6 EMPOWERED CUSTOMER PUT BUSINESSES TO THE TEST 86%use multiple channels78%of consumers trust peer recommendations61%trust friends’ reviews more than experts’4 in 10Smart phone users search for an item in a store75%do not believe companies tell the truth in ads44%of companies use crowd sourcing from customers58%are more price-conscious today than they were a year ago4-5xmore than average is spent by multi-channel buyers80%of CEOs think they deliver a superior customer experience8%of their customers agree66
11 The Social Business Offering includes components addressing four stages of implementing a Social BusinessRoadmapStrategyBusiness CaseBuildIntegrateDeployBecoming a social business is a transformation process depending upon your maturity.This slide represents the GBS offering phases. Within each phase would be a number of offering components. For example VISION might include a enterprise collaboration strategy or a social media strategy. This graphic depicts those offering phases.To give you some background: Connecting workforce and adding analytics within a core business process maybe 2 different and separate initiatives an organization may embark upon on it's journey towards becoming a social business.This slide is intentionally designed to suggest that this is not a sequential activity – though traditionally you might start with Vision, the build (enable), then adoption – and then enhancement – it is perfectly reasonable to add strategy into an already in-flight project (if it needs it) – or to consider the adoption issues when you are doing the strategy.Vision: Understand how Social Business can bring value to your business. Develop a differentiated strategy for groups, roles & functions Build the business case for your Social Business transformationEnable: Build the Social Business environment, Establish organizational and people capabilities, Select and implement appropriate technologiesIntegrate within business processesAdopt: Help your people, and customers understand the importance, Enable them to leverage it to drive value, Build communities to collaborate and share knowledgeOptimize Optimize performance with the convergence of Business Analytics and Social BusinessLeverage workforce and customer insight to enhance Social Business capabilitiesVisionEnableAnalyzeInsightEnhanceCommunicateTrainLeverageOptimizeAdopt11
15 BOSCHEnterprise social for a connected, collaborative, and entrepreneurial global workforceThe need:Bosch needed to drive social at an enterprise level to a) connect its global workforce for networked communication and collaboration, b) provide access and visibility to skills, knowledge, and ideas internally and externally as a method to create new business opportunities, c) become more entrepreneurial, flexible, leaner and efficient, and d) integrate its diverse working environments and cultures.The solution:Bosch launched an Enabling Enterprise 2.0 project to govern and drive the adoption of BOSCH.Connect (Connections platform) throughout the company.IBM GBS was engaged to roll out the initiative across the globe and was selected as a trusted partner based on IBM’s deep Social Business consulting practice, technical know-how, and diversified and global presence.The benefits:Further to the consulting services, IBM is now leveraging its development and research capabilities around collaborative and social platforms and partnering with Bosch on leading edge research projects such as the ongoing Smart Social Q&A for BOSCH.Connect.Client:The Bosch Group is a leading global supplier of technology and services with € 52Bn sales and 305,000 employees.IBM Revenue:€ 1.2MSolution Capabilities:Digital Front OfficeService Offering:Social Business Strategy, Social Business Process / Governance / Culture151515
16 Jam Visualization Analytics @ large global bank Client:Barclays Bank PLC is a UK based financial services group serving 25 million customers and employing 118,000 people in 60+ countries.IBM Pipeline:~$ 47MSolution Capabilities:Social Intelligence, Social Networks, Social PortalService Offering:Social Business Strategy, Social Workforce, Social Customer Care, Social Sales & MarketingVisualization provides rapid and actionable insight for large datasets including those generated in online forums, discussions and JamsExplore JAM corpus with demographic queries/ filtersTopic and sentiment analysisDashboards for viewing the snippet resultsWhat are the top clusters of the Jam/forum?What are the top topics of each cluster?What is the context of each topic?What are the top keywords mentioned in posts?What are the topics of the posts and the key themes?What concepts co-occur with and help explain the top themes?What is the sentiment of the key themes?1616Eli Lilly RWE KM Workshop16
17 Retailier at Brazil hired IBM to develop their Social Media strategy Business Scenario:Although the company had already some Social presence, the engagement with their followers was low and the brand position was not smooth across the different channels.The customer care through the social network was also available, but without integration with the other channels, affecting the customer experience.ChallengeHow to better explore the social media potential to improve the customer relationship, adding value in each interaction , monetizing each contact with the client..IBM Solution:Using the following methodology:Benchmarking of current situation with the marketCustomer and Employees social behaviour analysisLocal market analysisContent Management processes , customer interaction and campaigns in the social mediaRoadmap with the action plan to be more SOCIAL orientedCurrent situation, communication efficiency and customer care, global benchmarking .qRoadmap de iniciativas necessárias para estar inserido de forma consistente nas redes sociais.
19 IT IS A JOURNEY 19 The Pipeline Delivery Strategy Awareness Focus on the next social capabilities – bold ideasAwarenessThe transformation and growth beginsApproaching a social business engagement and engaging the right IBM resourcesUnderstandingHow to listen to what your clients are saying and recognize the ‘social business’ opportunityWhat ‘social business’ means to IBM and our clients1919191919
20 IBM’s Journey to becoming a Social Business 400,000+ employees in over 200 countries50% workforce has less than 5 years of service71% of employee population is outside of the USSocial Business2008 and beyond50% of employees work remotely, not from a traditional officeSocial Networking2004Collaboration2000Mobile Office1990sTraditional Office1980s