#Claudio5p Ancona #iIBMSocialBiz

1 © 2012 IBM Corporation

@claudio5p

@claudio5p #IBMSocialBiz

[email protected] - http://it.linkedin.com/in/Claudio5p

Il bello dei #140:

ho “fatto” una lunga lettera-frase-email-telefonata perchè…non avevo abbastanzatempo per farla breve

© 2012 IBM Corporation

18,000+ live interviews in 8 years

5500+ CEOs 5500+ CIOs4000+ CFOs

1700+ CMOs1250+ CHROs

400+ CSCOs

© 2012 IBM Corporation3

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



41%

Underperformers

69%

Outperformers

68%%moremore

Outperformers focus more on integrating technology with business for innovation


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

Differentiate through better data access, insight

and translation into

actions

Organizational openness introduces

new opportunities to create value

through employee collaboration

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


2004 2006 2008 2010 2012

Socio-economic factors7 7

8 8

7

Environmental issues8 8

7 7

8

Geopolitical factors9 9 9 9 9

Globalization6

4

6

5

4

Regulatory concerns555

4

5

4 Macro-economic factors

3

66

3 Market factors3

1 11 1

2 People skills2 2

4

2

Technology factors

6

3 3

1

2

External forces impacting the organization

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


IBM Institute for Business Value

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

8

Key Discovery

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)

External forces that will impact the organization

2012

Global Italy

Technology factors

People skills

Market factors

Macro-economic factors

Regulatory concerns

Globalization

Socio-economic factors

Environmental issues

Geopolitical factors

FromStretched to

Strengthened

Insights from the

Global Chief Marketing

Officer Study

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


9

13

12

2

4

3

1

7

10

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


50

60

70

40

20 40 600

8

6

Financial constraints

Decreasing brand loyalty

Growth market opportunities

ROI accountability

Customer collaboration and influence

Privacy considerations

Global outsourcing

Regulatory considerations

Corporate transparency

5

6

7

8

9

10

11

12

13

Data explosion1

Social media2

Growth of channel and device choices3

Shifting consumer demographics4

Mean

Marketing Priority Matrix

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? n2=149 to 1141 (n2 = number of respondents who selected the factor as important in Q7)

Factors impacting marketingPercent of CMOs selecting

as “Top five factors”

UnderpreparednessPercent of CMOs reporting

underprepared

5

1011

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


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

Market factors

2011 CIO

Technological factors

Macroeconomic factors

People skills

Regulatory concerns

Globalization

1

2

3

4

5

6


2011 CMO

1

3

2

4

5

6

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)

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


Insights from theGlobal Chief Information Officer Study

http://www-05.ibm.com/innovation/it/ciostudy/index.html

© 2011 IBM Corporation13

CIO response patterns associated with business expectations of IT fall into four categories we define as “The CIO Mandate”

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.

http://www-05.ibm.com/innovation/it/ciostudy/index.html


@claudio5p

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


@claudio5p

P E R C H E’ ?

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

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


@claudio5p

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!

47% Of Portal Customers are SMB!

90% of all LotusLive deals are in Net New GB Customers

Gartner consider Lotus Notes to be the Future ofEmail - "Collaboration Console"


@claudio5p

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!

47% Of Portal Customers are SMB!

90% of all LotusLive deals are in Net New GB Customers

Gartner consider Lotus Notes to be the Future ofEmail - "Collaboration Console"


@claudio5p

C O M E ?

http://www.youtube.com/watch?v=rdkecMOT1ko

http://www.youtube.com/watch?v=kzD2g2XQ-p0Ma attenzione...a mettere BENE insieme i..pezzi !


@claudio5p

C H I ?

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

Relations / Sales

Operations

Inside Outside

Social

innovationInnovation channelInnovation product

Active listeningLead generation

Process

Social

Go To MktDistribution ops.

Partners/FranciseesCollaboration prog.

ProcessFeedback

...

Social

WorkplaceIntegrated Workplace

Apps, ProcessCommunities

ProfilesExperts

You

Social

Media

Social MktPresence/contactsRegistration

CommerceSocial businessProcess

Data/CollectionMetrics

Social Media: payed/earned open channels,contact surface (FB, Twitter,Youtube)

Digital StrategyCustomer Experience Management (integrated)

Social Business: owned channels, value-business programs, based on social data and 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

Relations/Sales

Operations

OutsideYou

Social

Media +15%Increasing

revenues **

Inside

-20%Reducing time

to market **

+20%Increasing number

of successful

innovations **

+30%speed to access

knowledge and

internal experts **

Sources:

*Best Practices In User Experience (UX) Design, Forrester Research, Inc., September 4, 2009

**McKinsey “Business and Web 2.0 ” Novembre 2011

*** IDC TCO portal study 2006, IBM internal project data

Reaching a new class of results by effectively connecting the company and its processes with people-in-context

ROI: Business Data,

Social Data, Interactive data

7xSocial

registration /

Onboarding

15xClick through

targeted mobile

The Customer Experience Suiteis the multichannel customer experience platform that enables organizations to build highly integrated and personalized social business solutions, allowing to:

- Enhance workforce performances

- Connect People and Brand with Context, collect information, enable analytics

-

- Create long term social and transactional relations across multiple channels, consistently

You

Analytics

Search Commerce

Mobile

Portal intuitive front-end

Targeted content &

media

Socialtools

and UCC

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

http://tinyurl.com/IBMCUSTEXP

EXAMPLE

IBM Customer Experience Suite Portal templates – Ricca template library con oltre 40 tipologie di content

IBM Customer Experience Suite Portal templates – Impostazione portalieditoriali/operativi self service (esempio 15 mins)

IBM Customer Experience Suite Portal templates - Responsive design per Mobile web

Social@Avanzi = Retail / Fashionsell-out collaborativo/b2b, onboarding M&E, supportoIT Retail store Intranet,

Extranet, Mobile, Internet

• Prompt solutions: fast Integration/ development layer, social enabled

• Collaboration, Reciprocity, Altuism, Engagement, Starring. Social analytics.

H

P

O

Social@Mediaworld = Retail Electronics Store community, Experts communities, Store operations

In context sales experts, Real time interaction Business Process Integration

Commerce B2C

Intranet/work/social Internet B2B com

Social workforce

Social@Luxottica = ManufacturingWW Network, Idea, Lean, Process, Governance

Includes portal mashup between portal and Connections with single sign on to ideajam

Includes technical team and forum to approve new community requests

Investor Relations

Other project communities

IT Virtual Teams

R&D

Meeting Optimization

Store Engagement

Intranet

Operations knowledge management

Green portal & Innovation

IBM Customer Experience Suite Social (CRM) Business Strategy @ IBM:

SOCIALBUSINESS

ROI

IBM Customer Experience Suite 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

IBM Customer Experience Suite Social (BI) Business Strategy @ Amadori.it:

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

ReputationSentimentAnalytics

Social Registration

http://tinyurl.com/amadori

IBM Customer Experience Suite Social (BI) Business Strategy @ Amadori.it:

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/amadorihttp://tinyurl.com/amadori

SOCIALBUSINESS

ROI

IBM Customer Experience Suite Social (sell) Business Strategy @ Moby.it/fr/de/uk…

Leve strategiche

Migliorare in real time churn rate preventivi/prenotazionidello 0.5% su segmenti top

Migliorare in real time churn rate preventivi/prenotazionidello 0.5% su segmenti top

Stime ricavi incrementalia regime Milioni €/anno

Trade-off costi/beneficiMilioni €

Potenziale ricavi ** incramentali danuove tecnologie

Costo* Moby 2.0

∼XX

circa x 20circa x 20

2011-2013

X,X

X,X

X,X

X,X

∼0,XX

IBM Customer Experience Suite Social (sell) Business Strategy @ Moby.it/fr/de/uk…

Obiettivi non supportabili datecnologia sviluppata custom “in-house”

SOCIALBUSINESS

ROI


@claudio5p

Mai senza un chiaro perchè…

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


@claudio5p

Stiamo attenti agli slogan....


@claudio5p

..ed alle loro conseguenze!

BUON #IBMSocialBiz !

Enter the shark, National Geographic ad on a bus. Via Cool optical illusions.


@claudio5p

Additional resources 4 U

Brandon’ videoBrandon and brian’s contactswww.Ibm.com/social

www.ibm.com/socialIBM home page for Social Business

http://ibm.co/adoptsocialIBM Social Business Community

3 keys to becoming a social businessYouTube video

People-centric vs. Content-Centric: The Copernican Revolution needed to become a social businessYouTube Video –


@claudio5p

Grazie @..VOI della partecipazione e…nonesitate a contattarmi

[email protected]/Claudio5pwww.linkedin.com/in/Claudio5p

Claudio CinquepalmiSocial Business,

Collaboration and Lotus Sales


@claudio5p

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 market opportunities or other factors, and are not intended to be a commitment to future 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 results.

IBM, the IBM logo, Lotus, Lotus Notes, Notes, Domino, Quickr, Sametime, WebSphere, UC2, PartnerWorld and Lotusphere are trademarks of International Business Machines Corporation in the United States, other countries, or both. Unyte is a trademark of WebDialogs, Inc., in the United States, other countries, or both.

Microsoft, SharePoint and Windows are trademarks of Microsoft Corporation in the United States, other countries, or both.


@claudio5p

Prendete un caffè con noi?

Credits http://www.behance.net/gallery/Eternal-Moments-Animated-Photos/1653934


@claudio5p


@claudio5p

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


@claudio5p

Sites focus on the creation…they are merely containers


@claudio5p

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


@claudio5p

Is that “good enough” for you?


@claudio5p

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


@claudio5p

And open conversations (like social systems) are usually inclusive


@claudio5p

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