1. IBM Social Business Strategy
IBM Collaboration Solutions: Create Exceptional Experiences
December 2012
© 2012 IBM Corporation

2. Facebook Adoption Bulgaria
●Ranked #57 worldwide on socialbakers (date Dec 1st 2012) TOP 5 brands
✔ Compared to the country's population - 34.43% Company Users
✔ In relation to number of Internet users – 71.04% ✔ Koketna 262,444
✔ The total number of FB users - 2,461,160 ✔ Milka Bul 244,569
✔ Шопинг терапия!* 188,398
✔ Grabo.bg 183,235
✔ Kolektiva Bulgaria 155,189
✔*Retail therapy!
TOP 5 MEDIA Brands
Company Users
✔ Лятo 302,980
✔ BULGARIABOOK.com 220,396
✔ BTV 163,579
✔ Voice Radio/TV Bul 114,950
✔ Radio Fresh! 107,009
© 2012 IBM Corporation
http://www.socialbakers.com/facebook-statistics/bulgaria 2

3. Social Business Hierarchy of Needs & IBM Solutions
It is all about how to generate ЛЕВ out of people who “like” you!
 > 2M - Self Profiled Consumers
 62% of fans “like” a company for discounts
Tier 4 - Interacting with the user base is crucial for a successful social UCC &
media campaign. Externally & Internally IBM Connections
Tier 3 Monitoring – Actively listen to user community for campaign IBM Connections
l
rta
effectiveness, intelligence, trends, incidents, issues
Po
re
p he Tier 2: Campaigns – Promotional “push” via social media channels Unica
ebS n ric
s
W atio et
gr re m
te Tier 1: Content – A great content su or
e
In ea C
Web Content Manager M
strategy and deliverables
3
Source: Alinean, Inc.
Tom Pisello ; The Hierarchy of Social Business January 2011 © 2012 IBM Corporation

4. Social Business – Organizational
Full Customer Life-cycle Initial Customer Acquisition - Social Media
Banking Business Scenario
Automobil
Home Credit
e
Loan Loan Card
Collaboration Across Silos
Breaking down organizational silos
 Transparent
 Nimble
Source: Alinean, Inc.
 Engaged Tom Pisello ; The Hierarchy of
Social Business: January 2011
© 2012 IBM Corporation

5. CEOs understand that they need to more effectively leverage their human capital to
create competitive advantage
Human capital is the leading cited ...CEOs face significant
source of economic value, but... workforce challenges.
71% Human capital
66% Products / services innovation
52% Customer relationships
Total costs of The average turnover in
43% Brand(s) replacement can reach the US per fiscal year.
Business model innovation 200% of an employee’s
33%
annual salary.2
30% Technology
Key sources of sustained economic value1
Source 1: 2012 IBM CEO study: Q24 “What do you see as the key sources of sustained economic value in your organization?”
Source 2: SHRM Human Capital Benchmarking Database, 2011
© 2012 IBM Corporation

6. ROI is created when social and analytics are applied to transform business processes
Our focus is help clients improve their core business operations by creating social networks of
expertise that leverage analytics and act on insights to improve business processes
Customer Service Sales
Achieved 110M in annual Can increase sales manager
saving by leveraging social revenue by 40% and improve
capabilities to support clients.(2) efficiency by up to 50% (1)
Product Development Marketing
Can develop and bring new Can achieve 100% increase
products to market in 1/3 time (3) in market exposure (4)
Source: 2012 McKinsey Global Institute: The social economy: Unlocking value and productivity through social technologies
© 2012 IBM Corporation

7. IBM Platform for Social Business, delivering the technology required to drive
business process transformation
Content Social Web
Analytics
Management Networking Experience
© 2012 IBM Corporation

8. Challenges & opportunities in e-business to social business transformation
The way people work
isn't working ...
● Mountains of information
● e-Mail and task overload
● Too many applications
● Untapped expertise
8 © 2012 IBM Corporation

9. Challenges & opportunities in e-business to social business transformation
The way people work e-Mail and business
isn't working ... apps are culprits …
● Mountains of information ● Office workers spend >
● e-Mail and task overload ¼ of their day dealing
with email(1)
● Too many applications ● Can't easily share:
● Untapped expertise ● Group conversations
● Documents
● Project management
● Notifications
1) Source: “How smartphones and tablets are adding two hours to our working day”, Mail Onlne, Sep 24, 2012
http://www.dailymail.co.uk/sciencetech/article-2225325/Smartphones-tablets-add-TWO-HOURS-working-day.html
9 © 2012 IBM Corporation

10. Challenges & opportunities in e-business to social business transformation
The way people work e-Mail and business … and must adapt to
isn't working ... apps are culprits … a social world !
● Mountains of information ● Office workers spend > ● Workers expect same
● e-Mail and task overload ¼ of their day dealing interactions through
with email(1) social tools at work as in
● Too many applications ● Can't easily share: their personal lives
● Untapped expertise ● Group conversations
● Documents
● Social technologies could
● Project management
improve workers
● Notifications productivity by 20-25%(2)
1) Source: “How smartphones and tablets are adding two hours to our working day”, Mail Onlne, Sep 24, 2012
http://www.dailymail.co.uk/sciencetech/article-2225325/Smartphones-tablets-add-TWO-HOURS-working-day.html
2) Source: “The Social Economy: Unlocking value and productivity through social technologies”, McKinsey Global Institute, July 2012
10 © 2012 IBM Corporation

11. Email will live on
because it does
certain tasks much
better than other
social collaboration
tools(1)
Source: "The Social Workplace: Rethinking Communication and
(1)
Collaboration in the Age of Social Networks": Portals, Content &
Collaboration Summit, March 12-14, 2012 at Gaylord Palms in
Orlando, FL.
© 2012 IBM Corporation

12. Messaging and applications stay relevant by becoming social and
transforming business processes through integration
● Unify messaging and other
business applications to reduce
context switching
● Free your email, calendar, to do and
other messaging and collaboration
from the application
● Open standards make it possible:
OpenSocial, OAuth, SAML, Xpages,
HTML5...
“Very soon, you won't be able to see email and social
networking separate. Email will not die, it will in fact
have more flavour and will be more integrated."
-- Neha Gupta, senior research analyst, Gartner
© 2012 IBM Corporation

13. IBM Leadership in Messaging and Collaboration today
YOU ARE ENTITLED FOR
SOCIAL
Files and Profiles capabilities
from IBM Connection.
TAKE THE BENEFIT!!!!
1)Source: “Worldwide email applications 2011 vendor shares”, IDC June 2012
© 2012 IBM Corporation

14. ...and we continue that evolution:
IBM Notes and Domino Social Edition – planned for 1Q 2013
Create a more effective workforce by deeply
integrating social and business info to engage
expertise, share and gather information, and
improve decisions
✔ Provides modern, in-context social collaboration capabilities
✔ Activity stream: view and take action quickly on content and
events from business apps and social collaboration
✔ Embedded Experience: access business critical app actions
✔ Application Development: Easier and faster than ever
✔ Domino integration: SAML, Oauth
✔ Contemporary user interface, simpler navigation, easier to
locate information in Notes / iNotes
✔ IBM Notes Browser plugin
✔ Traveler: Windows Phone 7.5/8; Blackberry, iPhone
✔ BES 10 support; IBM i-Server
© 2012 IBM Corporation

15. A Smarter Workforce enables people centric
business transformation that delivers real ROI
For business leaders: Attract, retain, engage, and continuously
optimize use of workforce investments by transforming front office
processes across sales, customer service, operations and R&D.
Up to 25% increase in Up to 60% increase
the productivity margins in industries
For employees: Getting the relevant knowledge, insights of knowledge workers such as consumer
and expertise when they need it, to: packaged goods
 resolve problems before they arise to
improve customer service
 drive innovation to bring products to market faster
 increase sales by building new skills
 engage with the right experts to address your needs Smarter Workforce
Attract and develop the right skills to build the
 build the right teams, for the right projects, the first time
right teams, for the right projects, the first time.
Source: 2012 McKinsey Global Institute: The social economy: Unlocking value and productivity through social technologies
© 2012 IBM Corporation

16. Leveraging Social Business technology enables System of Engagement
solutions for business transformation
© 2012 IBM Corporation

17. Leaders in every industry are leveraging social business technology
to disrupt their industries and create competitive advantage
social business: from liking to leading
activate the workforce create a smarter workforce
Impr ve pr ductivity and unl
o o eash
inno vatio by tapping into the
n “When the right people engage with the right
co l
l ective intel igence inside and
l community, they can change the way business
outside their o ganizatio
r ns
works”
delight customers create exceptional customer experiences
Incr ease l yal advo
o ty, cacy, and r evenue
by listening, analyzing, and acting upon
“When customers are engaged on their own
new insights to anticipate individual terms, you create more than a sale, you create
custo mer needs
s
an advocate”
© 2012 IBM Corporation

18. The primary objective of creating a smarter workforce is to generate
shareholder value
Using analytics to anticipate
and resolve problems before issues
arise in customer service
72% of CEOs cite the need to improve Accelerating innovation to
their understanding of customers. 3 deliver better products faster
Sales per agent can increase by as In software, the top programmers write
much as 12%.2
10 times the code of average
performers.2
Improving sales skills and Companies can develop & bring new
matching the right people products to market in 1/3 time.4
to close more deals
Top 10% of sellers often generate
30-50% of a company's revenue.2
Sales manager revenue can increase
by 40% and improve efficiency by
up to 500%.1 Source 1: VCC case study, Source 2: Bersin Report - The Science of Fit
Source 3: 2012 IBM CEO Study, Source 4: Cemex case study
© 2012 IBM Corporation

19. Leaders in every industry are leveraging Social Business technology to
disrupt their industries and create competitive advantage
© 2012 IBM Corporation

20. Success increasingly depends on creating and delivering exceptional web
experiences for customers and employees
5 seconds: By 2014, 50% of all
employed people will be
Time to engage customer
before they leave web site Millennials4
and 30% of customers leave.
40% don’t return1
The global mobile worker
population will increase to
81%
received product purchase 1.3 billion
advice from friends and followers in 20155
through a social site3
Highly engaged employees are
Customers buying on
tablet computers have 87% less likely to leave
2% higher conversion rates their organizations than highly
disengaged employees 6
and 20% larger order size2
Source: 1 ”When Seconds Count”, Aug 2010, Equation Research, 2 “Tablets: Ultimate Buying Machines”, Sept 28, 2011, Wall Street Journal, 3 Click Z, Jan 2010,
4 Millennials: “We R Who We R”, Feb 5, 2011, Millennial Marketing, 5 IDC, Worldwide Mobile Worker Population 2011-2015 Forecast, doc #232073, December 2011 6 Independent Study by The Corporate Executive Board, 2004
© 2012 IBM Corporation

21. Everything What’s New in
Social IBM Connections 4
Be ready to act with up-to-the-minute
in-context views of critical activity
in your network
Take action – respond to postings, answer email, check your
calendar, update your status, share a file wherever you are in
Connections
Extend your reach using hashtags, pictures, likes, reposts
Support Social Business with open framework for integrating
business applications into Activity Stream
Gain insight and drive vitality with Community metrics
Engaging mobile apps that work the way you want to –
magazine style, activity streams, document editing, and more Activity Stream Embedded Experiences
© 2012 IBM Corporation

22. Mobile...mobile...
mobile Mobile Everywhere
Sametime
Mobile Meetings
New Sametime Mobile Chat/IM client
IBM Connections – New App
Many New Security and App Management
Features
Partial wipe, Full Wipe, Data Loss Prevention
IBM Docs for Mobile Preview for iPad
Enable Mobile Social Business Solutions
Mobile apps and multi channel web sites
New Worklight free entitlement for
WebSphere Portal
© 2012 IBM Corporation

23. Recognized ICS Leadership …
… for each of the four underpinning elements of the IBM Platform for Social Business, IBM is in the
leader's quadrant in the Gartner Magic Quadrants
Content Social Web
Analytics
Management Networking Experience
Gartner Magic Quadrant Gartner Magic Quadrant Gartner Magic Quadrant Gartner Magic Quadrant
for Business Intelligence for Enterprise Content for Social Software in the for Horizontal Portals,
Platforms, Feb 2012 Management, Oct 2012 Workplace, Aug 2012 Sep 2012
Gartner does not endorse any vendor, product or service depicted in its research publications and does not advise technology users to select only those vendors with the highest ratings. Gartner
research publications consist of opinions of Gartner's research organization and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this
research, including any warranties of merchandiseability or fitness for a particular purpose.
© 2012 IBM Corporation

24. IBM continues to be the partner of choice for social business leaders
Leading social business in three dimensions
Dynamic Differentiated Deep
outcomes for our clients social business engagement ecosystem and industry
platform expertise
Working with more than
of the world’s Fortune 100 ✔ Market Leader in Social Bringing to market new,
companies Software Platforms, ranked #1, cutting-edge capabilities,
for three years running1 including, gamification,
video, compliance, project
management and mobility
Source 1: Source: IDC: Number 1 position from 2009-2011, IDC Worldwide Enterprise Social Software 2011 Vendor Shares, doc #235273, June 2012.
© 2012 IBM Corporation

25. Why IBM ?
© 2012 IBM Corporation

26. How this CIO Helped Bayer Become Social …
http://www.forbes.com/sites/markfidelman/2012/05/28/how-this-cio-helped-bayer-become-social/
Ironically, people are talking again: …
like social media has humanized the
relationship between employees,
where email did not....
They find experts faster and more
efficiently ...
Employees share a lot more
Kurt De Ruwe, CIO, Bayer Material Science
information – “It’s Culture Changing”:
… Employees now better understand The Power of the crowd …
the organization’s mission and the
projects that support it. Executives are more accessible ... “My team knows
if they want to have a quick answer for me then they
One place where knowledge and post something on my board and then usually within
people can connect … a few hours they get a response.” … question and
answer become more visible and searchable …
© 2012 IBM Corporation

27. Thank you !
© 2012 IBM Corporation

28. Legal Disclaimer
© IBM Corporation 2012. 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.
All references to presented reference refer to a fictitious company and are used for illustration purposes only.
© 2012 IBM Corporation