Stefan Pfeiffer | Marketing Lead Social Business Europe
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Presentation on how Marketing needs to change in the 'Social Age' from Mass Marketing to 1:1 Marketing taking in particular Social Channels and behaviors into consideration. A bit of a focus on Healthcare due to the fact, that this was presented for one of our Healthcare customers.
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Stefan Pfeiffer | Marketing Lead Social Business Europe
- 1. Stefan Pfeiffer | Marketing Lead Social Business Europe January 2014 From Social Media to Social Business Marketing in the 'Social Age' © 2014 IBM Corporation
- 2. Social Business: It is not about Likes, Followers and Tweets Take the technologies and cultural behavior of the Web 2.0 and Social Media and use them in Business Context to create value for the Enterprise. © 2014 IBM Corporation
- 3. CxOs aren’t just listening to customers; they are compelled to act and change course, in response to the direct influence of the customer Customer clout: customer influence on the enterprise “As customers gain more power over the business via social media, their expectations keep rising and their tolerance keeps decreasing.” 10% 54 36% % influenced to a large extent CIO, Retail, Turkey 54% Large extent Some extent Limited extent Source: Question C4–How much influence do your customers have on your enterprise today?; n=2,909 3 © 2014 IBM Corporation
- 4. Close collaboration is a universal ambition: nine out of ten CxOs foresee doing so in the near future CxOs plan to collaborate much more extensively with customers 90% 46% 96% more Today 90% 3–5 Years 46% Source: Question B2–How strong is your collaboration with customers?; n=2,926 to 2,929 4 © 2014 IBM Corporation
- 5. As competitors cross industries, the intersection between the digital and physical becomes the leading edge of innovation Types of digital strategy 33% 36% 36% have an integrated digital-physical strategy Integrated digital-physical strategy 31% Limited digital strategy No digital strategy Source: Question B4–What kind of digital strategy does your enterprise have?; n=2,869 5 © 2014 IBM Corporation
- 6. CMOs plan to put the components of a broad digital strategy in place throughout the organization Digital ambitions – CMOs 16% 87% Integration of crosschannel touchpoints 83% 13% Analytics to capture customer insights 20% 78% Social networks to foster collaboration 13% 73% Workforce aligned to opportunities Today 3–5 Years 11% 69% Digitally enabled supply chain Source: 6 Question CMO1–To what extent have you activated the following digital strategy components in your organization?; n=430 to 468 [CMO only] © 2014 IBM Corporation
- 7. The Time of (Marketing) SPAM is over ... 7 7 © 2014 IBM Corporation
- 8. The Death of Mass Marketing .... 8 We are used ... to send Direct Mail to send E-Mail to let prospects being called by TeleAgents and meanwhile to spread our Marketing Messages through Social Media 8 © 2014 IBM Corporation
- 9. ... in the Age of OptOut and Unsubscribe Customers are bored by non personalized, non-valuable Marketing Messages and SPAM Customers tend to opt out of mailing lists and newsletters because of no value Data Privacy Regulations get more and more rigid - from Email to Calling © 2014 IBM Corporation
- 10. 'Inbound' vs. 'Outbound' Marketer 10
- 11. The Social Media revolution is changing the way people interact and creates new relationships Twitter Blogger Vimeo Delicious MySpace Picassa RSS Pinterest Flickr Wordpress Facebook
- 12. From Markets, Segments, Targeting to Marketing to Individuals Segmentation and Targeting remain important, but personalized, value-driven Marketing to Individuals becomes more and more important © 2014 IBM Corporation
- 13. 'Web Analytics' - Tracking customer activity to learn what they want most 13 @TechieDaveJ © 2014 IBM Corporation
- 14. 'Social Analytics' - tracking customer activity to learn what they want most 14 © 2014 IBM Corporation
- 15. 'Social Listening' – Get aware, what is happening in your segment 'Social Analytics' – Identify the Influencers and the Places to go 15 © 2014 IBM Corporation
- 16. „According to the study, customers reported to being nearly 60 percent through the sales process before engaging a sales rep, regardless of price point. More accurately, 57 percent of the sales process just disappeared.“ Source: http://www.forbes.com/sites/gyro/2013/01/07/the-disappearing-sales-process/ 16
- 17. B2B Marketers Guide The Buyer's Journey Source: http://blogs.forrester.com/lori_wizdo/12-10-04-buyer_behavior_helps_b2b_marketers_guide_the_buyers_journey# 17
- 18. Wer heute nicht empfehlenswert ist, ist morgen nicht mehr kaufenswert – und übermorgen tot via Brain statt Budget: Wie Mitarbeiter Mundpropaganda machen könnten | karrierebibel.de. 18
- 19. Those not recommended today, will not be bought tomorrow – and will be dead the day after 19
- 20. The Magic of 'Earned Media' 12 10 8 Column 1 Column 2 Column 3 6 4 2 0 Row 1 Row 2 Row 3 http://www.previewnetworks.com/blog/earned-social-media-strategy-difference/ 20 Row 4
- 21. Because of recommendations … Influencer Marketing “Influencers are a difficult group to pin down. They can manifest in any department, in any level of an organization. They take on a variety of forms: visionaries, trendsetters, leaders, muses — just to name a few. These forms then can choose from a multitude of approaches: acting as lubricants, connectors, rabble-rousers.” Source: http://www.cmswire.com/cms/social-business/looking-for-influencers-in-your-company-look-to-content-before-metrics-023703.php? 21
- 22. Because of recommendations … Influencer Relations “Influencers are a difficult group to pin down. They can manifest in any department, in any level of an organization. They take on a variety of forms: visionaries, trendsetters, leaders, muses — just to name a few. These forms then can choose from a multitude of approaches: acting as lubricants, connectors, rabble-rousers.” Source: http://www.cmswire.com/cms/social-business/looking-for-influencers-in-your-company-look-to-content-before-metrics-023703.php? 22
- 23. The 'Blogosphere' 23 Identify the bloggers for your topics Build Relationships Start your own Blog(s) Consider Group Blogs Reward People for blogging
- 24. Building Trust & Credibility The trust and credibility of our Experts ensures: • Effective delivery of brand messages • Relevant and receptive audiences • Compelling and credible calls-to-action • Likelihood of positive responses Ultimately creating self-sustaining brand evangelism and driving brand preference. http://de.slideshare.net/digitalinfluencegroup/marketing-profs-b2b-forum-green-and-emerick-final
- 25. Move 'Social Media' out of the Marketing Department Stop 'Social' SPAM Provide 'Quality Content' Provide access to experts Provide 1:1 communication & special interest communities & discussions
- 26. Move 'Social Media' beyond the Marketing Department
- 27. In the 'Social Age': Social everywhere, Communities everywhere 27 © 2014 IBM Corporation
- 28. Private Social Networks in Healthcare Example: Doximity – LinkedIn - Social Network for Doctors Doximity, a social network for doctors founded in 2011 that doubled in size over the last year and now has more than 250,000 members. The free network reaches over 35 percent of all doctors in the United States, which CEO Jeff Tangney called a “significant tipping point.” “This essentially means Doximity will get doctors the answers they want faster, and more reliably, than a simple Google search “Doctors can ask a critical mass of their peers any number of questions ranging from drug interactions to specialist advice, and it points to the demand and hunger for specialized, vertical social networks that meet an unmet need.”
- 29. IBM Customer: Digital Learning Platform OPENPediatrics © 2014 IBM Corporation
- 30. The Power of Communities: OPENPediatrics - Social Business Saving the Lives of Children Around the World Every year, close to 7 million children under the age of 5 die from treatable illnesses like pneumonia, diarrhea and malaria due to a lack of information and inadequate medical training. In partnership with IBM, Boston Children's Hospital recently launched OPENPediatrics, a social learning platform that equips medical personnel to more effectively engage, share knowledge, tap expertise and make better decisions when treating children in life threatening situations. This first of its kind, cloud-based, social technology platform incorporates Global Business Services, IBM Interactive, IBM Collaboration Solutions, Business Analytics and a variety of IBM Software Group solutions. © 2014 IBM Corporation
- 31. The Power of Communities: Self Service à la developerWorks Increase productivity Drive innovation Build constituency developerWorks contributes to over $100 million in support savings for IBM annually through its use of forums, groups, articles, and blogs “developerWorks...is perhaps the largest and most effective customer community we've seen.” Josh Bernoff, Senior VP, Forrester, co-author of the best selling book Groundswell 31https://www.ibm.com/developerworks/mydeveloperworks/blogs/scott/entry/forrester_s_josh_bernoff_on_empowering_business?lang=en * ** https://www.ibm.com/developerworks/mydeveloperworks/blogs/scott/entry/ami_partners_talks_social_media_marketing_awards?lang=en_us
- 32. The Power of Communities: Product Development The Example Connections Next+++ © 2012 IBM Corporation
- 33. The next step: IBM Establishes New Watson Group to Accelerate Cognitive Computing The is a major commitment by IBM to help capture the emerging cognitive market. IBM is investing more than $1 billion in the Watson Group, including $100 million to fuel an ecosystem of start-ups, tech firms and VCs that will build Watson powered apps. Backed by the talents of 2,000 IBMers, the Watson Group will profoundly impact business and society by extending Watson's influence as a consumable, cloud-based solution. It will be headquartered in New York City's Silicon Alley tech hub and feature a for entrepreneurs and start-ups. The Watson Group will help clients analyze, improve by learning, and discover answers to complex questions from massive amounts of disparate data. Three new will transform industrial R&D, visualize Big Data insights, and fuel analytics exploration.
- 34. How Watson can address healthcare challenges Nearly 20 percent of patient diagnosis are estimated to be inaccurate or incomplete 45 percent of all physicians still rely on paper-based medical records 25 percent of deaths related to non-communicable diseases may have been prevented $500 billion spent worldwide every year on avoidable care related costs © 2014 IBM Corporation
- 35. How Watson can address healthcare challenges Watson uses natural language capabilities, hypothesis generation, and evidence-based learning to support medical professionals as they make decisions. Watson will then provide a list of potential diagnoses along with a score that indicates the level of confidence for each hypothesis. © 2014 IBM Corporation
- 36. Who is King? So who’s the king? The customer is the king. The customer has needs. You serve them with content. via Content is Only King of a Fairytale | Social Media Today. 36 © 2014 IBM Corporation
- 37. Who is King? So who’s the king? The customer is the king. The customer has needs. You serve them with content. via Content is Only King of a Fairytale | Social Media Today. Customer 37 © 2014 IBM Corporation
- 38. The Customer in the Centre ... ... and provide value to him Social Offline interactions Web ads Mass media data 38 Web site activity Call center Email
- 39. Reach Engage Creat e Targe t Socializ e Optimiz e Realiz e Integrat e Applications Content Processes © 2014 IBM Corporation
- 41. Vielen Dank! Thank you! Merci beaucoup! Stefan Pfeiffer Marketing Lead Social Business Europe IBM Deutschland GmbH Wilhelm Fay Str. 30-34 65936 Frankfurt Tel +49-7034-643-1233 Stefan.Pfeiffer@de.ibm.com Twitter: DigitalNaiv Blog: http://digitalnaiv.com 41 © 2014 IBM Corporation
- 42. Legal Disclaimer © IBM Corporation 2013. All Rights Reserved. The information contained in this publication is provided for informational purposes only. While efforts were made to verify the completeness and accuracy of the information contained in this publication, it is provided AS IS without warranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this publication or any other materials. Nothing contained in this publication is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in this presentation may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results. All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics may vary by customer. IBM, the IBM logo, Lotus, Lotus Notes, Notes, Domino, Quickr, Sametime, WebSphere, UC2, PartnerWorld and Lotusphere are trademarks of International Business Machines Corporation in the United States, other countries, or both. Unyte is a trademark of WebDialogs, Inc., in the United States, other countries, or both. Microsoft and Windows are trademarks of Microsoft Corporation in the United States, other countries, or both. Other company, product, or service names may be trademarks or service marks of others. © 2014 IBM Corporation
Hinweis der Redaktion
- When we published our first study in 2004, CEOs ranked their own customers sixth on the list of all market factors they believed would drive the most change in their organizations. Today, digitally enfranchised and empowered customers lead the agenda for every CxO profession. More than half of CxOs say customers now have a considerable influence on their enterprises.
- Deep collaboration is a universal ambition: nine out of ten CxOs foresee doing so in the near future. Accepting customers as stakeholders in determining an enterprise’s future has huge cultural and organizational implications. These businesses can’t just be customer-centric. They must be customer-activated. That requires creating fully reciprocal relationships with customers. It means being ready — and willing — to change course to pursue those paths that create mutual value. And it requires finding ways to include customers in key decisions. It also involves building a workforce that is both willing and able to engage with customers on a regular basis and providing them with an opportunity to share their insights within the larger company.
- The problem? Two-thirds of enterprises have a weak digital-physical strategy — or none at all. Some organizations are reconfiguring their offerings to capitalize on social networks and mobile connectivity. Others are reshaping their operating models to inject customer input into every aspect of the buying and selling chain. But they’re often not doing both at once.
- CMOs, in particular, consider it critical to put the components of a strong digital strategy in place. They want to overhaul every aspect of the customer interface.
- Social media has become an increasingly important tool in our daily lives – helping people connect, communicate and share information. This has forever changed the way people interact. Today, more than 2 billion people use the internet. By the end of this year, Gen Y will outnumber Baby Boomers….and 96% of them have joined a social network. The second largest search engine in the world is YouTube 25% of search results for the World’s Top 20 largest brands are links to user-generated content. And this adoption has happened at an incredible pace. Consider this: to reach 50 million users, it took radio 38 years...it took television 13....it took the internet only 4. Meanwhile, Facebook added 100 million users in less than 9 months…iPhone applications hit 1 billion downloads in 9 months. It's clear we are now in the midst of a revolution. People are using these connections as a primary means of communication, in many cases, replacing other more traditional interactions. Other facts: 00 million tweets sent via Twitter per day 30 billion pieces of content are shared on Facebook each month Wikipedia hosts 17 million articles Source: 20 Stunning Social Media Statistics, Written by Jeff Bullas 66% of online adults use social media platforms such as Facebook, Twitter, MySpace or LinkedIn Smartphone and tablet shipments now outpace PCs Source: Pew Internet & American Life Project Source: IDC Predictions 2 012 : Competing for 2 020
- Und zum Schluß eine gute und schlechte Nachricht zugleich. Der Traditionelle Sales Cycle hat sich dramatisch verkürzt und sein Erfolg ist mehr denn je von der Vorarbeit durch Marketing abhängig ! Und das gilt nicht nur für B2C sondern zunehmend auch für B2B, wie wir aus eigener Erfahrung berichten können. Man kann also von einem gewissen Shift von Sales zu Marketing sprechen, oder noch konkreter von einem Shift von Massenmärkten zu individuellen Chief Executive Customers !!! Customers reported to being nearly 60 percent through the sales process before engaging a sales rep, regardless of price point. More accurately, 57 percent of the sales process just disappeared. „ What are buyers doing if they’re not talking to sales? They are surfing corporate websites to identify and qualify vendors, instead of the sales force qualifying them. They are engaging peers in social media to learn more about their needs, potential solutions and providers. And they are reading, listening to and watching free digital content that is available to them at the click of a mouse. No longer is the sales force the sole source or gatekeeper of information. it is time to follow the buyers’ journey.
- Cross-channel Interaction History provides the capabilities of storing campaign contact touches (stimuli) as well as responses for all interactive channels. This is stored at the individual level, which makes it very easy for Attribution Modeler and the Performance reports to aggregate. Initially the capability focuses on directly managing interaction data from Unica legacy products and web analytics data from Coremetrics, but can leverage data from non-Unica campaign management contact repositories, email providers, and other web analytics tools through configuration and data mapping. In the future, the repository will also provide capabilities to include and link contacts and inferred responses from mass media channels, such as TV, radio ads.
- How do you achieve one unified experience across the many online properties that your organization has? Large enterprises can have more than 12 different online properties, from different division sites, to extranets, intranets, the main .com or .org or .gov site, a specific customer service site, fragmented presence across social networks, and yet a separate commerce experience. In order to successfully create and manage a unified experience – a flexible array of capabilities are needed across social, mobile, content authoring and rich media, analytics, search, personalization, security – all delivered in a single context for the customer. IBM's web experience software integrates applications, content, processes, and people to create and manage a single unified online experience – with a single platform that lets customers reuse existing investments, with more automated and streamlined management, authoring, and deployment capabilities to deploy web experiences faster one time across many channels.