Global Business Services – Strategy & Analytics Social

AGENDA 3 Welcome & Introductions Compelling reasons To act UX Perspective & Creative Preview Roadmap Discussion Entry points How to engage 1 1 2 2 3 3 4 4 5 5 Transformation Perspective: w3.ibm.com Client examples Requirements Assessment Solutions portfolio 3 3

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causing a seismic shift in the way business is done The use of digital, mobile and social media is transforming the way business and consumers interact causing a seismic shift in the way business is done Employees: are using social media in all facets of their lives, including work Customers: are leading the conversations that define brands Partners: are interacting to accelerate business value Organizations: are crowd-sourcing ideas to bring new solutions to market …this shift is enabled by technology enabled social interactions Mainframe Departmental PCs Internet Social ©2011 IBM Corporation

EMPOWERED CUSTOMER PUT BUSINESSES TO THE TEST 86% use multiple channels 78% of consumers trust peer recommendations 61% trust friends’ reviews more than experts’ 4 in 10 Smart phone users search for an item in a store 75% do not believe companies tell the truth in ads 44% of companies use crowd sourcing from customers 58% are more price-conscious today than they were a year ago 4-5x more than average is spent by multi-channel buyers 80% of CEOs think they deliver a superior customer experience 8% of their customers agree 6 6

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AGENDA 8 Welcome & Introductions Compelling reasons To act UX Perspective & Creative Preview Roadmap Discussion Entry points How to engage 1 1 2 2 3 3 4 4 5 5 Transformation Perspective: w3.ibm.com Requirements Assessment Discuss Final Presentation Solutions Client examples 8 8

SOCIAL BUSINESS OFFERING Aligned with Front Office Transformation Buyer Aligned Offerings Workforce & Internal Marketing & Sales Customer Service Social Business Strategy Advisory Change Management (Governance, Culture, Training, Adoption) Competencies Social Intelligence Transformation Social Collaboration Social Platform Enablement Enablement 9 9

SOCIAL BUSINESS PLATFORM AND SOLUTIONS 1010 10

The Social Business Offering includes components addressing four stages of implementing a Social Business Roadmap Strategy Business Case Build Integrate Deploy Becoming 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 transformation Enable: Build the Social Business environment, Establish organizational and people capabilities, Select and implement appropriate technologies Integrate within business processes Adopt: Help your people, and customers understand the importance, Enable them to leverage it to drive value, Build communities to collaborate and share knowledge Optimize Optimize performance with the convergence of Business Analytics and Social Business Leverage workforce and customer insight to enhance Social Business capabilities Vision Enable Analyze Insight Enhance Communicate Train Leverage Optimize Adopt 11

12 Strategy and Solutions portfolio Welcome & Introductions UX Perspective & Creative Preview Roadmap Discussion Entry points How to engage 1 1 2 2 3 3 4 4 5 5 Transformation Perspective: w3.ibm.com Requirements Assessment Solutions portfolio Client examples 12 12

A word on AGENDA

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BOSCH Enterprise social for a connected, collaborative, and entrepreneurial global workforce The 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: € 1.2M Solution Capabilities: Digital Front Office Service Offering: Social Business Strategy, Social Business Process / Governance / Culture 1515 15

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: ~$ 47M Solution Capabilities: Social Intelligence, Social Networks, Social Portal Service Offering: Social Business Strategy, Social Workforce, Social Customer Care, Social Sales & Marketing Visualization provides rapid and actionable insight for large datasets including those generated in online forums, discussions and Jams Explore JAM corpus with demographic queries/ filters Topic and sentiment analysis Dashboards for viewing the snippet results What 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? 1616 Eli Lilly RWE KM Workshop 16

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. Challenge How 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 market Customer and Employees social behaviour analysis Local market analysis Content Management processes , customer interaction and campaigns in the social media Roadmap with the action plan to be more SOCIAL oriented Current situation, communication efficiency and customer care, global benchmarking .q Roadmap de iniciativas necessárias para estar inserido de forma consistente nas redes sociais.

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IT IS A JOURNEY 19 The Pipeline Delivery Strategy Awareness Focus on the next social capabilities – bold ideas Awareness The transformation and growth begins Approaching a social business engagement and engaging the right IBM resources Understanding How to listen to what your clients are saying and recognize the ‘social business’ opportunity What ‘social business’ means to IBM and our clients 1919 1919 19

IBM’s Journey to becoming a Social Business 400,000+ employees in over 200 countries 50% workforce has less than 5 years of service 71% of employee population is outside of the US Social Business 2008 and beyond 50% of employees work remotely, not from a traditional office Social Networking 2004 Collaboration 2000 Mobile Office 1990s Traditional Office 1980s

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