The document discusses expanding social business internationally. It notes that while CRM principles are universal, how they are applied can vary significantly between countries and cultures. It provides tips for international expansion, including considering geography, legal/privacy issues, change management challenges, and starting small with a pilot project. The presentation emphasizes adapting processes and tools to local needs while maintaining global standards.

1. Social Business
Expanding Your Social Business in a
Global Market

2. Jesús Hoyos
Managing Partner
@jesus_hoyos
www.jesushoyos.com
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3. About Jesús Hoyos
 Google Me: Jesus Hoyos, CRM
 LinkedIn: http://www.linkedin.com/in/jesushoyos
 Twitter: @jesus_hoyos
 Email: jesus.hoyos@solvisconsulting.com
 More: http://about.me/jesushoyos
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4. Topic: Social Business in a
Global Market
 CRM principals are the same no matter where you
go, but how those principals work best – and what is
appropriate legally and culturally – can vary
dramatically from place to place.
 How to expand your social business internationally?
… without overlooking key details like data elements,
privacy, laws, culture, the Social CRM aspects of
collaboration and deploying social business in
multinationals.
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5. Key Trends
The Gartner 2011 CIO Survey reveals that The 2011 IBM Global CIO study results
almost half of all CIOs expect to operate their uncover that both CEOs and CIOs focuses
applications and infrastructures via cloud over the next 5 years are in Insight and
technologies within the next five years Intelligence, Client intimacy, people
skills, Risk Management, Enterprise model
Article Source: http://EzineArticles.com/6642962 changes, Industry model changes and
Revenue model changes.
Article Source:
http://EzineArticles.com/6642962
A survey by IT staffing company, Robert Half
Technology of 1400 CIOs across the United
States found that more than half are predicting
that real-time collaboration technologies The CIO Tech Poll in July 2011 shows that
such as Jive and SharePoint will surpass Top areas for investments include cloud
email as the chief form of internal computing services (62%), BI &
communications in the next 5 years. analytics (57%), hardware
infrastructure: tablets (55%) and
Article Source: http://EzineArticles.com/6642962 mobile/wireless (54%).
Article Source:
http://EzineArticles.com/6642962
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6. Key Areas
 Community Platforms
Internal and External Communities
 Internal Collaboration to manage customers
B2B
B2C
 Big Data
 Knowledge Management
 Workflow and BPM
 Web and Mobile Apps
 Consumers Apps in the Enterprise
 Video / Facetime
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7. Are we collaborating in the enterprise?
1. Create a private Google site or Facebook group?
2. Open a Yammer account before we get access to
Sharepoint?
3. BCC the VP of Customer Service
4. Don’t discuss the project failures in the next meeting
5. Waterfall vs Agile/Scrum
6. Are we ready to be agile and innovate?
7. Are we getting ideas from consumers?
8. The CEO only has 15 minutes to listen to us?
9. Where is that updated project plan?
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8. Social Business in other parts of the world
 Relationships carry more power than data
It is not about a status update or LinkedIn
It is the hand shake, the hug
It is the dinner, it is who you know
It is personal, it is family
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9. Key Facts
 Most International Companies are family owned
The Carlos Slim Effect
Grupo Carso
Telcel
Telmex
America Movil
 Many Latin American companies are expanding
SURA buys ING Latin America
Juan Valdez is now in the United States market
Cemex is everywhere
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10. Key Areas to Consider
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11. Geography
 Consider cities, countries and regional differences
(business units are not countries)
 Geopolitical risks - part of your change management
 Design your Social Business program and software
globally but deploy it locally
projects can fail when one business unit is collaboration-centric and the
another one is focused 100% in cutting costs
allow different social business technologies to be used – locally or
globally
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12. Processes and Functionality
 Make sure you have standard processes that can be
adjusted to the realities of each country and region
 Make sure that the functionality deployed can be changed
quickly. You do not want the local business unit to wait six
months for new functionality.
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13. Best Practices ARE not Best Practices
 Many best practices in U.S. are not really best practices in
Latin America or in any of the BRICS’ countries.
 Best practices some time are bad practices when
deployed in many countries or regions.
 Make sure you monitor all processes and functionality to
make sure if they all make sense as best practices.
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14. SaaS & OnPremise
 Validate the differences between SaaS and OnPremise for
your deployment on each country.
 If you decide to use a SaaS solution, be aware that we are
in the era of the One-Click Deployment - validate GAP in
knowledge and execution.
 Legal and Privacy aspects can affect a deployment in each
country.
 Talk to Legal.
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15. Change Management
 Do not push your CRM projects to the countries. HQ and
the local business units need to buy-in the project and a
good change management process needs to be in place.
 Use local Project Managers.
 Training and more training.
 Have a realistic budget that goes beyond technology.
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16. Users
 I think you heard this one before – “Start with the early
adopters or power-users”.
 I will recommend the contrary, start with the employees
that will give you problems with change management or
adopting the CRM strategy…. You need to start early with
the late adopters.
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17. Use tools and methodolgy that enables
collaboration
 Agile/Scrum
 Wikis
 Project Management
KnowledgeBase
 GotoMeeting, Webex
 Mindjet – share ideas
 eLearning Tools
 Involve HR in the local countries
 Make your IT gives you access to the Internet
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18. Some ideas before deploying a Globals
Social Business strategy
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19. Discuss Benefits at the local region
 Static project management tool vs. real-time
collaboration
 Time to market
 Crowdsourcing
 Reduce cost in information finding
 Talent retention and productivity
 Manage risks faster
 Agile
 Innovation
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20. Why Collaborate?
 It is about change management
 It is about learning from failures
 Goldfish effect
 It is about KPIs
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21. Six Steps to start Collaborating (by region,
country)
1. Education and Training
2. Assess Company Culture
3. Learn what failed (history of projects)
4. Set objectives, goals and metrics
5. Make an action plan
6. Start a pilot project
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22. Step 1: Education and Training
 Industry research in your industry or field
 Learn about Agile/Scrum
 Create a wiki or a Google Docs to share content
 Bookmark content with Diigo
 Avoid using internal email to share information
 Use the free trials from the collaboration tools
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23. Step 2: Assess Company Culture
 Personalities – advocate vs. detractors
 Are we digital yet?
 Capable to collaborate
 Internal needs and requirements
 Are we PMI Certified?
 Can we innovate?
 Share case studies in your industry
 Can HR help with change management?
 Can we avoid the Netflix effect?
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24. Step 3: Learn what failed (history of projects)
 Past success stories
 Past failures
 Document what happened
 Learn from lessons
 Setup new metrics to learn
 Be ready to fail again but be sure to improve fast
 Be agile
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25. Step 4: Set objectives, goals and metrics
 Based on the first 3 steps setup goals, objectives
and metrics
 Gather a list of requirements and process to start
collaborating and innovating
 Link requirements to real company problems and
solutions
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26. Step 5: Set up an action plan
 Project Charter – use a collaboration tool for this
 Look for executive buy in
 Look for staff buy in
 It is not just that they accept the project but they are
part of it – there needs to be commitment
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27. Step 5: Start a pilot program
 In Phases
 Use Collaboration tools
 Measure results everyday
 Be ready to fail
 Always on “beta”
 Be ready for change
 Be agile
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28. Q&A
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29. Thanks!
Jesús Hoyos
jesus.hoyos@solvisconsulting.com
@jesus_hoyos
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31. #SCON12
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