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AZEC2012 - Social Business in the Enterprise

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AZEC2012 - Social Business in the Enterprise

  1. 1. AZEC12 Arizona Entrepreneurship Conference October 30th, 2012 Social Business in the Enterprise © 2012 IBM Corporation
  2. 2. What I Talk About Online @rawn Twitter Forbes Blog LinkedIn Google+ General Social Business Management
  3. 3. Defining the unique character of the company’s core promise! Greenwell exists to nourish the soul, 3 providing organic foods that are gentle on the earth—and healthy for the body. With an all-local, farm-to-table approach, the wholesale organization creates products that retailers are proud to offer their customers, at a price that everyone can enjoy.! !
  4. 4. Creating Community and Core Values! Greenwell works to provide every employee with a consistent understanding of the company’s unique character, from compelling product differentiators to the company’s core values.! !
  5. 5. Social Media Listening and Sentiment Analysis! The wholesale organization engages 
 in ongoing social listening and applies advanced analytics to understand gaps that exist between the company’s brand and how their ideals are being perceived in the real world.! !
  6. 6. Real-time Community Collaboration! Greenwell employees use these consumer insights to launch a new product that upholds one of the brand’s core values— affordability. These employees can collaborate from nearly any device and any geographic location.! !
  7. 7. Idea Generation
 with Employees! Social business collaboration tools enable the wholesale organization to solicit “best ideas,” concepts and voting from large groups across the Greenwell organization and its partner and local producer ecosystem.! !
  8. 8. Idea Generation
 with Partners! Retailers of Greenwell products are empowered to play a key role in the end-to-end innovation process, from idea generation and refinement to pricing and marketing.! !
  9. 9. Collaborative
 Planning! Renovations Inc.—which handles Greenwell’s product packaging—interacts with the community from its own website for the product launch, which means Renovations employees don’t leave the familiarity of their own online environment.! !
  10. 10. Employee Enablement and 
 Collaborative Decision-making! As the launch continues, Greenwell can securely communicate in real time with the launch team and partner ecosystem whenever necessary. The best, most informed decisions are being made at every milestone.
  11. 11. Shared Metrics and Reporting! The product launch community not only serves as a collaboration platform, but also as an executive management tool. Greenwell employees are able to present the CMO with a progress report, providing visibility into the project, its participants, and its overall popularity.! !
  12. 12. Collaborative 
 Content Creation! As the launch nears completion, it is crucial that employees be able to create and review content for the website as fast as possible. Social business makes this process easier with online document editing and real-time global sharing of documents and media.! !
  13. 13. Employee Training for Social Media! In addition to Communities, employees have access to innovative applications like the Social Indicator Type tool. This allows Greenwell to create avenues for employee engagement and advocacy, helping ensure that corporate culture is reflected in both employee and brand.! !
  14. 14. Social Governance 
 and Risk Mitigation! Greenwell manages the risks of being a social business by implementing business conduct guidelines, clearly outlining that online activity is bound by the same ethics as all other business interactions.! !
  15. 15. Customer and Employee Advocacy! Greenwell’s launch efforts have paid off— the company has enhanced the integrity and awareness of the Greenwell brand. And because it is a social business, word of the launch is lighting up a network of advocates—employees, partners, suppliers, and customers. ! !
  16. 16. Defining the http:// unique character onforb.es/ of the company’s SmQuUc core promise! 16
  17. 17. Achieving ROI across the organizational workflows Product Development Customer Service Reducing time to market for products/services by 20% Reducing customer support costs by 16% Increase number of successful innovations by 20% Increasing customer satisfaction by 20% Sales Marketing Increasing effectiveness of Increasing revenue by 15% marketing by 17% Reducing travel costs by 20% Reducing marketing costs by 20% Source: Business and Web 2.0: An interactive feature, McKinsey Quarterly, 2011 © 2012 IBM Corporation
  18. 18. Social Business across IBM… Product Demo Showcase Environment Offerings Demo Community HR Blue Thx Rewards CareerSmart iPad / iPhone Mac / Linux / Win 7 Android / Open IT “Open Source Computing” “Workplace of Future” CIO IBM Research Mobility Strategy Innovation Hack Day 10 Tech Adopt Program Social Sales Rep Global Evangelist Sales Competition Software Brands IBM Geo location Divisions Smarter Planet Product Launch Marketing Smarter Cities Customer Feedback Product Business Partners Mgmt. Internal Comms Retail, Banking, Government, Industry Transportation, Sales Chemicals, Insurance, Healthcare, etc. © 2012 IBM Corporation
  19. 19. Generating Business Value for IBM
  20. 20. IBM Platform for Social Business Foundation to drive business process transformation Product & ü  Comprehensive Solutions Customer Care Workforce & trusted Services & Insight Effectiveness Innovation ü  Integrates with #1 Market more systems #1 Leader than any other Social

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