The document discusses the need to reimagine marketing using an integrated planning system approach. It outlines five steps for the integrated planning system: 1) understand inputs like the digital landscape and business priorities; 2) define objectives and key constituencies; 3) employ listening strategies like social media monitoring; 4) create a management plan; and 5) implement systemic changes across the marketing system. The appendix provides resources on IBM's marketing solutions and sources for further information.
Shortlisted submission for 2016 CEB Internal Communications Awards in the Innovations in Digital, Social and Mobile category. Winner to be announced November, 2016.
Case study: IBM's journey to becoming a social business (September 2012)Rowan Hetherington
MBA, Change management, Communications and IT students around the world are learning about social networking tools and the potential benefits of applying these tools within an organisational context.
Articles on this topic quickly become out of date, due to the speed of progress in this rapidly emerging area.
This case study provides information, current as at September 2012, about IBM's journey to becoming a social business.
Addressing Top CEO Priorities through Social Media Marketing and MetricsJacques Pavlenyi
Presented at the August 21 2012 Business Marketing Association's Southern California Chapter meeting. The world is changing - becoming more social, even in traditionally conservative B2B. B2B marketing is maturing, with social leading to more measurable successes. But taking b2b social media marketing to the next level is easier than you might think. This presentation hopes to help you:
-- Understand how to better align social media marketing with key strategic initiatives
-- Learn how to focus on the social metrics that matter
-- See applicable examples of real b2b social media marketing benefits
These views are my own and do not represent those of my employer.
IBM Messaging and Collaboration solutions: an introductionJacques Pavlenyi
Introduction to IBM Messaging and Collaboration solutions. Designed for businesses of all sizes, it provides for the rapid development and deployment of collaborative and workflow-driven business applications, including email, calendar, contacts, teamspaces, and much more, that bring people and ideas together in a security-rich enterprise-ready platform. Includes IBM Lotus Notes, IBM Lotus Domino, IBM Lotus Notes Traveler, IBM Lotus Protector, IBM Lotus Expeditor, and IBM Lotus Symphony. To learn more visit us at http://www.ibm.com/lotus/notesanddomino
Shortlisted submission for 2016 CEB Internal Communications Awards in the Innovations in Digital, Social and Mobile category. Winner to be announced November, 2016.
Case study: IBM's journey to becoming a social business (September 2012)Rowan Hetherington
MBA, Change management, Communications and IT students around the world are learning about social networking tools and the potential benefits of applying these tools within an organisational context.
Articles on this topic quickly become out of date, due to the speed of progress in this rapidly emerging area.
This case study provides information, current as at September 2012, about IBM's journey to becoming a social business.
Addressing Top CEO Priorities through Social Media Marketing and MetricsJacques Pavlenyi
Presented at the August 21 2012 Business Marketing Association's Southern California Chapter meeting. The world is changing - becoming more social, even in traditionally conservative B2B. B2B marketing is maturing, with social leading to more measurable successes. But taking b2b social media marketing to the next level is easier than you might think. This presentation hopes to help you:
-- Understand how to better align social media marketing with key strategic initiatives
-- Learn how to focus on the social metrics that matter
-- See applicable examples of real b2b social media marketing benefits
These views are my own and do not represent those of my employer.
IBM Messaging and Collaboration solutions: an introductionJacques Pavlenyi
Introduction to IBM Messaging and Collaboration solutions. Designed for businesses of all sizes, it provides for the rapid development and deployment of collaborative and workflow-driven business applications, including email, calendar, contacts, teamspaces, and much more, that bring people and ideas together in a security-rich enterprise-ready platform. Includes IBM Lotus Notes, IBM Lotus Domino, IBM Lotus Notes Traveler, IBM Lotus Protector, IBM Lotus Expeditor, and IBM Lotus Symphony. To learn more visit us at http://www.ibm.com/lotus/notesanddomino
A presentation describing how IBM is transforming into a social business, inside and outside the organization, with the use of advanced technology and cultural change. This is a modification of a presentation developed originally by Ethan McCarty of IBM. It was first presented by me at the Business Marketing Association's Southern California Chapter in May 2013, and most recently presented at the Social Media Club San Diego chapter's July meeting.
IBM @ SXSW: Giving Your Collaboration Tools a BrainJacques Pavlenyi
Despite the many recent advances in workplace collaboration tools, we're still overwhelmed with information and tasks. It's time to think differently about the way we work together. This session explores how IBM is using design thinking, and cognitive computing technologies, to reimagine the way we work with one another.
Initializing and launching your social business initiatives: social from the ...Jacques Pavlenyi
An overview of IBM's transformation into a social business. Case study reviewing how IBM continues to adopt social media and collaboration technologies, and the beneficial impact it is having on the business.
How to build an Enterprise Community was the discussion I lead at PodCamp Boston 2009 conference. This presentation exposes the 12 stage model for enterprise community building strategy.
Six Essential Shifts in Social Media StrategyDave Fleet
Presentation by Dave Fleet at BlogWorld & New Media Expo New York 2012.
We’ve reached a critical point in the evolution of social media as a business tool. Gone are the days when the GMOOT (Get Me One Of Those) approach will get you anywhere – simply having a Twitter account, or a Facebook Page, isn’t enough. We’re at the point of social media saturation, and something’s got to give.
This presentation examines six essential shifts that companies need to make in their approach to social media, from a shift towards social business, to better content planning, to improved measurement and more.
Social Media Skills: Community Roundtable discussion Richard Binhammer
a look at organizations, change, concerns about skills for effective social and community programs and how to approach a business-wide assessment to move forward.
From One to a Million: Managing Social Media at ScaleDave Fleet
What if you had to re-examine your assumptions around social media? What if, instead of thinking about conversations in ones and twos, you had to think about them in thousands and tens of thousands? What if you had to manage dozens or hundreds of properties, and millions of fans? What would change?
This presentation looks at four challenging areas for companies engaging in social media at large scale - structure, community management, content and measurement - and offers tips on how to approach each of these at scale.
A look at how people think, feel and react to digital campaigns. How do people experience digital as architecture? How does emotion affect a medium that is both still and moving? And how can we utilise people's feelings and turn them into action?
Digital Engagement Journey | Keynote Jay RamsanjhalJay Ramsanjhal
Digital Engagement = Digital Transformation + Customer Engagement. in most digital projects we tend to forget what matters most and that digital is a means to create better customer experiences. Digital Engagement helps organizations align their transformational compass.
Online Communities For Associations: The Power of NowLeader Networks
Associations are one of the strongest candidates for online communities because they are able to accelerate member-care efforts, which is at the core of the association model. This plenary session, presented in April 2012 at the Digital Now conference in Orlando, FL addressed an audience of of association leadership.
Listening to customers has always been at the core of successful businesses…but Today listening at scale across the social Web provides opportunities to move beyond simply understanding…it also poses some significant challenges. Listening across the social Web can serve to inform and engage your business in new ways to create and nurture new, or further strengthen existing, customer relationships
The OHP's Nicole Johns reviewed the process of putting together the Integrated HIV Prevention and Care Plan at the August meeting of the Philadelphia Ryan White Part A Planning Council.
A presentation describing how IBM is transforming into a social business, inside and outside the organization, with the use of advanced technology and cultural change. This is a modification of a presentation developed originally by Ethan McCarty of IBM. It was first presented by me at the Business Marketing Association's Southern California Chapter in May 2013, and most recently presented at the Social Media Club San Diego chapter's July meeting.
IBM @ SXSW: Giving Your Collaboration Tools a BrainJacques Pavlenyi
Despite the many recent advances in workplace collaboration tools, we're still overwhelmed with information and tasks. It's time to think differently about the way we work together. This session explores how IBM is using design thinking, and cognitive computing technologies, to reimagine the way we work with one another.
Initializing and launching your social business initiatives: social from the ...Jacques Pavlenyi
An overview of IBM's transformation into a social business. Case study reviewing how IBM continues to adopt social media and collaboration technologies, and the beneficial impact it is having on the business.
How to build an Enterprise Community was the discussion I lead at PodCamp Boston 2009 conference. This presentation exposes the 12 stage model for enterprise community building strategy.
Six Essential Shifts in Social Media StrategyDave Fleet
Presentation by Dave Fleet at BlogWorld & New Media Expo New York 2012.
We’ve reached a critical point in the evolution of social media as a business tool. Gone are the days when the GMOOT (Get Me One Of Those) approach will get you anywhere – simply having a Twitter account, or a Facebook Page, isn’t enough. We’re at the point of social media saturation, and something’s got to give.
This presentation examines six essential shifts that companies need to make in their approach to social media, from a shift towards social business, to better content planning, to improved measurement and more.
Social Media Skills: Community Roundtable discussion Richard Binhammer
a look at organizations, change, concerns about skills for effective social and community programs and how to approach a business-wide assessment to move forward.
From One to a Million: Managing Social Media at ScaleDave Fleet
What if you had to re-examine your assumptions around social media? What if, instead of thinking about conversations in ones and twos, you had to think about them in thousands and tens of thousands? What if you had to manage dozens or hundreds of properties, and millions of fans? What would change?
This presentation looks at four challenging areas for companies engaging in social media at large scale - structure, community management, content and measurement - and offers tips on how to approach each of these at scale.
A look at how people think, feel and react to digital campaigns. How do people experience digital as architecture? How does emotion affect a medium that is both still and moving? And how can we utilise people's feelings and turn them into action?
Digital Engagement Journey | Keynote Jay RamsanjhalJay Ramsanjhal
Digital Engagement = Digital Transformation + Customer Engagement. in most digital projects we tend to forget what matters most and that digital is a means to create better customer experiences. Digital Engagement helps organizations align their transformational compass.
Online Communities For Associations: The Power of NowLeader Networks
Associations are one of the strongest candidates for online communities because they are able to accelerate member-care efforts, which is at the core of the association model. This plenary session, presented in April 2012 at the Digital Now conference in Orlando, FL addressed an audience of of association leadership.
Listening to customers has always been at the core of successful businesses…but Today listening at scale across the social Web provides opportunities to move beyond simply understanding…it also poses some significant challenges. Listening across the social Web can serve to inform and engage your business in new ways to create and nurture new, or further strengthen existing, customer relationships
The OHP's Nicole Johns reviewed the process of putting together the Integrated HIV Prevention and Care Plan at the August meeting of the Philadelphia Ryan White Part A Planning Council.
The term “strategic planning” gets attached to a wide range of nonprofit planning—for programs and services, budgeting, communications, information technology, etc. But these address very different kinds of issues, and should involve different participants, processes, tools, and products. We’ll look at the various kinds of planning needed by a nonprofit, see how they can intersect with and reinforce each other, and consider an approach that is more strategic, more effective, and less stressful.
Mining Matters Core Concepts are standalone classroom ready activities that reflect key foundational ideas in Earth science. Sourced from our archives of curriculum-linked teacher resources, each activity reflects an integral part of many important concepts and theories in the various disciplines that comprise the Geosciences.
In an effort to be of service to all of our teacher-partners, these activities have been assembled as a way to support individual teachers without the need to attend a pre-requisite teacher training workshop. All the contents of the Core Concepts resource support current teaching practices that values hands-on experience where students take an active role in learning. Any rocks and minerals samples as well as print resources required for successful classroom delivery can be sourced through Mining Matters.
View great examples of how we transform our clients organizations... from staid, dated looking organizations to exciting, dynamic looking, high performing organizations... view these examples before and after!
The Transformation of Corporate GivingAckermann PR
Ackermann PR sees a transformation taking place in how corporate donors are engaging with non-profit organizations. In days of greater economic pressure, companies are re-focusing their efforts rather than retreating. Today’s philanthropic individuals and companies are searching for more meaning and sustainability in how they invest their support. The result is a more mature, intense, and relationship-based partnership between the giver and the recipient.
The Impact of Digital Transformation on Corporate Performance_kamann_sivri_2012MyCityMetropolis
Digital Transformation, Corporate Performance, Digitalization, Digital Opportunities, Digital Business Model, Business Innovation, Business Expansion, Business Enrichment, Business Process Automation, Business Flexibility, Business Control
Die Transformation des Corporate Intranet hin zu einem integrierten Digital W...Thomas Maeder
Einblick in die Intranet Transformation bei Swisscom AG. Diese Präsentation zeigt am Fall von Swisscom AG auf, wie sich das Corporate Intranet schrittweise in ein Digital Workplace bzw. modernes Mitarbeiterportal verwandelt und dabei Social Features nutzt.
Konferenz "inside Intranet Transformation & Evolution", Köln, 01./02.07.2014
There is significant buzz in the marketplace around Integrated Business Planning (IBP). This cross-functional business process enhances the traditional Sales and Operational Planning process. In this webinar, hear Spinnaker’s point of view on Integrated Business Planning (IBP) and how it’s enabled through SAP’s IBP suite of applications. You will learn how IBP can enable you to cultivate, coordinate, and complete integrated business planning with real-time information.
Overview of key industry challenges and ABB’s vision & best-practice approaches for:
- Evaluating reserves and mine schedules
- Tracking and optimizing mined product
- Optimizing work of equipment and people
Delivering Exceptional Web Experiences In a Social WorldLuis Benitez
Becoming a social business it's about connecting your employees, partners, and customers in a human-centered way utilizing the best Web 2.0 technologies out there.
What is integrated marketing? Why is integrated marketing important? What is integrated marketing communications? How has integrated marketing changed over time? This document has an up to date definition of integrated branding and explains what it is and the benefits.
Learn best practices for developing integrated multichannel marketing campaigns using social media, email, creative design and direct mail. Integrating these channels into the marketing mix will produce meaningful results that will keep your customers coming back for more.
With technology now infused into every aspect of commerce, the entire craft of marketing has become more instrumented, interconnected and intelligent. This has led to profound changes in ways the discipline is understood, led and practiced. The onus of this evolution has landed on the doorstep of the Chief Marketing Officer. And that means that the mind-set, as well as the skill set, of a CMO has to evolve right along with it to transform from a Chief Marketing Officer to becoming a Chief Marketing technologist
This was a presentation given to high school students and other adults in multiple 45 minute sessions. The aim was to educate students on a career in marketing and why you might choose the field as a career.
Sales Teams And Value Of Social Software (IBM)Rawn Shah
Describes the impact of using social processes or tasks within larger business processes to create a map of where social software provides business value.
Executives like this because you are describing value in terms of processes that they know and understand, and simply replacing some (not all) steps with alternative or possibly better ways of doing things.
This was also shared at the IBM Beyond Web 2.0 conference 2009.
ADMA Forum 2010 is an unmissable event for any ambitious marketer looking to stay ahead of the competition and better their marketing performance. It's where Australia’s best multi-channel marketers gather, learn and network.
Here is a simple method instrument I have developed to help my clients to express the main targeted objectives they would like to reach through their Social Media efforts. For any question contact me at tcellerin@buzzfactory.ru
Developing the Guinness Online Community | Richard Fraser, Proximity Asia | i...iStrategy
Developing the Guinness Online Community. From Social Media to CRM.
Presented by Richard Fraser, Regional MD for Proximity Asia during iStrategy Singapore 2010.
I’m going to talk first about the external environment, then what that means for the marketing funnel, and lastly, what that means for our marketing mindsets. There are several external drivers for change that impact what effective Marketing looks like today. These include the emergence of Web 2.0 and social media, changes in how prospects/clients source information, make decisions and are influenced. We now live in a hyper-networked, real time world of mass participation in product design, development, marketing, information distribution, and sales, in which trust and therefore value creation is often mediated through social relationships - and the scarce commodity is attention.
Typical marketing funnels, like the one shown at the top are largely based on a groundbreaking article from 1961 by American academics Lavidge and Steiner. 1961 was before my time – but I’m told that in 1961 there were 3 television networks in the US. Clearly a lot has changed in the marketing landscape since then. The ‘new funnel’ represented below shows the impact of peer reviews, competitive alternatives, recommendations from peers and user-generated content. Does anyone feel overwhelmed by this new ‘funnel’ (if you can even call it that)? Well you’re not alone - IBM’s latest CMO study reported an overwhelming consensus from conversations with CMOs worldwide (More than 1,700 CMOs from 64 countries). The vast majority of CMOs are concerned about the growing complexity of the landscape and believe there are three key areas for improvement. They must understand and deliver value to empowered customers; create lasting relationships with those customers; and measure marketing’s contribution to the business in relevant, quantifiable terms. Before I talk about what the integrated planning system, I want to address a some pervasive, limiting marketing concepts that can keep us stuck in old world thinking, limit our ability to think systematically and create highly effective and engaging marketing experiences
Elephant – chained as a baby by a small rope learns it cannot break free. Metaphor for marketers today: our imaginations and practices are to some degree bound by what WAS possible, rather than what is possible today. So what should we be focusing on? AMEX quote. AMEX quote: “Total communication effect” requires an integrated team…
I won’t go through each of the disciplines in the blue circles (IBM has a lot of disciplines & acronyms) – but you will see all areas of marketing, sales, consultants, design teams, corporate social and subject matter experts coming together to create an integrated client experience. The key is that all these parts of the organisation are involved upfront in planning, and if agencies are used – that those agencies are all included at the initial briefing stage. This integrated team is a pre-requisite for the Integrated Planning System I am about to talk you through. I designed this system while in the digital and social strategy team for IBM’s marketing and communications practice. It is used in the internal digital strategy workshops run around the world – as well as in our guidance materials.
The Integrated Planning System comprises a cycle of steps that will enable you to choose the most relevant mix of content types, engagement tactics, media types, and platforms, in order to build a plan that is highly relevant to your constituency segment - and produce improved results over time . Essentially, this system is a series of steps that enables us to navigate the complexity of today’s marketing environment: Inputs to planning Defining the Objectives and the Constituents – and listening to them Building the engagement plan Executing and measuring the plan Analysing the results and iterating. Lets go back a step – why are all these steps necessary? Why can’t we jump straight into implementing tactics? Where there used to be a small number of main media choices (TV, radio, print etc), we are now faced with literally thousands of potential ways to engage with a target segment of people – including a growing number of digital touchpoints, which I believe should almost always be the central ongoing baseline in a modern plan. Inputs: Country Digital Landscape: Each country has unique digital usage and behaviors which provide context to any digital planning activity. Digital Landscapes were developed prior to each Digital Strategy Workshop I ran for IBM and they were found to be highly educational to the local teams Generally approximately 40 slides, covering significant areas of digital Landscape provide a way to identify gaps and opportunities as well as maintain up to date knowledge and understanding of the ever changing market environment. Business priorities: What are the overall business goals and your Marketing Leader’s priorities? What is the one most important priority to start with? If resources are sufficient, more than one Business Priority (Input) could be addressed at one time. Digital Readiness Assessment (shown on next slide) Supporting insights from Media Neutral Planning group: Objectives: “Lack of a governing idea for the communications spectrum diminishes performance, again surprisingly common“ Analytics: “There is an increasing pressure to demonstrate ROI”, “Planning and evaluation tools based on individualised communication disciplines do not reflect present planning and evaluation needs and bar inter-discipline planning and learning“ Iteration: “Success requires maximum efficiency and effectiveness” On that page you will also find a link to a short series of questions designed to help you get value from each step in the cycle. You can use these questions to assess a current quarterly plan or improve a plan you are about to build.
At IBM, each major country completes a digital readines assessment every six months. It contains 65 multiple choice questions, with answers from A-D, A representing low maturity, D representing the future digital state (educational). The answers are placed into an online tool and results are then pulled for each country.
Audience – often defined purely by demographics (e.g. age, postcode, job title) Mass communication. Impersonal. Constituency – definition includes psychographics (and sometimes behaviourgraphics) Niche communications. Co-created, highly targeted, highly relevant – likely to: Generate higher yield Create new opportunities (business development / growth)
‘ Listening’ is an important part of any engagement / conversation. You need to understand what your target audience / constituency is saying, in order to provide high quality value and relevant responses. Listening can of course happen via any medium – face to face at an event or in a one on one meeting between seller and client, via a telephone call, via a survey (where you ask people to provide their thoughts on a specific topic), via a web poll, an online jam, or via ‘tuning in’ to the conversations happening 24/7 on the public web. On the public web, listening can also be called social media research OR social intelligence. This includes: Gathering online conversation via Web scraping tools: scanning news sites, blogs, microblogs and message boards, social networks Gauge overall volume, flow, sourcing, and sentiment of conversations Synthesizing conversational excerpts into overarching insights to identify opportunities Listening can fulfill multiple objectives: Crisis monitoring (real-time listening tool and designated personnel required) Enable you to mine leads Identify most vocal/influential participants to the conversations (internal and external infuencers) Deepen understanding of target audience: allowing us to develop insight into their interests, beliefs, ambitions. This includes u nderstanding the words your target audience / constituency use (informing search keyword selection and copy, as well as creative messaging and content, to enhance SEO). Identify the channels and media where our target audience is conversing ( Websites or communities – who you can partner with and where to engage audience ) Measure the amount of conversation around a topic and related sentiment – develop a baseline, then gauging penetration of and reactions to a campaign, product launch, social media initiative etc. This can form part of ongoing analytics. Indicators to Measure: Preference: Attitudes and disposition (favorable and unfavorable) around IBM Action: Behaviors of IBM’ers and constituents Influence: Identify individuals impacting and driving social conversations around our brands Reach: Viral impact of engagement strategies Overall: Audience insights inform marketing and communications strategies – listening forms a key part of the insights generation phase of constituency planning and also the measurement of efforts on an ongoing basis. (Benchmark and continuously measure the effects of our engagement with our constituency )
Objectives: Mine social media for sales leads. Enable IBM sellers to find ready customers and stay connected to them Outcome: Generate leads Make it easy for customers to find our sellers in social media Enable customers to perceive IBM as “tech savvy” and “easy to do business with In 2009, in NA, a pilot was started by WW ibm.com to test: If social media could be used to discover opportunities? Yes! If we could identify potential leads in social media? Yes! If we could develop best practices for successful participation? Yes! If we could learn how to move from engagement to sale? Yes! If we could assess the ROI? Yes! If it could drive leads and sales? Yes! Intelligent Listening Program recognized internally as innovative Intelligent Listening was the 1 st coordinated activity to get sellers to mine for opportunities & respond to these posts in social media. A multi-locale, multi-brand program - coordinated centrally by WW, but managed locally. Recognized as innovative and funded by STG, SWG, ITS & GB. Build skills on the sales team: The program offers training & support -- proven methodologies, key words, best practices and metrics tracking. Sources: Twitter, LinkedIn, IT forums Recognized externally as innovative Case Study: How IBM Uncovers “Millions of Dollars” Worth of Sales Leads with Social Media, eMarketer , April 2010 Evidence that Social Media Really Does Drive Sales Evidence that Social Media Really Does Drive Sales, The Next Web , Sept 2010
The Management Plan is the flip side of the coin from the engagement plan – each side depends on the other.
People Roles : A senior, cross functional leader is required to bring together all the parties needed to create and implement the engagement and management plan for each key business objective. Support mechanisms for this role are likely to be helpful. Skills : New skills are likely to be required to create and implement this type of plan. This may involve definition of new skills for each discipline within Marketing, learning activities, cultural change and staff changes . Processes The Integrated Planning System could be viewed as a process – and there are many more detailed execution processes. The completion of a readiness assessment is in itself a process. For these processes to work, the other changes must be in place. Platforms Communities of Practice (CoP) can be useful coordination and integration mechanisms. Information management platforms are increasingly important when large cross functional teams work together and need to share information and assets. Marketing technologies are required to gather and sort data and automate CRM where possible. Policies KPIs (for example within the Readiness Assessment) are likely to be helpful. Social media policies are critical if social media is being used: who can use it and how? Teams must be aware of policies regarding use of lists, public information (for example from listening), opt-in and privacy laws . Guidance on these topics for marketing teams may need to be updated in the context of the rapidly changing external environment.
Learn more about IBM’s Enterprise Market Management tools and how clients globally are using them: http://www-01.ibm.com/software/marketing-solutions/cafe/