Making Social Media Pay in B2B by Accenture (2011)


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Making Social Media Pay in B2B by Accenture (2011)

  1. 1. Making Social Media Pay:Rethinking Social Media’s Potentialto Bolster B2B Interactions, CustomerLoyalty, Revenues and Brand Reputation.
  2. 2. B2B companies agree that (B2B) context has been much less vis- other hand, were most likely to perceivesocial media is an important ible. To better understand social media’s social media as “extremely important.” role in the B2B environment, Accenture The positive perception of social mediamechanism for interactions with recently surveyed executives at more among financial services executives iscustomers, prospects, partners than 200 North American companies not surprising. Accenture research5 hasand other stakeholders. However, with annual revenues of $1 billion or confirmed that customer loyalty andfew are using social media more to gauge their social media atti- trust in financial institutions—whichto its fullest potential across tudes and actions. Approximately half of were already dropping prior to the the respondents represented companies recent economic crisis—are now atmarketing, sales, service and that sell products and services to other all-time lows. To reverse that trend,innovation. businesses. The other half represented banks are recognizing the need to build companies that sell products or services trust-based customer relationships and to other businesses that, in turn, sell to employ technology to create winningForward-thinking business-to-consumer consumers. The scope of this research customer experiences cost-effectively.(B2C) companies quickly realized the was on externally-focused social media This may explain the industry’s noticeablepotential of social media to aug- initiatives. An analysis of the responses interest in social media in recent years.ment their marketing and branding revealed that B2B companies generally Bank of America, for example, enhancedcampaigns. A number of them have agree that social media is an important its visibility and image by creating anbeen able to take advantage of social mechanism for interacting with custom- online community that helps smallmedia’s relative low cost, ease of use ers, business partners and other key business owners build their businesses.and scalability to not only engage with stakeholders. Few of them, however, are In addition to receiving coaching fromcommunities of existing customers using social media to its fullest poten- Bank of America professionals, com-in new ways, but also identify and tial—across marketing, sales, service and munity participants can exchange ideasacquire new buyers. Computer maker innovation. What’s holding them back? and connect with their peers.6 Similarly,Dell, for example, launched Dell Swarm, And what can forward-thinking compa- HSBC created a highly popular and activean online group buying platform nies do to seize first-mover advantage HSBC Business Network, which allowsthat provides volume discounts to in the social media space and, in the businesses and entrepreneurs to shareconsumers who band together on social process, position themselves for high information and advice with their peers.networks.1 Coffee giant Starbucks cre- performance? For its part, HSBC uses the network toated, a site that not only position itself as an expert inenables customers to post and rate ideas matters of concern to the business com-for new Starbucks products and practic-es.2 Similarly, consumer products com- State of Play: munity, but also to learn from (and with) its consumers.7pany Procter & Gamble (P&G) createdan online portal, Connect+DevelopSM, to Attitudes Toward In addition to generally appreciating thesolicit ideas for new products and pro-cesses. Today, more than half of P&G’s Social Media importance of social media, B2B compa- nies recognized that social media effortsnew products are shaped by such input.3 As illustrated in Figure 1, nearly should be driven by “proactive” motiva-And consumer electronics company tions (see Figure 2). More than half of all two-thirds (65 percent) of surveyBest Buy uses its “Twelpforce” Twitter respondents cited improving customer respondents considered social mediachannel to extend customer service to engagement, enhancing the company’s an “extremely important” or “verythe digital space. With this service, Best brand and creating new revenue opportu- important” channel through which toBuy’s employees can track and respond nities as prime motivators for launching a interact with customers, prospects,to customer issues and questions in near social media program. Conversely, simplyreal-time, thereby strengthening the partners and other stakeholders. engaging in social media to keep up withbond with the customer.4 Only one in six (17 percent) of B2B competitors was cited by just 24 percent company executives perceived social of respondents as an appropriate reasonWhile the level of social media activity media as not very important or not for getting involved. Companies in theamong these and hundreds of other important at all. business of providing consumer productscompanies confirms the perception that There were, however, some notable and services were particularly likely tosocial media applications can enhance industry differences. Executives of B2B use social media to protect their brandsconsumer marketing, sales and service companies in the resources sector were and pursue new revenues.practices and even generate new busi-ness ideas, evidence of social media’s least likely to report that social mediaimportance in a business-to-business is important for their organizations. Financial services executives, on thepage 1
  3. 3. Figure 1 Perceived Importance of Social MediaOverall 5% 12% 18% 35% 30%By Industry GroupFinancial Services 9% 15% 9% 26% 43%Communications, High Tech and Media 3% 10% 23% 40% 25%Consumer Products and Services 7% 12% 12% 45% 25%Resources 20% 40% 25% 15%Other 2% 9% 22% 33% 35% (1) Not important at all, Sample (n=213) (5) Extremely important, it can be ignored it can’t be ignoredFigure 2 Primary Objectives to Engage in Social Media Tend to be “Proactive” To increase engagement and positive customer experiences with prospects/customers 60% To protect, influence and proactively build our brand’s reputation 59% To create new revenue opportunities 52% To respond to customers who are demanding it 41% To tap into a new source of innovation 2% 38% To reduce cost of marketing interactions and advertising 25% To keep up with competitors as they are investing in it 24%Figure 3 Current Level of Engagement in Social MediaOverall 10% 16% 31% 34% 8%By Industry GroupFinancial Services 13% 15% 21% 43% 9%Communications, High Tech and Media 5% 13% 23% 48% 13%Consumer Products and Services 10% 18% 37% 2 7% 8%Resources 15% 35% 20% 30%Other 11% 11% 43% 26% 9% 9% 22% 33% 35% (1) Not at all engaged in Sample (n=213) (5) Very heavily leveraging social media leveraging social media 1. Financial Estimates expressed in Australian Type 1 Dollars (these are bottom line hard savings). page 2
  4. 4. Figure 4 Strategic Priorities For Social Media Require More AttentionMarketing efforts 41%Sales effortsService effortsOffering innovation effortsPartner collaborationVendor collaboration 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Today Increase over 1 yearState of Play: Once again, industry differences emerged. Companies in the communi- Looking more closely at the generally lackluster level of engagement, weSocial Media cations, high tech and media sectors exhibited higher-than-average rates of found that significant gaps existed between current and expected levelsActions adoption—a finding that is not alto- of activity in the six areas where gether unexpected. They are often not social media was perceived to haveSurprisingly, the respondents’ only involved in the creation of social the greatest potential impact (seeacknowledgement that social media is networking tools, software components Figure 4). When asked to compare theirgenerally important and can be used and platforms, but also in the very current levels of social media activityto boost customer loyalty, drive rev- business of enabling collaboration and to their expected levels of strategicenues and enhance their brands stands the sharing of ”content.” At the other activity a year from now, respondentsin stark contrast to the low level of end of the spectrum were companies in indicated their intention to boostaction and investment in this area. the resources sector, which confirmed social media actions across sales, ser-According to our research results, only the lack of importance they placed vice, partner collaboration and vendor8 percent of B2B companies are heav- in social media with their limited collaboration. Using social media asily leveraging social media today. More engagement: no respondents from a tool to enable offering innovationthan 25 percent, on the other hand, that industry cited heavy social media was cited as the area that requiresare engaged only slightly or not at all usage. Respondents from other industry the most attention. Using social media(see Figure 3). groups fell between these extremes to enhance marketing efforts will and showed only marginal involvement require the least attention. By and with social media initiatives. large, respondents to the Accenture survey were pleased with their level of social media activity in this area and perceived their current marketing efforts and intentions for the next year as being “on target.”page 3
  5. 5. Figure 5 Perceived Barriers to AdoptionNew tools and technology investments 50%Increased skills to manage it 40%Improved marketing, sales and service 38%collaboration 35%Improved measurement 32%Increased budgetImproved IT collaboration 30%Increased CEO conviction 23%There are a number of reasons that lack of confidence they have in mak- Accenture research revealedB2B companies, as a whole, fail to ing the right investment decisions totake full advantage of what social achieve their objectives. Only one in that only eight percent ofmedia has to offer (see Figure 5). These four respondents felt very confident B2B companies are heav­barriers may also prevent companies about his or her company’s social ily leveraging social mediafrom closing the gaps between their media investments. Nearly 20 percentcurrent and future levels of social had little or no confidence in those activity. According to more than investments at of the survey respondents, This means there is ample This finding, more so than any other,the effective use of social media calls opportunity for forward­for something that has heretofore confirms what we have seen in ourbeen missing: greater investments in work with B2B companies around thinking companies to seizeseveral areas, including skill develop- the world. Executives understand the first­mover advantage inment, measurement capabilities and critical role that social media can play in organizational success. And, to a the social media space and,internal collaboration. Topping the listof necessary investments—and cited certain degree, they have even identi- in the process, positionby approximately half of the survey fied the goals they would like their themselves for highrespondents—is the perceived need for social media programs to tools and technologies. Yet, many simply don’t know how performance. to proceed. Their lack of confidenceAdditionally, the research suggested translates into a lack of action. As athat the lack of companies’ engage- result, the potential value that socialment in social media is linked to the media can deliver is left unclaimed. 1. Financial Estimates expressed in Australian Type 1 Dollars (these are bottom line hard savings). page 4
  6. 6. Accenture’s research looked at a The most important factor in creating a successful andseries of social media attitudesand behaviors for two groups: effective social media program involves developing a robustcompanies that reported significant strategy for social media that aligns to and supports largerrevenue growth and companies business objectives. Equally important is the ability of anthat reported revenue declines inthe past year. While these two organization to position social media as a centerpiece of agroups exhibited identical levels holistic customer strategy.of engagement with social media,they thought about social media(and applied social media strate- Moving from Move from Social Media to “Social CRM”gies) in different ways. Vision to Reality As mentioned earlier, a number of survey• Companies that experienced rev- respondents cited multiple objectives for enue growth cited four equally The most important factor in creat- social media. But marketing was the only weighted objectives for their ing a successful and effective social area in which companies believed their social media programs: greater media program involves developing a current social media focus and level of customer engagement, improved robust strategy for social media that engagement was on target. It is encour- aligns to and supports larger business aging that B2B companies see the need brand reputation, access to new objectives. Respondents to Accenture’s to close the gaps in other areas—most revenues and access to new recent survey indicated their openness notably, sales, service, partner collabora- sources of innovation. In compari- to thinking about social media in such tion and offering innovation. son, companies with negative rev- terms when they were asked to rank enue growth tended to cite just their motivations for launching social At Accenture, we believe that companies one objective for social media: media initiatives. As described in Figure should move from focusing sole enhancing customer engagement. 2, improving customer engagement and ly on social media to pursuing “social experiences, protecting and enhancing Customer Relationship Management,”• 27 percent of companies with a paradigm in which social media revenue growth were very con- the brand, and creating new revenue opportunities topped the list. applications complement other customer vinced of social media’s impact strategies and objectives. With social on customer engagement, com- Understanding the motivation for CRM, companies optimize their use of pared to just 9 percent of com- launching a social media initiative is a social media by making it part of multi- panies that lost revenues. critical building block of an effective channel customer engagement strate-• 39 percent of companies with strategy. Equally important is the abil- gies that encourage customers, business ity of an organization to position social partners and other key stakeholders to revenue growth ranked social media as a centerpiece of a holistic participate in the company’s day-to-day media as very important, com- customer strategy. While there is no business operations. In fact, social pared to 24 percent of companies media can also be extended to areas single, “correct” way to achieve this that lost revenues. beyond the traditional “front-office” goal, there are certain things organiza-• 39 percent of companies with tions can do to ensure consistent applications to enhance supply chain or significant revenue growth in the customer experiences, reliable content procurement relationships or even inter- past year also integrated social creation, compelling insights through actions with shared services providers. media with other customer initia- analytics, appropriate data governance Within our study, only 5 percent of tives, compared to 20 percent of and sufficient regulatory compli- respondents reported having the strong companies that lost revenues. ance. These suggested actions, which and formal link between their social are outlined in Accenture’s recently media efforts and other strategic• 15 percent of companies with published Social Media Management customer initiatives that social CRM revenue growth systemati- Handbook 8 and based on our extensive requires. Some may view this low level cally measured the return on the research and work with leading clients of integration as an indication that B2B social media investment, com- around the world, are as relevant for companies are inadequately positioned pared to none of the companies B2B companies as they are for B2C to take full advantage of social media’s that lost revenue. businesses. potential. At Accenture, we take a dif- ferent view. We believe the current lack of integration presents a tremendous opportunity for B2B companies to break away from the 5
  7. 7. Companies should move from focusing solely on social media Using Social Media toto pursuing “social CRM,” a paradigm in which social media Harness Innovationapplications complement other customer strategies and As Accenture described in “Theobjectives. With social CRM, companies optimize their use next digital wave,”* firms that establish an open environ-of social media by making it part of multi­channel customer ment—one that welcomes ideas,engagement strategies. collaboration, contribution and evaluation—can engage key stakeholders as active participantsBy using social media to drive a social As these examples and the accompany- in the innovation process. Cisco isCRM agenda, there is no reason that ing sidebar stories illustrate, there a case in point.other B2B companies can’t achieve the are a number of companies that aretype of success that is evident among thinking about social media in new and Through its annual I-Prizethe B2B companies that have cracked exciting ways. Importantly, these and initiative, Cisco invites externalthe code on social media integration. other companies that are successful contributors to go online to submitOracle, for instance, uses social media in their use of social media have been big-bet business concepts thatto add value to its Oracle Partner selective in their use of social media. Cisco may be able to develop fur-Network—a dedicated portal that keeps While they examine every opportunitymore than 20,000 partners engaged and for social media to make a difference in ther. In 2010, nearly 3,000 peopleinformed. Specifically, by combining its their businesses—from marketing, sales submitted 824 innovations. Fromexisting network capabilities with the and service to internal sales, offering these entries, two billion-dollartwo-way interaction that is enabled by innovation, Research and Development ideas emerged that have beensocial media, Oracle has been able to and Human Resources—they do not nec- funded and are under development.engage with its partners at a deeper essarily act on every opportunity. They *J. Breed, “The next digital wave: usingand more satisfying level.9 Accenture’s tackle those opportunities that advance social media to harness innovation,”“Customer-as-a-service” point of larger business objectives and make the Accenture, 2011view provides additional examples of most sense at a given time.B2B companies that are using socialmedia to improve the collective serviceexperience. American Express OPEN,a division of the company dedicatedto small businesses, provides businessadvice through a blog, videos and aforum for members to network with oneanother and with industry experts. AndMicrosoft uses social media to enable itsprofessional customers to freely sharetheir knowledge, real-world experienceand impartial objective feedback to helpother Microsoft customers use the com-pany’s technologies more effectively.”10 page 6
  8. 8. Using Social Media to improvements in both sales perfor- mance and employee engagement Drive “Social Sales” and positioned the organization In “Social sales: Collaborating for as an innovator in workforce high performance,” Accenture collaboration. Most importantly, it described how one B2B organiza- supported the company’s transition tion enhanced its internal sales from being a device manufacturer processes by leveraging salesforce. to a solution-oriented company com’s Chatter collaboration soft- that is clearly on the path to high ware solution. Within that global performance. communications and high-tech company, sales professionals had no Companies looking for similar easy way to share best practices, results can now tap the expertise contribute sales knowledge, or of the recently launched Accenture provide feedback on existing sales Enterprise Social Media Innovation assets. To overcome these chal- Center, which works with sales- lenges, the company worked with and other providers of Accenture to develop a vibrant, social media tools to develop, dem- digital community based on the onstrate and deliver first-to-market Chatter platform. solutions and capabilities. The social sales solution, now used by more than 3,000 sales and *Social Sales: Collaborating for high marketing professionals, led to performance,” Accenture, 2011Measure Social Media’s Despite the difficulties, measurement Adopt a Highly Flexible andEffectiveness is key to a successful social media Iterative Approach to Social program. A company must define theCompanies have always found it difficult metrics that social media is intended Media Implementationto measure the impact of their customer Accenture’s research and experience has to improve—be they conversion rates,investments in traditional channels such shown that agility is a critical trait for service costs, brand awareness, oras advertising or call center operations. high-performance businesses.11 This is the number of new product ideas thatSocial media blurs the issue of measure- certainly true in the fast-changing and reach the marketplace. We believe itment even more, since it presents an ever-growing area of social media, which is especially important for companiesentire ecosystem of customer touch must continually adapt to external fac- to develop an integrated ROI measurepoints—not just between a company and tors such as regulations and competitive called “customer health,” which gaugesits customers, but also between those dynamics and also assess the information a customer’s real and potential value tocustomers and other customers and other that will be gathered and the processes the organization. Encompassing a cus-companies. Complicating matters are the that will be used to manage social media tomer’s historic lifetime value, potentialunstructured nature of data that exists in across the organization. lifetime value, and social reach andthe world of social media and the inability influence, the customer health measure B2B companies looking to launch socialof most companies to truly understand makes it easier for companies to predict media campaigns should be prepared tothe context within which the customer the impact of social media investments take an iterative, long-term approach.or partner is engaging in social media to increase revenue, profitability, and Few social media programs generatedialogue. Together, these factors make it long-term customer loyalty. their desired results immediately aftervery difficult for B2B companies to tracktheir returns on their social media invest- Naturally, these measures will vary sub- their introduction. Companies that arements. In our survey, only 11 percent of stantially from one company to another. most successful with social media haverespondents believed they were able to Ultimately, it is up to the social media learned that they must continuallytrack their social media results. team and the Chief Information Officer to innovate, revisit existing programs to play an active role in defining the success ensure they align with business priori- criteria that are most relevant to the ties, and seek out new opportunities business, technically feasible and appro- priate to a given social media 7
  9. 9. Monitoring Social In addition to rolling out new monitoring tools, AccentureMedia Conversations designed a process for reportingto Effectively manage and listening to online conversa-Stakeholder Relations tions, search feeds and report templates. Today, the resourcesand Reputation company has an effective way toAccenture helped a global analyze social media conversations,resources company establish a identify influencers, and under-social media monitoring capability stand sentiments and topic help the company know: These insights are helping the company engage more effectively• What was being said by stake- in social networks and continually holders online. optimize its social media presence.• The significance of those online conversations.• How to engage with stakeholders based on the monitoring use social media for competitive opportunities for service or product To position social media as aadvantage. Consider the example set improvement initiatives. And once itby Dell’s online group buying platform. is comfortable listening, a company growth multiplier, companiesInitially launched in Singapore in 2009, can begin interacting with existing need to adopt a robustDell Swarm continually evolved prior to communities and establishing itsits launches in Canada, Australia and, presence on a few of the major social social media strategy—withinmost recently, the United Kingdom. Dell networking communities. a larger holistic customerwill soon be rolling out a new versionof Dell Swarm in Singapore, Malaysia, • Engaging: A company is ready to strategy—that encompasses build its own network—to establishBrazil, China and Japan.12 its own customized community to new technologies, as wellAs a first step, we recommend that B2B learn from customers and actively as new processes, analytics, promote products and brands. Oncecompanies understand the appropriate the community is active, a company metrics, organizationallevel of social media engagement fortheir organizations and then build the must interact with it—publishing structures, governance content, executing activities, pollingagility they need by entering the social models and conversation at the point that community members, providing newmakes the most sense for them: services, and identifying and influ- encing respected and active members• Listening: B2B companies join of the group. relevant communities to begin • Optimizing: A company integrates its hearing what their customers, busi- social media presence to make it part ness partners and other important of multi-channel customer engage- stakeholders are talking about. By ment. The goal is to develop holistic monitoring stakeholder sentiments strategies that engage and empower and then using these early insights, customers and business partners a company can pinpoint initial across channels and touch points. page 8
  10. 10. Invest in the Right Technologies Unfortunately, the social media platform out what customers are saying aboutArguably one of the most important cannot be bought from one software the company via social media. Appealingchallenges companies will encounter in vendor today. Some software companies to executives’ heads, on the other hand,embracing social media involves the use provide key pieces of the platform, but requires creating an engaging businessof technology. This was confirmed in none sells the entire suite. As a result, case, which provides the financial andour recent research, which revealed that companies should plan to leverage competitive justification for diving intoB2B companies believed their success in and integrate commercially available social media. Business cases are mostsocial media required having the right software wherever possible, and then effective when developed collaborativelytechnologies and technical skills in place build custom solutions to fill the gaps. with others in the organization whoseto support, manage, scale and monitor As an example, Accenture is helping functions would be affected most bytheir social media activities. one resources company integrate social media (typically marketing, cus- several existing tools, including Radian6, tomer service, sales, HR, IT and productAt Accenture, we know that making Newsdesk4 and MeaningMine to create development).the right technology investments and a robust social media monitoring capa-moving past stand-alone initiatives to There are at least three layers in a fact- bility (see sidebar).link social media technologies with core based, social media business case:information systems are important. • A focus on areas that executives value Without an effective and integrated Achieve Organizational Buy-In and easily understand. For B2B execu-approach to technology, a company’s The success of any social media program tives, such areas of interest mightresponses to and interactions with within a B2B environment involves include achieving greater success incustomers will be disjointed, which ulti- understanding the impact social media cross-selling and up-selling activitiesmately will erode the firm’s reputation will have on people, the skills and roles or penetrating the service business ofand jeopardize customer relationships. At required to plan and execute social the customer organization.the same time, however, we believe that media activities, and the policies and • A discussion of benefits associated focusing solely on technical components security protocols that define accept- with downstream opportunities. Fordoes little more than enable improve- able (and unacceptable) behaviors instance, executives may not realizements in isolated customer interactions. among internal and external audiences. the potential for social media to assistIt certainly does not position social Achieving organizational buy-in is in the development of new products,media as a growth multiplier within the perhaps most dependent upon getting extend the brand, or enhanceorganization. For that, companies need senior executives on board. Facts and employee adopt a holistic social media strategy figures about social media trends are unlikely to convince executives to • An articulation of the value of a that encompasses new technologies, as act. Capturing their attention requires multi-channel strategy—one that linkswell as new processes, analytics, metrics, making an emotional connection with social media initiatives and broaderorganizational structures, governance those executives around social media corporate programs. As part of amodels and skills. Each component is a while also demonstrating the return on multi-channel customer strategy, forvital piece of the social media puzzle. investement social media can potentially example, social media might helpManagers can get beyond the invest- generate for the business. Failure on reduce operational complexity orment and integration hurdles by taking either count will make it virtually improve customer service efficiency.a more thoughtful approach to selecting impossible to convince senior executivesthe right technologies, building a sus- to get fully behind social media—and,tainable and scalable infrastructure, and thus, make it an important part of thedeveloping and delivering applications in organization’s operations.the constantly changing world of socialmedia. A key element of that approach is There are several ways to create anwhat we call a “social media platform”— emotional connection among thethe technology that enables a company broader executive team—from havingto identify and aggregate in one place a candid conversation about the seniorall of its interactions with customers as executives’ experiences on Facebook,well as the social media chatter of those LinkedIn or other social media sites withcustomers about the firm. which they’re familiar to simply pointingpage 9
  11. 11. ConclusionWhen it comes to implementing B2B variety of areas—from marketing, sales and acquiring new skills. In short,social media programs, our research and service to partner collaboration companies with successful social mediashows that corporate behaviors do not and offering innovation to new areas capabilities aren’t afraid of asking thereflect the high level of importance such as supply chain, procurement and hard questions and then making deliber-companies assign to this channel of shared services. How each company ate decisions about the social mediainteraction. The observed attitude-action goes about creating an effective social investments they are—or aren’t—willinggap means that B2B companies are not media program will depend on its unique to make.using social media as effectively as they set of goals and capabilities. That said, Among B2B companies, an appreciationcould to engage with their customers successful social media programs share exists for the importance of socialand business partners, improve sales and two important characteristics. They are media to business success. Now, it isservice, enhance their brands, or drive supported by executives across their time for these companies to take theinnovation. respective organizations. And they are necessary steps to capitalize on theTo bridge the gap, companies need to shaped by a thoughtful examination of promises—and overcome the chal-ensure their social media initiatives what is needed to derive social media’s lenges—of this powerful medium toalign to larger business objectives. They true value. This may mean adopting new enable high performance.also need to position social media as technologies and processes, establishinga cornerstone of a robust customer new measures of success, building newstrategy that pursues opportunities in a organizational structures and models,References1. Dell 6. Bank of America, N.A. http:// 10. “Customer-as-a-service: Usinguk/swarm/swarmlive (Date Accessed smallbusinessonlinecommunity. social media to transform peer-to-peer08/09/2011) (Date interactions,” Accenture, 2011.2. Starbucks Corporation http:// Accessed 08/09/2011) 11. “Creating an agile organization,” (Date 7. HSBC Outlook magazine, Accenture, OctoberAccessed 08/09/2011) topic/Introduce/Welcome-Hsbc- 2009.3. Procter & Gamble https://secure3. Business/1700004973 (Date Accessed 11. Cummings, D. “Dell swarm: the 08/09/2011) and most successful corporate groupnoauth/ (Date Accessed 8. N. Smith and R. Wollan, The buying platform” [Web log message]08/09/2011) social media management handbook: 19/06/2011. http://damiencummings.4.!/twelpforce Everything you need to know to get social media working in your business, first-most-successful.html (Datedaily/2010/best-buy-twelpforce/ (Date Accenture, 2011. Accessed 08/09/2011).Accessed 08/09/2011) 9. “Case Study: Using Social Media 12. Cummings, D. “Dell swarm: the first5. N. Gordon and P. Gera and D. to Deepen Partner Relationships, an and most successful corporate groupArmstrong, “Banking 2012: Preparing Inside Look at the Oracle Partner buying platform” [Web log message]for a revolution,” Outlook magazine, Network,” Gartner, 2010. http:// 19/06/2011. http://damiencummings.Accenture, October 2009. http://www. products/reprints/oracle/article134/ first-most-successful.html (Dateoutlook-journal-2009-banking-2012. article134.html (Date Accessed: Accessed 08/09/2011).aspx (Date Accessed 13/09/2011). 23/09/2011). page 10
  12. 12. Contact Us About Accenture About Accenture CRM SolutionsTo learn more, please visit Accenture is a global management con- Accenture’s Customer consulting sulting, technology services and outsourc- Management service line helps orga-or contact our managing director: ing company, with approximately 236,000 nizations achieve high performance by people serving clients in more than 120 transforming their marketing, sales andKevin Quiring countries. Combining unparalleled experi- customer service functions to ence, comprehensive capabilities across accelerated growth, increased profit-+1 (612) 277-4800 all industries and business functions, ability and greater operating efficiency. and extensive research on the world’s Our research, insight and innovation, most successful companies, Accenture global reach and delivery experience collaborates with clients to help them have made us a worldwide leader, become high-performance businesses and serving thousands of clients every year, governments. The company generated net including most Fortune® 100 compa- revenues of US$25.5 billion for the fiscal nies, across virtually all industries. year ended Aug. 31, 2011. Its home page is © 2011 Accenture Share with your colleaguesAll rights reserved.Accenture, its logo, and Share on FacebookHigh Performance Deliveredare trademarks of Accenture. Tweet this Stay connected accenturemanagementconsulting accenture