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My IBM Social Business Presentation from IBM JamCamp 10/2011
Citation preview
© 2011 IBM Corporation
Die Rolle von Analytics für Social Software/BusinessGestern, Heute und Morgen
Friedel Jonker – Software Client Leader Travel & Transport10/19/2011
© 2011 IBM Corporation2
Friedel Jonker, Software Client Leader, Travel & TransportIBM Software Group
Career History and Education Selected Programs/Projects
ims: German Business Value Concept to improve Sales Force Effectiveness based on eBusiness Assessment, Pain Point Analysis, Definition of Requirements and Portfolio Prioritization.
Contribution: Lead the German Business Value Concept to improve Sales Force Effectiveness.
Daimler: Global Concept and implementation coordination together with the Boston Consulting Group to set up IT/Data Governance and Data Modelling/Re-Engineering of an As/is Landscape with the objective to reduce costs in development and maintenance and increase and secure the Quality of Data as a base for high quality use of CRM, BI/LI for Sales & Risk Performance Management (SRPM).
Contribution: Lead the IT/Data Governance and acted as the SME for all IT/Data Governance related issues at the company.
Dresdner Bank/Commerzbank: Definition of a Business Driven Traffic Light Test Management Concept to successfully implement an Oracle/Siebel CRM & BI solution.
Contribution: Lead the Testmangement and acted as the SME for all CRM & BI related Testmanagement matters. The Testmanagement Concept is now used as a global handbook for Testmanagement.
German, English (fluent). CRM, BI/LI Strategy Leader IBM GBS Germany. Winner of the Sales Excellence Award 2005 from the University
of St. Gallen and Handelsblatt. Broad experience in Planning and Implementing value based
CRM & BI/LI Strategy, Processes, Architecture and Systems. Member of the MIT, Sales Executive Councile, SAMA and
member of Marketing Alumni, University of Münster, Germany
Languages and Profile
2008- today IBM, Germany, Software Client Leader, Business Development Manager Analytics & PM, Managing Consultant CRM & BI
1994- 2008 Deutsche Leasing AG, S-Finance Group, Germany, CRM & BI Business and Program Director
1990- 1994 Citicorp-Citibank AG, Germany, European Manager Marketing Database VISA
1989- 1990 Ogilvy & Mather Dataconsult, Germany, Consultant Database Marketing
1988- 1989 Infas, Germany, LOCAL-Direct Project manager for SRPM with Location Intelligence (LI)
1982- 1988 University of Münster, Master of Business Management in Marketing & Statistics
© 2011 IBM Corporation3
Neue Informationsqualität für das VISA Kartenmanagement der Citicorp, in: Oracle Finanzwelt, 1994 Database Marketing bei der Deutschen Leasing AG, in: Jahrbuch 2000, Deutscher Direktmarketing Verband e.V. Von Database Marketing zum CRM, in: Computerwoche, 19/2001 Customer Relationship Management, Bericht über das Deutsche Leasing CRM-Projekt, in: GoAhead 9/2001, CSC- Ploenzke CRM – die nächste Generation, Interview mit Friedel Jonker, in: Computerwoche, 33/2002 Mit intelligentem Database Marketing und CRM zu überdurchschnittlichem Markterfolg, in: Cognos- Kundenmagazin Case Study Präsentation C3M-Eagle, marcusevans, FoCus Gipfel CRM, Montreux, 19.-21. Januar 2003 Erfolgreiches Customer Relationship Management bei der Deutschen Leasing AG, Nordakademie, Elmshorn, e-think-tank,
Febraur 2003 Konflikte zwischen Vertrieb und Vertrag lösen, in: Praxismagazin für Marktkommunikation der Sparkassen-Finanzgruppe, 2004,
11. Jahrgang, Nr. 5, S 38 ff CRM und Sales -2 Seiten einer erfolgreichen Verbindung, im Beratungsbrief von http://www.vertriebs-experts.de , 23.03.2005 Deutsche Leasing Gruppe: Mit Siebel/Oracle CRM-System das Neugeschäft jährlich um durchschnittlich 12 Prozent
gesteigert, in: Oracle Customer Snapshot Juli 2006 CRM als strategisches Element der wertorientierte Unternehmensführung der Deutschen Leasing AG -7P Programm für
erfolgreiche CRM-Programme –Position_Path_Portfolio_Program_People_Progress_Performance, marcusevans, FoCus Gipfel CRM, Montreux, 14.-16. Februar 2007
Case Study CRM bei der DL, in Kundenmanagement –Grundlagen-Strategien-Beispiele von Manfred Krafft, März 2007 Vom Callcenter zum Intelligent Multichannel Customer Management Center, IBM Callcenter Circle, Hamburg HASPA, Mai 2008 Neue Technologien schaffen eine Demokratisierung der Information, Initiative Mittelstand
http://www.imittelstand.de/themen/topthema_100288.html , 16.11.2009 Integrierte Echtzeit Unternehmenssteuerung (IEU), IBM Partner Channel Kick Off Berlin, Januar 2010, Salesforce.com Cloudforce2
Frankfurt, März 2010, Teradata Enterprise Intelligence Summit Berlin, April 2010, IBM Partner University-Frankfurt, April 2010, Bechtle Partner Präsentation Mannheim, Juni 2010, FuM Partner Präsentation Stuttgart, Juli 2010
Integrated Realtime Corporate Management (IRCM), IBM Europe & Asia IT Architects University Stuttgart, April 2010 Integrierte Echtzeit Unternehmenssteuerung –IBM Synergy Play, SAP-DSAG Nürnberg, September 2010, IBM ISV Technical
Executive Forum Ehningen, Oktober 2010, Institut für BI Stuttgart, Dezember 2010
References 1994-2010
References –Literature and Presentations 1994-2010
© 2011 IBM Corporation4
Breaker Page
© 2011 IBM Corporation
Analytics:
Nur was man messen kannkann man steuern und dadurch auch verbessernund zum Ziel navigieren
© 2011 IBM Corporation5
Willkommen zu einem intelligenten Jahrzehnt
Vision 1995 Realität 2011, IBM Realität 2011, L3T
© 2011 IBM Corporation6
Willkommen zu einem intelligenten Jahrzehnt im Travel & TransportIBM Smarter Travel & Transport
Boeing Air Canada
http://www.youtube.com/watch?v=d3toCBdnxu4
© 2011 IBM Corporation7
CEOs und CIOs erachten Kundennähe, Mitarbeiter-Knowhow unddie Generierung und Vermittlung von Wissen als essenziell wichtig
© 2011 IBM Corporation8
CMOs planen den Einsatz der nachfolgenden tools/technologiesin den nächsten 3-5 Jahren auszubauen (2011 CMO Studie)
© 2011 IBM Corporation9
Kundenkenntnis erweist sich als bedeutende Kundenbindungs-Determinante im B2B (Marketing ZFP 2/2011, 33. Jahrgang)
© 2011 IBM Corporation10
Einfluß von KPIs wie Kunden- und Mitarbeiterzufriedenheit auf den Unternehmenswert
P r odu kt- u n dS e rvice qu a litä tMa r ke n b e ka n n t-
h e its gra d
Ma rke n im a ge
Zie lgr u ppe n -we rtor ie n tie ru n g
Mita r b e ite r -zu fr ie de n h e it
Mita rb e ite r-a u s b ildu n g
Ma rk e n prä fe r e n z
Ku n de n - /P a rtn e r -Zu fr ie de n h e it
Wie de r ka u f / Ka u f
Ku n de n - u n d Un te r-n e h m e n s we rt
Re n dite
Ge win n
De ck u n gs b e itr a g
Kos te n de gr e s s ion
Ma rkta n te il
Um s a tz
Un te rn e h m e n s we rt
We rt de r Ma rk e
E xis te n z de r Ma rk e
Wa h rn e h m u n gP r odu k te P e rs on e n P roze s s e
Kom pe te n z Ide n titä t Ve rtra u e n
E rfa h r u n g F ä h igk e it Ve rs pre ch e n E rle b e n Gla u b wü rdigke it, In te gr itä t
+
+
+
+
+
+
++
++
+
+
+
+
+
+
+
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+ = Steigerung
stra
tegi
sch
es S
teu
eru
ngs
syst
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erative s Steu
erun
gssystemW
erte
syst
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© 2011 IBM Corporation11
Breaker Page
© 2011 IBM Corporation
Vom Marketing zum Social Business:
Integration von Kunden, Partner und Mitarbeiter mittels Software in dasIntelligente Unternehmen
© 2011 IBM Corporation12
InstrumentedSmartphone shipments will outpace PCs by 2012
InterconnectedSocial networking accounts for 22% of all online time
IntelligentThe social data analytics opportunity will grow to 1 Zettabyte by 2011
The explosion of new information, when integrated, analyzed, and acted upon using new types of intelligence, and new tools enables Social Business
On a smarter planet the way people interact and what they know is changing
© 2011 IBM Corporation13
Mobile Office1990s
Traditional Office1980s
Collaboration2000
Social Networking2004
400,000+ employeesin over 200 countries 50% workforce
has less than 5 years of service
71% of employee populationis outside of the US
50% of employeeswork remotely, not from a traditional office
Social Business2008 and beyond
IBM´s Journey to becoming a Social Business
© 2011 IBM Corporation14
Networks Interactions Business & Social Analytics
Communities
Groups/Teams
Experts
People
Partners
Customers
Employees
Internet
People Profiles
Blogs
wikis
Tasks & Activities
Ideation
Mobility
Innovative Communities
File Sharing Made Simple
Intranet
ExtranetCommunities
Applications
Social Media
A Social Business uses dynamic interactions to connect peoplewith information and insights to achieve better results
© 2011 IBM Corporation15
Marketing Heute -Überlappende Bereiche und Isoliertetools/technologies
MarketingMarketing
© 2011 IBM Corporation16
Stra
teg
ie
E-CommercePricing
Webseiten-Optimierung
Um
set zu
ng
Einfach
einheitlichPersönlich
individuell
Cross-channel Kundenerlebnis
Mobile
Click2Brick
Ordnung
Vertra
uen
Web Analytics
Social Media
Medien
Datenintegration
übersichtlich
Um
sat z
Governance Kampagnen
Prozesse
Kundenbindung
MitarbeiterManagement
Consulting
Loyalty-System
Target Marketing
ROI
Marketing Heute –Fülle an Themen und kaum Marken- und Kundenorientierte Integration
© 2011 IBM Corporation17
Das rasante Wachstum des Social Business definiert die Wertschöpfungskette und Kundeninteraktion neu Social Media repräsentiert ein Wachstumsfeld mit einer Verdopplung der deutschen Social-Network-Nutzer zwischen 2009 und 2015
Marktdurchdringung Social Networks EU 5% der Internet Nutzer
Marktdurchdringung von Sozialen Netzwerken in DE ist und bleibt bis zum Jahr 2015 unter dem EU-5 Durchschnitt
Social Media & Web 2.0 bieten branchenübergreifend größte Vorteile für die interne Unternehmenskollaboration
Telco, Technologie und Service-Unternehmen profitieren besonders durch verbesserte Kunden- & Partnerbeziehungen
Social-Media-Wachstum wird durch weltweit steigende Nachfrage nach Smart Devices (bis 2015 +250%) für mobiles Internet beflügelt
Risiken: Weniger Kontrolle, mehr Wettbewerb, kein Vorteil durch proprietäres Wissen, rapide Veränderung Kunden
CAGR 4.4%
Quellen: IBM Research 2011, eMarketer 2010, DB Research 2010
Social Media verursachen tiefgreifende Veränderungen entlang der Wertschöpfungskette und redefinieren die Interaktion mit Kunden
Quellen: eMarketer 2010, DB Research 2010
© 2011 IBM Corporation18
Die Herausforderung liegt darin die Ansprüche an Marktanteil und Umsatz mit den Bedürfnissen (Informations- Dialog- und Einkaufspräferenzen) der Kunden wertsteigernd zu verbinden
“Kunden erwarten aktuelle Information, Einkaufsmöglichkeiten und Kommunikation über alle Verkaufkanäle und zu jeder Zeit”
Erreichen der Kunden auf den relevanten Kanälen um diese beim Kanalwechsel nicht verlieren…
…zur Steigerung des Marktanteils
So wie der Kunde kanalübergreifend agiert müssen sie ihn in ihrer Aufstellung erwarten und auffangen…
…und damit ihre Organisation möglicherweise transformieren
Sie wirken immer – online wie offline sowie in der Kombination…
… zur Steigerung des Einzelumsatzes
© 2011 IBM Corporation19
Die Social Business Vision eines Unternehmens bildet das Dach, muss aber von den Notwendigkeiten und Fähigkeiten zurKundeninteraktion gestützt werden
Social Business Vision
Kunden-analyse
Kunden-erlebnis
Marketing-effizienz
Umsetzung und Betrieb
ProzesseGovernance& Kultur Organisation IT
Multi-Channel& E-Commerce
CRM Kundendaten-
integration und -analyse
Segmentierung
Personalisierung Nahtlose
Verknüpfung Integration von
Vertrieb, Marketing und CRM
Organisatorische Einbindung
Erfolgskontrolle Channel Auswahl
Channel-management und -integration
Aktivierung/Ausbau bestehender Channels
Social Media
© 2011 IBM Corporation20
http://www.edelmandigital.com/2010/04/21/social-business-planning-aligning-internal-with-external/
Social Business Planning: Aligning Internal with External
© 2011 IBM Corporation21
http://www.edelmandigital.com/2010/04/21/social-business-planning-aligning-internal-with-external/
Social Business Planning: Aligning Internal with External
© 2011 IBM Corporation22
Social Profit: McKinsey, eMarketer about Web2.0 and Social Media
© 2011 IBM Corporation23
Social Media Aktivität der Hansgrohe AG
© 2011 IBM Corporation24
Social Media Aktivität der Krones AG (B2B Award 2011)
© 2011 IBM Corporation25
Breaker Page
© 2011 IBM Corporation
IBM´s Social Business Software Strategie:
Kunden-Anforderungen adressierenKunden-Informationen analysierenEinheitliche Arbeitsumgebung zurVerfügung zu stellenSocial Collaboration, Social CRM und Social Business ermöglichen
© 2011 IBM Corporation26
Marketing Selling Fulfillment
Resource Mgmt Campaign Mgmt Marketing Execution Performance
Analysis
Analytics Segmentation Reporting Search Optimization
WebSphere Commerce
Cross-Channel Order Capture, Cart, Catalog
Customer-centric Shopping Experience
B2C/B2B Storefronts Precision Marketing
Cross Channel Order Mgmt. Configure, Price, Quote Multi-vendor Catalog B2B Partner Network Logistics & Warehousing Supply Chain Visibility
IBM's Social Business Software Strategie ist es, die Kunden-Anforderungen über den gesamten Marketing-to-Fulfillment Lifecycle zu adressieren
Network Optimization
Transportation Optimization
Product Optimization
Inventory Optimization
26
IBM Customer Experience Suite including electronic forms, portal, web content management, and social technologyIBM Customer Experience Suite including electronic forms, portal, web content management, and social technology
• Web Experience Management• Social Media & Communities• Web Experience Management• Social Media & Communities
• Customer & Partner Self-Service• Mobile Support• Customer & Partner Self-Service• Mobile Support
© 2011 IBM Corporation.
Data Analysis Predictive
Modeling Scoring
© 2011 IBM Corporation27
Realtime Recommenda-tions for Web & CRM
Target GroupAnalytics
Kunden-Informationen zu analysieren um Marketing- und Vertriebs- und Serviceaktionen zu verbessern…
Analytical Decision
Improvement
Web-User Analytics
Real-time Identification offraud transactionsRisk Scoring and Fraud
Prevention
Action Scoring
PersonalizedOfferings
© 2011 IBM Corporation28
Unified Workspace across multiple styles of analysis
Business Insight
Analytical ReportingDrill
Trending Slice and Dice
Scenario ModelingWhat-if
Advanced Analytics What might be
…und dabei den Benutzern und Entwicklern eine einfache einheitliche Arbeitsumgebung für quantitative Informationsanalyse(Business Analytics) und…
© 2011 IBM Corporation29
…qualitative Informationsanalye (Social Analytics) zur Verfügung zu stellen und Analyseergebnisse über …
Dashboard zur Analyseübersicht
@Birk – was noch?
Sentiment Analyse
Snippet Überblick und Details
Beziehungsmatrix – einfaches Erkennen von Zusammenhänge
Umfangreiche Suchfunktionalität
Evolving Topics –neue Themen erkennen
IBM Text Mining Know-How
Individuelles Reporting Frontend
Flexible Anbindung zusätzlicher externer & interner Ressourcen
Relationale Daten (Marktdaten, Studien, CRM-Sytem)
CCI
Beschwerde- und Retourenmanagement (Brief, Email, Fax)
Web, Blogs, News, Twitter, Boards
Call-Center Daten
Spezifische Foren, www-Quellen
Intranet
© 2011 IBM Corporation30
Reports
Ad-hoc queries
Analysis
Dashboards
IBM Lotus-Cognos
Social Collaboration
CommunitiesBookmarks
Activities Profiles
Wikis
Files
IBM Cognos 10 BI Lotus Connections
Blogs
…Social Collaboration proaktiv im sozialen Netzwerk des Unternehmens zur Optimierung von Entscheidungen zu nutzen und…
© 2011 IBM Corporation31
IBM Social Business Toolkit APIs
IBM Value-added Modules
IBM Social Business Core Modules
Partner Value-added ModulesCommerce Business
AnalyticsEnterprise
Content Mgmt
Social Analytics Business Process Mgmt
ApplicationIntegration
PublicSocial Networks Rich Media Social
Applications
Archiving Compliance &Discovery Gaming
Profiles Communities Presence, Chat& Telephony
Social Collab.Services Microblogging Meetings &
Audio/Video
Messaging &PIM
Workflow &Forms Portal
Document Management Mobile Connectors
…mittels IBM Social Business Toolkit APIs das Unternehmen in Richtung Social CRM und Social Business…
SocialCRM & BI
© 2011 IBM Corporation32
Needs Getting More and More Complex
32
Home-grownApplications
PackagedApplications
Integration Maximizes Value of Cloud Investments
…ohne oder in einer sicheren Cloud weiterzuentwickeln.
© 2011 IBM Corporation33
Breaker Page
© 2011 IBM Corporation
IBM´s Social Business Architektur:
Lösungen statt EinzelteileGanzheitlich Planen undStufenweise UmsetzenInfrastrukturkosten einsparenund für Digitale Innovationenverwenden
© 2011 IBM Corporation34
Um Social Business mit IBM umzusetzen bekommen Sievon IBM eine fertige Lösung und keine Einzelteile…
© 2011 IBM Corporation35
…Alle IBM Softwareprodukte lassen sich Schritt für Schritt in die zukunftsorientierte ausbaufähige IBM Social Business Solution Architektur integrieren.
MasterDataMgmt
Enterprise Service Hub Service Registry& Repository
EnterpriseService Bus
Service Mgmt& Invocation
BusinessPartner
ServicesReal
Campaign Mgr3rd Party
Products/Svcs
CustomerRelationship
Mgmt
RelationshipManagement
DecisionSupport
Marketing
CaseManagement
Banking& Credit
Operations
LoanOrigination
CorporateBanking
RetailBanking
GeneralLedger
Credit Cards
Payments
BusinessMgmt
Resource
Fraud
Product
Risk
Debt
RegulatoryProcess Manager
Process Models
SalesProcesses
MarketingProcesses
ServiceProcesses
ComplianceProcesses
Business Processes
Governance & Monitoring
3rd partyData
FicoCreditScores
DemographicData
CustomerInsight
& Analytics
CustomerAnalytics
BusinessInsight
Search &DiscoveryAnalytics
Threat &Fraud
Analytics
Data Integration/Information Services
InformationFoundation
UnstructuredData
Core Systems
Banking Industry
Models
ContentMgmt
Systems
DocumentMgmt
Systems
Customer Account Product
BankingData
WarehouseDataMarts
Multi-ChannelIntegration
ElectronicSignature
UtilitySystems
Enterprise Service Bus Service Registry& Repository
ExternalServices Gateway
Service Mgmt& Invocation
BusinessPartner
ServicesReal
Campaign Mgr3rd Party
Products/Svcs
CustomerRelationship
Mgmt
RelationshipManagement
DecisionSupport
Marketing
CaseManagement
Banking& Credit
Operations
LoanOrigination
CorporateBanking
RetailBanking
GeneralLedger
Credit Cards
Payments
BusinessMgmt
Resource
Fraud
Product
Risk
Debt
RegulatoryProcess Manager
Process Models
SalesProcesses
MarketingProcesses
ServiceProcesses
ComplianceProcesses
Business Processes
Security, Management & Governance
3rd partyData
FICOCreditScores
DemographicData
CustomerInsight
& Analytics
CustomerAnalytics
BusinessInsight
Search &DiscoveryAnalytics
Threat &Fraud
Analytics
Travel EnterpriseInformationSystems
ContentMgmt
Systems
DocumentMgmt
Systems
Customer
FormsMgmt
Data Warehousing
Call Centers
Internet
Relationship Managers /
Agents
ChannelsBranches
Mobile Banking
ATMs
RulesEngine
Pres
enta
tion
/ Int
erac
tion
Serv
ices
ThinClient
RichClient
Ente
rpris
e Ac
cess
Ser
vice
s
WebSphere Process Server
Lotus Forms
WebSphere Business Monitor
& Business Events
iLog
Banking Data Warehouse
FileNet
InformationFramework
Tivoli (ITM, TAM, …)
WebSphere ESB, MQ, Message Broker
WMBTT (Build Option)
Cognos, SPSS
EASWMBTT Server
WebSpherePortal
DataStageQualityStage
MDMServer
© 2011 IBM Corporation36
Zeit/Integrationsgrad
isoliert konzentriert integriertharmonisiert
StandardizedTechnology
OptimizedCore
BusinessModularity
BusinessSilos
…So entsteht nach und nach eine strategische Architektur…
© 2011 IBM Corporation37
…mit mehr Enterprise Systems und weniger Local Applications…
© 2011 IBM Corporation38
…diese steigert wiederum die Benefits by Stages
© 2011 IBM Corporation39
BMW konnte so zwischen 2006 und 2008 25% der Infrastruktur-kosten einsparen und für Digitale Innovationen verwenden.
© 2011 IBM Corporation40
Breaker Page
© 2011 IBM Corporation
Was die Analysten sagen:
© 2011 IBM Corporation41
“...Blend the Cognos portfolio with IBM's data integration, data quality, data warehouse,
content management, text mining & other offerings, & there's no more extensive information
management portfolio available, period…”
2008 Editor’s Choice AwardsIntelligent Enterprise Magazine
Leading Capabilities…
© 2011 IBM Corporation42
IBM SPSS: Marktführer für Predictive Analytics Software
Seit 1968 fokussiert auf Predictive Analytics
Weltweit führender Anbieter in den Bereichen Statistik, Analyse, Marktforschung und Data Mining
Unter den Top 25 Softwarefirmen weltweit
Mehr als 250.000 Kunden mit ca. 3 Mio. Anwendern weltweit
80% der Fortune 500, 70% der Marktforschungsunternehmen
Große Kundenanzahl im Energie & Utility Bereich
42 Jahre Erfahrung in Statistik, Analyse und Data Mining
© 2011 IBM Corporation43
IBM Unica –Leader in CRM Multichannel Campaign Management
© 2011 IBM Corporation44
IBM Coremetrics –Leader in Web Analytics
© 2011 IBM Corporation45
IBM Cognos a Leader in the Forrester Wave™: Enterprise BI Platforms
The Forrester Wave is copyrighted by Forrester Research, Inc. Forrester and Forrester Wave are trademarks of Forrester Research, Inc. The Forrester Wave is a graphical representation of Forrester's call on a market and is plotted using a detailed spreadsheet with exposed scores, weightings, and comments. Forrester does not endorse any vendor, product, or service depicted in the Forrester Wave. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change.
Source: Forrester Research Inc. “The ForresterWave: Enterprise Business Intelligence Platforms, Q4 2010”, Oct 21, 2010. Full report can be accessed at http://www.ibm.com
© 2011 IBM Corporation46
und die IBM Social Business Softwareentwicklung geht weiter...
Source: Gartner Research, ID Number: G00174130 – Lotusphere 2010: Assessing IBM Lotus' Strategy, Issues and Opportunities
© 2011 IBM Corporation47
Gartner Inc. has positioned IBM Global Business Services in the Leaders Quadrant of their Magic Quadrant for North American and European CRM Service Providers
Gartner has ranked IBM in the CRM “Leaders”quadrant for the past 9 consecutive years
Europe
North America
“ IBM GBS has the strongest vision among the top four leaders. IBM has quality business skills, which tend to be overlooked by its legacy technology skills. Executive-level insights across industries provide IBM with a compelling business-led approach to solving CRM problems”
IBM continues to demonstrate leadership as a CRM Services leader in vision and ability to execute.
© 2011 IBM Corporation48
Represents where you are in your progress toward fully implementing EMM best practices
Represents perfect implementation of all best practices
Start you social business tranformation with IBM GBS Social Business Enterprise Strategy Accelerator and Enterprise Marketing Management (EMM) today...IBM combines our own experience becoming a Social Businesswith our consulting services and leading software to deliver asocial business transformation to our clients
© 2011 IBM Corporation49
Questions?
??????Vragen
Ερωτήσεις Fragen
Domande
Preguntas
Perguntas質問
问题
問題
Questions
Cwestiwn
א�לות ש�
© 2011 IBM Corporation50
© 2011 IBM Corporation51
Contact Details
Friedel JonkerDipl.-KaufmannSoftware Client LeaderTravel & TransportIBM Software Group
Wilhelm-Fay-Strasse 30-34D-65936 Frankfurt
Phone (+49)-69-6645-1227Fax (+49)-69-6645-5640Mobile (+49)[email protected]
More information from IBM and me. Look at Xing, Linkedin, Youtube, Twitter, Scribd, Slideshare and Lotus Greenhouse.
Join my Networks as Philip Kotler (North.West.Uni), Manfred Krafft (WWU Münster), Thomas H. Davenport (Babson College), Peter Weill (MIT), Jeanne W. Ross (MIT), Andrea Back (St. Gallen), Jon Katzenbach (Booz), Genie Z. Laborde (I.D.E.A.), Daniel Pink, Ross Dawson (AHT) Charles Savage (KEE), Soumitra Dutta (INSEAD)Chuck House (Stanford Uni.), Thomas Hutzschenreuter (WHU), Gunter Dueck (IBM), David Croslin and other leading Thinkers and Practitioners have already done it.
Business is People
Selection of Companies on my Networks:
3M, Amadeus, Ameriprise, Booz & Company, Citigroup,
Daimler, Deutsche Bank, Deutsche Telekom,
Deloitte & Touchee, Ernst & Young, IBM, Lufthansa,
McKinsey, Nokia, O2, REWE, Samsung, Siemens, Swisscard,
Thomas Cook, TUI, Vodafone, Volkswagen and more.
• © IBM Corporation 2011. 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.
• If the text contains performance statistics or references to benchmarks, insert the following language; otherwise delete:Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the user's job stream, the I/O configuration, the storage configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here.
• If the text includes any customer examples, please confirm we have prior written approval from such customer and insert the following language; otherwise delete:All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics may vary by customer.
• Please review text for proper trademark attribution of IBM products. At first use, each product name must be the full name and include appropriate trademark symbols (e.g., IBM Lotus® Sametime® Unyte™). Subsequent references can drop “IBM” but should include the proper branding (e.g., Lotus Sametime Gateway, or WebSphere Application Server). Please refer to http://www.ibm.com/legal/copytrade.shtml for guidance on which trademarks require the ® or ™ symbol. Do not use abbreviations for IBM product names in your presentation. All product names must be used as adjectives rather than nouns. Please list all of the trademarks that you use in your presentation as follows; delete any not included in your presentation.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.
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