Technology as a Tool for Change: Integrating Social Intelligence at IKEA
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Companies around the world, big and small, use social media and social data daily. But just as social data doesn’t automatically equate social intelligence, gathering social data is only the first step in becoming a true social business. Integrating social intelligence into large global organizations can be challenging, but it provides a host of benefits, as innovative companies like IKEA—the world’s largest furniture retailer—are discovering. In these webinar slides, Hans Gartner of IKEA’s Digital Development team, accompanied by Brandwatch’s Glenn White, Head of Product, and Joel Windels, EMEA Marketing Manager, discussed: - The state of social listening at IKEA - Scaling social intelligence across organizations and cultures - Using social media command centers to find and share social intelligence. Read all about it here: http://brnw.ch/1wfrwGD
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Technology as a Tool for Change: Integrating Social Intelligence at IKEA
- 1. 1 #brandwatchtips © 2014 Brandwatch.com Webinar/ Hans Gartner Marketing Manager, EMEA Joel@brandwatch.com IKEA Digital Development Team @Hasseg72 Joel Windels Technology as a Tool for Change: Integrating Social Intelligence at IKEA Head of Product Glenn@brandwatch.com Glenn White
- 2. 2 #brandwatchtips © 2014 Brandwatch.com Coming Up • The State Of Social Business • The Role of Command Centers • Q&A with Hans Gartner and Glenn White
- 3. 3 #brandwatchtips © 2014 Brandwatch.com 3 Don’t be shy/ We’d love your participation • Ask questions in the session chat • Tweet about our discussion @brandwatch #brandwatchtips A download and recording of the webinar will be made available after the event
- 4. 4 #brandwatchtips © 2014 Brandwatch.com © 2014 Brandwatch.com The State Of Social Business
- 5. 5 #brandwatchtips © 2014 Brandwatch.com State Of Social Business R&D Manufacturing Marketing Sales Customer Service Product Management Market Research Social Intelligent Business Center of Excellence Cross-Functional Team Evangelists
- 6. 6 #brandwatchtips © 2014 Brandwatch.com State Of Social Business Social Intelligent Business Center of Excellence Cross-Functional Team Evangelists R&D Manufacturing Marketing Sales Customer Service Product Management Market Research
- 7. 7 #brandwatchtips © 2014 Brandwatch.com R&D Manufacturing Marketing Sales Customer Service Product Management Market Research State Of Social Business Center of Excellence Social Intelligent Business Center of Excellence Cross-Functional Team Evangelists
- 8. 8 #brandwatchtips © 2014 Brandwatch.com State Of Social Business Social Intelligent Business Center of Excellence Cross-Functional Team Evangelists R&D Manufacturing Marketing Sales Customer Service Product Management Market Research Center of Excellence
- 9. 9 #brandwatchtips © 2014 Brandwatch.com Social Business/ Barriers to Advancement Siloed information Social information today sits within customer- facing functions. Lack of resources- personnel, time, education Attributable to siloed structure, non-believers, complexity of systems/ big time investment to achieve proficiency, and too much data flooding in around the clock. Marketing Customer Service Communications Market Research
- 10. 10 #brandwatchtips © 2014 Brandwatch.com Social Business/ Drivers of Advancement Establish central social media team
- 11. 11 #brandwatchtips © 2014 Brandwatch.com Social Business/ Drivers of Advancement Make social intelligence easily digestible Using dashboards and visual information so users can quickly get insights. Create a culture of sharing Embed social intelligence in enterprise as catalyst for conversation and action.
- 12. 12 #brandwatchtips © 2014 Brandwatch.com © 2014 Brandwatch.com Command Centers
- 13. 13 #brandwatchtips © 2014 Brandwatch.com Use Cases: Consumer-Focused Customer Service • Use live mentions to quickly find mentions warranting response and track progress through sentiment and volume charting. Crisis Management • Watch, pinpoint, and handle public complaints before they become larger issues. Use filtering to send mentions to the appropriate team. Real-time Marketing • Live curate discussions to bring mentions from key influencers forward, collaborate with bigger teams on social replies and compare performance against competitors.
- 14. 14 #brandwatchtips © 2014 Brandwatch.com Use Cases: Business-Focused Regional Benchmarking • Understand the market landscape across regions. • Identify and engage with influencers or advocates in target locations. Competitive Benchmarking • Provide a live, clear understanding of the market. • Track company’s social performance as indicator of brand equity and product quality. Driving Social Awareness • Make the consumer’s voice more prominent. • Convey how an employee’s social media activity may reflect on the greater company.
- 15. 15 #brandwatchtips © 2014 Brandwatch.com © 2014 Brandwatch.com Q & A
- 19. 19 #brandwatchtips © 2014 Brandwatch.com © 2014 Brandwatch.com Thank you!
- 20. 20 #brandwatchtips © 2014 Brandwatch.com Find more content here: brandwatch.com/blog contact@brandwatch.com facebook.com/brandwatch @brandwatch plus.google.com/+brandwatch1
Hinweis der Redaktion
- The grassroots measurement evangelist(s). This is typically one or a few folks who see the need for a more holistic approach to social analytics, and are intent on (sometimes even fanatical about) demonstrating the need for this function to management, peers and anyone else who will listen. I know a number of people who fall into this category because they deeply understand the need for a holistic approach to social analytics and are therefore ready and willing to build their business case for more investment so they can operationalize the practice of social media measurement throughout the business.
- The Cross-Functional Team. Not quite empowered (generally meaning funded) at a comparable level as a CoP or COE, the cross-functional team is usually the first step toward creating a more holistic social media measurement capability. Typically, this team is comprised of marketers, social media specialists, market research and web analytics team members, as well as representatives from other lines of business (sometimes even vendors and agencies). To reach the next level (CoP or COE), this team must effectively construct a business case for further investment that demonstrates the insights and value they’ve been able to deliver, and the benefits of chartering them as an “official” function within the business.
- The Center of Excellence. Next we see dedicated, usually cross-functional teams–whether they are part of a community of practice (CoP), center of excellence (COE) or simply an empowered social media team–that act as a clearing house for social media measurement and as a resource to other groups throughout the organization. Often, these groups are highly matrixed and their members have social media responsibility in addition to their “regular” job function. The leader of this team is usually responsible for the following set of functions: Drive company listening strategy Design workflow process Allocate/share/manage resources Liaison with stakeholders in other departments/business units Collects stakeholder requirements Leads tool selection process as needed Identifies education needed Prioritizes reports and topics Manages budget for above
- The Social Intelligent Business. The (Big) Data-Aware Organization. I’d be remiss if I didn’t acknowledge what should be at the top of this list; the integrated measurement organization that looks not only at social data but at data in aggregate across the business. This organization–which by the way does not yet actually exist–will collect, analyze and interpret social, sales, operational, supply chain, industry and other enterprise data and use it to sense, respond to and even anticipate changes in the business. This is not to discount the need for nailing an organizational model for social analytics; it’s simply to acknowledge that social is only one dimension of the truly data-aware business.
- http://sites.tcs.com/social-business-study/a-culture-of-ardent-listening-and-transparency-both-to-consumers-and-to-each-other/
- Team has representatives from numerous business functions so they can jointly analyze social media issues and opportunities. Sets strategy and policies around social media data. Collects social media data so that it isn’t segregated and guarded by one function. They decide cross-functionally how to respond to major consumer issues and opportunities then push down actions to the local level – regions, functions, and divisions. http://sites.tcs.com/social-business-study/a-culture-of-ardent-listening-and-transparency-both-to-consumers-and-to-each-other/
- http://sites.tcs.com/social-business-study/a-culture-of-ardent-listening-and-transparency-both-to-consumers-and-to-each-other/
- Introduce Hans, then Glenn Info on Hans: Swedish, 42 years old 15 yrs living abroad Bachelors in Int’l Business 15+ years of work experience (see Linkedin for more details) Sales, Business Development, Marketing Software, Internet/Web, Tech, Data Ind Several Start ups Self Employed IKEA Digital Development since Feb 2014 Running Social Media at Inter IKEA Systems From LinkedIn: Summary • Proven sales and business development results • Sales & Marketing and planning • Procurement • Good social media strategy experience • Experience from working internationally in IT and software industry • Channel marketing management • Strategically oriented and documented innovative business case rewards • Sales and Marketing analysis • Driven, team player and goal oriented, with good analytical and strategic planning skills • Staff responsibility of up to 3 people • Creative with high client focus and business solutions oriented riven, team player and goal oriented, with good analytical and strategic planning skills • Entrepreneurial and inqusitive mindset • CRM experience from Microsoft Dynamics, S2, Salesforce, Fortnox, Kontakt and SuperOffice • 15 years International background living and working in countries like Singapore, USA, England, Spain and Saudi-Arabia. Specialties: Business Development, Marketing analysis, Negotiation, Procurement, Business Intelligence, Partner Development, Channel sales, Web optimization (branding), eMarketing, setting growth targets, team building, leadership Experience Digital Development Inter IKEA Systems B.V. February 2014 – Present (10 months)The Haague Inter IKEA Systems B.V. was established in 1983 in the Netherlands. It was founded to conceptualise the IKEA business model into what today has become the IKEA Concept. Inter IKEA Systems B.V is the owner of the IKEA Concept and the worldwide IKEA franchisor. The CEO is Torbjörn Lööf. Inter IKEA Systems B.V. is a company within the Franchise Division of Inter IKEA Group. The Franchise Division also includes service companies and companies selling IKEA products to franchisees on certain markets. Then do Bio for Glenn