allows teams to have impactful,
late-stage conversation, enabling them
to achieve greater results and engage
with more customers.

16. B2B Social Media: SAP Latin America boosts
followers 900% [Part I]: http://bit.ly/164Qm2y
B2B Social Media: SAP Latin America boosts
followers 900% [Part II]: http://bit.ly/13gyo8U
Case Study

17. SAP in Social Business
Sales team
SAP found by utilizing social business
techniques, customers are now
more informed when they engage
with a sales person.

18. • SAP team focused on Slovakia Banking, which had its own social media
presence with a small following
• Consolidated into a SAP Finance Channel to promote many conversations
and cross-educate on topics
• Steering people away from “small microcosms” and toward broader
communities
Example: SAP Slovakia Banking
Before:
Overly specific, alienating
and dividing audiences
After:
Unifying, bringing in people
of diverse interests

19. Example: Latin America

20. SAP’s challengeEmpathy and Research
What is our goal?
What are we trying to do?
Where are we trying to grow?
Where are the people?

21. Example: Latin America
34 different social
media accounts
with no real
strategy
Language is important, not country
20% Promotional material vis-à-vis
80% value added info
4 Facebook accounts
4 Twitter accounts
2 LinkedIn accounts
Consolidate to engage with a wider
audience, create good content,
educate
24 accounts shut down over 6
months
No real strategy

22. Visit MECLABS.com/LG
Agenda
Announcement
Todd Wilms
Head of Social Strategy
SAP
Adriel Sanchez
VP, Demand Generation
SAP
Save $300
Before July 31

23. www.act-on.com | @ActOnSoftware | #ActOnSW
Next Steps
Need it today
Call: 1 (877) 530-1555
Email: sales@act-on.com
Sign up for a demo
www.act-on.com

24. Across SAP’s 233 global Twitter
accounts, @SAPBrasil is ranked
number 10 in followers and
engagement. @SAPLatinAmerica
is number 19.
Example: Latin America
Latin American subscribers to
SAP’s internal social media
community has increased 25%.
A campaign featuring a social app
targeting specific buying centers
drove over 12,000 visitors and a
15% engagement rate.
Across SAP’s 112 global Facebook
accounts, SAP Latinoamerica
ranks number four, and SAP Brasil
ranks number five.
RESULTS
For SAP Latin America, one year after implementing a formal social media strategy, the
metrics show the value in an organized social effort:
From February to December
2012, followers on external
social media sites grew from
just over 10,000 to close to
95,000. That number is now
over 100,000, an overall lift of
900%.
Across the region, there is a
17% interaction rate.

25. Creative Sample: Pinterest

26. Know yourself
Sellupanddowninto
theorganization
Knowthat“socialisnot
theanswertoevery
question”
Develop replicable best practices
Develop the framework for your programs
Develop the right goals
and objectives
Sell up and down into
the organization
Find your audience
(social listening)
Set the right goals
and set them early
Think “long-term”
for social
Know that “social” is
not the answer to
every question

27. Review your social history
The Lesson: Realistically gauge the resources you have and the resources
you need before launching.
Review your history
Identify the right mix of
strategy, tactics and channels Learn from mistakes
Strategy

28. Replicate process everywhere
Guidance
Hands-on
Approach
Prioritize
Projects
Recruit Help

29. Adjust and focus
programs that
have already been
established
Produce a
content strategy
and editorial
calendar
Distribute legal
and branding
guidelines
Devise a cohesive
strategy
Identify the
talents on your
team
Save your
blueprint
Tweak/launch pilots

30. Social media is part of the self-educated customer
Shopping cart?
How do customers get to
the shopping cart?
Offline
?

31. of the world’s athletic
footwear
>86% >79%
of the world’s
chocolate production
of the world’s
motorcycle
production
>82%
households use energy
more responsibly with
Smart Grid solutions
>30,000,000
people work more
safely using People
Safety solutions
>2,000,000
>77%
of the world’s
beer production
>50%
of the world’s
packages couriered
Over 65,000 employees in 128 countries provide . . .
SAP customer facts…

32. 55%of marketers said “Developing a methodical social
marketing strategy.”
Only 19%of organizations
have a formal process for
developing a social strategy.
What are the most frustrating challenges to social
media marketing effectiveness?

33. • 73% of sales reps who use social selling techniques met their quota in 2012,
whereas “non-social” reps meeting quota ranged from 43% down to 15%
(Aberdeen)
• Revenues from customers engaged in social communities are 19% higher
than non-social customers (IDC)
Why is social media important?
Reach customers primarily
through social means
No
Yes
Newly
Yes
20%
18%
Revenues
Spending
Social selling attributed to …
McKinsey 2013 McKinsey 2013
38%

34. To make:
•47 products
•28 industries
•128 countries
successful in the social media world.
SAP’s challenge

35. Benefits of a Social Business Strategy
Effectively engage customers
Establish an efficient model
when, where and how they want
for engaging customers
Improve insight
into audience needs
Create mutually beneficial
long-lasting relationships

36. Time Warner drove
a 605% increase in
job seekers in just
two months using
social recruiting
(with Success
Factors)
Starbucks drove
157,000 new
product ideas from
its social
collaboration
Results of Social Business
Dell’s social-selling
initiative drove
$200 million in new
revenue in 18
months
Capital One drove
time-to-service of its
supplier network
from days to minutes
using collaborative
networks

37. Company Outcomes
Digital culture
across the
organization
Establish
governance and
training for
success
Identify “high-
impact” areas of
the business to
focus for “quick
wins”
Define tools and
technology to enable
transformation
More nimble,
reactive
marketing
organization
Relevant content
creation and
dissemination