International Forum on E 2.0 - Sameer Patel - Accelarting biz performance
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The document discusses the rise of the "social customer" and how this is changing customer expectations and behaviors. It argues that companies need to transform into "21st century collaborative enterprises" by breaking down silos and optimizing operations around customer needs through collaboration between different departments as well as with customers, partners, and suppliers. This will help companies better engage customers, innovate, drive revenue, lower costs, reduce risk, and reap the benefits of a collaborative enterprise model.
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International Forum on E 2.0 - Sameer Patel - Accelarting biz performance
- 1. The 21st Century Collaborative Enterprise Sameer Patel The Sovos Group Sovosgroup.com
- 2. The Changing State of the Customer in the Era of Social Web The Implications of this Shift on Business How 21st Century Enterprises Need to Capitalize on The Opportunity 2 sameer.patel@sovosgroup.com| @sameerpatel
- 3. Core Competency A deep proficiency that enables a company to deliver unique value to customers.- Gary Hamel, CK Prahalad
- 4. The Relationship is the new Core Competency 4 sameer.patel@sovosgroup.com| @sameerpatel
- 5. WHY? The Emergence of the Social Customer
- 6. < < Sales & Marketing 6 You Controlled the Message Your Prospect and Customers Their Money sameer.patel@sovosgroup.com| @sameerpatel
- 7. Not Anymore > Your Prospect and Customers Their Networks Their Money 7 sameer.patel@sovosgroup.com| @sameerpatel
- 8. Google has flattened social and traditional web media 8 sameer.patel@sovosgroup.com| @sameerpatel
- 9. Google has flattened social and traditional web media 9 sameer.patel@sovosgroup.com| @sameerpatel
- 10. Implications of the Social Customer 10 sameer.patel@sovosgroup.com| @sameerpatel
- 11. Implications of the Social Customer Engagement. Not Data 11 sameer.patel@sovosgroup.com| @sameerpatel
- 12. Implications of the Social Customer They want the Best Answers….And Only From the Experts.
- 13. Implications of the Social Customer Minimal Latency sameer.patel@sovosgroup.com| @sameerpatel
- 14. Implications of the Social Customer Relevancy sameer.patel@sovosgroup.com| @sameerpatel
- 15. Implications of the Social Customer Goods Sold =Ability to Satisfy Goods Sold = Goods Produced
- 16. The Enterprise 1.0 Dilemma <placeholder image> 16 sameer.patel@sovosgroup.com| @sameerpatel
- 17. “The Enterprise 1.0 Dilemma” We’re Optimized. For Silos 17 sameer.patel@sovosgroup.com| @sameerpatel
- 18. “The Enterprise 1.0 Dilemma” Process and Operational Efficiency 18 sameer.patel@sovosgroup.com| @sameerpatel
- 19. “The Enterprise 1.0 Dilemma” Customer Efficiency 19 sameer.patel@sovosgroup.com| @sameerpatel
- 21. How We Design and Fulfill
- 23. Marketing in the 21st Century Collaborative Enterprise Marketing and Support Employees Employees Customers Employees Suppliers Employees Partners The Silo’d Enterprise Wrap the Best Minds Around Customer Needs
- 24. How We Market Today? The Result
- 25. Marketing in the 21st Century Collaborative Enterprise Marketing and Support Suppliers CUSTOMERS R&D Product Design Partners Wrap the Best Minds Around Customer Needs
- 26. Today's Operational Design R&D and Innovation Production and Support Operationally Efficient for Ourselves
- 27. How the 21st Century Collaborative Enterprise Operates CUSTOMER CUSTOMER INNOVATION R&D and Innovation Production and Support Operationally Efficient for the Customer
- 28. How Customers Engage Consumers Engagement Content Data Consumers Operates in the ‘Me’ Web 27 sameer.patel@sovosgroup.com| @sameerpatel
- 29. 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 28 sameer.patel@sovosgroup.com| @sameerpatel
- 30. How the 21st Century Collaborative Enterprise Operates Business Activity Process Engagement + Designing Around the Needs of the Customer `
- 31. How the 21st Century Collaborative Enterprise Operates People At The Core of Business Activity
- 32. Caveat Emptor THESE ARE NOT END GOALS X PRODUCTIVITY X SHARING X REPLACING PROCESS X GETTING SOCIAL X TECHNLOGY APPLICATION 31 sameer.patel@sovosgroup.com| @sameerpatel
- 33. Accelerating Performance ENTERPRISE 2.0 – What is it? Customer Centricity Operational Efficiency Employees, Customers, Partners and Suppliers Drive Revenue Innovation Lower Cost Customer Centricity Customer Centricity Reduce Risk Strategically Planning for Collaboration in Context 32 sameer.patel@sovosgroup.com| @sameerpatel
- 34. Summarizing the Opportunity 33 sameer.patel@sovosgroup.com| @sameerpatel
- 35. The Opportunity ENTERPRISE 2.0 – What is it? The Social Web exposes the true sentiment and needs of your customers…. 34 sameer.patel@sovosgroup.com| @sameerpatel
- 36. The Opportunity ENTERPRISE 2.0 – What is it? Collaborative Enterprises Drastically Reduces Customer Acquisition Costs…. 35 sameer.patel@sovosgroup.com| @sameerpatel
- 37. The Opportunity ENTERPRISE 2.0 – What is it? You Own Most of the Ingredients Already…. 36 sameer.patel@sovosgroup.com| @sameerpatel
- 38. The Opportunity ENTERPRISE 2.0 – What is it? And The Collaborative Enterprise comes for an attractive ROI. 37 Sameer.patel@sovosgroup.com| @sameerpatel
- 39. Work: Sovosgroup.com Email: sameer.patel@sovosgoup.com Twitter: @sameerpatel Blog: pretzellogic.org Thank You 38
Editor's Notes
- Oliver – brief slideFrame the discussion – important to know what it is and what its not. First 2 sections cover this.getting value from web 2.0 technologies in a business setting(wikipedia, a quintessentially 2.0 site, describes Web 2.0 as commonly associated with web applications that facilitate interactive information sharing, interoperability, user-centered design,[1] and collaboration on the World Wide Web. Examples of Web 2.0 include web-based communities, hosted services, web applications, social-networking sites, video-sharing sites, wikis, blogs, mashups, and folksonomies. A Web 2.0 site allows its users to interact with other users or to change website content, in contrast to non-interactive websites where users are limited to the passive viewing of information that is provided to them)OM question: Where is the business value to you?‘What’s in it for me?’
- Oliver – brief slideFrame the discussion – important to know what it is and what its not. First 2 sections cover this.getting value from web 2.0 technologies in a business setting(wikipedia, a quintessentially 2.0 site, describes Web 2.0 as commonly associated with web applications that facilitate interactive information sharing, interoperability, user-centered design,[1] and collaboration on the World Wide Web. Examples of Web 2.0 include web-based communities, hosted services, web applications, social-networking sites, video-sharing sites, wikis, blogs, mashups, and folksonomies. A Web 2.0 site allows its users to interact with other users or to change website content, in contrast to non-interactive websites where users are limited to the passive viewing of information that is provided to them)OM question: Where is the business value to you?‘What’s in it for me?’
- [SAMEER] Hit hard on happy talk hereIt’s not some altruistic model where out with the old and in with the new is going to deliver significant valueTheres lots of happy talk about how open should replace closed. Because well, social is better.That’s often immature thinking that doesn’t respect the work put into ensuring compliance and security and its role in helping organizations keep in good stead with the SEC, OR Sarbanes Oxley or HIPPAStructured systems that enforce process have an extremely important place in many casesThe answer lies in an optimal balance between structured and social in the context and applicability of each business processThe value is in structuring the use of these new technologies as they enhance the value of a business processes And in many cases, living side by side with process technology to improve the outcome
- SameerThe holy grail for most2.0 enthusiasts,,,,company wide workplace performance, a performance fabric…lovely idea…A more collaborative, social process accelerates performance by placing people at the nucleus of processEvery organization needs an actuarial process like insurance companies have. Quality outcomes are hard to predict for 99% of business activity > the more brains that can see and contribute to activity, the betterWe need to expand the collaborative circleBy letting the best minds be they fellow employees, partners, customers, or suppliers wrap around discrete business activityYet maintaining a layer of control to comply with policies, legalities and to manage risk Together, its about creating optimal network ecosystems amongst employees as well as with customers, partners and suppliersBut how do you get there….?Plenty of theorizing out there but how do you execute to your objectives?
- [SAMEER]Orgs have made little to no profit in the last 24 months. And executives have a back log of to-dos piled up to meet their performance objectives that ultimately drives revenues, makes organizations leaner or reduces the kinds of risk that brought them to their knees during the economic crashBroadly speakingSameer leadGalvanize your customers, employees, partners and suppliersTo help execute discrete business objectives such as….With a clear strategy that leads to revenue, cost lowering and reduced riskBusiness First – Technology and E2 concepts later.…in the context of your specific business objectivesThe Enterprise 2.0 movement today is reaching a new level of maturity and critical mass.