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21st Century Collaborative Enterprises: The Business Case
The document discusses how the rise of social media has changed customer behavior and expectations, requiring companies to become more collaborative. It argues that building relationships is the new core competency, and that companies need to engage customers through social networks rather than just marketing to them. The document outlines how a collaborative enterprise could better market, innovate, and engage with customers by bringing together different departments and partners. It presents the opportunity for companies to understand customer needs, reduce costs, and improve performance through a collaborative approach.
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21st Century Collaborative Enterprises: The Business Case
- 1. 21 st Century Collaborative Enterprises: The Customer Case Sameer Patel Sovos Group @sameerpatel KMWorld 2011 Sameer.patel@sovosgroup.com
- 2. Hi. Sameer Patel Twitter: @sameerpatel Blog: pretzellogic.org sameer.patel@sovosgroup.com Web: sovosgroup.com
- 3. The Social Weband The Changing Customer Contract Implications of this Shift on Business How 21st Century Enterprises Need to Capitalize on The Opportunity sameer.patel@sovosgroup.com| @sameerpatel 3
- 4. Core Competency Adeep proficiency that enables a company to deliver unique value to customers. - Gary Hamel, CK Prahalad
- 5. Building Relationships isthe new Core Competency sameer.patel@sovosgroup.com| @sameerpatel 5
- 6. WHY? The Emergence of the Connected, Social Customer
- 7. You Controlled theMessage < < Sales & Marketing Your Prospect Their Money and Customers sameer.patel@sovosgroup.com| @sameerpatel 7
- 8. Not Anymore > Your Prospect Their Their Money and Customers Networks sameer.patel@sovosgroup.com| @sameerpatel 8
- 9. Access to socialand traditional web content now equalized sameer.patel@sovosgroup.com| @sameerpatel 9
- 10. The Customer Contractis Changing …How you provide …How you Prospects Service and Engage with Customers Them …How you Innovate sameer.patel@sovosgroup.com| @sameerpatel 10
- 11. Implications of theSocial Customer sameer.patel@sovosgroup.com| @sameerpatel 11
- 12. Implications of theSocial Customer Engagement. Not Data 12 sameer.patel@sovosgroup.com| @sameerpatel
- 13. Implications of theSocial Customer They want the Best Answers….And Only From the Experts.
- 14. Implications of theSocial Customer Minimal Latency 14 sameer.patel@sovosgroup.com| @sameerpatel
- 15. Implications of theSocial Customer Global Competency yet Local Relevancy sameer.patel@sovosgroup.com| @sameerpatel
- 16. Implications of theSocial Customer Goods Sold Goods Sold = = Goods Produced Ability to Satisfy
- 17. The Enterprise 1.0 Dilemma <placeholder image> sameer.patel@sovosgroup.com| @sameerpatel 17
- 18. “The Enterprise 1.0Dilemma” We’re Optimized. For Silos sameer.patel@sovosgroup.com| @sameerpatel 18
- 19. The Case forthe Collaborative Enterprise How We Market… How We Design and Fulfill… How We Operate…
- 20. How We MarketToday? How We Market Today
- 21. How We Market Today? The Result
- 22. How We MarketToday Marketing and Support Employe Employe Customers es Employe es Employees es Suppliers Partners The Silo’d Enterprise The Best Minds Are Shut Out
- 23. Marketing in the21st Century Collaborative Enterprise Marketing and Suppliers Support CUSTOMERS R&D Product Partners Design Wrap the Best Minds Around Customer Needs
- 24. How we Innovateand Produce today R&D and Innovation Production and Support Operationally Efficient for Ourselves
- 25. Innovation - GlobalCompetency / Local Relevancy CUSTOMER CUSTOMER INNOVATION R&D and Innovation Production and Support 25 sameer.patel@sovosgroup.com| @sameerpatel
- 26. How Customers Engage Consumers Engagement Content Data Consumers Operates in the ‘Me’ Web sameer.patel@sovosgroup.com| @sameerpatel 26
- 27. How Organizations Engage.Well They Don’t! X X Data Content Engagement Enterprises Operate in the ‘Systems’ Web sameer.patel@sovosgroup.com| @sameerpatel 27
- 28. How Organizations Engage Today’s Process Centric Design Heightened risks and costs of building, marketing and selling products Ineffective engagement models to sell what customers want to buy Organizations Operate in the ‘Systems’ Web sameer.patel@sovosgroup.com| @sameerpatel 28
- 29. How the 21stCentury Collaborative Enterprise Operates Business Activity Process Engagement + Designing Around the Needs of the Customer `
- 30. How the 21stCentury Collaborative Enterprise Operates People At The Core of Business Activity
- 31. Do’s and Don’ts ENTERPRISE 2.0 – What is it? Team Operational Financial Efficiencies Metrics Metrics Drive Customer Operational Revenue Centricity Efficiency Employees, Customers and Lower Cost Partner Collaboration Innovation Customer Customer Centricity Reduce Risk Centricity Understand the operational and financial metrics you need to impact and build an execution plan accordingly sameer.patel@sovosgroup.com| @sameerpatel 31
- 32. Summarizing the Opportunity sameer.patel@sovosgroup.com| @sameerpatel 32
- 33. The Opportunity ENTERPRISE 2.0 – What is it? The Social Web exposes the true sentiment and needs of your customers…. sameer.patel@sovosgroup.com| @sameerpatel 33
- 34. The Opportunity ENTERPRISE 2.0 – What is it? Collaborative Enterprises Drastically Reduces Customer Acquisition Costs…. sameer.patel@sovosgroup.com| @sameerpatel 34
- 35. The Opportunity ENTERPRISE 2.0 – What is it? You Own Most of the Ingredients Already…. sameer.patel@sovosgroup.com| @sameerpatel 35
- 36. The Opportunity ENTERPRISE 2.0 – What is it? And The Collaborative Enterprise comes for an attractive ROI. Sameer.patel@sovosgroup.com| @sameerpatel 36
- 37. Thanks Sameer Patel Twitter: @sameerpatel Blog:pretzellogic.org sameer.patel@sovosgroup.com Web: sovosgroup.com
- 38.
- 39. About Sovos About Focus • Strategy and Execution • Employee & Workplace Consulting Firm Performance • Focus: Helping organizations • Process Performance accelerate business – Sales and Marketing performance with the – Partner Relationships strategic use of social and – Customer Engagement collaborative technologies Team Experience: Sun/Oracle, Cisco, McKesson, Merck, CA, Sony PlayStation, Sabre, KPMG, amongst others Sameer.patel@sovosgroup.com| @sameerpatel 39
- 40. About Sovos What We Do Leadership Workshops: Identify where collaboration can in fact accelerate workplace and process performance Strategy and Execution Planning engagements Operational and Program Design for scalable rollouts Go to Market and Competitive Assessments for social software Sameer.patel@sovosgroup.com| @sameerpatel 40