My IBM Social Business Presentation from IBM JamCamp 10/2011

1. Friedel Jonker – Software Client Leader Travel & Transport
10/19/2011
Die Rolle von Analytics für
Social Software/Business
Gestern, Heute und Morgen
© 2011 IBM Corporation

2. Friedel Jonker,
Software Client Leader, Travel & Transport
IBM Software Group
Career History and Education Selected Programs/Projects
2008- today IBM, Germany, Software Client Leader, Business
Development Manager Analytics & PM, Managing
Consultant CRM & BI
 ims: German Business Value Concept to improve Sales Force
1994- 2008 Deutsche Leasing AG, S-Finance Group, Germany, Effectiveness based on eBusiness Assessment, Pain Point
CRM & BI Business and Program Director Analysis, Definition of Requirements and Portfolio Prioritization.
Contribution: Lead the German Business Value Concept to
improve Sales Force Effectiveness.
1990- 1994 Citicorp-Citibank AG, Germany, European Manager
Marketing Database VISA  Daimler: Global Concept and implementation coordination
together with the Boston Consulting Group to set up IT/Data
1989- 1990 Ogilvy & Mather Dataconsult, Germany, Consultant Governance and Data Modelling/Re-Engineering of an As/is
Database Marketing
Landscape with the objective to reduce costs in development
1988- 1989 Infas, Germany, LOCAL-Direct Project manager for and maintenance and increase and secure the Quality of Data
SRPM with Location Intelligence (LI) as a base for high quality use of CRM, BI/LI for Sales & Risk
Performance Management (SRPM).
1982- 1988 University of Münster, Master of Business
Management in Marketing & Statistics Contribution: Lead the IT/Data Governance and acted as the
SME for all IT/Data Governance related issues at the company.
Languages and Profile  Dresdner Bank/Commerzbank: Definition of a Business
Driven Traffic Light Test Management Concept to successfully
 German, English (fluent). implement an Oracle/Siebel CRM & BI solution.
 CRM, BI/LI Strategy Leader IBM GBS Germany. Contribution: Lead the Testmangement and acted as the SME
 Winner of the Sales Excellence Award 2005 from the University for all CRM & BI related Testmanagement matters. The
of St. Gallen and Handelsblatt. Testmanagement Concept is now used as a global handbook
for Testmanagement.
 Broad experience in Planning and Implementing value based
CRM & BI/LI Strategy, Processes, Architecture and Systems.
 Member of the MIT, Sales Executive Councile, SAMA and
member of Marketing Alumni, University of Münster, Germany
2 © 2011 IBM Corporation

3. References 1994-2010
References –Literature and Presentations 1994-2010
 Neue Informationsqualität für das VISA Kartenmanagement der Citicorp, in: Oracle Finanzwelt, 1994
 Database Marketing bei der Deutschen Leasing AG, in: Jahrbuch 2000, Deutscher Direktmarketing Verband e.V.
 Von Database Marketing zum CRM, in: Computerwoche, 19/2001
 Customer Relationship Management, Bericht über das Deutsche Leasing CRM-Projekt, in: GoAhead 9/2001, CSC- Ploenzke
 CRM – die nächste Generation, Interview mit Friedel Jonker, in: Computerwoche, 33/2002
 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
 Erfolgreiches Customer Relationship Management bei der Deutschen Leasing AG, Nordakademie, Elmshorn, e-think-tank,
Febraur 2003
 Konflikte zwischen Vertrieb und Vertrag lösen, in: Praxismagazin für Marktkommunikation der Sparkassen-Finanzgruppe, 2004,
11. Jahrgang, Nr. 5, S 38 ff
 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
 Vom Callcenter zum Intelligent Multichannel Customer Management Center, IBM Callcenter Circle, Hamburg HASPA, Mai 2008
 Neue Technologien schaffen eine Demokratisierung der Information, Initiative Mittelstand
http://www.imittelstand.de/themen/topthema_100288.html , 16.11.2009
 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
3 © 2011 IBM Corporation

4. Analytics:
Breaker Page
Nur was man messen kann
kann man steuern und
dadurch auch verbessern
und zum Ziel navigieren
4 © 2011 IBM Corporation

5. Willkommen zu einem intelligenten Jahrzehnt
Vision 1995 Realität 2011, IBM Realität 2011, L3T
5 © 2011 IBM Corporation

6. Willkommen zu einem intelligenten Jahrzehnt im Travel & Transport
IBM Smarter Travel & Transport
Boeing Air Canada
http://www.youtube.com/watch?v=d3toCBdnxu4
6 © 2011 IBM Corporation

7. CEOs und CIOs erachten Kundennähe, Mitarbeiter-Knowhow und
die Generierung und Vermittlung von Wissen als essenziell wichtig
7 © 2011 IBM Corporation

8. CMOs planen den Einsatz der nachfolgenden tools/technologies
in den nächsten 3-5 Jahren auszubauen (2011 CMO Studie)
8 © 2011 IBM Corporation

9. Kundenkenntnis erweist sich als bedeutende Kundenbindungs-
Determinante im B2B (Marketing ZFP 2/2011, 33. Jahrgang)
9 © 2011 IBM Corporation

10. Einfluß von KPIs wie Kunden- und Mitarbeiterzufriedenheit auf den Unternehmenswert
Un te r n e h m e n s we r t
We r te s ys te m
We r t de r Ma r k e
E xis te n z de r Ma r k e
Wa h r n e h m u n g
P r odu k te P e r s on e n P r oze s s e
K om pe te n z Ide n titä t V e r tr a u e n
E r fa h r u n g F ä h igk e it V e r s p r e ch e n E r le b e n Gla u b wü r digk e it, In te gr itä t
+ K u n d e n - u n d Un te r -
s tr a te gis ch e s S te u e r u n gs s ys te m
Ma r k e n im a ge n e h m e n s we r t
+
ope r a tive s S te u e r u n gs s ys te m
+ Ma r k e n pr ä fe r e n z Re n dite
+ +
+ Zie lgr u pp e n -
+ Ge win n
we r tor ie n tie r u n g + +
P r od u k t- u n d + K u n de n - /P a r tn e r - De ck u n gs b e itr a g
Ma r k e n b e k a n n t- S e r vice qu a litä t + Zu fr ie de n h e it +
h e its gr a d K os te n d e gr e s s ion
Mita r b e ite r -
zu fr ie d e n h e it
+ + +
Ma r k ta n te il
+ Mita r b e ite r -
Wie d e r k a u f / K a u f +
a u s b ild u n g Um s a tz
+
+ = Steigerung
10 © 2011 IBM Corporation

11. Vom Marketing zum Social Business:
Breaker Page
Integration von Kunden, Partner und
Mitarbeiter mittels Software in das
Intelligente Unternehmen
11 © 2011 IBM Corporation

12. On a smarter planet the way people interact and what they know is
changing
Instrumented
Smartphone shipments will outpace PCs by
2012
Interconnected
Social networking accounts for 22%
of all online time
Intelligent
The social data analytics opportunity will grow to
1 Zettabyte by 2011
The explosion of new information, when integrated, analyzed, and acted upon using
new types of intelligence, and new tools enables Social Business
12 © 2011 IBM Corporation

13. IBM´s Journey to becoming a Social Business
400,000+ employees
in over 200 countries
50% workforce
has less than 5 years of service
71% of employee population
is outside of the US Social Business
2008 and beyond
50% of employees
work remotely, Social Networking
not from a traditional office 2004
Collaboration
2000
Mobile Office
1990s
Traditional Office
1980s
13 © 2011 IBM Corporation

14. A Social Business uses dynamic interactions to connect people
with information and insights to achieve better results
Business &
People Networks Interactions
Social Analytics
Blogs
People Profiles
Employees Experts Tasks & Activities
Mobility
wikis
Innovative Communities
Partners Communities
Ideation File Sharing Made Simple
Intranet
Internet Social Media
Extranet
Groups/Teams Communities
Customers
Applications
14 © 2011 IBM Corporation

15. Marketing Heute -Überlappende Bereiche und Isolierte
tools/technologies
Marketing
15 © 2011 IBM Corporation

16. Marketing Heute –Fülle an Themen und kaum Marken- und
Kundenorientierte Integration
Kundenbindung
Click2Brick Social Media
Umsetzung
Ordnung Einfach übersichtlich
Consulting
Strategie
individuell
Mobile Webseiten- Prozesse Datenintegration
Web Analytics Optimierung Governance Kampagnen
Kundenerlebnis
Cross-channel
Mitarbeiter
Pricing Management
E-Commerce Target Marketing
Persönlich
Umsatz Medien
einheitlich
Vertrauen
Loyalty-System ROI
16 © 2011 IBM Corporation

17. Das rasante Wachstum des Social Business definiert die
Wertschöpfungskette und Kundeninteraktion neu
 Social Media repräsentiert ein Wachstumsfeld mit einer Verdopplung der deutschen Social-Network-Nutzer zwischen 2009 und 2015
 Marktdurchdringung von Sozialen Netzwerken in DE ist und bleibt bis zum Jahr 2015 unter Marktdurchdringung Social Networks EU 5
dem EU-5 Durchschnitt % der Internet Nutzer
 Social Media & Web 2.0 bieten branchenübergreifend größte Vorteile für die interne
Unternehmenskollaboration
 Telco, Technologie und Service-Unternehmen profitieren besonders durch verbesserte
Kunden- & Partnerbeziehungen CAGR 4.4%
 Social-Media-Wachstum wird durch weltweit steigende Nachfrage nach Smart Devices (bis
2015 +250%) für mobiles Internet beflügelt
 Risiken: Weniger Kontrolle, mehr Wettbewerb, kein Vorteil durch proprietäres Wissen, rapide
Veränderung Kunden
Social Media verursachen tiefgreifende Veränderungen entlang der Wertschöpfungskette
und redefinieren die Interaktion mit Kunden
Quellen: IBM Research 2011, eMarketer 2010, DB Research 2010
Quellen: eMarketer 2010, DB Research 2010
17 © 2011 IBM Corporation

18. Die Herausforderung liegt darin die Ansprüche an Marktanteil und
Umsatz mit den Bedürfnissen (Informations- Dialog- und
Einkaufspräferenzen) der Kunden wertsteigernd zu verbinden
“Kunden erwarten aktuelle Information, Einkaufsmöglichkeiten und Kommunikation
über alle Verkaufkanäle und zu jeder Zeit”
Erreichen der Kunden auf den
relevanten Kanälen um diese beim
Kanalwechsel nicht verlieren…
…zur Steigerung des Marktanteils
Sie wirken immer – online wie offline
sowie in der Kombination…
… zur Steigerung des Einzelumsatzes
So wie der Kunde kanalübergreifend
agiert müssen sie ihn in ihrer
Aufstellung erwarten und auffangen…
…und damit ihre Organisation
möglicherweise transformieren
18 © 2011 IBM Corporation

19. Die Social Business Vision eines Unternehmens bildet das Dach,
muss aber von den Notwendigkeiten und Fähigkeiten zur
Kundeninteraktion gestützt werden
Social Business Vision
Kunden- Kunden- Marketing- Multi-Channel
analyse erlebnis effizienz & E-Commerce
 CRM  Personalisierung  Organisatorische  Channel-
 Kundendaten-  Nahtlose Einbindung management und
integration und Verknüpfung  Erfolgskontrolle -integration
-analyse  Integration von  Channel Auswahl  Aktivierung/Ausbau
 Segmentierung Vertrieb, Marketing bestehender
und CRM Channels
Social Media
Umsetzung und Betrieb
Governance
Organisation Prozesse IT
& Kultur
19 © 2011 IBM Corporation

20. Social Business Planning: Aligning Internal with External
http://www.edelmandigital.com/2010/04/21/social-business-planning-aligning-internal-with-external/
20 © 2011 IBM Corporation

21. Social Business Planning: Aligning Internal with External
http://www.edelmandigital.com/2010/04/21/social-business-planning-aligning-internal-with-external/
21 © 2011 IBM Corporation

22. Social Profit: McKinsey, eMarketer about Web2.0 and Social Media
22 © 2011 IBM Corporation

23. Social Media Aktivität der Hansgrohe AG
23 © 2011 IBM Corporation

24. Social Media Aktivität der Krones AG (B2B Award 2011)
24 © 2011 IBM Corporation

25. IBM´s Social Business Software
Strategie:
Breaker Page
Kunden-Anforderungen adressieren
Kunden-Informationen analysieren
Einheitliche Arbeitsumgebung zur
Verfügung zu stellen
Social Collaboration, Social CRM
und Social Business ermöglichen
25 © 2011 IBM Corporation

26. IBM's Social Business Software Strategie ist es, die Kunden-
Anforderungen über den gesamten Marketing-to-Fulfillment
Lifecycle zu adressieren
Marketing Selling Fulfillment
 Data Analysis WebSphere Commerce
 Predictive  Resource Mgmt
Modeling  Campaign Mgmt
 Scoring  Marketing Execution
 Performance
Analysis
 Network
Optimization
 Cross-Channel Order Capture,  Cross Channel Order Mgmt.  Transportation
Cart, Catalog  Configure, Price, Quote Optimization
 Analytics
 Customer-centric Shopping  Multi-vendor Catalog  Product
 Segmentation
Experience  B2B Partner Network Optimization
 Reporting
 B2C/B2B Storefronts  Logistics & Warehousing  Inventory
 Search Optimization
 Precision Marketing  Supply Chain Visibility Optimization
IBM Customer Experience Suite
including electronic forms, portal, web content management, and social technology
• Web Experience Management • Customer & Partner Self-Service
• Social Media & Communities • Mobile Support
26 © 2011 IBM Corporation
© 2011 IBM Corporation.
26

27. Kunden-Informationen zu analysieren um Marketing- und Vertriebs-
und Serviceaktionen zu verbessern…
Realtime Recommenda-
tions for Web & CRM
Personalized
Offerings
Target Group
Analytical
Analytics Decision
Improvement Action Scoring
Web-User Real-time Identification of
Analytics fraud transactions
Risk Scoring and Fraud
Prevention
27 © 2011 IBM Corporation

28. …und dabei den Benutzern und Entwicklern eine einfache einheitliche
Arbeitsumgebung für quantitative Informationsanalyse(Business Analytics)
und…
Unified Workspace across multiple
styles of analysis
Business
Insight
Analytical Reporting Trending Scenario Modeling Advanced Analytics
Drill Slice and Dice What-if What might be
28 © 2011 IBM Corporation

29. …qualitative Informationsanalye (Social Analytics) zur Verfügung zu stellen und
Analyseergebnisse über …
Dashboard zur Analyseübersicht Beziehungsmatrix – IBM Text Mining Know-How
einfaches Erkennen von Zusammenhänge
Sentiment Analyse Flexible Anbindung zusätzlicher Umfangreiche Suchfunktionalität
externer & interner Ressourcen
Intranet
Beschwerde- und
Web, Blogs, News, Retourenmanagement
Twitter, Boards (Brief, Email, Fax)
CCI
Spezifische Foren, Relationale Daten
www-Quellen (Marktdaten, Studien,
CRM-Sytem)
Call-Center Daten
Snippet Überblick und Details Evolving Topics –neue Themen erkennen Individuelles Reporting Frontend
@Birk – was noch?
29 © 2011 IBM Corporation

30. …Social Collaboration proaktiv im sozialen Netzwerk des Unternehmens zur
Optimierung von Entscheidungen zu nutzen und…
IBM Cognos 10 BI Lotus Connections
Reports
IBM
Ad-hoc queries Lotus-Cognos
Social Blogs Activities Profiles Files
Collaboration
Wikis Bookmarks Communities
Analysis
Dashboards
30 © 2011 IBM Corporation

31. …mittels IBM Social Business Toolkit APIs das Unternehmen in Richtung
Social CRM und Social Business…
IBM Social Business Toolkit APIs
IBM Value-added Modules Partner Value-added Modules
Business Enterprise Public Social
Commerce Social Networks Rich Media
Analytics Content Mgmt Applications
Business Application Compliance & Gaming
Social Analytics Process Mgmt Integration Archiving Discovery
IBM Social Business Core Modules
Profiles Presence, Chat Messaging & Workflow &
Communities & Telephony PIM Forms Portal
Social Collab. Microblogging Meetings & Document Mobile Connectors
Services Audio/Video Management
Social
CRM & BI
31 © 2011 IBM Corporation

32. …ohne oder in einer sicheren Cloud weiterzuentwickeln.
Integration Maximizes Value of Cloud Investments
Needs Getting More and More Complex
Packaged Home-grown
Applications Applications
32 © 2011 IBM Corporation
32

33. IBM´s Social Business Architektur:
Breaker Page Einzelteile
Lösungen statt
Ganzheitlich Planen und
Stufenweise Umsetzen
Infrastrukturkosten einsparen
und für Digitale Innovationen
verwenden
33 © 2011 IBM Corporation

34. Um Social Business mit IBM umzusetzen bekommen Sie
von IBM eine fertige Lösung und keine Einzelteile…
34 © 2011 IBM Corporation

35. …Alle IBM Softwareprodukte lassen sich Schritt für Schritt in die zukunftsorientierte ausbaufähige
IBM Social Business Solution Architektur integrieren.
Channels Lotus Forms
Travel Enterprise
Branches Forms Core Systems Business Banking
Mgmt Business Processes
Information Mgmt & Credit
Operations
Systems
Debt Credit Cards
Rules Service Marketing Customer
Engine Processes Processes Relationship General
iLog Risk
Mgmt Ledger
ATMs Electronic Compliance Sales Business Marketing Fraud
Corporate
Banking
Signature Processes Processes Partner Decision Retail
Services Support Product Banking
WebSphere
Business Monitor Real Relationship Loan
Process Models Campaign Mgr Management Resource Origination
Utility & Business Events
Systems 3 Party
rd
Case
Customer Presentation / Interaction Services Process Manager Products/Svcs Regulatory Payments
WebSphere Management
Call Centers
Enterprise Access Services
WebSphere Process Server
Portal
Thin Service Registry
Service Registry Service Mgmt
Service Mgmt Enterprise
External
Client Enterprise Service Hub
Enterprise Service Bus & Repository
& Repository && Invocation
Invocation Service Bus
Services Gateway
WebSphere ESB, MQ, Message Broker
Internet Data Integration/ Information
Information Services FICO
Fico
Customer Framework Credit
Analytics Scores
Rich
Client Cognos, SPSS
DataStage Master Content
Business Demographic
Relationship Insight
QualityStage Data Mgmt Data
Mgmt MDM Systems
s e do M
Managers /
Agents Search & Server
3rd party
yrt s udn gn k na B
Discovery Data
l
Analytics Customer Document
EAS Account Mgmt
Product Systems
i
WMBTT Server Threat & FileNet
Fraud
Banking Data
I
Analytics
Warehouse Banking Unstructured
Mobile Multi-Channel Data Data Data
Integration Customer Marts
Banking Warehouse
Insight
& Analytics Data Information
WMBTT (Build Warehousing Foundation
Option)
Security, Management & Governance
Governance & Monitoring Tivoli (ITM, TAM, …)
35 © 2011 IBM Corporation

36. …So entsteht nach und nach eine strategische Architektur… Zeit/Integrationsgrad
isoliert harmonisiert konzentriert integriert
Business Standardized Optimized Business
Silos Technology Core Modularity
36 © 2011 IBM Corporation

37. …mit mehr Enterprise Systems und weniger Local Applications…
37 © 2011 IBM Corporation

38. …diese steigert wiederum die Benefits by Stages
38 © 2011 IBM Corporation

39. BMW konnte so zwischen 2006 und 2008 25% der Infrastruktur-
kosten einsparen und für Digitale Innovationen verwenden.
39 © 2011 IBM Corporation

40. Breaker Page
Was die Analysten sagen:
40 © 2011 IBM Corporation

41. Leading Capabilities…
“...Blend the Cognos portfolio with IBM's
data integration, data quality, data warehouse,
content management, text mining & other offerings,
& there's no more extensive information
management portfolio available, period…”
2008 Editor’s Choice Awards
Intelligent Enterprise Magazine
41 © 2011 IBM Corporation

42. IBM SPSS: Marktführer für Predictive Analytics Software
 Seit 1968 fokussiert auf Predictive
Analytics
 Weltweit führender Anbieter in den
Bereichen Statistik, Analyse,
Marktforschung und Data Mining
 Unter den Top 25 Softwarefirmen
weltweit
 Mehr als 250.000 Kunden mit
ca. 3 Mio. Anwendern weltweit
 80% der Fortune 500,
70% der Marktforschungsunternehmen
 Große Kundenanzahl im Energie & Utility
Bereich
42 Jahre Erfahrung in Statistik, Analyse und Data Mining
42 © 2011 IBM Corporation

43. IBM Unica –Leader in CRM Multichannel Campaign Management
43 © 2011 IBM Corporation

44. IBM Coremetrics –Leader in Web Analytics
44 © 2011 IBM Corporation

45. IBM Cognos a Leader in the Forrester Wave™: Enterprise BI Platforms
The Forrester Wave is copyrighted by Forrester
Research, Inc. Forrester and Forrester Wave are
trademarks of Forrester Research, Inc. The Forrester
Wave is a graphical representation of Forrester's call on a
market and is plotted using a detailed spreadsheet with
exposed scores, weightings, and comments. Forrester
does not endorse any
vendor, product, or service depicted in the Forrester
Wave. Information is based on best available resources.
Opinions reflect judgment at the time and are subject to
change.
Source: Forrester Research Inc. “The ForresterWave: Enterprise Business Intelligence Platforms, Q4 2010”, Oct 21, 2010.
Full report can be accessed at http://www.ibm.com
45 © 2011 IBM Corporation

46. und die IBM Social Business Softwareentwicklung geht weiter...
Source: Gartner Research, ID Number: G00174130 –
Lotusphere 2010: Assessing IBM Lotus' Strategy, Issues and Opportunities
46 © 2011 IBM Corporation

47. IBM continues to demonstrate leadership as a CRM Services
leader in vision and ability to execute.
Europe
 Gartner Inc. has positioned IBM Global
Business Services in the Leaders Quadrant of
their Magic Quadrant for North American and
European CRM Service Providers
 Gartner has ranked IBM in the CRM “Leaders”
quadrant for the past 9 consecutive years
“ IBM GBS has the strongest vision among the top four
leaders. IBM has quality business skills, which tend to be
overlooked by its legacy technology skills. Executive-level
insights across industries provide IBM with a compelling
business-led approach to solving CRM problems”
North America
47 © 2011 IBM Corporation

48. Start you social business tranformation with IBM GBS Social
Business Enterprise Strategy Accelerator and Enterprise Marketing
Management (EMM) today...
IBM combines our own experience becoming a Social Business
with our consulting services and leading software to deliver a
social business transformation to our clients
Represents perfect implementation Represents where you are in your
of all best practices progress toward fully implementing
EMM best practices
48 © 2011 IBM Corporation

49. Questions?
問
題 ‫ש א לות‬
Ερωτήσεις
?
Fragen
Vragen 问
?
题
Preguntas Cwestiwn
?
Domande
質
問 Questions
Perguntas
49 © 2011 IBM Corporation

50. 50 © 2011 IBM Corporation

51. Contact Details
Friedel Jonker Wilhelm-Fay-Strasse 30-34
Dipl.-Kaufmann D-65936 Frankfurt
Software Client Leader
Travel & Transport Phone (+49)-69-6645-1227
IBM Software Group 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 and Lotus Greenhouse.
Selection of Companies on my Networks:
Join my Networks as Philip Kotler (North.West.Uni), Manfred Krafft (WWU Münster), 3M, Amadeus, Ameriprise, Booz & Company, Citigroup,
Thomas H. Davenport (Babson College), Peter Weill (MIT), Jeanne W. Ross (MIT),
Daimler, Deutsche Bank, Deutsche Telekom,
Andrea Back (St. Gallen), Jon Katzenbach (Booz), Genie Z. Laborde (I.D.E.A.),
Daniel Pink, Ross Dawson (AHT) Charles Savage (KEE), Soumitra Dutta (INSEAD) Deloitte & Touchee, Ernst & Young, IBM, Lufthansa,
Chuck House (Stanford Uni.), Thomas Hutzschenreuter (WHU), Gunter Dueck (IBM), McKinsey, Nokia, O2, REWE, Samsung, Siemens, Swisscard,
David Croslin and other leading Thinkers and Practitioners have already done it.
Thomas Cook, TUI, Vodafone, Volkswagen and more.
Business is People 
51 © 2011 IBM Corporation

53. Legal Disclaimer
• © IBM Corporation 2011. 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.
• If the text contains performance statistics or references to benchmarks, insert the following language; otherwise delete:
Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience
will vary depending upon many factors, including considerations such as the amount of multiprogramming in the user's job stream, the I/O configuration, the storage configuration, and the
workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here.
• If the text includes any customer examples, please confirm we have prior written approval from such customer and insert the following language; otherwise delete:
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.
• Please review text for proper trademark attribution of IBM products. At first use, each product name must be the full name and include appropriate trademark symbols (e.g., IBM Lotus®
Sametime® Unyte™). Subsequent references can drop “IBM” but should include the proper branding (e.g., Lotus Sametime Gateway, or WebSphere Application Server). Please refer to
http://www.ibm.com/legal/copytrade.shtml for guidance on which trademarks require the ® or ™ symbol. Do not use abbreviations for IBM product names in your presentation. All product
names must be used as adjectives rather than nouns. Please list all of the trademarks that you use in your presentation as follows; delete any not included in your presentation.
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.
• If you reference Adobe® in the text, please mark the first use and include the following; otherwise delete:
Adobe, the Adobe logo, PostScript, and the PostScript logo are either registered trademarks or trademarks of Adobe Systems Incorporated in the United States, and/or other countries.
• If you reference Java™ in the text, please mark the first use and include the following; otherwise delete:
Java and all Java-based trademarks are trademarks of Sun Microsystems, Inc. in the United States, other countries, or both.
• If you reference Microsoft® and/or Windows® in the text, please mark the first use and include the following, as applicable; otherwise delete:
Microsoft and Windows are trademarks of Microsoft Corporation in the United States, other countries, or both.
• If you reference Intel® and/or any of the following Intel products in the text, please mark the first use and include those that you use as follows; otherwise delete:
Intel, Intel Centrino, Celeron, Intel Xeon, Intel SpeedStep, Itanium, and Pentium are trademarks or registered trademarks of Intel Corporation or its subsidiaries in the United States and
other countries.
• If you reference UNIX® in the text, please mark the first use and include the following; otherwise delete:
UNIX is a registered trademark of The Open Group in the United States and other countries.
• If you reference Linux® in your presentation, please mark the first use and include the following; otherwise delete:
Linux is a registered trademark of Linus Torvalds in the United States, other countries, or both.
Other company, product, or service names may be trademarks or service marks of others.
• If the text/graphics include screenshots, no actual IBM employee names may be used (even your own), if your screenshots include fictitious company names (e.g., Renovations, Zeta
Bank, Acme)
please update and insert the following; otherwise delete:
All references to [insert fictitious company name] refer to a fictitious company and are used for illustration purposes only.