The document discusses how the web is affecting businesses. It covers major trends like participation and user-generated innovation. It discusses how social media is changing how customers behave and how businesses create value. Companies need to think about becoming media companies that provide constant content to users. The customer decision journey is now more complex, as customers research companies online at every moment. Everything a company does now contributes to its marketing and brand.

1. How is the web affecting your
business ?
EMBA Alumni Louvain School of Management
March 2nd, 2013

2. Agenda
✤ 1. Major trends resulting from the web’s historical DNA which will
affect your business
✤ 2. Is Social Media something we should worry about or should we
think in terms of Social Business. What are the attributes of social
businesses ?
✤ 3. Is it changing the way you/we create value ?
✤ 4. Is it changing the way customers behave ?
✤ 5. Is it changing the way you’re going to work on monday ?

3. 1. Major trends which will affect your
business
✤ A brief history about the web’s DNA: read&searchweb, tradeweb,
socialweb, all in one web
✤ Emerging and growing trends : participation, creativity, change
culture, automatisation, free, substitutes etc.
✤ Key facts: local, time, links (strong & weak), participation &
ownership
✤ Reinventing business, democracy, capitalism...

4. 1.2. Emerging & growing trends
✤ Apple’s business model ? A platform
✤ User generated innovation amplified
✤ Fablabs
✤ Power of participation

5. 1.1. History
✤ Son of a b...
✤ Hacking in 85
✤ Arpanet
✤ Arab Spring
✤ University of singularity
✤ The post human era ?

6. 1.3. Key Facts
✤ Geography : all frontiers are
blurring
✤ Time : everything goes faster,
but slow food, slow science,
long data vs big data...
✤ Strong and weak links : a
world ruled by small numbers
✤ New paradigms for social
life: multi identities

7. 2. Social Media or Social Business ?
✤ Social Media : myths and
realities, push and pull Facts
✤ The fantasm of fans and
communities : where are the
strong and weak links
✤ Net result : it affects your
company
Future

8. 2. Social Media or Social Business ?
The
BIG
DATA
dream

9. 2. Social media or Social business :
the free media dream

10. 2. Social media or Social business ?
Brands and companies will become media

11. 2. Social media or Social business ?
Content is king.
✤ Positioning: what do you offer to the
audience that nobody else can ? Great
content prevents from audience
erosion: (case Douwe Egberts)
✤ Passion: Drive your content with
passion
✤ Paid Media should always integrate
with your own media
✤ Perseverance : your content needs a
perseverance theme. You need to

12. 2. Social media or Social business ?
How to get performant ?
✤ Be the buyer
✤ Be authoritative, start where what your best at intersects with what
your prospect are looking for
✤ Be strategic: write your content strategy. Who do you want to reach ?
What do you want/need them to do ? By when ? What content will
you create to encourage them to do so ? How do you get the content
under their nose ? How do you measure success ?
✤ Be a marathon man.
✤ Be passionate

13. 2. Social media or Social business ?
Brands and companies will become media
Visions of
new corporate
websites, with a
constant flow of
informations
to be selected
by users ?

14. 2. Social media or Social business ?
Brands and companies will become media

15. 2. Social media or Social business ?
It will affect your company.
Engagement, consistence, relevance, small
Communications numbers
Solve problem faster, no cold FAQ, immediate
Customer services impact
Increased collaboration within salesforce,
Sales expanded salesforce (bank in canada), social CRM
Product and process innovation while leveraging
Product development the collective intellect of all your stakeholders
Staffing , recruiting preempting, employee
Human Resources engagement, motivation, social e-learnings
Identify robust substitutes, go faster to market
Supply chain through increased collaboration in the supply
chain. Look @ Zara

16. 2. Social media or Social business ?
It will affect your company.
From traditional to social business
Limited, slow flow of Fast & fluid flow of
information information
Command & control Empowerment
Power of hierachy Power of expertise
Strict organisational Blurrres
boundaries boundaries
Financial centric Flexible, broader reward
incentives programs

17. Some Exercices ...
✤ HR:
-"The guy's background looked great, and he said the right things in his cover letter and
resume, so your hopeful brain said 'Could this be my knight in shining armor?'
- « you get him on the phone and he confirms your impressions.»
- You both meet. it’s a disaster...
✤ Why ? What’s Wrong ?
✤ The credentials tou’re looking for ? Do you need them really ?
✤ What do you need as bizz developper in software ? Integrity, contacts, sense of
humour, follow through, imagination... There are 10000 people like that around and at
the end it’s gut feeling.
✤ How could we have done it ?

18. 3. Value creation: new rules

19. 3. Value creation:
End to End External Engagement
R&D Operations Marketing Sales Services

20. 3. Value creation: Exercices
✤ News agency
✤ Electricity transporter
✤ Consumer association
✤ Your business ?

21. The values & virtues of synergies
✤ 1.5 million people who liked
this effort on Facebook.
✤ among all retailers that
accepted our card on that
day, sales increased 9
percent year on year
✤ Among small businesses
that participated in Small
Business Saturday, sales
rose 28 percent.

22. 4. The customer decision journey
The Zero
Moment of truth

23. 4. The customer decision journey

24. 4. The customer decision journey
✤ The approach
✤ The Zero Moment of truth
✤ Learnings from McKinsey,
Voo, Delta Lloyd
✤ How can we apply it to
you ?

25. At every moment, they will google
you...so, think content, think media

26. Operate and reinvent
✤ For companies in industries as diverse as consumer packaged goods and financial
services, digital technology has upended the engagement expectations of
customers, who, for example, want one Web site to visit and a relationship seamlessly
integrated across touch points.
✤ Meeting such expectations requires extraordinary operational coordination and
responsiveness in activities ranging from providing on-the-ground service delivery to
generating online content to staying on top of a customer care issue blowing up on
YouTube.
✤ PepsiCo, for example, has sought to provide a single point of contact for its digital-
marketing efforts by creating the role of chief digital officer: an executive without line
responsibility who drives the application of best practices across the beverage group’s
global digital efforts. A Chief Collaboration Officer might be even better
✤ Companies also need a clear approach for monitoring touch points and renewing them
as needed.(See Bain Company, the Ultimate question ?)

27. Reinvent Marketing
✤ Distribute more activities: P&G buying division, Elia
When CEOs ask for the marketing-org chart, they will see a complex web of solid- and dotted-line
relationships showing the roles that marketing plays in designing, building, or operating touch
points across the whole organization.
✤ More councils and partnerships: One global financial institution, for example, has created a
digital-governance council with representatives from all customer-facing business units. The
company’s goal was to ensure that data and analytics are shared, that customers receive the
same experience regardless of channel (such as Web sites, branches, call centers, or automated
teller machines), and that IT systems meet the customer’s digital-engagement needs.
✤ More insights: Generating rich customer insights, always central to effective marketing efforts, is
more challenging and important in today’s environment. Companies must listen constantly to
consumers across all touch points, analyze and deduce patterns from their behavior, and
respond quickly to signs of changing needs.
✤ More data rich analysis: Reinforcing the importance of all these changes is an exponential
increase in the volume of customer data and the intensity of the analysis required to process and
act on it effectively.

28. Everything is marketing
✤ «We’re going through a revolution a whole lot like the Industrial
Revolution. The change is that profound. I had a conversation
recently with an employee about this new age of marketing. Basically,
it went like this:
- “As we try to go to market with your idea,” I said, “the world is going
to decide whether or not this has real value, talk about it, and then
position it pretty much how they want to position it.”
- The person responded, “OK, so we really have lost control?”
-I said, “Yes, that’s right. I don’t get to control everything that’s said
about us.” Then I said to the person, “But understand, you’re still 100
percent accountable for the outcome.”
✤ The reaction to me was, “That’s not fair.” And it’s not. But it’s the
world we live in.»
John Hayes CMO AMEX

29. 5. What’s in it for you
✤ Where can web2.0 technology impact your value chain first ?
✤ Where can interactions with stakeholders create value or reduce cost ?
✤ Give a try to Enterprise social networks but take care of its adoption
✤ Define practices and guidelines internally in a participatory, ownable way
✤ Build and share best practices
✤ Expand to external networks while making your website social
✤ Stop trying to reach, make yourself accessible