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social.                               in plain business.   Thomas A. Bryner   Executive Social Business Consultant   World...
#snmf12#socbiz          © 2012 IBM Corporation | Thomas A. Bryner | 2
customersLeadPro | flickr   © 2012 IBM Corporation | Thomas A. Bryner | 3
discount!IBM Global CMO Study 2011   © 2012 IBM Corporation | Thomas A. Bryner | 4
mainstream                                   Twitter        Blogger                         Vimeo                         ...
leverage  Market Management                                                      Critical Situation Process:  Process: Mar...
social businessActivate the workforce                                  Create a smarterImprove productivity and unleash in...
Graphics: 123rf.com   © 2012 IBM Corporation | Thomas A. Bryner | 8
leading                           Social Business                              Your own                         business o...
the value link                                                   EBIT                                            margin ex...
impact  price                                  LRMCN                                                        LRMCS         ...
innovation?                                                                      EBIT                                     ...
so thats whymargin expansion allows for price“commitments” without putting your profitbase at risk.                       ...
managementresortragaz.ch          © 2012 IBM Corporation | Thomas A. Bryner | 14
strategy maps        Finance                                                                                            ex...
system                                                    Vision                                                          ...
bhikku | flickr   © 2012 IBM Corporation | Thomas A. Bryner | 17
system   (cont)                  © 2012 IBM Corporation | Thomas A. Bryner | 18
Thomas A. Bryner                                                              Executive Social Business Consultant        ...
in sync?           Consumers’ Ranking: The ways they                                                          Businesses’ ...
really?        Consumers’ Ranking: The reasons they                                                          Businesses’ R...
conversion                                         0.59 %                                         2.49 %                  ...
average value                                         $ 64.19                                         $ 82.72             ...
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Thomas A. Bryner - Social. In Plain Business

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Thomas A. Bryner - Social. In Plain Business

  1. 1. social. in plain business. Thomas A. Bryner Executive Social Business Consultant World-wide Social Business Tiger Team IBM Corporationrichardtulloch.wordpress.com
  2. 2. #snmf12#socbiz © 2012 IBM Corporation | Thomas A. Bryner | 2
  3. 3. customersLeadPro | flickr © 2012 IBM Corporation | Thomas A. Bryner | 3
  4. 4. discount!IBM Global CMO Study 2011 © 2012 IBM Corporation | Thomas A. Bryner | 4
  5. 5. mainstream Twitter Blogger Vimeo Delicious MySpace RSS Picassa Pinterest Flickr Wordpress Facebook © 2012 IBM Corporation | Thomas A. Bryner | 5
  6. 6. leverage Market Management Critical Situation Process: Process: Marketing Customer Service We can now do market Find who can best help me segmentation in real-time. address this urgent problem for my clientSoftware Deployment Talent ManagementProcess: IT Process: HRFind the technical Anticipate and reactexpertise to fix an error competitive poachingin our ERP system. of top talent Lead Development Process: Sales Use predictive analytics to gather insights into what customers will buy next © 2012 IBM Corporation | Thomas A. Bryner | 6
  7. 7. social businessActivate the workforce Create a smarterImprove productivity and unleash innovation by workforcetapping into the collective intelligence inside and “When the right people engage with theoutside their organizations right community, they can change the way business works”Delight customers Create exceptionalIncrease loyalty, advocacy, and revenue by listening, customer experiencesanalyzing, and acting upon new insights to anticipate “When customers are engaged on their ownindividual customers needs terms, you create more than a sale, you create an advocate” © 2012 IBM Corporation | Thomas A. Bryner | 7
  8. 8. Graphics: 123rf.com © 2012 IBM Corporation | Thomas A. Bryner | 8
  9. 9. leading Social Business Your own business operations. Social Software Social Media Addressing Addressing • Collaboration • Customer Satisfaction • Productivity • Customer Conversations • Employee retaining • Reputation / Differentiation • Learning • (Crowd) Sourcing • Innovation … • Sales ... Asset Optimization. Revenue. © 2012 IBM Corporation | Thomas A. Bryner | 9
  10. 10. the value link EBIT margin expansion asset optimization revenue increase productivity propensity transaction collaboration sales marketing_ Bryner (2011) © 2012 IBM Corporation | Thomas A. Bryner | 10
  11. 11. impact price LRMCN LRMCS ATCN ATCS MR V: Margin Expansion H: Quantity Expansion quantityATCN Average Total Cost NormalATCS Average Total Cost SocialLRMCN Long-Run Marginal Cost NormalLRMCS Long-Run Marginal Cost SocialMR Marginal Revenue © 2012 IBM Corporation | Thomas A. Bryner | 11
  12. 12. innovation? EBIT margin expansion asset optimization Revenue increase productivity propensity transaction collaboration sales marketing innovation_ Bryner 2012 | graphic: socialtimes.com © 2012 IBM Corporation | Thomas A. Bryner | 12
  13. 13. so thats whymargin expansion allows for price“commitments” without putting your profitbase at risk. © 2012 IBM Corporation | Thomas A. Bryner | 13
  14. 14. managementresortragaz.ch © 2012 IBM Corporation | Thomas A. Bryner | 14
  15. 15. strategy maps Finance example lower profit better sales ATC Customer faster service reputation new products Internal BP productivity innovation L&G personal talents knowledge engagementATC: Average Total Cost © 2012 IBM Corporation | Thomas A. Bryner | 15
  16. 16. system Vision Mission Strategy Maps Corporate Management System Balanced Scorecard Segment(s) Balanced Scorecard KPIs KVIsConceptual Problem Zone Capability and the question of causality Social Software Social Media Vitality_ Bryner 2012 © 2012 IBM Corporation | Thomas A. Bryner | 16
  17. 17. bhikku | flickr © 2012 IBM Corporation | Thomas A. Bryner | 17
  18. 18. system (cont) © 2012 IBM Corporation | Thomas A. Bryner | 18
  19. 19. Thomas A. Bryner Executive Social Business Consultant World-wide Collaboration Tiger Team IBM Corporation thomas.bryner@ch.ibm.com thank you.Company names, product names, logos, symbols, or graphicsmay be the property of the respective owner.Picture Credits: @brynerthPage 1: richardtulloch.wordpress.com via GooglePage 3: LeadPro via flickrPage 8: 123rf.com via GooglePage 14: resortragaz.ch via GooglePage 17: bhikku via flickr © 2012 IBM Corporation | Thomas A. Bryner | 19
  20. 20. in sync? Consumers’ Ranking: The ways they Businesses’ Ranking: Why they think interact with companies via social sites consumers interact them via social sites (61%) Discount Learn about New Products (73%) (55%) Purchase General Information (71%) (53%) Reviews and Product Rankings Submit Opinion on Current Products/Services (69%) (53%) General Information Exclusive Information (68%) (52%) Exclusive Information Reviews and Product Rankings (67%) (51%) Learn about New Products Feel Connected (64%)(49%) Submit Opinion on Current Products/Services Customer Service (63%) (37%) Customer Service Submit Ideas for New Products/Services (63%) (34%) Event Participation Be Part of a Community (61%) (33%) Feel Connected Event Participation (61%) (30%) Submit Ideas for New Products/Services Purchase (60%) (22%) Be Part of a Community Discount (60%) Source: IBM Institute for Business Value Analysis, CRM 2011; sample size Consumer N=1056; Business Learn N=333, General Info N=336, Submit Opinion N=334, Exclusive Info N=333, Reviews/Rankings N=333, Feel Connected N=331, Customer Service N=331, Submit Ideas N=332, Community N=329, Event N=332, Purchase N=334, Discounts N=331 IBM CRM Study – From Social Media to Social CRM – What Customers Want © 2012 IBM Corporation | Thomas A. Bryner | 20
  21. 21. really? Consumers’ Ranking: The reasons they Businesses’ Ranking: Why they think interact with companies via social sites consumers follow them via social sites (61%) Discount Learn about New Products (73%) (55%) Purchase General Information (71%) (53%) Reviews and Product Rankings Submit Opinion on Current Products/Services (69%) (53%) General Information Exclusive Information (68%) (52%) Exclusive Information Reviews and Product Rankings (67%) (51%) Learn about New Products Feel Connected (64%)(49%) Submit Opinion on Current Products/Services Customer Service (63%) (37%) Customer Service Submit Ideas for New Products/Services (63%) (34%) Event Participation Be Part of a Community (61%) (33%) Feel Connected Event Participation (61%) (30%) Submit Ideas for New Products/Services Purchase (60%) (22%) Be Part of a Community Discount (60%) Source: IBM Institute for Business Value Analysis, CRM 2011; sample size Consumer N=1056; Business: Learn N=333, General Info N=336, Submit Opinion N=334, Exclusive Info N=333, Reviews/Rankings N=333, Feel Connected N=331, Customer Service N=331, Submit Ideas N=332, Community N=329, Event N=332, Purchase N=334, Discounts N=331 IBM CRM Study – From Social Media to Social CRM – What Customers Want © 2012 IBM Corporation | Thomas A. Bryner | 21
  22. 22. conversion 0.59 % 2.49 % 4.25 %monetate, ecommerce quarterly EQ2 2012social media icon: itforchange.orgsearch icon: iconfinder.comemail icon: joergweis.wordpress.com © 2012 IBM Corporation | Thomas A. Bryner | 22
  23. 23. average value $ 64.19 $ 82.72 $ 90.40monetate, ecommerce quarterly EQ2 2012social media icon: itforchange.orgsearch icon: iconfinder.comemail icon: joergweis.wordpress.com © 2012 IBM Corporation | Thomas A. Bryner | 23

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