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Using IBM's Social Business Patterns to drive new business opportunities. Presented at #ibmconnect2014 at Business Partner development day
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© 2014 IBM Corporation
BP403: Driving Business Opportunity with Patterns
Scott J Smith, WW Lead, Social Business Industry & Value, IBM
Alan Hamilton, Social Business Executive Consultant, IBM
Topics
Repeatable approach to ROI
Path to LOB: Patterns facilitate conversation in LOB’s language
“Deep dive” example
What’s new
Teaming to scale
2
3
LOB is making SW decisions & increasingly requires integrated software solutions
“This is the biggest shift in the last 20 years. New buyers want solutions to
business problems, not just to buy products.”
Gartner
“The explosion of new industry solutions will dramatically shift who the IT
buyer is. IT vendors need to become more adept at building offerings for LOB
executives and at establishing messages for, and relationships with, these
increasingly influential IT buyers
IDC
Sources: IDC: The Implication of Shifting Technology Buying Centers on Your Business; IDC Predictions 2013: Competing on
the 3rd Platform
2013 2016
61%
80%
New technology investments influenced by line of business executives
LOB executives will take the lead decision-maker role in more than
half of these investments
Social: The ROI is enticing…
$900B – 1.3T/yr
from McKinsey1
4
…except it’s hard to prove in my organization
5
88%
can’t accurately measure
ROI
52%
ROI is biggest frustration
Summarizing the issueThank you TechCrunch
[Clients] want social technologies that become part of their work. Too often,
enterprise social networks act as a separate silo where people
interact for the sake of using a social media solution. That needs to
change.
6
The 3 Ps: Foundation of Repeatable ROI
7
people
People
work
Processes
Interact; separate silo
Patterns
Repeatable Patterns
8
From general to specific ROI
9
+15% revenue 1
+20% customer sat1
+20% innovations1
+20-25% productivity 2
+20% employee retention2
+30% access to experts1
↓ 50-83% M&A failure rate3
+30% access to experts1
↓ injury claims by 9.4%4
↓ meetings, reporting calls raising productivity by
20-25%4
+30% access to experts1
+20-25% productivity2
+15% revenue 1
+20% customer sat1
Pattern Buyers Pain Points Value Props & ROI
Customer Engagement
CMO, Digital Channel, Sales, Cust Service, Contact Center, CHRO
• Limited consistency across channels• 66% of consumers change service providers
from poor service
↑ Sales / Revenue↑ Brand awareness↑ Customer Sat
Recruiting & Onboarding
CHRO, COO, LOB• Accelerating time to productivity • Attracting talent that match skill & culture
↑ Speed to value↑ Employee engagement & revenue↑ Retention
Innovation R&D, Product Dev, CMO
• Less innovative than competition• Losing share• Limited product pipeline
↑ New products↑ Speed to market↑ % Revenue from new products
Mergers & Acquisitions
COO, Integration Exec• Over 50% of M&A fail to achieve plans• Overcoming two cultures• Losing focus on market
↑ M&A success rate (>50% fail)↑ Retention of talent↑ Revenue
Workplace & Public Safety
COO, EVP Operations, Safety Exec
• Incidents impacting morale and brand• Slow emergency response• Citizen safety
↓ Incidents↑ Workers comp savings↑ Saving lives
Expertise & Knowledge
LOB & Functional Execs• Higher cost of not knowing “experts”• Customers disengage from slow response
↑ Speed↑ Efficiency
Supply Chain EVP Manufacturing, Supply Chain Officer
• Unreliable demand forecasts • Matching supply & demand• Geographic, time, & language barriers
↑ Demand forecasting↑ Reaction for supply disruptions↑ Capacity planning
Patterns: The path from pain points through to solution
The Anatomy of a patternThe challenge engaging customers
•66% left due to poor service; cost = $5.9T
1
•Social customer tells 42 of good experience; 53 of bad
2
•Social Customers more loyal & spend 40% more
3
11
Social builds Ongoing Relationships across touchpoints & channels
12
Contact Center
Self Service
Store/Branch/Location
Maintenance/Repair
Face-to-Face
Kiosk
Social
Mobile
Amadori
Engaged younger audience
+125% new visitors
Reachable network of 14 million
13
Are these examples repeatable?
14
5 step recipe to repeatable success and ROI
15
1. Start with business priorities
2. Identify roles, audiences, & processes
3. Demonstrate current pain
4. Embed social
5. Leverage process metrics
1. Start with Business PrioritiesOmron
16
Business Challenge
Sales by country; clients span Geo
2 Divisions sell to same client
Results
Transform sales to be:
- Pan Geographic
- “One Omron to Client”
17
2. Identify roles, audiences & processesGeneralized Sales example from client engagements
Sales
Product Management
Large Client
18
3. Demonstrate the painChallenges
Sales Large Client
Knowledge of client
Where to get help
Ways to engage client
Communicating needs
Understanding proposal
Predicting benefits
Learning from similar companies
19
Sales with ExpertiseProduct Management
3. Demonstrate the painChallenges
Training sales team
Client awareness
Innovating products
Want to help
Don’t know where help is needed
3. Demonstrate the painProcess interactions
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Sales
Product Management
Client
Sales + Expertise
Industry Peer
Falling sales and market share
High turnover in sales
Not leveraging expertise
Limited product innovation
4. Embed Social
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Bolt-on
4. Embed SocialNew process interactions
22
Client Experience
Sales Experience
Product Mgmt
Experience
Sales
Product Management
Client
Sales with
Expertise
Industry Peers
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5. Leverage process metricsSales process metrics!
Conversion Rate Cost of SalesRevenue per
Customer
+15% +10% -10%
Sales
Product Mgmt
Client
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5. Leverage process metricsCalculating baseline
Sales
Product Mgmt
Client
Current conversion rate
Conversion rate with solution
Total # annual transactions
Average transaction value
Conversion Rate Cost of SalesRevenue per
Customer
“Sub Patterns”
25
3Ps + 5 Steps = Repeatable Success and ROI
Processes
People
Patterns
26
1. Start with business priorities
2. Identify roles, audiences, & processes
3. Demonstrate current pain
4. Embed social
5. Leverage process metrics
Business Partner are critical to success
Process is language of business
Show solution ROI
Show solution in day-in-the life (DITL)
Repeatable to any process
27
How Patterns Help
Use existing patterns
Create new pattern examples
Create future state DITLs embedding solutions
Leverage Sales Play
Call to Action
28
IBM’s provides unparalleled experience on how to achieve value
Define Business ValueEstablish Strategy Accelerate Adoption
Learn
Act
CXO Studies WhitepaperBusiness Patterns
Additional Questions?
29
Talk with experts about the ways that
your business can benefit from Social Business Patterns!
Stop by the Social Business Patterns Lounge (Dolphin, Europe
5)
Monday 1PM - 6PM
Tuesday 9AM - 6PM
Wednesday 9AM - 6PM
Thursday 9AM - 12PM
Thank You
30
@smith13sj
Please join us at the 2014
Business Partner Reception
Monday, January 27 | 8:30pm-10:00pm
Atlantic Dance Hall on the Boardwalk
Network with Subject Matter Experts to find out how to Energize Life’s Work with….
Big Data and Business Analytics On-Premises and in the Cloud
Industry Solutions Mobility
Exceptional Digital Experience Ecosystem Development
31
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32
Please return evaluation forms for EACH BREAKOUT SESSION:– Submit electronically or on paper– Return all paper forms to door monitors or at the BP Café
Earn 2 pieces of the Circuit for returned forms! (Prizes available as well)
33
Engage Online
SocialBiz User Group socialbizug.org– Join the epicenter of Notes and Collaboration user groups
Follow us on Twitter– @IBMConnect and @IBMSocialBiz
LinkedIn http://bit.ly/SBComm– Participate in the IBM Social Business group on LinkedIn:
Facebook https://www.facebook.com/IBMSocialBiz– Like IBM Social Business on Facebook
Social Business Insights blog ibm.com/blogs/socialbusiness– Read and engage with our bloggers
34
Acknowledgements and Disclaimers
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