Apresentação sobre Social Business Agenda

1. Social Business Agenda
Transforming Relationships for
Growth, Innovation, and Efficiency

2. The Fifth IT Era:
The era of Social Business
Social
Internet
PCs
Departmental
Mainframe
Technology enabled Business Transformation
©2011 IBM Corporation 2

3. What is a Social Business?
Engaging
Transparent
Nimble
©2011 IBM Corporation 3

4. Social Media vs. Social Business
Social Media Social Business
Nimble
E nga ge d
T ra ns pa re nt
Primarily marketing and PR Encompasses organization
and business processes
©2011 IBM Corporation 4

5. The Social Business Agenda
Align Organizational Goals & Culture
Gain Social Trust
Engage Through Experiences
Network Your Business Processes
Design for Reputation and
Risk Management
Analyze Your Data
©2011 IBM Corporation 5
Source: “Get Bold: Creating a Bold Social Media AGENDA for Your Business” by Sandy Carter,
ISBN: 0132618311, Copyright © 2011, IBM Press

6. Goals Drive the Appropriate Engagement Model,
Tools & Analytics
Goals: Goals:
•Help our banks “Act Big” •Create innovative new
•Provide single solution to products
customers •Create markets
CULTURE eats strategy for lunch!
©2011 IBM Corporation 6

7. BASF
Goals:
Cultural Approach:
©2011 IBM Corporation 7

8. Sun Life
Goals
•Drive Revenue & Profit Through…
– Attracting Millennium Workers
– Attracting Millennium Customers
– Capture and Share Expertise
(Sun Life on Main Stage @ Lotusphere)
Culture
•Executive Sponsorship
•Social Guidelines and Policies
•IdeaShare: 330 New Ideas
©2011 IBM Corporation 8

9. Culture Driven by Strong Governance
Executive Digital Council
Sponsors
Key Activities
Community Center of
Management Excellence
Content
Standards
Management
Reputation / Metrics &
Risk Mgmt Measurement
©2011 IBM Corporation 9

10. Align Organizational Goals and Culture
Social Computing Guidelines:
Spring
May
2005
IBM Case
2008
Study: Empower everyone to participate
Employees = brand ambassadors
Digital Council
Align
Corporate Build a culture for participation starting
Culture inside first
Experiment. A lot.
Gaming. Jams. ©2011 IBM Corporation 10
10

11. Gain Social Trust
Friends
Responsive
Transparent
& Open Tippers &
Consistent
Followers
Expertise &
Thought Leadership
©2011 IBM Corporation 11

12. Cars.com – Trust with dealers
ransparent & Open: Consumer
Dealer Reviews
©2011 IBM Corporation 12

13. Gain Trust: CEMEX “Shift”
ransparent & Open: Over 95%
Participation
xpertise & Leadership: Over
©2011 IBM Corporation 13

14. Engage through Experiences
What is an Exceptional Experience
The Usage Life Cycle Engagement
1st Time Regular Passionate
Unaware Interested Participant Participant Participant
Source: “Designing for the Social Web” by Joshua Porter
Consumption
Integrated: Consistent online and offline
Interactive: Gaming, Video Mobile, Virtual Gifting
Identifying: Personalized, knowledge of you
©2011 IBM Corporation 14

15. Engage: 1-800-Flowers
Integrated Online Sites AND Store Experience
©2011 IBM Corporation 15

16. Engage: Children’s Hospital
Interactive video
Masters site Run by IBM
Videos HD / Avatars /
Content
IBM Interactive Solution
Runs on Thumb Drive
Learning powerful “Teaming Dr J. Burns,
Skills”, different locations, Cloud Based Updates Children's Hospital
generating “hypothesis” Boston
Social Network
©2011 IBM Corporation 16

17. Engage: Creek Watch
Interactive Mobile Crowdsourcing to Clean Up
Waterways
Use your iPhone – take
a picture
Upload: water level,
flow rate, trash level
Aggregated data is consolidated and
shipped to the water control boards in
the local regions
Copyright IBM Corporation 2010. All rights reserved. creekwatch@almaden.ibm.com
©2011 IBM Corporation 17

18. Engage: Interactive Social Gaming
©2011 IBM Corporation 18

19. Engage: Godiva
Interactive virtual gifting
Branded virtual gift for
Facebook & MySpace
members
©2011 IBM Corporation 19

20. Engage: Faberge
Identifying the Inner Sanctum
©2011 IBM Corporation 20

21. Engage: Colgate
Identifying with personalized targeted audience
Most kissable person contest!
Over 3.5M Views!
©2011 IBM Corporation 21

22. (Social) Network Processes
Social Business
Outcomes isten to market
Traditional Business Deeper client uild advocates
Marketing, relationships
Customer
Service Push' marketing
mbed social in process
ontrol brand
Speed-to- onnect in and outside
Product Market
& Service
nvest R&D
Development uild communities
deas from inside
Adaptability to ct small
Operations, Market
Human iloed
Resources
igid
©2011 IBM Corporation 22

23. Social Enable Your Marketing
OLD PROCESS: Direct Mail, eMail, Telephone, Advertising, PR, Events
Lead Generation Lead Nurture Lead Conversion
Marketing Process
SOCIAL ENABLED PROCESS: Chilean Govt
Found China wine Found tippers Gained trust
communities Sent wine sample Entered China
Joined conversations Engaged in contests market
©2011 IBM Corporation 23

24. Value of Social Business for Sales and Marketing
Management
Realized benefit - median improvement %
Increase effectiveness
of awareness
(realized by 52% of respondents)
Increase revenue
(realized by 18% of respondents)
Increased effectiveness
of conversion
(realized by 52% of respondents)
(*) “The rise of the networked enterprise. Web 2.0 finds its payday” – McKinsey Global Survey Results, 2010
©2011 IBM Corporation 24

25. Social Enable – Customer Service
OLD PROCESS:
Reqmts Definition Develop Ramp Up Life Cycle
& Concept & Plan & Qualify & Launch Mgmt
Content Management Process
SOCIAL ENABLED PROCESS
©2011 IBM Corporation 25

26. Value of Social Business for Customer Service
Realized benefit - median improvement %
Increase customer
satisfaction 18%
(realized by 77% of respondents)
Reduce marketing costs 15%
(realized by 45% of respondents)
Reduce support costs 10%
(realized by 35% of respondents)
0% 5% 10% 15% 20%
(*) “The rise of the networked enterprise. Web 2.0 finds its payday” – McKinsey Global Survey Results, 2010
©2011 IBM Corporation 26

27. Social Enable – Product Development
OLD PROCESS:
Product Development Process
SOCIAL ENABLED PROCESS: IBM
Site to solicit product ideas
©2011 IBM Corporation 27

28. Value of Social Business for R&D and New Product
Development
Realized benefit - median improvement %
Increase speed of access
to external experts
(realized by 40% of respondents)
Reduce time to market for
new products/services
(realized by 29% of respondents)
Increase number of
successful innovations
(realized by 28% of respondents)
(*) “The rise of the networked enterprise. Web 2.0 finds its payday” – McKinsey Global Survey Results, 2010
©2011 IBM Corporation 28

29. Social Enable - HR Resource Sharing
OLD PROCESS:
Human Resource Process
SOCIAL ENABLED PROCESS: Celestica
2010 Celestica #1 Game
Changer Award Winner
©2011 IBM Corporation 29

30. Value of Social Business for HR and Talent
Management
Realized benefit - median improvement %
Increase speed of access
to internal knowledge
(realized by 77% of respondents)
Increase speed of access
to internal experts
(realized by 52% of respondents)
Reduce internal
communications
expense
(realized by 60%)
(*) “The rise of the networked enterprise. Web 2.0 finds its payday” – McKinsey Global Survey Results, 2010
©2011 IBM Corporation 30

31. Design for Reputation and Risk Management
©2011 IBM Corporation 31
Source: “Get Bold: Creating a Bold Social Media AGENDA for Your Business” by Sandy Carter,
ISBN: 0132618311, Copyright © 2011, IBM Press

32. Risk Management
• Develop Policies
• Management Oversight
• Regulatory Compliance
• Network Security
Integrated tools are available
 Real time monitoring
 Moderation of content
 Contextual logging
 Archiving of activities and events
 E-Discovery compliance
 Regulatory Compliance
©2011 IBM Corporation 32

33. Analyze Your Data
Business Drivers
Competitive Analysis Corporate Reputation Customer Care
Campaign Effectiveness Product Insight
Source Areas
COMPREHENSIVE SENTIMENT
FACEBOOK ANALYSIS
 Keyword Search  Dimensional
BLOGS  Dimensional Analysis
Navigation  Filtering
 Drill Through to  Voice
DISCUSSION FORUMS Content
AFFINITY ANALYTICS EVOLVING TOPICS
TWITTER
 Relationship  Relevant Topics
NEWSGROUPS Tables  Associated Themes
 Relationship Matrix  Ranking and Volume
 Relationship Graph
MULTILINGUAL
©2011 IBM Corporation 33

34. Analytics: Gatorade's Command Center
©2011 IBM Corporation 34

35. Social Business Reference Architecture
Describes the capabilities available from IBM and IBM
Business Partners to implement social business solutions
Change
Strategy Roles Processes Applications
Management
Social Business Solutions
Transform business processes using social technologies
User Experience and Mobility
Solution
delivery and
Solution Interaction Content Insight management
planning,
design and Social Business Foundation Technologies Hybrid model
development Enable data capture, analysis and collaboration supporting cloud
and on premises
Identity Integration Governance, Compliance components
and Management and Security
Business process Information Business analytics
management management and optimization
Cooperative Application Technologies
Integrate business functions with the social infrastructure
©2011 IBM Corporation 35

36. ¡Muchas gracias!
fmendes@br.ibm.com
fgfmendes.blogspot.com
Flávio Mendes Rio de Janeiro - Brasil
IBM Latin America
Portal and Social Business Tel 55 21 9999-9559
Tiger Team Leader Email: fmendes@br.ibm.com
Blog: fgfmendes.blogspot.com
©2011 IBM Corporation 36