"social media and it - what it needs to know" - lotusphere 2012
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Social Media and IT: What IT Needs to KnowSPN 209
Mark Heid, IBM CognosProgram Director, Social Analytics
| © 2012 IBM Corporation2
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| © 2012 IBM Corporation3
Agenda
• Social Media’s Impact on Marketing
• Social Media’s Challenge to Marketing
• Using Analytics to Measure and Drive Action from Social Media
• Social and Customer Analytics Governance
• Summary
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| © 2012 IBM Corporation4
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Stating the obvious. But it’s more than Tweeting happy thoughts …
| © 2012 IBM Corporation5
Leverage social networking
Expect consistent and relevant information
It’s influencing aggregate behavior that’s shaping demand and our ability to meet and anticipate it
Demand exactly what they want
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95 millionNumber of tweets sent via Twitter each day
75%Percentage of people who believe companies don’t tell the truth in advertisements
$93 billionAmount in sales missed due to out of stock inventory
Get it now or go
elsewhere!
| © 2012 IBM Corporation6
Understand and anticipate customer behavior and needs based on customer insights across all channels
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Adapt sourcing and procurement based on customer demand and optimize supplier interactions across extended value chains
Market, sell and fulfill the right product and service at the right price, time and place
Service customers flawlessly, predict and drive customer loyalty
The impact cascades beyond Facebook – to brand, reputation, supply and demand Social media compresses information relevance and the speed to which we seek to validate it through available communities of interest … forcing business to re-examine their value chains
| © 2012 IBM Corporation7
Agenda: Understand the market and the customer
Build awareness and demand
Steward the company’s brand experience
Drive brand strategy and execution
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Today’s CMO
Agenda: Today plus: + Drive consistent interactions across all channels
+ Steward the complete customer experience
+ Enable information & insight across the business
+ Anticipate customer needs
+ Monitor and harness customer evangelism
+ Optimize outcomes and return on marketing investment
Tomorrow's CMO
Social Frontlines – Converging marketing channels
Marketing: Damned if they do;
Damned if they don’t
| © 2012 IBM Corporation8
The vast majority of CMOs are underprepared to manage the impact of key changes in the marketing arena
50%71%
68%
65%
63%
59%
57%
56%
56%
56%
55%
54%
50%
UnderpreparednessPercent of CMOs reporting underpreparedness
Data explosion
Social media
Growth of channel and device choices
Shifting consumer demographics
Financial constraints
Decreasing brand loyalty
Growth market opportunities
ROI accountability
Customer collaboration and influence
Privacy considerations
Regulatory considerations
Source: Q8 How prepared are you to manage the impact of the top 5 market factors that will have the most impact on your marketing organization over the next 3 to 5 years? n=149 to 1141 (n = number of respondents who selected the factor as important)
Global outsourcing
Corporate transparency 47%
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| © 2012 IBM Corporation9
Behavioral data- Orders- Transactions- Payment history- Usage history
Descriptive data- Attributes- Characteristics- Self-declared info- (Geo)demographics
Attitudinal data-Market Research-Social Media
Interaction data- E-Mail / chat transcripts- Call center notes - Web Click-streams- In person dialogues
“Traditional approach”
High-value, dynamic approach- source of competitive differentiation
Understanding the Customer and Answering: “Why”
Who?Who? What?What?
Why?Why?How?How?
| © 2012 IBM Corporation10
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Social Media Strategy. Fill in the blanks, please ….
| © 2012 IBM Corporation11
Fear and opportunity …
So What’s the Right Balance?
What’s the right combination of social media offence and defence? Protect or engage. Hide and reveal. Much depends on the business model and constellation of constituents that can effect reputation, revenue and relationships.
Fear Opportunity
| © 2012 IBM Corporation12
Proliferation and ownership
How to Organize Your Company for Social Media, by Jeremiah K. Owyang, June 24, 2009
Nearly one fifth of surveyed
organizations don’t have a social media
owner of strategy
Only 20% of organizations
have centralized their social media
deployment
Execution in large part depends on who owns what. In large organizations there is a proliferation of social media tools of varying degrees of strength and weakness.
| © 2012 IBM Corporation13
Understanding goals and readiness for social media
Questions for Marketing Sponsors
Assess
What are your objectives for social media?
What do you intend to measure?
What criteria will you be assessing vendors with?
Have you engaged other business functions in your social media strategy?
Measure
How will you be measuring? And why?
How is social media related to other digital investments?
Who are you targeting and why?
Are we playing offence or defense? Both?
Do you envision these metrics changing over time?
Integrate
What’s your vision for social media and its integration into operational marketing systems?
How do you intend to measure the effects of social media on brand equity and reputation, pipeline, and sales orders and margins?
And how will you integrate social analytics into other customer data analytics?
So what are the critical process and performance questions IT should ask marketing?
| © 2012 IBM Corporation14
Linking together social and customer data allows you to manage marketing consistently across multiple channels
Planning, coordinating and executing marketing campaigns to stimulate demand – it’s a process that includes social media
Create relevant
messages
Deliver targeted messages and offers
Optimize display and search ad programs
Insights from social media
and other data sources
Capture responses and
refine
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| © 2012 IBM Corporation15
Social Media Strategy … Measuring Impact
Consumer Products’ Company’s 4-Point Strategic Plan for Social Media Analytics:1. Establish Social Analytics Center of Excellence
2. Establish Advanced Social Analytics Capability for Brands, R&D, Strategy, and Public Relations
3. Progressively develop and roll out Social Analytics cockpit across Brands and Organizations
4. Train Business Analysts within each organization to leverage tools & consumer insights
AnalyticsAffinity
EmergingTopics
Sentiment
Integration
| © 2012 IBM Corporation16
■ A 100% increase in analyzed relevant discussions
■ Sophisticated analyticsthat drove decision making
… achieving the highest share of positive statements among all competitive products.
The launch of a permanent mousse coloration product drove significant share of voice over its well established competitors...
Product brand check…what do customers think about my product?
Using CCI, Henkel discovered a competitor weakness related to an underlying category attributes valued by consumers
■ Increased positive share of voice ■ Confirmed and validated market
strategy
| © 2012 IBM Corporation17
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How Do We Measure Process and Success …. Why Analytics
| © 2012 IBM Corporation18
Social Media Influence
78%of consumers trust peer
recommendationsSource: August 25, 2009, “The Broad Reach Of Social Technologies” Forrester report
770million people worldwide visited
a social networking site.Source: comScore, Social Networking Phenomenon
| © 2012 IBM Corporation19
SocialNetwork
Analysis
Leader: High number of contacts in his/her community and reciprocity among them.
Follower: Person with a similar profile to leader but in less grade. He/She has direct communication with the leader.
Outlier: Person with a high number of contacts both ways, but with low reciprocity.
1st Grade Marginal: Person with a profile similar to the follower, but he/she is not near the leader.
2nd Grade Marginal: Profile not similar to the rest of the roles. He/She has few or no bidirectional relationships.
Important: Some people have more influence than others, and some are more subject to
influence than others
| © 2012 IBM Corporation20
Social media analytics that delivers an accurate view of
customer attitudes and brand preferences
Predictive capabilities that bring repeatability to ongoing decision
making, and help identify new market opportunities
Unique customer automation solutions that maximize 1:1
consumer relationships and their revenue impact
Social Media Analytics … integrating social media insights and predictive capabilities into marketing processes, helping customers proactively promote and anticipate consumer preferences, advocacy and loyalty to improve marketing ROI and grow revenue.
What’s theRight
Balance?
Analyzing social media and applying predictive capabilities to discern new opportunities, segments and intentions that can optimize marketing and web activities and drive revenue
Technologies that Bolster Existing Marketing Processes to Monetize Social Investments
| © 2012 IBM Corporation21
Social Media Foundation: IBM Cognos Consumer Insight
Understand your customers Make evidence-based messaging
decisions Ensure seamless customer
experience across all channels Expand your point of analysis
• Enterprise class ability to analyze billions of blog posts
• More than 20 years of NLP experience
• Determine affinity to multiple analytic dimensions
• Provide related topics above and beyond your search
• Seamlessly integrate with Cognos BI
| © 2012 IBM Corporation22
Social Media Analytics and Predictive Analyticsbased on January 2009 “The Listening Platform Landscape”
Predict Customer behavior (churn, Xsell, Upsell) Campaign outcomes Influencer / Influenced
Predictive Models
IBM Cognos Consumer
Insight
IBM SPSSPredictiveAnalytics
| © 2012 IBM Corporation23
Attitudinal
Interactions
Descriptive
Behavior
Social Media
OnlineSurveys
Points of Interactions
Optimize and Execute Campaigns
Viral marketing offers to customer
Special offersfor Advocates and Potential
Advocates
Scoring for propensity to buy
ScoringPropensity toAdvocate
Using social media to identify influence and action
LeadingDetractors
LeadingAdvocates
SocialLeaders
Quantify, Monitor & Segment
Business Analytics
| © 2012 IBM Corporation24
■ Identified segments using weighted scoring based on social media activity and discussions regarding brand attributes
■ Combined social media analysis with predictive capabilities to ascertain triggers of segment movement from brand believers to brand advocates
… to establish a baseline of marketing activities that can be evaluated on driving revenue and ability to influence.
Global consumer goods company created an advocacy model that measured participation with a brand and its attributes …
Social Segmentation – Customer example…understanding motivations to drive revenue
■ Predictive model used to determine the propensity to gain/retain influence by assessing posting patterns to identify the likelihood of a blogger to move into a more positive participation segment
■ Segment movement was predicted on similar factors in terms of determining increasing levels of passion, increasing frequency of postings
| © 2012 IBM Corporation25
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Global digital content created will increase some 30 times over the next ten years – to 35 zettabytes (IDC)
How can we ensure analytics mean something with massive growth in data volume … Governance
| © 2012 IBM Corporation26
Where are you in a social maturity curve?D
ata
Sour
ces
Organizational Maturity & Sophistication
Quantify & Operationalize
Integrate Transparently
Listen
Mainstream Social Media
Monitor & Engage Lightweight “Domain-Specific”
Analytics SaaS-Only
Identify & Track KPIs Qualitatively Improve
Marketing Decisions Open-up Social Media
Marketing Channel
Identify & Measure ROI Operationalize Insight via
Business Processes Quantitatively Improve
Marketing Decisions
Capa
bilit
ies
Busi
ness
Out
com
es Predict & Improve Outcomes With Continuous Feedback
Quantitatively Optimize Decisions Across Functions
Limited Governance
Limited sentiment Network & influencer
analysis Limited back-end process
integration SaaS & On Premise Business Intelligence
Broad Public Social Media Sourcing (“Big Data”)
Enterprise CRM & Transactional Data
Full Sentiment Geo-Spatial Analysis Platform Analysis Predictive Modeling SaaS & On Premise
Seamless Integration of Internal, Extranet & Public Social Media Analysis & Action
Systemic Governance
Predict & Integrate
Complete Back-End Sourcing: ERP, HR, etc
3rd-Party Datasets OEM-Level Sourcing of “Big
Data”
Partner / Ecosystem Datasets
Embedded Social Analytics
“Targeted Crowd Sourcing”
Don’t wait to start a data
governance discussion with marketing …
| © 2012 IBM Corporation27
Social Media Readiness – IT Considerations
Best Practices: Applying Social Business Challenges To Social Business Maturity Models, by Ray Wang, Costellation Research, 2011
Social media has broader business implications … IT needsto be involved as guardians of data and its distribution withinthe enterprise
Yes… but be sure that marketing is engaging a wider audience. Social media has a wider impact on an organization’s different functions – requiring cross-functional approaches to its adoption and management.
Further confirmation that the business model needs to match the application of social media … that scale and governance are central.
| © 2012 IBM Corporation28
• Marketing is going to use social media …
• IT can help marketing by helping the CMO and his team:
– Map out the right social media and marketing integrations process
– Provide analytics that enable the measurement the effect across different business drivers
– Establish data governance to deal with the huge volumes of social media data and integration into customer analytic processes
Final Thoughts ….
| © 2012 IBM Corporation29
Questions?
??????
Mark HeidEmail: mheid@us.ibm.comTwitter: @mheidLinkedIn: Mark Heid
| © 2012 IBM Corporation30
Communities
• On-line communities, User Groups, Technical Forums, Blogs, Social networks, and more
– Find the community that interests you…• Information Management ibm.com/software/data/community
• Business Analytics ibm.com/software/analytics/community
• Enterprise Content Management ibm.com/software/data/content-management/usernet.html
• IBM Champions
– Recognizing individuals who have made the most outstanding contributions to Information Management, Business Analytics, and Enterprise Content Management communities
• ibm.com/champion
| © 2012 IBM Corporation31
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