Embed Size (px)
DESCRIPTION
Presentation on how Marketing needs to change in the 'Social Age' from Mass Marketing to 1:1 Marketing taking in particular Social Channels and behaviors into consideration. A bit of a focus on Healthcare due to the fact, that this was presented for one of our Healthcare customers.
Citation preview
© 2014 IBM Corporation
From Social Media to Social Business - Marketing in the 'Social Age'
Stefan Pfeiffer | Marketing Lead Social Business EuropeJanuary 2014
© 2014 IBM Corporation
Social Business: It is not about Likes, Followers and Tweets
Take the technologies and cultural behavior of the Web 2.0 and Social Media and use
them in Business Context to create value for the Enterprise.
© 2014 IBM Corporation3
36%
10%
54%
54%
influenced toa large extent
“As customers gain more power over the business via social media, their expectations keep rising and their tolerance keeps decreasing.”
CIO, Retail, Turkey
Source: Question C4–How much influence do your customers have on your enterprise today?; n=2,909
CxOs aren’t just listening to customers; they are compelled to act and change course, in response to the direct influence of the customer
Large extent
Some extent
Limited extent
Customer clout: customer influence on the enterprise
© 2014 IBM Corporation4
96%more
Source: Question B2–How strong is your collaboration with customers?; n=2,926 to 2,929
CxOs plan to collaborate much more extensively with customers
Close collaboration is a universal ambition: nine out of ten CxOs foresee doing so in the near future
46%
90%
46% Today
90%
3–5 Years
© 2014 IBM Corporation5
31%
33%
36%
36%
have an integrateddigital-physical
strategy
As competitors cross industries, the intersection between the digital and physical becomes the leading edge of innovation
Integrated digital-physical strategy
Limited digital strategy
No digital strategy
Source: Question B4–What kind of digital strategy does your enterprise have?; n=2,869
Types of digital strategy
© 2014 IBM Corporation6
Digital ambitions – CMOs
CMOs plan to put the components of a broad digital strategy in place throughout the organization
Source: Question CMO1–To what extent have you activated the following digital strategy components in your organization?; n=430 to 468 [CMO only]
16% 87%
11% 69%
13% 83%
20% 78%
13% 73%
Integration of cross-channel touchpoints
Digitally enabled supply chain
Analytics to capture customer insights
Social networks tofoster collaboration
Workforce aligned to opportunities
3–5 Years
Today
© 2014 IBM Corporation7
The Time of (Marketing) SPAM is over ...
7
© 2014 IBM Corporation8
The Death of Mass Marketing ....
We are used ... to send Direct Mail to send E-Mail to let prospects
being called by TeleAgents
and meanwhile to spread our Marketing Messages through Social Media
8
© 2014 IBM Corporation
... in the Age of OptOut and Unsubscribe
Customers are bored by non personalized, non-valuable Marketing Messages and SPAM
Customers tend to opt out of mailing lists and newsletters because of no value
Data Privacy Regulations get more and more rigid - from Email to Calling
10
'Inbound' vs. 'Outbound' Marketer
The Social Media revolution is changing the way people interact and creates new relationships
Blogger
Vimeo
Delicious
Flickr
Picassa
MySpace
RSS
Wordpress
© 2014 IBM Corporation
From Markets, Segments, Targeting to Marketing to Individuals
Segmentation and Targeting remain important, but personalized, value-driven Marketing to Individuals becomes more and more important
© 2014 IBM Corporation13 @TechieDaveJ
'Web Analytics' - Tracking customer activity to learn what they want most
© 2014 IBM Corporation14
'Social Analytics' - tracking customer activity to learn what they want most
© 2014 IBM Corporation15
'Social Listening' – Get aware, what is happening in your segment'Social Analytics' – Identify the Influencers and the Places to go
16
„According to the study, customers reported to being nearly 60 percent through the sales process before
engaging a sales rep, regardless of price point. More accurately, 57 percent of the sales process just
disappeared.“
Source: http://www.forbes.com/sites/gyro/2013/01/07/the-disappearing-sales-process/
17
B2B Marketers Guide The Buyer's Journey
Source: http://blogs.forrester.com/lori_wizdo/12-10-04-buyer_behavior_helps_b2b_marketers_guide_the_buyers_journey#
18
Wer heute nicht empfehlenswert ist, ist morgen nicht mehr kaufenswert – und übermorgen tot
via Brain statt Budget: Wie Mitarbeiter Mundpropaganda machen könnten | karrierebibel.de.
19
Those not recommended today, will not be bought tomorrow – and will be dead the day after
20
The Magic of 'Earned Media'
Row 1 Row 2 Row 3 Row 40
2
4
6
8
10
12
Column 1
Column 2
Column 3
http://www.previewnetworks.com/blog/earned-social-media-strategy-difference/
21
Because of recommendations … Influencer Marketing
“Influencers are a difficult group to pin down. They can manifest in any department, in any level of an organization. They take on a variety of forms: visionaries, trendsetters, leaders, muses — just to name a few. These forms then can choose from a multitude of approaches: acting as lubricants, connectors, rabble-rousers.”
Source: http://www.cmswire.com/cms/social-business/looking-for-influencers-in-your-company-look-to-content-before-metrics-023703.php?
22
Because of recommendations … Influencer Relations
“Influencers are a difficult group to pin down. They can manifest in any department, in any level of an organization. They take on a variety of forms: visionaries, trendsetters, leaders, muses — just to name a few. These forms then can choose from a multitude of approaches: acting as lubricants, connectors, rabble-rousers.”
Source: http://www.cmswire.com/cms/social-business/looking-for-influencers-in-your-company-look-to-content-before-metrics-023703.php?
23
The 'Blogosphere'
Identify the bloggers for your topics Build Relationships
Start your own Blog(s) Consider Group Blogs Reward People for blogging
The trust and credibility of our Experts ensures:
• Effective delivery of brand messages
• Relevant and receptive audiences
• Compelling and credible calls-to-action • Likelihood of positive responses
Ultimately creating self-sustaining brand evangelism and driving brand preference.
Building Trust & Credibility
http://de.slideshare.net/digitalinfluencegroup/marketing-profs-b2b-forum-green-and-emerick-final
Move 'Social Media' out of the Marketing Department
Stop 'Social' SPAM Provide 'Quality Content' Provide access to experts Provide 1:1 communication & special interest communities & discussions
Move 'Social Media' beyond the Marketing Department
© 2014 IBM Corporation27
In the 'Social Age':Social everywhere, Communities everywhere
Private Social Networks in HealthcareExample: Doximity – LinkedIn - Social Network for Doctors
Doximity, a social network for doctors founded in 2011 that doubled in size over the last year and now has more than 250,000 members.
The free network reaches over 35 percent of all doctors in the United States, which CEO Jeff Tangney called a “significant tipping point.”
“This essentially means Doximity will get doctors the answers they want faster, and more reliably, than a simple Google search
“Doctors can ask a critical mass of their peers any number of questions ranging from drug interactions to specialist advice, and it points to the demand and hunger for specialized, vertical social networks that meet an unmet need.”
© 2014 IBM Corporation
IBM Customer: Digital Learning Platform OPENPediatrics
© 2014 IBM Corporation
The Power of Communities: OPENPediatrics - Social Business Saving the Lives of Children Around the World
Every year, close to 7 million children under the age of 5 die from treatable illnesses like pneumonia, diarrhea and malaria due to a lack of information and inadequate medical training.
In partnership with IBM, Boston Children's Hospital recently launched OPENPediatrics, a social learning platform that equips medical personnel to more effectively engage, share knowledge, tap expertise and make better decisions when treating children in life threatening situations.
This first of its kind, cloud-based, social technology platform incorporates Global Business Services, IBM Interactive, IBM Collaboration Solutions, Business Analytics and a variety of IBM Software Group solutions.
31
The Power of Communities: Self Service à la developerWorks
Increase productivity Drive innovation Build constituency
developerWorks contributes to over $100 million in support savings for IBM annually through its use of forums, groups, articles, and blogs
“developerWorks...is perhaps the largest and most effective customer community we've seen.”
Josh Bernoff, Senior VP, Forrester, co-author of the best selling book Groundswell
* https://www.ibm.com/developerworks/mydeveloperworks/blogs/scott/entry/forrester_s_josh_bernoff_on_empowering_business?lang=en** https://www.ibm.com/developerworks/mydeveloperworks/blogs/scott/entry/ami_partners_talks_social_media_marketing_awards?lang=en_us
© 2012 IBM Corporation
The Power of Communities: Product DevelopmentThe Example Connections Next+++
The next step: IBM Establishes New Watson Group to Accelerate Cognitive Computing
The is a major commitment by IBM to help capture the emerging cognitive market. IBM is investing more than $1 billion in the Watson Group, including $100 million to fuel an ecosystem of start-ups, tech firms and VCs that will build Watson powered apps.
Backed by the talents of 2,000 IBMers, the Watson Group will profoundly impact business and society by extending Watson's influence as a consumable, cloud-based solution. It will be headquartered in New York City's Silicon Alley tech hub and feature a for entrepreneurs and start-ups.
The Watson Group will help clients analyze, improve by learning, and discover answers to complex questions from massive amounts of disparate data. Three new will transform industrial R&D, visualize Big Data insights, and fuel analytics exploration.
© 2014 IBM Corporation
How Watson can address healthcare challenges
Nearly 20 percent of patient diagnosis are estimated to be inaccurate or incomplete 45 percent of all physicians still rely on paper-based medical records 25 percent of deaths related to non-communicable diseases may have been prevented $500 billion spent worldwide every year on avoidable care related costs
© 2014 IBM Corporation
How Watson can address healthcare challenges
Watson uses natural language capabilities, hypothesis generation, and evidence-based learning to support medical professionals as they make decisions.
Watson will then provide a list of potential diagnoses along with a score that indicates the level of confidence for each hypothesis.
© 2014 IBM Corporation36
Who is King?
So who’s the king? The customer is the king. The customer has needs. You serve them with content.
via Content is Only King of a Fairytale | Social Media Today.
© 2014 IBM Corporation37
Who is King?
So who’s the king? The customer is the king. The customer has needs. You serve them with content.
via Content is Only King of a Fairytale | Social Media Today.
Customer
38
The Customer in the Centre ...... and provide value to him
Offline interactions
Web site activity
Web ads
Mass media data
Call center
Social
© 2014 IBM Corporation
Target
Engage
Realize
Optimize
Socialize
Create
Reach
Integrate
Applications Content Processes
ReThink your Marketing!
© 2014 IBM Corporation41
Stefan PfeifferMarketing Lead Social Business Europe
IBM Deutschland GmbH Wilhelm Fay Str. 30-3465936 Frankfurt
Tel [email protected]: DigitalNaivBlog: http://digitalnaiv.com
Vielen Dank! Thank you! Merci beaucoup!
© 2014 IBM Corporation
Legal Disclaimer
© IBM Corporation 2013. 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.
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.
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 and Windows are trademarks of Microsoft Corporation in the United States, other countries, or both.
Other company, product, or service names may be trademarks or service marks of others.
