Big data and analytics ibm digital game plan short v2 nonconf

Re-THINK, Innovate & Develop to Outperform
Create Customer Centricity and Superior Value
by Activating the Individual Enterprise
IBM Digital Game Plan 4U ☺
Business & IT Integrated
IBM Big Data & Analytics Strategy,
Architecture and Services 2014-2017
Version 2.0
Friedel Jonker, IBM Software Client Leader
Retail & Consumer Products
October 2014
S
R
T
GROWTH
P L AN
BUS I NE S S
GY
IBM Vision Walk including
IBM Watson Solutions

2
Agenda
Slide
Customer Centricity -Hi, I´m your individual customer/partner 11.. Customer Centricity -Hi, I´m your individual customer/partner 33
22.. FFrroomm AAnnaallyyttiiccss 11..00 ttoo AAnnaallyyttiiccss 33..00 1155
33.. CCuussttoommeerr EExxppeerriieennccee MMaannaaggeemmeenntt 3311
44.. TThhee CCooccaa CCoollaa CCaassee 3399
55.. DDiiggiittaall GGaammee PPllaann --RRooaaddmmaapp aanndd TTiimmeelliinnee 4455
66.. TThhaannkk YYoouu 4477
77.. AAttttaacchheemmeennttss 5500

Is this your customer of today?
3

No ! I´m your customer ☺. I expect from you, that you:
4
Know me
Value me
Inform me
Serve me
Secure SSeeccuurree me
mmee
Hear me
Customer
Centricity

5
The Vision
Create Customer Centricity and Superior Value
by Activating the Individual Enterprise
Systems of
insight
Systems of
engagement
Systems of
records
Insightful Enterprise
Intelligent organizations
Automated processes
Empowered individuals
Individual Enterprise
Integrated ecosystems
Insight at the point of engagement
Contextual actions in the moment
Functional Enterprise
Efficient organizations
Streamlined processes
Focused individuals
Situational Enterprise
Networked organizations
Dynamic processes
Responsive individuals
Tablets, phones,
and wearables
Desktops
and laptops
Mainframes
and minis
Analytics
Mobile

to enable profitable growth via a Customer Centric Model
Fundamental Strategic Issue
How best to stimulate consumers and shoppers
to drive purchase and brand loyalty/advocacy?
Our Vision
1. Capture and manage data to build a 360
degree view of the consumer – demographic
(who), transaction (what), interaction (how)
and behavioral data (why)
2. Develop an integration layer to manage and
harmonize external and internal data
3. Apply mathematical models to develop
insights and recommendations – in order to
put the consumer at the heart of all operations
4. Deliver timely, tailored and seamless brand
experiences across channels – including in-store,
web and mobile
5. Infuse and integrate information and insights
in supporting systems and processes to drive
enterprise wide improvement
Enable transformational improvements in
performance via a consumer centric model
powered by Watson-like analytical capabilities
6

Customer Centricity -An Enhanced 360° View -The Concept Value
7
Create unified view of
ALL information for
real-time monitoring
Identify areas of information
risk ensure data
compliance
Analyze customer analytics
data to unlock true
customer value
Improve customer
service reduce
Increase productivity
leverage past work
call times
increasing speed to market
Watson
Explorer
• Analyzes structured
unstructured data—in place
• Unique indexing
• Unlimited scalability
• Advanced data asset navigation
• Pattern clustering
• Contextual intelligence
• Text analytics
• Secure data integration
• Query transformation
• Easy-to-deploy big data applications
• User-friendly interface
Providing unified, real-time
access and fusion of big
data unlocks greater
insight and ROI

8
Customer Centricity -A broader View -The Individual Enterprise Ecosystem delivers
more happy I ndividuals (employees, customers and partners.)
Business is People ☺
Social
CRM-KAM
Social
Product
Innovations
Social
Branding
Social Smarter
Commerce
Social Media
Management I ndividuals
Social
Customer
Service
Social Data
Management
Social
Analytics
Controlling
Social
Talent
Learning
Mgmt
Social
Change
…
Social
Change
360 degree view of
I ndividuals
with IBM Watson Explorer
Customer
Centricity

Cognitive
Marketing
Event based
Predicted
9
Step 3
Advanced Analytics/
Next best action
Step 2
IBM Digital
Marketing tools
Step 1
I understand my customer
and help him/her by
anticipating on needs
I detect customer behavior
and respond in realtime
WebSphere Commerce
Marketing tools
Reactive
Marketing
-Untargeted
Integrated
client-centric
I know who this customer is
and offer based on what
he/she bought in the past
Siloed
channels
Coordinated
multi channel
Proactive
Marketing
Segmented
Now I do not know this customer
and push whatever is on offer
Fast Business
Impact for the Data
Economy
22..00 Big Data
11..00
Traditional
Analytics
33..00
Customer Centricity by activating the Individual Enterprise
From „I don´t know my customer to I understand my customer“

Customer Centricity -Build a new ship and adust your Navigation to a 360° View
10

11
Building a New Market Ship for Smarter Motor-Sailing
to the decided harbor through a Rough Ocean of Information
• Big D-Profit
Intelligence Service
Big D-Optimization
Big D-Individualization
Big D-Insights
Big D-Analytics
Agile Infrastructure
Big D-Solutions
Big D-Architecture
Big D-Unstructured Data
Big D-Structured Data
Ocean of Information/Data Lake/Data Pool
Intelligence Service
Trusted Data Q-Mgmt
Trusted and Secure Big Data Analytics Consulting and
Competence Center Services to generate Big Profit from Big Data
Agile Infrastructure

Customer Centricity –Activating the Individual Enterprise by Developing a
Big Data Analytics Strategy
12

What´s next – “By 2015, context-aware promotions will compose
10% of promotional activity” - Gartner
13
Capture and analyze visitor
behavior over time
Automate individualized
product recommendations
on-site
Use individualized
product and
content
recommendations
in display
advertising
Use individualized
product
recommendations
specific to mobile
devices
Send targeted
emails with
compelling
content and
products

14
Agenda
Slide

FROM ANALYTICS 1.0 to ANALYTICS 3.0│FAST BUSINESS
IMPACT FOR THE DATA ECONOMY
16
11..00
Traditional
Analytics
Fast Business
Impact for the Data
Economy
22..00 Big Data
33..00
• Primarily descriptive
analytics and reporting
• Internally sourced,
relatively small,
structured data
• “Back room” teams
of analysts
• Internal decision support
• A seamless blend of traditional
analytics and big data
• Analytics integral to running the
business; strategic asset
• Rapid an agile insight delivery
• Analytical tools available at point of
decision
• Cultural evolution embeds analytics
into decision and operational
processes
• Complex, large, unstructured
data sources
• New analytical and
computational capabilities
• “Data Scientists” emerge
• Online firms create data-based
products and services
Excellent
Leaders
Today
Companies
Today

FROM ANALYTICS 1.0 to ANALYTICS 3.0│FAST BUSINESS
IMPACT FOR THE DATA ECONOMY
17

C.omputer I.ntegrated M.anagement P.lanning (C.I.M.P.) in the 3.0 Data Economy
Strategic Analysis Synthesis of the environment and the enterpise
Customer Behavior Experience
Industry and Competitors
Retail and E-Commerce Landscape
Factors that could be influenced
Recognize
Define
Simulate
Forecast
Develop
Select
Position
Implement
Control
Early Warning
Lead and Learn
C.I.M.P.
Strategic
Business
and
Technolgy
Leadership
Strategic Strategic Controlling
Context Analysis
Artifical Intelligence
Systems
Methods and Model
base Systems
Communication and
Collaboration Systems
User friendly
Acess Systems
State of the Art
Programming
Applications on
Any Devices
T.R.I.M. *1)
Big Data Platform
Defintion of
the Strategic
Problem
Strategic Selection
Process
Natural Language
Interfaces
Business Areas Fit
Corporate Culture Fit
Corporate Technologies Fit
Relative Strength and Weakness
Planning
M
E
T
H
O
D
S
M
O
D
E
L
S
S
Y
S
T
E
M
S
Market Developments
Focuss area
of People
Decision
Supporting
Cognitive
Systems
18 *1) T.rusted R.ealtime I.nformation M.anagement

Focussing on Cognitive
Solutions
Decision-Preparation
(Strategy-Modell)
Collecting
Focussing
Contextualization
Organizing
Visualization
Conceptionalization
Professionalization
Competence
Experience
Implementing
Optimization
Excellence
Market-Cognition + Market-Development = Market-Reaction
Digital Workplace Systems (Social CRM, Business Analytics, Social Analytics, ERP a.s.o).
Cognitive Workplace Systems (Information- and Learningsystems)
Decision-Implementation
(Strategy-Realization)
Time
Intelligence
Tools
Non Digital Workplace Systems (Paper, Binder, a.s.o.)
1980
2014
Analysis of
Information
Discover
Relationships
Professional
(Effective and
Efficient) Working
Continous
Improvement
of Decisions
Value driving
decisions
Paper Color
Bits Bytes
+
Human Intelligence
Technical
Possibilities
2015
Collapsing the time from Market-Cognition to Market Reaction
19
Be Brilliant

IBM Watson Solutions –Focusing on Cognitive Solutions
Business Value and Sematic Outcome
20

• Search, visualize, and explore
information from internal and
external content through 360-
degree information
applications
21
Watson Explorer Content Analytics and Watson Advisors Part 1
• Analyze, visualize, and
discover insight in
unstructured data through
NLP and text analytics
• Interpret information to enhance,
scale, and accelerate human
expertise through cognitive
capabilities
Watson Explorer
Watson Content Analytics Cognitive Exploration
Exploration across many
different sources
Content analytics
Cognitive insights
Delivered in a 360-degree
information application
Watson Explorer V10
Now part of Watson Explorer Advanced Edition
Watson Advisors
Watson Explorer V10 raises the bar with cognitive exploration

22
Watson Explorer Content Analytics and Watson Advisors Part 2
Watson Explorer V10 raises the bar with cognitive exploration
Search Analyze Interpret
Watson Explorer Watson Content Analytics Watson Advizors
• Analyze, visualize, and
discover insight in structured
and unstructured data through
NLP and content mininig
• Search, visualize, and
explore information across
enterprise applications
through 360° views of any
topic
+ +
Question Answer
Relationship Extraction
Concept Expansion
User Modeling
Language Identification
Machine Translation
Message Resonance
… more …
• Enhance, scale, and accelerate
human expertise through user
modeling, relationship
extraction, and more

Watson Explorer 360-degree information application
Cognitive Exploration example – information, analytics and cognitive insights presented in context
23
Question Answer service
enables the user to ask
natural language
User Modeling service provides
the user with a more detailed
profile Data from enterprise of the client
systems such as CRM,
DBMS, CMS and SCM
Watson Explorer 360-degree information application
Data-driven alerts
Collaboration and
information sharing
Content analytics to
reveal insights from
unstructured data
Analytics, in context
Activity feed for up-to-the-moment
information

Watson Explorer Content Analytics
24
Document Analysis Facets
Time Series
Dashboard
Connections
Sentiment
Facet Pairs Deviations / Trends

IBM Watson Analytics
Unified analytics experience
Integrated
social
business
Visual
storytelling
Intelligent
automation
Data access
and
refinement
Report and
dashboard
creation
Guided
analytic
discovery
25

IBM Watson Social Analytics can now be used to identify and
engage key influencers at a much deeper, personality level
Social Behavior
e.g., when
tweeting
Social Behavior
e.g., when
tweeting
Personality Model
•Openness
•Conscientious
•Extroverted
•Agreeable
•Neurotic
Personality Model
•Openness
•Conscientious
•Extroverted
•Agreeable
•Neurotic
Ford’s 12 “Universal Needs”
•Structure
•Challenge
•Excitement
•Liberty
•Harmony
•Closeness
Ford’s 12 “Universal Needs”
•Structure
•Challenge
•Excitement
•Liberty
•Harmony
•Closeness
• Practicality
• Self-expression
• Curiosity
• Ideals
• Love
• Stability
Value Model
•Self-transcendence
•Conservation
•Self-enhancement
•Hedonism
•Openness-to-
Change
Value Model
•Self-transcendence
•Conservation
•Self-enhancement
•Hedonism
•Openness-to-
Change
Engage with people: Refine consumer
segmentation to individual consumers or groups
but executed at scale. Create messages that will
resonate with existing consumers, influencers
and target the competition’s consumers.
Engage with a brand: Profile a brand and
ensure that the messages coming from the
brand are congruent with the profile of people
that advocate the brand.
Create the right message: Ensure that written
or scripted media output will be in line with the
brand’s personality and ensure consistency
between author style. Help your agencies check
their messages are going to resonate.
26

IBM Watson Engagement Advisor
What it does:
Transforms client engagement by
knowing, engaging and empowering
clients where they are
Develops client relationships by
reaching out to clients who do not
leverage traditional channels
Empowers consumers and contact
center agents to take informed action
with confidence
How it does it:
Answers questions and guides users
through processes with plain-English
dialogue
Leverages natural language to interact with
users and build knowledge and expertise
Utilizes evidence evaluation and learning to
provide informed and effective responses to
users
27

Best-in-class CoE*1) drive coordinated Enterprise-wide Analytics transformation
from Analytics 1.0 to Analytics 3.0 to maximize benefit via synergies
28
Line of Business
analytical teams
Diagnostic Predictive Prescriptive
Doable Analytics
“Quick Wins”
Driver impact
Simulation
Decision
Automation
Decision
optimization
Business driver
Dashboards
Global Enterprise Transformation
CoE
Cross-functional CoE
Finance
Marketing Sales
Operations
Customer
Service
HR
Research
Cognitive
Consolidate
Legacy Systems
Fully Integrated IT
Infrastructure
Prioritized Consolidation
of IT Resources
Adhoc data
integration
(spreadsheets etc.)
Analytics journey from tactical analytics to Enterprise CoE
Decentralized
adhoc teams
Operating
Model
Analytics
Roadmap
IT
Roadmap
11..00 22..00 33..00
11..00
22..00
33..00
Value driving
Decisions
*1) COEs Center Of Excellence

Advanced analytics is the hardest to do well but provides the greatest
insight and value to the organization
29
Stochastic Optimization
How can we achieve the best outcome including the effects of variability?
Optimization
Predictive modeling
What will happen next if?
Forecasting
What if these trends continue?
Simulation
What could happen?
Alerts
What actions are needed?
Query/drill down
What exactly is the problem?
Ad hoc reporting
How many, how often, where?
Standard Reporting
What happened?
high
Prescriptive
Analytics
Predictive
Analytics
Descriptive
How can we achieve the best outcome?
low
Complexity
high
Breakaway
Differentiating
Competitive
low
Business
Advantage
Adapted from Competing on Analytics, 2007
Foundational
Fast Business
Impact for the Data
Economy
33..00
22..00 Big Data
11..00
Traditional
Analytics

30
Agenda
Slide

31
How to drive value from digital by analytics

32
Examples of Companies who are on the road to becoming an Indvidual Enterprise
by Digitizing, Big Data, Innovations and Big Individualization

Transforming the Consumer Products customer experience
The Communication Service Provider (CSP) Example
33
IBM partners with our clients to capture an
enterprise-level view of their Customer Experience
capabilities through the development of Journey
Maps that drive optimization.
•Define a complete Series of Customer Interactions with your brand
•Based on Unique Individual Journey - each customer is unique!
•Using Customer Business Operations Points of View (PoVs)
•Omni-Channel - any time - presale or post-sale.
James’ Persona
IBM Deliverables
•Capabilities Assessment
• Business Maturity
• Required Capabilities
• Gap Analysis
•Use Cases
• To Drive Optimized Journey Paths
• but … designed to handle Deviations
•Business Case
• Business Value Assessment
•Roadmap
• Current State / Future State
• Business Maturity
• Business Process Optimization
• Governance / MDM / Best Practices
Customer View Operational View
Social View
Device View
Example Journey Map
Network View
Knowledge View
Technology View
Journey Maps are developed to support Reactive,
Proactive Cognitive capabilities across the enterprise.
Passive
Detractor
Promoter

Transforming the Consumer Products customer experience
-The CPG Nestle Example
34

These dynamics are forcing FMCG companies to re-think how they
engage and serve consumers
35

IBM has experience helping FMCG clients leverage analytics to
drive improved performance
Analytics Sophistication
Deliver a
differentiated brand
experience
Collaborate with
channel partners to
drive differentiation
Integrate demand
and supply signals to
optimize supply and
distribution networks
Reinvent processes
and accelerate
organizational agility
to enable new growth
22 Social media based
consumer insights 33
Micro consumer
segmentation and
next best action
55
Sales forecasting and
44 Post event analytics trade planning
88 Predictive asset
optimization 99 Integrated supply
chain optimization
1122
11 360° view of the
consumer
66 Sales force
optimization
1111 Predictive FPA
Global
Pharma Co.
Global Food
Bev Co.
77 Commodity cost
optimization
1100
Talent workforce
analytics
Product formulation
and ingredient
substitution
Global Food
Bev Co.
36 = focus of today’s discussion

38
Agenda
Slide

The Coca-Cola Company® engages consumers through relevancy
and rewarding relationships
18 Million Registered
MyCokeRewards
consumers
39
Relevance to clients
• Empowering your
salesforce and engaging
consumers can be a
transformational value
proposition
• Engaging consumers
builds brand equity,
generates higher loyalty,
drives increased sales
and improves margins
Relevance to clients
• Empowering your
salesforce and engaging
consumers can be a
transformational value
proposition
• Engaging consumers
builds brand equity,
generates higher loyalty,
drives increased sales
and improves margins
Business problem: Drive brand love and loyalty through relevant and
rewarding relationships using digital marketing initiatives
Solution: Developed rewards program which provides omni-channel
experiences – social, mobile, desktop web; a CRM databases,
sophisticated reporting and tracking capabilities, fully integrated CMS
for content management, and a management dashboard
“My Coke Rewards is very innovative. The extension into social media
and the way that these big epic programs are being built and extended
down through Facebook and out into that whole teen element is
[where] our brand [is] building innovation. And that is where the money
is.”
— Sandy Douglas, President, Coca-Cola North America
Source: Coca-Cola North American Market Tour transcript, September 2011

11 Examples of leading practices Differentiated brand experience 360° view of the consumer
MyCokeRewards drives consumer loyalty and purchase
frequency by generating an ongoing dialogue
Business problem:
How to differentiate your brand
capture the attention of consumers in
a busy media landscape.
Solution:
Deployed an omni-channel, interactive
experience to enable an on-going
targeted “dialogue” with Coca-Cola’s
most valuable households and
consumers
Benefit:
Coca-Cola is now able to directly
influence purchase behavior of their
most loyal consumers
Drive brand love
loyalty through
relevancy and
relationships
+20 Million Registered
MyCokeRewards
consumers
41

11 Examples of leading practices Differentiated brand experience 360° view of the consumer
MyCokeRewards actively leverages mobility to deliver the right
message at the right time
Real-Time Location
Send messages in real-time based
on user preferences and reward
your loyal customers
Geo-Fencing
Set Geo-Fences around select
partners and alert app users
when they are near by
Promote New Stores
Update users on nearby openings
based on location (tags, CRM
database, real-time via app)
42

http://www.sugarcrm.com/casestudy/case-study-coca-cola-enterprise
43

44
Agenda
Slide

Digital Game Plan -From Vision to Implementation
LEADING
OPTIMIZING
PRACTICING
DEVELOPING
AWARE
Capabilitys
Maturity Stages
DOMAIN
Campaign
Management
Real time
Targeting
Contact
Optimization
Test and
Learn
Internet Ad
Management
DIMENSION
Marketing Performance
Optimization
AREA
Customer Experience
Management
Reifegrad
Other
Domains
Vison Strategy Prioritization
Phase
Roadmap Implementation
45

Digital Game Plan -How to get started
Define your vision and strategy for
how analytics will transform
Initiate high impact, achievable
PoCs to prove value – and take on
as many as you can support
Look for opportunities to prove the
value of improved speed and
quality of decision making
Focus on closing the “insight to
action” loop in everything you do
Deploy your analytics operating
model now
Typical areas to pursue:
•Customer Experience Management
•Consumer insights and innovation
•Customer segmentation
•Demand forecasting
46

48
Legal Disclaimer
o© IBM Corporation 2014. All Rights Reserved.
o 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.
oReferences 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.

Friedel Jonker
Dipl.-Kaufmann
Software Client Leader
Retail CP
IBM Software Group
Wilhelm-Fay-Strasse 30-34
D-65936 Frankfurt
Phone (+49)-69-6645-1227
Fax (+49)-69-6645-5640
Mobile (+49)-160-9638657
Jonker@de.ibm.com
More information from IBM and me. Look at Xing, Linkedin, Youtube,
Twitter, Scribd, Slideshare, Lotus Greenhouse and Pinterest.
http://pinterest.com/fjonker/
http://de.pinterest.com/fjonker/social-crmkam/
http://de.scribd.com/FJonker
Join my Networks as Philip Kotler (North.West.Uni), Manfred Krafft (WWU Münster),
Don Peppers (PR) Thomas H. Davenport (Babson College), Peter Weill (MIT),
Jeanne W. Ross (MIT), Andrea Back (St. Gallen), Jon Katzenbach (Booz),
Genie Z. Laborde (I.D.E.A.), Gordon Tredgold, Daniel Pink, Ross Dawson (AHT)
Charles Savage (KEE), Soumitra Dutta (INSEAD) Chuck House (Stanford Uni.),
Charlene Li (Altimenter), Thomas Hutzschenreuter (WHU), Gunter Dueck (IBM),
Peter J Korsten (IBM), Sandy Carter (IBM), Gary Burnette (IBM), Christian Klezl (IBM)
and other leading Thinkers and Practitioners have already done it.
Business is People ☺
Selection of Companies on my Networks:
3M, Aldi, Amadeus, American Express, Ameriprise,
Booz Company, Capgemini, Citigroup, Coca Cola,
Daimler, Deutsche Bank, Deutsche Telekom,
Deloitte Touchee, dm, EDEKA, Ernst Young, Henkel,
IBM,
Kaufland, Kaisers, LIDL, Lufthansa,
McKinsey, Nestle, Nokia, OBI, O2, PC, REWE, Samsung,
Sears, Siemens, Swisscard,
Tengelmann, Thomas Cook, Toyota, TUI, UBS, Vodafone,
Volkswagen and more. ☺

Friedel Jonker, IBM Software Group
IBM Software Client Leader, Retail and Consumer Products
Career History and Education
2008- today IBM, SCL Retail CP, Germany, Business Development Manager IBM
1994- 2008 Deutsche Leasing AG, S-Finance Group, Germany, CRM BI Business and Program
1990- 1994 Citicorp-Citibank AG, Germany, European Manager Marketing Database VISA
1989- 1990 Ogilvy Mather Dataconsult, Germany, Consultant Database Marketing
1988- 1989 Infas, Germany, LOCAL-Direct Project manager for SRPM with Location Intelligence
1982- 1988 University of Münster, Master of Business Management in Marketing Statistics
Profile
SugarCRM, SCL Travel Transport, Business Development Manager Analytics
PM, Managing Consultant CRM BI
Director
(LI)
CRM, BI/LI Strategy Leader IBM GBS Germany.
Winner of the Sales Excellence Award 2005 from the University of St. Gallen and Handelsblatt.
Broad experience in Planning and Implementing value based CRM BI/LI Strategy, Processes, Architecture and Systems.
Member of the MIT, Member of the Sales Executive Councile and member of Marketing Alumni, University of Münster, Germany

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• Database Marketing bei der Deutschen Leasing AG, in: Jahrbuch 2000, Deutscher Direktmarketing Verband e.V.
CRM (2001-2007)
• Von Database Marketing zum CRM, in: Computerwoche, 19/2001
• Mit intelligentem Database Marketing und CRM zu überdurchschnittlichem Markterfolg, in: Cognos- Kundenmagazin
• Case Study Präsentation C3M-Eagle, marcusevans, FoCus Gipfel CRM, Montreux, 19.-21. Januar 2003
• McKinsey, Handbuch StrategischensManagements, Kapitel 3, Innovation und Wachstum, Wachstum durch innovative Produkte, Gabler 2003
• Erfolgreiches Customer Relationship Management bei der Deutschen Leasing AG, Nordakademie, Elmshorn, e-think-tank, Februar 2003
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• CRM und Sales -2 Seiten einer erfolgreichen Verbindung, im Beratungsbrief von http://www.vertriebs-experts.de , 23.03.2005
• Deutsche Leasing Gruppe: Mit Siebel/Oracle CRM-System das Neugeschäft jährlich um durchschnittlich 12 Prozent gesteigert, in: Oracle Customer Snapshot Juli 2006
• CRM als strategisches Element der wertorientierte Unternehmensführung der Deutschen Leasing AG -7P Programm für erfolgreiche CRM-Programme –
Position_Path_Portfolio_Program_People_Progress_Performance, marcusevans, FoCus Gipfel CRM, Montreux, 14.-16. Februar 2007
• Case Study CRM bei der DL, in Kundenmanagement –Grundlagen-Strategien-Beispiele von Manfred Krafft, März 2007
Multichannel Customer Management (2008-2010)
• Vom Callcenter zum Intelligent Multichannel Customer Management Center, IBM Callcenter Circle, Hamburg HASPA, Mai 2008
• Business Intelligence und Performance Management in der Finanzverwaltung, IT Business Messe Stuttgart, October 2009
http://fjonker.wordpress.com/2009/10/12/it-business-cio-des-bundes-bei-ibm-cognos/ , Staatssekretär Dr. Hans Bernhard Beus, CIO des Bundes
• Neue Technologien schaffen eine Demokratisierung der Information, Initiative Mittelstand http://www.imittelstand.de/themen/topthema_100288.html , 16.11.2009
Integrated Realtime Corporate Management (2010-2011)
• Integrierte Echtzeit Unternehmenssteuerung (IEU), IBM Partner Channel Kick Off Berlin, Januar 2010, Salesforce.com Cloudforce2 Frankfurt, März 2010, Teradata
Enterprise Intelligence Summit Berlin, April 2010, IBM Partner University-Frankfurt, April 2010, Bechtle Partner Präsentation Mannheim, Juni 2010, FuM Partner
Präsentation Stuttgart, Juli 2010
• Integrated Realtime Corporate Management (IRCM), IBM Europe Asia IT Architects University Stuttgart, April 2010
• Integrierte Echtzeit Unternehmenssteuerung –IBM Synergy Play, SAP-DSAG Nürnberg, September 2010, IBM ISV Technical Executive Forum Ehningen, Oktober 2010,
Institut für BI Stuttgart, Dezember 2010
Social Business, Social CRM and Cloud (2011-2012)
• Die Rolle von Analytics für Social Software Business, IBM Social Business JamCamp, Frankfurt, October 2011
• SUGARCRM on IBM Social Business Overview @CeBIT 2012, Hannover, März 2012, IBM Partner Event, Kaprun, März 2012
• Social Collaboration and Social CRM in the Secure Cloud today, bwcon: Dialog @IBM 2012, Ehningen, April 2012
Retail Consumer Products (2013-)
• IBM Future of Retail Consumer Products 2013, Frankfurt, Barcelona, Geneva, March 2013
• IBM and M.I.T. Winning through Smarter Integrative Re7HINKing Execution, Frankfurt, Barcelona, Geneva, Boston, August 2013
• IBM GSE Executive Event, From Social Media to Social CRM-KAM, Lisbon, March 2014
• IBM CRM-expo 2014, IBM Vertriebstransformation auf globaler Ebene, Stuttgart, Ooctober 2014

CRM-expo 2014 Presentation: Next ICRM-KAM
https://de.scribd.com/doc/242141353/CRM-Expo-2014-Final-Presentation-ppt

Example of IBM´s Social CRM-KAM Solution SalesConnect

Need Capabilities Need Capabilities
Business Analytics
Data Management
Big Data
Data Warehousing
Enterprise Content Mgt
Information Integration
and Governance
Turn information
into insights
Deepen
engagement with
customers,
partners and
employees
Enable the agile
business
Deliver
enterprise
mobility
Accelerate
product and
service
innovation
Optimize IT and
business
infrastructure
Manage risk,
security and
compliance
Social Collaboration
Unified Communications
Web Experience
Commerce
Enterprise Marketing
Management
Smarter City Operations
Mobile Development
and Connectivity
Mobile Strategy Security
Business Process Management
Connectivity, Integration
and SOA
Application Infrastructure
Application Lifecycle Management
Complex and Embedded Systems
Enterprise Modernization
Cloud and Workload Optimization
Asset and Facilities Management
Enterprise Endpoint Mgmt
Identity and Access Management
Data Protection
Application Security
Infrastructure Protection
Security Intelligence and
Compliance Analytics
IBM Software Capabilities

A New Architectural Approach is Required
Part 1. Big Data and Analytics Platform
Big Data Analytics Platform
Real-time Data Processing Analytics What is
Information Integration Governance
On premise, Cloud, As a service
IBM Big Data Analytics Infrastructure
New/Enhanced
Applications
All Data
What action
should I
take?
Decision
management
Cognitive
Fabric
Landing,
Exploration
and Archive
data zone
EDW and
data mart
zone
Information
Ingestion
Operational
data zone
happening?
Discovery and
exploration
Why did it
happen?
Reporting and
analysis
What could
happen?
Predictive
analytics and
modeling
Deep
Analytics
data zone

A New Architectural Approach is Required (Big Data Capability View)
Real-time Data Processing Analytics What is
Deep
Analytics
data zone What did
Deep Analytics data zone
PureData System for Analytics
InfoSphere Optim
InfoSphere Guardium
InfoSphere Data Privacy for Hadoop
InfoSphere Information Server
InfoSphere Data Replication
InfoSphere Federation Server
InfoSphere Master Data Management
Cognos Command Center
Landing, Exploration and Archive data zone Industry Models
Content Analytics
InfoSphere BigInsights for Hadoop
PureData System for Hadoop
Content Manager
Case Manager
Content Navigator
Reporting and analysis
Cognos Business Intelligence
Cognos Express
Business Intelligence Pattern
Cognos BI Pattern with BLU Acceleration
Real-time Data Processing Analytics
SPSS Modeler Gold
Operational Decision Manager
ILOG CPLEX Optimizer
Decision Optimization Center
InfoSphere Streams
InfoSphere Sensemaking
Discovery Exploration
Watson Analytics
Watson Explorer
SPSS Analytic Catalyst SPSS Analytic Server
InfoSphere Business Information Exchange
Systems Security
Storage
On premise, Cloud, As a service
New/Enhanced
All Data Applications
What action
should I
take?
Decision
management
Landing,
Exploration
and Archive
data zone
EDW and
data mart
zone
Operational
data zone
happening?
Discovery and
exploration
Why did it
happen?
Reporting and
analysis
I learn,
what’s best?
Cognitive
What could
happen?
Predictive
analytics and
modeling
Operational data zone
DB2 with BLU Acceleration
DB2 with BLU Acceleration - Power Systems Edition
IMS
PureData System for Transactions
Informix, Informix TimeSeries
InfoSphere Master Data Management
Predictive analytics and modeling
SPSS Statistics
SPSS Modeler
Concert
Cognos TM1
Cognos Insight
Cognos Express
Cognos Controller
EDW and data mart zone
DB2 with BLU Acceleration, BLU Acceleration for Cloud
DB2 Analytic Accelerator
PureData System for Operational Analytics
Industry Models
Decision Management
SPSS Modeler Gold
Operational Decision Manager
ILOG CPLEX Optimizer
Decision Optimization Center

*
*
Content syndication
eCoupning
Community Management
A New Architectural Approach is Required.
Part 2. Digital Marketing Platform
= Step = Step1 Implementation 2 Implementation = Step 3 Implementation

A New Architectural Approach is Required (Digital Marketing
Capability View)
External Services
IBM Digital Analytics
IBM Digital Social Analytics
IBM Live Mail
IBM AdTarget
IBM Impression Attribution
Content Management
IBM Marketing Center
IBM Silverpop
Inform me
IBM Product Recommendation
IBM Content Recommendation
Campaign Management
IBM LiveMail
IBM Marketing Center
IBM Silverpop
IBM Xtify
Site Lifecycle Management
IBM Digital Data Exchange
IBM Digital Data Feed
Mobility
IBM Xftify
Security
Secure me
IBM Security Access Manager for Enterprise Single Sign-On
IBM Security Access Manager for Mobile
IBM Security Access Manager for Web
IBM Security Identity and Access Assurance
IBM Security Identity and Access Manager
IBM Tivoli Federated Identity Manager
IBM Tivoli Federated Identity Manager Business Gateway
IBM Tivoli Federated Identity Manager Family
Social
IBM Connections
IBM Connections Content Manager
IBM Connections Suite
IBM Docs
Kenexa 2x BrassRing
Infrastructure Services
IBM SmartCloud Virtual Storage
Center
Analytics Insights
IBM Business Intelligence Pattern with BLU Acceleration
IBM SPSS Predictive Analytics Enterprise
IBM SPSS Statistics
IBM Social Media Analytics
Predictive Maintenance and Quality
IBM Analytical Decision Management
IBM OpenPages Internal Audit Management
Hear me
Serve me
Know me
Value me

Big data and analytics ibm digital game plan short v2 nonconf

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