social. in plain business. Thomas A. Bryner Executive Social Business Consultant World-wide Social Business Tiger Team IBM Corporation richardtulloch.wordpress.com
Jan 21, 2015
social.in plain business.
Thomas A. BrynerExecutive Social Business ConsultantWorld-wide Social Business Tiger TeamIBM Corporation
richardtulloch.wordpress.com
#snmf12#socbiz
© 2012 IBM Corporation | Thomas A. Bryner | 2
customers
LeadPro | flickr © 2012 IBM Corporation | Thomas A. Bryner | 3
© 2012 IBM Corporation | Thomas A. Bryner | 4
discount!
IBM Global CMO Study 2011
© 2012 IBM Corporation | Thomas A. Bryner | 5
Blogger
Vimeo
Delicious
Flickr
Picassa
MySpace
RSS
Wordpress
mainstream
© 2012 IBM Corporation | Thomas A. Bryner | 6
leverageMarket 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 competitive poaching of top talent
Lead Development Process: Sales
Use predictive analytics to gather insights into what customers will buy next
social business
© 2012 IBM Corporation | Thomas A. Bryner | 7
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
© 2012 IBM Corporation | Thomas A. Bryner | 8Graphics: 123rf.com
leadingSocial Business
Social Software Social Media
Addressing
• Collaboration• Productivity• Employee retaining• Learning• Innovation …
Asset Optimization.
Addressing
• Customer Satisfaction• Customer Conversations• Reputation / Differentiation• (Crowd) Sourcing• Sales ...
Revenue.
Your ownbusiness operations.
© 2012 IBM Corporation | Thomas A. Bryner | 9
the value link
transaction collaboration sales marketing
productivity propensity
asset optimization revenue increase
margin expansion
EBIT
© 2012 IBM Corporation | Thomas A. Bryner | 10_ Bryner (2011)
impact
© 2012 IBM Corporation | Thomas A. Bryner | 11
price
quantity
ATCN
MR
LRMCN
LRMCS
ATCS
ATCN Average Total Cost NormalATCS Average Total Cost SocialLRMCN Long-Run Marginal Cost NormalLRMCS Long-Run Marginal Cost SocialMR Marginal Revenue
V: Margin ExpansionH: Quantity Expansion
innovation?
innovation
transaction collaboration sales marketing
productivity propensity
asset optimization Revenue increase
margin expansion
EBIT
© 2012 IBM Corporation | Thomas A. Bryner | 12_ Bryner 2012 | graphic: socialtimes.com
so that's why
margin expansion allows for price “commitments” without putting your profit base at risk.
© 2012 IBM Corporation | Thomas A. Bryner | 13
© 2012 IBM Corporation | Thomas A. Bryner | 14
management
resortragaz.ch
strategy maps example
L&
GC
usto
mer
Fin
ance
Inte
rnal B
P
knowledge
innovation
reputation
talents
productivity
lowerATC
profit
new products
better sales
personal engagement
faster service
© 2012 IBM Corporation | Thomas A. Bryner | 15ATC: Average Total Cost
© 2012 IBM Corporation | Thomas A. Bryner | 16_ Bryner 2012
systemVision
Mission
StrategyMaps
CorporateBalancedScorecard
Segment(s)BalancedScorecard
Vitality
Social SoftwareSocial Media
Management System
Conceptual Problem Zone
KPIsKVIs
Capabilityand the question of causality
bhikku | flickr © 2012 IBM Corporation | Thomas A. Bryner | 17
© 2012 IBM Corporation | Thomas A. Bryner | 18
system (cont)
thank you.
Thomas A. BrynerExecutive Social Business Consultant
World-wide Collaboration Tiger TeamIBM Corporation
@brynerth
© 2012 IBM Corporation | Thomas A. Bryner | 19
Picture Credits:Page 1: richardtulloch.wordpress.com via GooglePage 3: LeadPro via flickrPage 8: 123rf.com via GooglePage 14: resortragaz.ch via GooglePage 17: bhikku via flickr
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in sync?
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
Consumers’ Ranking: The ways they interact with companies via social sites
(61%) Discount
(22%) Be Part of a Community
(55%) Purchase
(53%) Reviews and Product Rankings
(53%) General Information
(52%) Exclusive Information
(51%) Learn about New Products
(49%) Submit Opinion on Current Products/Services
(37%) Customer Service
(34%) Event Participation
(33%) Feel Connected
(30%) Submit Ideas for New Products/Services
Feel Connected (64%)
Be Part of a Community (61%)
Discount (60%)
Learn about New Products (73%)
General Information (71%)
Submit Opinion on Current Products/Services (69%)
Exclusive Information (68%)
Reviews and Product Rankings (67%)
Customer Service (63%)
Submit Ideas for New Products/Services (63%)
Event Participation (61%)
Purchase (60%)
Businesses’ Ranking: Why they think consumers interact them via social sites
IBM CRM Study – From Social Media to Social CRM – What Customers Want
© 2012 IBM Corporation | Thomas A. Bryner | 20
really?
(22%) Be Part of a Community
(33%) Feel Connected
Feel Connected (64%)
Be Part of a Community(61%)
Consumers’ Ranking: The reasons they interact with companies via social sites
Businesses’ Ranking: Why they think consumers follow them via social sites
Discount (60%)
Purchase (60%)
(55%) Purchase
(61%) Discount
(53%) Reviews and Product Rankings
(53%) General Information
(52%) Exclusive Information
(51%) Learn about New Products
(49%) Submit Opinion on Current Products/Services
(37%) Customer Service
(34%) Event Participation
(30%) Submit Ideas for New Products/Services
Learn about New Products (73%)
General Information (71%)
Submit Opinion on Current Products/Services (69%)
Exclusive Information (68%)
Reviews and Product Rankings (67%)
Customer Service (63%)
Submit Ideas for New Products/Services (63%)
Event Participation (61%)
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
monetate, ecommerce quarterly EQ2 2012social media icon: itforchange.orgsearch icon: iconfinder.comemail icon: joergweis.wordpress.com © 2012 IBM Corporation | Thomas A. Bryner | 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 | 23
average value
$ 64.19
$ 82.72
$ 90.40