IBM Social Business

© 2012 IBM Corporation

IBM Customer Experience and Social Business

[email protected]

© 2012 IBM Corporation2

The social media revolution is changing the way people interact and creates new relationships leveraging the social graph

Blogger

Twitter

Vimeo

Delicious

Pinterest

Flickr

Picassa

MySpace

RSS

Wordpress

Facebook


Three shifts are creating an opportunity for social technology to create real business value

Pressure to build and share expertise for competitive advantage

Growing demand for 24/7 and mobile connectedness

Increasingly influential and vocal customers


Integrating the emerging social graphs into core business processes is creating new opportunities for competitive advantage

Market Management Process: Marketing

We can now do market segmentation in real-time.

Critical Situation Process: Customer Service

Find who can best help me address this urgent problem for my client

Software Deployment Process: IT

Find the technical expertise to fix an error in our ERP system.

Talent Management Process: HR

Anticipate and react tocompetitive poaching of top talent

Lead Development Process: Sales

Use predictive analytics to gather insights into what customers will buy next


Leaders in every industry are leveraging social business technology to disrupt their industries and create competitive advantage

Increase loyalty, advocacy, and revenue by listening, analyzing, and acting upon new insights to anticipate individual customers needs

Improve productivity and unleash innovation by tapping into the collective intelligence inside and outside their organizations

“When the right people engage with the right community, they can change the way business works”

“When customers are engaged on their own terms, you create more than a sale, you create an advocate”

Activate the workforce Create a smarterworkforce

Delight customers Create exceptional customer experiences


How does social business and talent management come together to help create a smarter workforce?

Social enhances the sales process

Build Skills

Engage Clients

Transform CultureAnd Processes

Continuously create and share best practices

Identify and enable the right people

Harvest insights and act with speed


Business leaders recognize the importance of leading through connections

Percent of CEOs using Social to Connect with Customers

Top 3 CEO Priorities:

Primary Channel for Engaging Customers within 5 Years

Source: 2012 IBM CEO Study “Leading Through Connections

Empowering employeesthrough value

Engaging customers and individuals

Amplifying innovationwith partnerships


To become a social business, leaders must define the right problem to address and then develop a purposeful and deliberate plan

1. Identify a core business processes

2. Foster trust and transform the culture

Create a sharedvision of the culture

Design social workpractices into existing business processes

Align adoption strategy and measurements with organizational culture

Manage to a new way of working, thinking, trusting and engaging customers

3. Integrate a platform for social business

Social NetworkingServices are presence indicator, meetings, mail, blogs, wiki’s, other

Social AnalyticsServices are sentiment analysis, web analytics, smart filtering, other

Social ContentServices are web content editing, enterprise content management, shared files, folders, other

Process, Governance, Security & Lifecycle Management

One that relies heavily on knowledge workers

Where sources of innovation are at a premium

Where process flows can adjust dynamically to changing conditions

Where “agents of change” can thrive


Getting starting: Accelerating the value from connecting people in and outside the organization with the Social Business Agenda

So

cial

Bu

sin

ess

Align Organizational Goals & Culture

Gain Social Trust

Engage through Experiences

Network Your Business Processes

Design for Reputation & Risk Management

Analyze Your Data


Amadori transformed its marketing process using social to create customer advocates and boosted presence with new customers

Creating exceptional customer experiences

Identified and predicted consumer buying preferences, refined their digital marketing campaigns, to generate more sales and reach a new, younger customer demographic

100% Improved exposure


Chilean Red Cross doubled the technological capabilities of its disaster response operations by replacing manual processes and leveraging online collaboration toolsCreating a smarter workforce

Seamlessly connected their first responders to collaborate and speed up disaster response,accelerating search rate completion for missing persons from two years to two weeks.

100% increase in response efficiency


Reliance Life is integrating social business portal technologies into their policy origination to grow branch offices and service more customersCreating a smarter workforce

Integrating social business technologies into their branch-based operations resulting in industry leading growth while reducing operating costs by 30%

30% reduction inoperating cost


Next steps?


Value of Linux on System z

Reduced Total Cost of Ownership (TCO)

Environmental savings • single footprint vs. hundreds of servers

Consolidation savings• less storage, less servers, less software

licenses, less server management/support


WHY BECOME AN ON DEMAND BUSINESS:IBM’s 320,000 employees must constantly access information and expertise, build new skills and communicate worldwide to provide many of the world’s most advanced IT and business solutions. But because critical data and applications existed in hundreds of fragmented systems, they wasted time getting to the person, process or piece of information they required. IBM needed to streamline communication and simplify access to information companywide with a single robust, flexible virtual IT platform.

SOLUTION:IBM On Demand Workplace — an open, integrated communication and collaboration solution that delivers relevant information and tools to employees when and where they need them — using IBM WebSphere®, IBM DB2® and IBM Lotus® middleware and IBM Tivoli® and z/OS software running on IBM eServer® systems.

BENEFITS: Productivity gains of 1–3 hours per month per employee

Over US$680 million per year in cost savings

Almost one million visits to the IBM On Demand Workplace every day

IBM On Demand Workplace ranked among the Year's 10 Best Intranets by Nielsen Norman Group in 2006

» On Demand Business definedAn enterprise whose business processes—integrated end-to-end across the company and with key partners, suppliers and customers —can respond with speed to any customer demand, market opportunity or external threat.

IBM On Demand WorkplaceProductivity boost and cost savings with IBM Social Collaboration and System z!

“This new, deep collaboration allows our employees to dynamically team, sparking innovation to solve client problems in a way that will ultimately drive revenue growth for both our clients and our business.” — Carol Sormilic, VP, Enterprise BTE and Total Workplace Experience Center of Excellence


IBM W3 Deployment - Benefits Realized in first month

Performance: • More consistent response times

on ODW• Average 2 seconds quicker for

our BluePages application

Scalability:• Immediate results to add CPUs to

environment• Task completed in hours;

labor cost minimal

Go Green!• Energy Efficiency Certificates

verify savings• 3,900 Distributed Servers to 33

System z Servers• 119,000 MWH Annually, enough

electricity to power approximately 9,000 average homes in the US.

ODW Re sponse T im e (AIX )August Da ily Ave ra ge

Date

Se

co

nd

s

Sydney , A U

Boulder, CO

Sao Paulo

Portsmouth, UK

Southbury , CT

O D W R e sponse T ime (zLinux)Aug 25-Se p 5 2008

Date

Sec

onds

S yd n e y, AU

B o u ld e r, C O

S a o P a u lo

P o rts m o u th

S o u th b u ry, C T


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IBM Social Business

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