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IBM Competitive Project Office© 2014 IBM Corporation

Start Leading Today

Summary and Next Steps

© 2014 IBM CorporationIBM Competitive Project Office 2

The CEO of Renovations, Inc. is very pleased!

Thanks to IBM, we have solid business results…and we have become a social business

Let’s review how they did that, as well as reiterating the characteristics of a Social Business

Dan Misawa, IBM RepresentativeGeorge Bandini, Renovations, Inc. CEO


Social technologies has surely helped Renovations, Inc. hit its targets

Workforce: Energized Life’s Work

• Improved productivity, morale, and retention with social computing• Provided tools for mobile employees that enable them to be as productive as office employees

Process: Empowered Employees With Social Technologies

• Reduced costs, eliminated duplicate efforts, by discovering, sharing, and applying the right expertise and information when needed

• Improved efficiency by simplifying the way people interact and enabling cross-boundary networks of individuals to form quickly and solve problems

Process: Gained Competitive Advantage And Fostered Better Business Relationships

• Lowered operational costs and improved time-to-market with more efficient processes• Reduced partner/vendor cycle-time with collaborative web-based document authoring, online meetings

and other cloud technologies• Reduced the cost and effort that would be required to manage on premises infrastructure

Customer: Created Exceptional Digital Experiences for Customers

• Drove revenue and increased brand loyalty while lowering costs with an enhanced customer experience• Improved customer satisfaction and reduce costs with online self-service,


People are very interested in ROI


…Except it’s hard to prove in many organizations

88%can’t

accurately measure ROI

52%ROI is biggest

frustration


The Solution: Social Business Patterns

Patterns represent modernized processes with dynamic, repeatable and measurable “people interactions” created by building social into

work and life


A pattern’s measures are defined by the process

+15% revenue1

+20% customer sat1

+20% innovations1

+20-25% productivity2

+20% employee retention2

+30% access to experts1

↓ 50-83% M&A failure rate3


↓ injury claims by 9.4%4

↓ meetings, reporting calls raising productivity by 20-25%4


+20-25% productivity2

+15% revenue 1

+20% customer sat1


A pattern’s measures are defined by the process

Question: Are these examples REPEATABLE?


Recipe to repeatable success and ROI

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 Priorities

Business ChallengeGeography mismatchDivision model

ResultsPan Geographic“One Face to Client”



2. Identify roles, audiences, & processes (generalized example)

Large Client Sales

Sales with Expertise

Product Management



3. Demonstrate current pain (process interactions)

Client

Industry Peer

Sales + Expertise

Sales

Product Management



3. Demonstrate current pain (process interactions)

Client

Industry Peer

Falling sales and market share

High turnover in sales

Not leveraging expertise

Limited product innovation

Sales + Expertise

Sales

Product Management



4. Embed social

Bolt-on



4. Embed socialAnalytics show real networks



4. Embed social



4. Embed social (new processes)

Client Experience

Sales Experience

Product Mgmt

Experience

Sales

Product Management

Client

Sales with Expertise

Industry Peers



5. Leverage process metrics (sales process metrics)

Sales

Client

Product Mgmt

Conversion Rate Cost of SalesRevenue per

Customer

+15% +10% -10%



5. Leverage process metrics (calculating baseline)

Sales

Client

Current conversion rate

Conversion rate with solution

Total # annual transactions

Average transaction value

Conversion Rate Cost of SalesRevenue per

Customer

Product Mgmt


Recipe to repeatable success and ROI using PATTERNS

1. Start with business priorities

2. Identify roles, audiences, & processes

3. Demonstrate current pain

4. Embed social

5. Leverage process metrics


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

https://reg.socialbizug.org/wispubs/socbizwidgets.nsf/homepage.xsp

https://twitter.com/IBMConnect

https://twitter.com/IBMSocialBiz

http://bit.ly/SBComm

https://www.facebook.com/IBMSocialBiz

http://www.ibm.com/blogs/socialbusiness


Try out these offerings for free!Product Details

Lotus Sametime • Sametime 9 client in a cloud environment for free on IBM Greenhouse

http://www.ibm.com/developerworks/downloads/ls/lst/index.html/

IBM SmartCloud Engage

• 60 day trial – Full suite of collaboration tools/services

http://www.ibm.com/cloud-computing/social/us/en/startatrial/

Lotus SoftwareEarly Programs

• Open and closed beta programs that enable product development teams to gain feedback from you

https://www14.software.ibm.com/iwm/web/cc/earlyprograms/lotus.shtml


Lessons learned from IBM - an early adopter


http://www-01.ibm.com/software/collaboration/events/briefings/agenda.html

http://www-01.ibm.com/software/collaboration/events/briefings/agenda.html

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