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@claudio5p #IBMSocialBiz
Claudio5p@it.ibm.com - http://it.linkedin.com/in/Claudio5p

Il bello dei #140:

ho “fatto” una lunga lettera-frase-email-
telefonata perchè…non avevo abbastanza
tempo per farla breve
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p1 © 2012 IBM Corporation

18,000+ live interviews in 8 years

5500+ CEOs 5500+ CIOs
4000+ CFOs

1250+ CHROs
1700+ CMOs

400+
CSCOs

© 2012 IBM Corporation

http://www-03.ibm.com/press/it/it/pressrelease/37805.wss

3 © 2012 IBM Corporation

Outperformers focus more on integrating technology
with business for innovation

%
68 more

69%

41%

Underperformers
Outperformers


CEOs create economic value by cultivating
connections within and across three domains

Organizational openness introduces
new opportunities to create value
through employee collaboration

Differentiate through
better data access, insight
and translation into
actions

Partner for innovation, disrupt, and
derive revenue from new sources

External forces impacting the organization

2004 2006 2008 2010 2012
1 1 1 1 1 Technology factors

2 2 2 2 2 People skills

3 3 3 3 3 Market factors

4 4 4 4 4 Macro-economic factors

5 5 5 5 5 Regulatory concerns

6 6 6 6 6 Globalization

7 7 7 7 7 Socio-economic factors

8 8 8 8 8 Environmental issues

9 9 9 9 9 Geopolitical factors
http://www-935.ibm.com/services/us/en/c-suite/ceostudy2012/

Key Discovery
IBM Institute for Business Value

Italian CEOs rank Market factors as the most important external force
that impacts their organisation

External forces that will impact the organization
Global Italy
2012
Market factors

People skills

Regulatory concerns

Technology factors

Macro-economic factors

Socio-economic factors

Globalization

Environmental issues

Geopolitical factors

Source: Q1 “What are the most important external forces that will impact your organization over the next 3 to 5 years?” (Global n=1709) (Italy n=69)
8

http://www-935.ibm.com/services/it/cmo/study.html

From
Insights from the
Global Chief Marketing
Officer Study

Stretched to
Strengthened

http://www-935.ibm.com/services/it/cmo/study.html

The vast majority of CMOs are underprepared to manage the impact
of top market factors affecting the marketing function

Marketing Priority Matrix 1 Data explosion
Underpreparedness
Percent of CMOs reporting 2 Social media
underprepared
1 3 Growth of channel and device choices
70
2 4 Shifting consumer demographics
3
5 Financial constraints
4 6 Decreasing brand loyalty
60
5 7 Growth market opportunities
6
10 7 8 ROI accountability
8 9
11
9 Customer collaboration and influence
50 12 10 Privacy considerations
13
11 Global outsourcing
Factors impacting
marketing 12 Regulatory considerations
40 Percent of CMOs selecting
as “Top five factors” 13 Corporate transparency
0 20 40 60 Mean
Source: Q7 Which of the following market factors will have the most impact on your marketing organization over the next 3 to 5 years? n1=1733; Q8 How prepared are you to
manage the impact of the top 5 market factors that will have the most impact on your marketing organization over the next 3 to 5 years?
10 n2=149 to 1141 (n2 = number of respondents who selected the factor as important in Q7) © 2011 IBM Corporation

http://www-935.ibm.com/services/it/cmo/connect.html

When ranking the impact that external forces will have on their
organizations, CIOs and CMOs are remarkably aligned

2011 CMO 2011 CIO

1 1 Market factors

2 2 Regulatory concerns

3 3 Technological factors

4 4 Macroeconomic factors

5 5 Globalization

6 6 People skills

Source: Q1 “What are the most important external forces that will impact your organization over the next 3 to 5 years?” (CMO n=1733, CIO n=3,018)


Insights from the
Global Chief Information
Officer Study

http://www-05.ibm.com/innovation/it/ciostudy/index.html © 2011 IBM Corporation


CIO response patterns associated with business expectations of IT
fall into four categories we define as “The CIO Mandate”
http://www-05.ibm.com/innovation/it/ciostudy/index.html

The CIO Mandate
Empowerment of the CIO to achieve the organization’s
goals by leveraging business and information
technology
Agreement between business and IT
Explicit, open and broadly communicated
Applicable across industries and sectors
Changes when the organization’s needs change

"Importantly, the role of CIO is not being looked on as 'Chief IT Mechanic.' It is
recognized as a means to extract value from technology and gain insight from
complex systems.“
Mark Hale, Director of IS for Food Retail, The Co-operative Group

Note: Outperformers and underperformers in each mandate were identified by answers to questions about their organization’s competitive position. Those who selected “substantially
outperform industry peers” were identified as top performers, those who selected “somewhat or substantially underperforming industry peers” were grouped as lower performers.
13 © 2011 IBM Corporation

Mettiamo ordine e..Business nel Social,
o ci pensano altri? #IBMSocialBiz

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P E R C H E’ ?

http://www.youtube.com/watch?v=PvX2s_px9Uk

http://www.youtube.com/watch?v=pQqH7858P04

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Perfect Storm Brewing
enterprise social networking market is expected
to grow 40% pa year - Wainhouse Research
“Time Spent” on Social Networks & Blogs
Growing Three Times Faster than Overall
Internet Rate, Now Accounting for Almost 10
Percent of all Internet Time*

Lotus Connections Fastest (Organic) Growing
Product in IBM SWG History

Advanced Collaboration & Web Content Mgt
among top 10 Fastest Growing SWG Market
Segment & Top 5 Opportunity Size

@ 1 in 6 people WW with internet access is a
named user in a Websphere Portal application!
c
47% Of Portal Customers are SMB!
l
90% of all LotusLive deals are in Net New GB
a Customers
u Gartner consider Lotus Notes to be the Future of
d Email - "Collaboration Console"

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COME?

http://www.youtube.com/watch?v=rdkecMOT1ko
Ma attenzione...a mettere BENE insieme i..pezzi !
http://www.youtube.com/watch?v=kzD2g2XQ-p0

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CHI?

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IBM is re-defining “social” with its customers (*)

Digital Strategy
Customer Experience
Management (integrated) Relations / Sales
Social Social Mkt
Presence/contacts Social
Social Media: innovation
Innovation channel
Registration Media
Commerce
payed/earned Innovation product Social business
Active listening
open channels, Lead generation
Process
Data/Collection
Process
contact surface Inside You
Metrics
Outside
(FB, Twitter, Social Social
Youtube) Workplace Go To Mkt
Integrated Workplace
Distribution ops.
Apps, Process
Partners/Francisees
Communities
Collaboration prog.
Social Business: Profiles
Experts
Process
Feedback
owned channels, ...

value-business programs,
based on social data and Operations
social interaction paradigms
(i.e. Social Commerce, Social
CRM)

And helping customers (*) to extract social value
through the new social funnels

ROI:
Business Data,
Social Data,
Interactive data

Reaching a new class of results by effectively
connecting the company and its processes
with people-in-context
15x
Click through
Relations/Sales targeted mobile

+20% +15% Social 7x
Media Social
Increasing number Increasing registration /
of successful revenues ** Onboarding
innovations **
Inside You Outside
+30% -20%
speed to access
Reducing time
knowledge and
to market **
internal experts **

Operations
ROI:
Business Data,
Sources:
*Best Practices In User Experience (UX) Design, Forrester Research, Inc., September 4, 2009
Social Data,
**McKinsey “Business and Web 2.0 ” Novembre 2011 Interactive data
*** IDC TCO portal study 2006, IBM internal project data

IBM Customer Experience Suite
The holistic experience platform to make social business:

The Customer Experience Suite
is the multichannel customer experience Search Commerce
platform that enables organizations to
build highly integrated and personalized Analytics
social business solutions, allowing to:

- Enhance workforce performances You Mobile
Social
tools
- Connect People and Brand with and UCC
Context, collect information, Portal
enable analytics intuitive
- Targeted
content & front-end
media
- Create long term social and
transactional relations across
multiple channels, consistently http://tinyurl.com/IBMCUSTEXP

Portal templates – Ricca template library con
oltre 40 tipologie di content

E
MPL
EXA

Portal templates – Impostazione portali
editoriali/operativi self service (esempio 15
mins)

Portal templates - Responsive design per
Mobile web

Social@Avanzi = Retail / Fashion
sell-out collaborativo/b2b, onboarding M&E, supporto
IT Retail store Intranet,
Extranet, Mobile, Internet
• Prompt solutions: fast Integration/
development layer, social enabled H
P
O
• Collaboration, Reciprocity, Altuism,
Engagement, Starring. Social
analytics.

Social@Mediaworld = Retail Electronics
Store community, Experts communities, Store
operations
Intranet/work/social Internet B2B com

Social
workforce

Commerce B2C
In context sales experts,
Real time interaction
Business Process Integration

Social@Luxottica = Manufacturing
WW Network, Idea, Lean, Process, Governance
Includes portal mashup
between portal and
Green portal &
Connections with single
Innovation
sign on to ideajam
Operations
knowledge
management
Intranet Includes technical team
Store and forum to approve
Engagement new community requests

Meeting
Optimization
R&D
IT Virtual Teams
Other project
communities
Investor
Relations

Social (CRM) Business Strategy @ IBM:

SOCIAL
BUSINESS

ROI

New social business solutions for work/marketing/sales:

1 – In+Out Social Collaboration / for operations, in&out connection
active channel listening, 2 ways interaction, innovation, social crm.
…

2 – Social Registration / fast onboarding, social data gathering

3 – Multichannel intutive front-end / contextual web & mobile experiences

4 – Integrated digital marketing: campaign, personalization and targeting,
empowered by data and individual multichannel analytics:
Digital analytics - Sentiment / Reputation analytics - In store analytics

5 – Social Commerce / embedding social business in commerce
engagement and transactions

Social (BI) Business Strategy @ Amadori.it:

Intranet Extranet Internet Socializing (data, people) Listening (Digital focus,
Alerts)
Timeline
Reputation
Sentiment
Analytics

Social Registration

http://tinyurl.com/amadori

Social (BI) Business Strategy @ Amadori.it:

SOCIAL
BUSINESS

ROI

Benefits:
Significantly improved Amadori’s online profile, enabling the
company to communicate more directly with younger consumers
and increase consumer loyalty. Enabled the creation of an up-to-
date database of consumer details. Defined webpage templates
enable new mini-sites to be created up to 40 percent faster,
saving time and costs.

Improving the quality of consumer data was another priority for
Amadori. “We wanted to enhance the methods that we use to
contact the consumers in the 'physical' world – such as our
competitions, for example – by achieving a deeper understanding
of our market segmentation through the data collection provided
by the mini-sites,” said Magnaghi.

http://tinyurl.com/amadori

Social (sell) Business Strategy @ Moby.it/fr/de/uk…

Social (sell) Business Strategy @ Moby.it/fr/de/uk…
Leve strategiche Stime ricavi incrementali Trade-off costi/benefici
a regime Milioni €/anno Milioni € 2011-2013

Migliorare in real time
churn rate ∼XX
X,X
preventivi/prenotazioni
dello 0.5% su segmenti top
SOCIAL
BUSINESS
circa
X,X x 20 ROI

X,X
∼0,XX
Potenziale ricavi ** Costo*
incramentali da Moby 2.0
X,X nuove tecnologie

Obiettivi non supportabili da
tecnologia sviluppata custom “in-house”

Mai senza un chiaro perchè…

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http://www.youtube.com/watch?v=IgnnNRJpicM
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Stiamo attenti agli slogan....

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..ed alle loro conseguenze!

BUON #IBMSocialBiz !

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Enter the shark, National Geographic ad on a bus. Via Cool optical illusions.
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Additional resources 4 U

www.ibm.com/social
Brandon’ video
IBMBrandon andfor Social Business
home page brian’s contacts
www.Ibm.com/social
http://ibm.co/adoptsocial
IBM Social Business Community

3 keys to becoming a social business
YouTube video
@
People-centric vs. Content-Centric:
c
The Copernican Revolutionl needed to
become a social business a
YouTube Video – u
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Grazie @..VOI della partecipazione e…non
esitate a contattarmi

Claudio Cinquepalmi
Social Business,
Collaboration and Lotus Sales

Claudio5p@it.ibm.com
www.twitter.com/Claudio5p
@
www.linkedin.com/in/Claudio5p
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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
c
market opportunities or other factors, and are not intended to be a commitment to future
l
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 a results.
u
IBM, the IBM logo, Lotus, Lotus Notes, Notes, Domino, Quickr, Sametime, WebSphere, UC2,
d
PartnerWorld and Lotusphere are trademarks of International Business Machines Corporation
i
in the United States, other countries, or both. Unyte is a trademark of WebDialogs, Inc., in the
United States, other countries, or both.
o
Microsoft, SharePoint and Windows are trademarks of Microsoft Corporation in the United States,
other countries, or both.
5

Prendete un caffè con noi?
Credits http://www.behance.net/gallery/Eternal-Moments-Animated-Photos/1653934

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It’s not about the creation…it’s all about the creator

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Sites focus on the creation…they are merely containers

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Access is controlled by the container…to see the
content, you have to have access to the container

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Is that “good enough” for you?

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What you deserve is for your people to be able to
share ideas and content whenever…wherever

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And open conversations (like social systems) are
usually inclusive

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You deserve to be able to reach the broadest
audience and widest perspectives

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