This is a short version of Social CRM 2010 that shows how the social customer dominates the business ecosystem. It provides multiple examples of what companies are doing about it. AND it has a soundtrack , creative commons licensed music from Maria Daines called Rollin'
"Its Just So 2.0 Out There" The 4Ps are DeadPaul Greenberg
This is a peek at the new world of marketing that customers are demanding. No longer a matter of corporate hype, smart marketers are the leaders of customer engagement and conversations with their customers. Social media are the tools
CRM impacts the entire value chain from marketing & sales to inventory management and the supply chain, to human resources and finance. In the customer ecosystem, the EVC needs to run seamlessly for a customer to be happy. Check this out to find out how that works.
Hilarie Koplow-McAdams, President Commercial SMB Unit for Salesforce, and Michael Lazerow, CMO of Marketing Cloud for Salesforce, made this presentation at the McKinsey Chief Marketing & Sales Officer Forum event in 2012.
This is a short version of Social CRM 2010 that shows how the social customer dominates the business ecosystem. It provides multiple examples of what companies are doing about it. AND it has a soundtrack , creative commons licensed music from Maria Daines called Rollin'
"Its Just So 2.0 Out There" The 4Ps are DeadPaul Greenberg
This is a peek at the new world of marketing that customers are demanding. No longer a matter of corporate hype, smart marketers are the leaders of customer engagement and conversations with their customers. Social media are the tools
CRM impacts the entire value chain from marketing & sales to inventory management and the supply chain, to human resources and finance. In the customer ecosystem, the EVC needs to run seamlessly for a customer to be happy. Check this out to find out how that works.
Hilarie Koplow-McAdams, President Commercial SMB Unit for Salesforce, and Michael Lazerow, CMO of Marketing Cloud for Salesforce, made this presentation at the McKinsey Chief Marketing & Sales Officer Forum event in 2012.
In an 'always on' world where channel-surfing B2B customers demand real-time responses - no matter where they are - what is the optimal role of social media marketing? Roxane Divol, a partner and leader of McKinsey's Marketing & Sales Practice, addressed this question at the ITSMA Marketing Leadership Forum and demystified the emerging role of marketing as a driver of social technologies. She also discussed the tactics and strategies B2B marketers should use to access the touchpoints and datastreams that reinforce the social consumer decision journey. This presentation provides insights into how, when, and where social media influences and uniquely engages customers, as well as current best practices for developing, launching, and demonstrating the financial impact of social media campaigns. More: http://mckinseyonmarketingandsales.com/topics/b-to-b
Digital has profoundly changed how B2B businesses need to interact with their customers. B2B customers are already embracing digital to make more informed purchase and post-purchase decisions. B2B companies need to understand how to use digital to be where (and when) their customers are. Latest McKinsey insights on B2B: http://mckinseyonmarketingandsales.com/topics/b-to-b
In September 2016, utility professionals from all over the US and Canada gathered in Denver for the E Source Forum. We gathered insights from Forum sessions, attendee tweets, and participant comments and compiled them here.
The Funnel Doesn’t Care About Customers; The Funnel Only Cares About The Fun...Brian Solis
Frictionless, integrated omnichannel is the baseline for next generation customer experiences. There are two sides to customer engagement and relationships that need your attention. There’s the experience customers have today of which they endure because it’s their only choice. There’s also the journey customers hack to work for them or worse, other companies design a path that’s more familiar, intuitive and meaningful because. Yet, either one of those two experiences represent the fate of companies that choose to invest in one or the other.
Leading digital analyst and futurist Brian Solis and Teleperformance share how to unite disparate efforts for an approach that's integrated, consistent and complementary.
Companies are designed to keep customers outHelge Tennø
Companies increasingly have to accommodate and work on the premise of the customer. Adding huge strain to the current model of management - designed to keep customers out.
Digital customer growth: Engaging customers in digital channelsTom Nickels
Digital customer growth - a framework
A business model based on customer experience
How to build a strong customer experience
Using digital transformation to build a customer centric organisation
Creating a roadmap for digital customer growth
In the end, the best customer experience wins, no matter who makes it - v.2Helge Tennø
Customer Experience is merging communication with business, helping companies develop new customers and new revenue streams. In this talk we look at what customer experience is, how it should work and what lies in store for its future.
Digital Life - Understanding the opportunity for growth onlineTNS
Our goal is to make this complex environment simpler to navigate, cutting through the clutter to develop precise strategies, channels and content that inform your marketing plans, and make digital a key part of your growth strategy.
This report contains just a small snapshot of our findings, but please do get in touch with us to understand more about the opportunity that digital presents in your market or category.
http://www.tnsdigitallife.com
How structural collaboration leads to value propositions in the financial sectorInSites Consulting
In the (post-)crisis era, challenging the status quo through innovation will be critical to restore profitability in the financial sector. The commoditisation of products within the industry is making it very difficult to compete on price. Moreover, a whole array of non-banking entities is entering the market to close the gap between the offerings of banks and the needs of customers. Suddenly, banks face competition from telcos, supermarkets, tech firms and innovative start-ups, all experienced in building online relationships and developing and marketing transparent products.
In this paper we explain how financial institutions can install structural collaboration trajectories with key stakeholders (consumers, employees, management) in order to develop true value propositions consumers are willing to pay for.
In an 'always on' world where channel-surfing B2B customers demand real-time responses - no matter where they are - what is the optimal role of social media marketing? Roxane Divol, a partner and leader of McKinsey's Marketing & Sales Practice, addressed this question at the ITSMA Marketing Leadership Forum and demystified the emerging role of marketing as a driver of social technologies. She also discussed the tactics and strategies B2B marketers should use to access the touchpoints and datastreams that reinforce the social consumer decision journey. This presentation provides insights into how, when, and where social media influences and uniquely engages customers, as well as current best practices for developing, launching, and demonstrating the financial impact of social media campaigns. More: http://mckinseyonmarketingandsales.com/topics/b-to-b
Digital has profoundly changed how B2B businesses need to interact with their customers. B2B customers are already embracing digital to make more informed purchase and post-purchase decisions. B2B companies need to understand how to use digital to be where (and when) their customers are. Latest McKinsey insights on B2B: http://mckinseyonmarketingandsales.com/topics/b-to-b
In September 2016, utility professionals from all over the US and Canada gathered in Denver for the E Source Forum. We gathered insights from Forum sessions, attendee tweets, and participant comments and compiled them here.
The Funnel Doesn’t Care About Customers; The Funnel Only Cares About The Fun...Brian Solis
Frictionless, integrated omnichannel is the baseline for next generation customer experiences. There are two sides to customer engagement and relationships that need your attention. There’s the experience customers have today of which they endure because it’s their only choice. There’s also the journey customers hack to work for them or worse, other companies design a path that’s more familiar, intuitive and meaningful because. Yet, either one of those two experiences represent the fate of companies that choose to invest in one or the other.
Leading digital analyst and futurist Brian Solis and Teleperformance share how to unite disparate efforts for an approach that's integrated, consistent and complementary.
Companies are designed to keep customers outHelge Tennø
Companies increasingly have to accommodate and work on the premise of the customer. Adding huge strain to the current model of management - designed to keep customers out.
Digital customer growth: Engaging customers in digital channelsTom Nickels
Digital customer growth - a framework
A business model based on customer experience
How to build a strong customer experience
Using digital transformation to build a customer centric organisation
Creating a roadmap for digital customer growth
In the end, the best customer experience wins, no matter who makes it - v.2Helge Tennø
Customer Experience is merging communication with business, helping companies develop new customers and new revenue streams. In this talk we look at what customer experience is, how it should work and what lies in store for its future.
Digital Life - Understanding the opportunity for growth onlineTNS
Our goal is to make this complex environment simpler to navigate, cutting through the clutter to develop precise strategies, channels and content that inform your marketing plans, and make digital a key part of your growth strategy.
This report contains just a small snapshot of our findings, but please do get in touch with us to understand more about the opportunity that digital presents in your market or category.
http://www.tnsdigitallife.com
How structural collaboration leads to value propositions in the financial sectorInSites Consulting
In the (post-)crisis era, challenging the status quo through innovation will be critical to restore profitability in the financial sector. The commoditisation of products within the industry is making it very difficult to compete on price. Moreover, a whole array of non-banking entities is entering the market to close the gap between the offerings of banks and the needs of customers. Suddenly, banks face competition from telcos, supermarkets, tech firms and innovative start-ups, all experienced in building online relationships and developing and marketing transparent products.
In this paper we explain how financial institutions can install structural collaboration trajectories with key stakeholders (consumers, employees, management) in order to develop true value propositions consumers are willing to pay for.
Success in the "Pull Economy" means understanding that a number of significant business principles have changed. In a hyper connected world information flows much faster and more freely. Organisations as a result are subjected to a growing level of collective intelligence and value creation from outside the company's walls brought on by the increased collaboration of customer/consumers, consumers, employees and suppliers in what is now a much larger ecosystem of data, conversation, innovation and participation. There needs to be a knowledge framework to help companies manage this transformational change and maximise as much value from it in a way that benefits the business and the customer/consumer.
I've been thinking about the changing world of eCommerce recently. How to assemble the troops? What's important and what kinds of creative deliverables should you offer?
Through engagement and discussion with digital industrial leaders, Wilbury Stratton has summarised how the following three concept-to-shelf processes define the talent required by the organisation, and therefore the most effective resourcing strategy.
Can you use more useful information in your business and don't know where to find it. Then read this IBM white paper to see how using your staff can use the power of social media to collaborate on projects to make your business run smoother.
We adapt organisations to the needs of a rapidly changing world; one which demands ever greater connectedness, openness and meaningful relationships with customers.
Too often the seismic shift we are experiencing is being dealt with on an issue-by-issue basis. Reactive piece-meal tactics create a permanent state of panic-ridden catch-up. Learnings are lost in silos, failures are swept under carpets.
We believe there is an holistic strategic solution which provides a framework for change, leap-frogging the tick-box exercise of simple implementation of social technologies. It makes organisations future-ready like never before.
That solution is our Open Business Program.
Consumers have more choices that yield less satisfaction
Management has more options that yield less value
The customer has become connected , informed and active
The role of the customer has changed and leaders need a new framework for value creation
Digital Transformation - Rethink The Business in The Digital Age
Digital transformation is the integration of digital technology into all areas of a business, fundamentally changing how you operate and deliver value to customers.
It's also a cultural change that requires organizations to continually challenge the status quo, experiment, and get comfortable with failure.
www.heruwijayanto.com
A practical introduction to - and overview of - the entrepreneurship journey, based on the ecosystem in Copenhagen area. From a lecture, I gave at Aalborg University CPH for engineer candidates (cand.polyt study) in the 'Entrepreneurship, Innovation & Business models'-course as part of the 'Converging Mediatechnology' track.
When a company puts human-centered design at the heart of its digital agenda, it can find new sources of value through technology. Here are five principles to embrace to achieve this new way of doing business: http://stratbz.to/vO0wq
Similar to Enterprise 2.0 & Social CRM: Together At Last (20)
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
6. "Companies used to focus on making new, better, or
cheaper products and services....Now the game is to create
wonderful and emotional experiences for consumers around
whatever is being sold. Its the experience that counts, not
the product."
“People…want capabilities and options, not uniform
products…business is there to provide the tools.”
“The Knowledge Economy is giving way to the
Creative Economy...” (Knowledge has become a
commodity so the solution is to) "focus on innovation
and design as the new corporate core competencies."
BUSINESSWEEK, DECEMBER 19, 2005
7. “NBC Universal announced sweeping cuts to its television
operations yesterday, demonstrating just how far a once-
unrivaled network must now go to stay competitive with
YouTube, social networks, video games and other upstart
media.” – Washington Post, October 21, 2006
8. Sea change in use of
technology
◦ Gen Y first generation to
spend more time on the ‘Net
than watching TV
◦ Implications for marketing
staggering
74% of all adults on the web
are engaged with a social
network/community
The Social Customer
9. • Using Social Networks
• Nielsen Online research “Global Faces on Networked Places”
(March 2009):
• Fastest growing sector for Internet use is communities
and blog sites (5.4% in a year)
• Member communities reach more Internet users (66.8%)
than email (65.1%)
The Social Customer
10. Conversation is controlled
by the customer
◦ Review sites
Yelp
◦ Social networks/communities
Service complaint oriented –
Planetfeedback
Get Satisfaction
Facebook pages
◦ Social Media Properties
Social Media Today (SMT)
◦ Blogs
Social Customer
◦ Podcasts
Geek Brief TV
11. • The Social Customer – Now
◦ New definition of trusted source
2009 Edelman Trust Barometer (58%), most trusted – “a person like me.”
Not an industry expert or academician or financial advisor
◦ Consumer thinking penetrates the enterprise (Blackberry Pearl)
◦ Customer begin to include business as feature of life choice, not a separate
factor – user generated content becomes part of business (Samsung open IP to
engineers)
◦ Collaboration between company & customers to provide useful value for each
begins
◦ Personal value chain subsumes enterprise value chain
◦ Social networks as active participants in effecting change (blogosphere,
podcasting)
◦ Ubiquitous, easy to use technologies
◦ The social web becomes a primary communications medium
◦ The social customer is increasingly mobile
◦ Unified communications
The Social Customer
13. • Three Things to consider:
• How do you deal with customers wanting a personalized
experience – whether or not you think of them as high or
low value?
• Once you figure out that, how do you deal with the millions
of customers you might have?
• How do you leverage what you have internally to help
support their experience?
15. “CRM is a philosophy and a business strategy, supported
by a system and a technology, designed to improve
human interactions in a business environment.”
CRM
15
16.
17. "CRM is no longer just a model for managing
customers but one of customer engagement."
From CRM to Social CRM
17
18. Five Simple Principles of Social CRM
1. Value & values are given & in return, value & values are
received (collaboration, co-creation, mutual value,
transparency, authenticity, advocacy)
2. Each of us is governed by self-interest (personalization,
controlling own experiences)
3. We are social creatures too (conversation, collaboration,
data capture/insight)
4. For ideas to be truly exciting, they have to be real
(measurement, analytics, realistic objectives, success)
5. Do unto others…you know the rest (customer experience,
customer-company interactions)
18
19. “Social CRM is a philosophy & a business strategy, supported
by a technology platform, business rules, workflow, processes
& social characteristics, designed to engage the customer in a
collaborative conversation in order to provide mutually
beneficial value in a trusted & transparent business
environment. It’s the company’s programmatic response to the
customer’s ownership of the conversation.”
Social CRM
19
24. IBM Institute for Business Value CEO 2010 Study
88% of all
CEOs say that
getting closer
to customer
next five years
top priority
78% of all
customers say
they would be
willing to co-
create
products with
company
25. Source: E20 Study, D3 Interim Report – IDC, Headshift, Tech4i2
Some areas for
convergence between
E20 & SCRM are clear cut
26. Convergence in a simplified sense means extending an invitation
for the customer to collaborate with the company when the
company is already doing it internally.
27. E20
◦ Knowledge
creation/sharing
◦ Many to many
communication
◦ Transparency
◦ Internal
◦ Improve employee
morale
◦ Behind the firewall
Social CRM
◦ Knowledge
creation/sharing
◦ Many to many
communication
◦ Transparency
◦ Outreach
◦ Improve customer
loyalty
◦ From outside the
firewall to behind the
firewall and vice versa
28. Cultural Advantage of E20
◦ Corporate environment
that invites collaboration
and openness
Cultural Disadvantage of
E20
◦ Not exactly the same
culture but not distinctly
different
Still must be willing to
cede control of
conversation to the
customer
29. Closest sales culture is
one that involves
collaboration across
departments, geography,
roles
◦ Uses historical data and
employee cooperation &
opinion to optimize the
chances of success in
closing deals or
identifying opportunity
◦ Enterprise collaboration
30. Core concerns
◦ Transparency – how
much of what you share
with employees, do you
share with customers?
Profile information
Internal knowledge
◦ Regulatory impact
◦ Measuring value in
return
◦ Technical – from
outside the firewall to
inside the firewall
31. USEO
◦ Small French consulting firm for
customized workforce
collaboration systems
◦ Built external public community
combined with internal
collaboration
Public community discussion on Web
2.0 tools
1000 members
Internal collaboration shared projects
USEO consultants participate in
community as experts using their
shared knowledge
Results – 4 clients so far.
Source: E20 Study, D3 Interim Report – IDC, Headshift, Tech4i2
33. Great customer experience historically
required seamless enterprise value chain
functioning
◦ Supply chain
◦ Demand chain (customer facing)
◦ Back office
◦ Partners
◦ Suppliers/vendors
34. Customer intersects
company’s value
chain in part
◦ Meaning CVC consists of
EVC + a portion of the
customer’s personal value
chain
◦ Has serious implications
for customer experiencePVC
EVC
Vendors/
Suppliers
Friends Family
Everything
Else
Going On
Other
Companies
External
Agencies
Partners/
Channels
EVC
Company
Part of PVC Intersects EVC
Customer
35. Notwithstanding all external conversations,
social customer wants to get involved with
companies they care about to:
◦ Solve part of their personal agenda
◦ Create and play
◦ Make themselves feel good
36. The customer that concerns us is a subset of
social customers
◦ This is the “lead user” (Eric Von Hippel,
Democratizing Innovation)
A passionate customer who actually cares enough to
want to take care of their own needs - not build a
product for you
Everyone is self-interested (Principle #2)
39. CUSTOMER-MADE CO-
CREATION: “The
phenomenon of corporations
creating goods, services and
experiences in close
cooperation with experienced
and creative consumers,
tapping into their intellectual
capital, and in exchange giving
them a direct say in (and
rewarding them for) what
actually gets produced,
manufactured, developed,
designed, serviced, or
processed.” (Trend-Watching)
Source: Davos Economic Forum 2009, World
Institute of Design
40. Co-creation
◦ When customers
interact with
companies (or even
products per se) in a
way that supports
value creation and
shapes the
customer’s actual
experience
41. It could be:
◦ A customer driven
design competition
◦ A comment in an
ideation community
that is voted up by the
members
◦ Product input by
customers leading to
changes by the product
team
◦ An innovation “jam”
◦ Open source
42. Innovation - what it
isn’t
◦ One way feedback
◦ A focus group
◦ A customer (or
company) making
their own product
w/o collaboration
◦ Personalization
◦ Customization
44. 300 brands
◦ 23 of those brands $1 billion and up (e.g., Charmin,
Crest, Folgers, Downy, Pringles, Tide)
2 billion consumers affected w/6 billion as goal
160 countries reached
One of 30 companies on the Dow Jones Industrial
Average (DJIA)
Case Study: Procter & Gamble
45. “We have to create a great experience every time you
touch the brand, and the design is a really big part of
creating the experience and the emotion. We try to
make a customer’s experience better, but better in
her terms.” – A.G. Lafley, CEO Proctor & Gamble
“I think its value that rules the world. There’s an
awful lot of evidence across an awful lot of
categories that consumers will pay more for better
design, better performance, better quality, better
value and better experiences.” – A.G. Lafley, CEO,
Proctor & Gamble
Case Study: Procter & Gamble
46. Key Performance Indicators
◦ Out of stock rates
◦ Total supply chain response time – from purchase at register to
purchase of raw materials to replace product
◦ Shelf level quality – damaged or unappealing packages on store
shelves – reduction to zero
◦ Pricing design from the shelf back – what price is appealing to
customer and then reverse engineer to see if product can be
produced to make that price point
Results?
◦ 7.6% out of stock rates rather than 16.3% from 2003 to 2004
◦ Earnings growth went from 15% in 2002 to 20% in 2004
◦ Annual savings between $50 and $100 million
◦ Increased sales from $40 billion in 2002 to $43.4 billion in 2003
Case Study: Procter & Gamble
47. Focused around the
collaboration between company
& user communities
◦ Sales/Marketing
Vocalpoint – 600,000
moms
◦ Research
Technology entrepreneur
networks
Benefits?
In 2001 – 20% of ideas,
products, technologies
external
In 2004 – 35% of ideas,
products, technologies
external
In 2010 – 50% of ideas,
products, technologies
external
Virtual design, 3D
simulation
Case Study: Procter & Gamble
48. Connect + Develop
◦ Constant flow of needs
being put out to
anyone who cares to
join the Connect &
Develop program
P&G ties
entrepreneurs,
inventors, suppliers
etc together to
collaborate on R&D
that they need (e.g.
packaging)
Assets available for
license
Have reqs & have
open forum
Case Study: Procter & Gamble
49. Connect + Develop
◦ Proposals can be:
Sent unsolicited
Partnered
External Network
(e.g. Innocentive)
Outreach from P&G
to specific groups
Case Study: Procter & Gamble
51. Connect + Develop Works
50% of products come externally
R&D productivity up 60%
R&D as percentage of sales is down from 4.8% to 3.4%
Over 100 new products
Case Study: Procter & Gamble
52. Author: CRM at the Speed of Light (4th Edition, February 2009)
President: The 56 Group, LLC
Managing Partner/CCO: BPT Partners
EVP: National CRM Assn.
Member: CRM Magazine CRM Hall of Fame, 2010
CRM Magazine 2008 Top Influencer
Named #1 CRM Influencer (Non Vendor) by InsideCRM 2007
Named #1 CRM Blogger 2005, twice in 2007 by TechTarget and InsideCRM & InsideCRM 2008,
Forecasting Clouds, 2010
PGreenblog: http://the56group.typepad.com
Social CRM: The Conversation: http://blogs.zdnet.com/crm
Email: paul-greenberg3@comcast.net
Twitter: http://www.twitter.com/pgreenbe
Facebook: http://www.facebook.com/pgreenbe
Cell phone: 703-551-2337
THANK YOU