Indviduellverkaufen -Von Social Media zum Social CRM-KAM Final_26062014.ppt

© 2014 International Business Machines Corporation

Individuell verkaufen – von Social Media zum Social CRM-KAM Anwenderbericht: Erfolgreiche Nutzung von Sugar im Rahmen des IBM Sales Transformation-Projects, Bochum 26. Juni 2014

Business is People

Friedel Jo(n)kerIBM Software Client LeaderRetail & Consumer Products

2© 2014 International Business Machines Corporation

Agenda

1

IBM ata glance

2

IBM’s strategy

3

From Social Media to Social CRM-KAM


IBM at a glanceWe create business value for enterprise clients through integrated solutions thatleverage innovative IT and deep business insights

$99.8B2013 Revenue $18.0B2013 Income

Operations in over 170 countries

ServicesKey Business Segments

Software HardwareResearch Financing

A highly inclusive workforce with:more than 430,000 employees

nearly 70% with less than 10 years of servicenearly 50% work remotely on typical day

http://www-03.ibm.com/ibm/history/history/history_intro.html


IBM’s governance model We engage leaders across the company to manage everything from strategy through execution

BUSINESS UNITSGEOGRAPHIES SECTORS LEADERSHIP GOVERNANCE

Asia Pacific

Europe

Greater China Group

Japan

Latin America

Middle East & Africa

North America

Sales & Distribution (S&D)Global Business Services (GBS)

Global Technology Services (GTS)Software Group (SWG)

IBM Watson GroupInformation and Analytics Group

Software and Cloud Solutions Group

Systems & Technology Group (STG)IBM Global Financing (IGF)

Research

Communications

Distribution

Financial Services

Industrial

Public

Operating Team

Strategy Team

Technology Team

Client Experience Team

Performance Team

Growth & Transformation Team

GLOBALLY INTEGRATED SHARED SERVICES

FinanceMarketing/Communications

Integrated Supply ChainHR Real EstateBT/IT

Sales Management SupportLegal


1

IBM ata glance

3

From Social Media to Social CRM-KAM

Agenda

2

IBM’s strategy

6

Advances in technology and computing intelligence are ushering in a new era of “THE SECOND MACHINE AGE”

Back OfficeComputing

Tabulating Systems

Programmable Systems

Client Server PCs

World Wide Web eBusiness

Cognitive SystemsIBM Watson

Social, Mobile, Cloud Big Data, Analytics & Cognitive

90s80s60s 2010s1900s 2014© 2014 International Business Machines Corporation

© 2014 International Business Machines Corporation 7

Mobile

Cloud

This new era is reshaping global corporations and the IT landscape. It´s the Re-Invention of the “Social Enterprise”/”Social Business” by

Social

Internet of Things


A Social Enterprise is any company that has integrated and operationalized social media within every job function to generate and implement value driving Ideas by smarter processes and technology.

The World

of Ideas

Defining the Social Enterprise/Social Business


The rise of the Social Enterprise and its Business Value-Driving ROMI (Return On Marketing Investments)


SmarterPlanet

BusinessAnalytics

CloudCloud

GrowthMarketsGrowthMarkets

SmarterPlanet

SmarterPlanet

BusinessAnalyticsBusinessAnalytics

CloudCloudCloudCloud

GrowthMarketsGrowthMarketsGrowthMarketsGrowthMarkets

Watson

Mobile

SocialBusiness

Security

WatsonWatson

MobileMobile

SocialBusiness

SocialBusiness

SecuritySecurity

IBM’s strategy of innovation, transformation and higher value

Make markets by transformingindustries and professions with data

Remake enterprise ITfor the era of cloud

Enable ‘systems of engagement’for enterprises, and lead by example

SHIFTS STRATEGIC IMPERATIVES GROWTH PLAYS

Data is becomingthe world’s newnatural resource

The emergence of cloud is transforming IT and business

processes into digital services

Social, mobile and access to data are changing how individualsare understood and engaged


Three shifts in the industry are informing IBM’s strategy

500 million DVDs worth of data

is generated daily

1 trillion connected objects and devices by 2015

80% of the world’s datais unstructured

25% of the world's applications will be available

in the cloud by 2016

85% of new softwareis being built for cloud

72% of developers saycloud-based services or APIsare central to the applications

they are designing

80% of individuals are willingto trade their information

for a personalized offering

84% of millennials say social and user-generated content has an

influence on what they buy

5 minutes: response time users expect once they have contacted a

company via social media

Data is becomingthe world’s newnatural resource

The emergence of cloud is transforming IT and business

processes into digital services

Social, mobile and access to data are changing how individualsare understood and engaged


IBM’s strategy is defined by three corresponding imperatives

Make marketsby transforming industriesand professions with data

Remake enterprise ITfor the era of cloud

Enable ‘systems of engagement’for enterprises,

and lead by example

Enterprises need to apply more sophisticated analytics across more disparate data sources in more parts of the organization to drive business outcomes.

Enterprises need to develop ‘speed of insight’ and ‘speed of action’ as core differentiators to capture the time value of data.

Enterprises increasingly need cognitive capabilities to change the game in industries or professions.

Enterprises need to integrate public and private clouds with back-end systems to create dynamic, hybrid environments.

Enterprises need to manage cloud environments with the same rigor as an on-premise datacenter.

Enterprises will benefit the most by using cloud to reinvent core business processes and drive innovation.

Enterprises need to use mobile and social to increase speed and responsiveness, and meet customers, partners and employees where they are.

Enterprises need to personalize every meaningful interaction to offer more value.

Enterprises need to continuously earn the right to serve customers by providing privacy and security and earning trust.


1

IBM ata glance

2

IBM’s strategy

Agenda

3

From Social Mediato Social CRM-KAM


Evolution of CRM/KAM into Social CRM-KAM

1970sRolodex

1980sSpreadsheet

1990sClient-Server

2000sThin Client and

Web-based

2013sSocial

CRM-KAM

Department focused

Corporate focused

Social Enterprise focused


Examples of Market Innovations by Digitizing, Big Data and Big Personalization


How to drive value from digital by analytics


IBM´s Follow the Ship Model Part 1Define the Vision

Putting the “I” in Social CRM-KAM

Social, Mobile, Analytics & Cloud are disrupting everything you thought you knew about IT, and accelerating enterprise transformation today. Mapping these industry trends into a Social CRM-KAM strategy that helps individuals get their job done is the challenge facing CIOs around the world. Learn how my TEAMs and “I” have built and use CRM and KAM at World leading companies and what “I” THINK about how companies can integrate Social into CRM-KAM and move intothe Social Enterprise as IBM has done it with SalesConnect.


IBM´s Follow the Ship Model Part 2Build the New Social CRM-KAM


From my german Industrial Database Segmentation Model from 1986 to my Social CRM-KAM Model 2014

From Contact to Client Network & From Solutions to Sales

CXO Finance Marketing Sales ITServiceControlling

From Sales

to Service

Tech

nolog

y-Ba

rrier

From Social

Networking

to

Business

Development

(BD)From BD

to

Sales

Client Listening (Employees, Google Alerts, RSS-Feeds,..)

Social Blogging (Twitter, Wordpress,..)

Social Events (Executive Conferences, Area Conf.,..)

Social Networking (Xing, LinkedIn, Facebook,..)

Social Webinar (Slideshare, Scribd,..)

Solution Webinar

Sales Webinar

Innovation

Workshop

Experience

Workshop

POC

Project

Consulting

Service

Strategic

Account

Management (SAM)

in Social CRM-KAM

SalesConnect

C2

C1

C3

Decis

ionm

aker

-Foc

using

Socia

l List

enin

g

From Digital

Marketing

To

Social

Networking


Social CRM-KAM –Digital Marketing Campaign. How it All Works Together

Home website

Internet

Mobile

Social

Email

Search

LIVEProfiles in SalesConnect

Digital Marketing Campaign

Intelligent Offer Personalized Web content

AdTargetPersonalized Banner Ads based on Interaction

Search

Web Analytics

LiveMail (Pilot TBD)Personalized Email based on Interaction

Lifecycle

Social Analytics

Awareness and insight Decisioning Execution

Mobile Analytics

Email

Internet

Home website

Self Nurturing

Planned or Trigger Based Personalization

From Digital

Marketing

To

Social

Networking

From Social

Networking

to

Business

Development

(BD)


M.I.T. Enterprise Architecture Benefits by Architecture Stages


CRM-KAM Architecture Layout 2010


IBM´s own Social CRM-KAM-SalesConnect Transformation Path to Business Value – Leading by Example


Where we are in June 2014. IBM SalesConnect Platform –Simple, Integrated and Social

SimpleStreamlined Selling ProcessesTechnology enabled “simplicity”Simplified User ExperienceMobile-enabledAvailable “where we work”

IntegratedLotus Notes Mail and Calendar Internal/External Client

InformationReporting & Analytics

SocialCollaborative Work SpacesSubject Matter Expert

RecommendationsTagging, Following, News feeds

BusinessModularity


Key changes Benefits for sellers and sales managers

Sales forecasting will be streamlined • Converge 50+ tools and unique business processes to one• Enter opportunity management data once, and it’s used for forecasting • Easily see other sellers’ views across Brands and Business Units• Less time to reconcile forecasts across different parts of IBM• Consistent forecasting terminology reduces confusion

• Mobile and social • Use Android, iOS, and BlackBerry devices to update roadmap status• Get updates instantly on the deals you choose to follow

Sellers will be directly engaged in forecasting • Sellers own their roadmaps for their forecast• Seller forecasts are visible to management throughout the process • Eight sales roles can each forecast a deal, so there will be no need for sellers to change other sellers’ forecast data in the

opportunity record• Cross-team view of Key Deals, progress indicators, and steps to closure

• Sales managers leverage seller input for multiple purposes• Managers will have a full view of seller forecasts and gaps to target • Managers will be better enabled to coach and address issues• Managers can add their view to what rolls up

Data is near real-time throughout the process, including reporting

• Data will be more accurate across and within Brands and Business Units• Updates will usually be visible to management within minutes, and no later than within an hour • On demand enriched reporting capability within SalesConnect • Facilitates faster, effective business decisions

Where we are in June 2014. IBM SalesConnect Platform –Forecasting Integration on the road


IBM SalesConnect brings a social dimension to selling… internally and externally


IBM SalesConnect brings insight and analytics to selling… at all levels of the organization


EcosystemSocial

CloudMobile

IBM and SugarCRMOpen Social

Business Platform

IBM SalesConnect brings Social-CRM-KAM into the Hands of IBM employees


IBM´s new Social CRM-KAM Architecture as of March 2014

SAP


IBM´s Follow the Ship Model Part 3Drive the Change – Lessons Learned

A tightly knitted Change Management plan (communications, messaging, education, stakeholder management, etc.)

Design/Integrate the user experience from sellers’ perspective and involve them.

Engage the business at all levels and frequently. Make them part of the solution.

Use an agile approach; remain flexible and change with the business

Define a master data strategy early.

Adoption is key.. But, it takes work


IBM moved FAST into the Social Enterprise/Social Business with the GLOBAL CRM-KAM Transformation


SocialCRM-KAM

Social Product

Innovations

SocialBranding

Social SmarterCommerce

Social MediaManagement I ndividuals Social

CustomerService

Social DataManagement

SocialAnalytics &Controlling

SocialTalent &Learning

Mgmt

SocialChange

…

A broader View -The Social Enterprise Ecosystem deliversmore happy I ndividuals (employees, customers and partners.) Business is People

SocialChange

360 degree view of I ndividuals

with IBM Watson Explorer


Intelligent Integrated Solutions which I ndividuals want to use, are the wheelwork of productivity in the „Second Machine Age“

Business is People


It´s time for change. Those who will not go with the time will go with the time !


It´s time for change. Those who will not go with the time will go with the time ! Marketingorganisation der Zukunft


IBM has a proven track record of leading Social Enterprise transitions based on a foundation of managing for continuous transformation and Corporate Performance

We reinvent core franchises for a new eraof computing

We make new markets and engage new buyers

We remix our portfolio to higher value

We enable expert, engaged employees to delivera differentiated client experience

We reinvent the enterprise itself for greater valueand productivity

1

2

3

4

5

SmarterPlanet

BusinessAnalytics

CloudCloud

GrowthMarketsGrowthMarkets

SmarterPlanet

SmarterPlanet

BusinessAnalyticsBusinessAnalytics

CloudCloudCloudCloud

GrowthMarketsGrowthMarketsGrowthMarketsGrowthMarkets

Watson

Mobile

SocialBusiness

Security

WatsonWatson

MobileMobile

SocialBusiness

SocialBusiness

SecuritySecurity



Friedel JonkerDipl.-KaufmannSoftware Client LeaderRetail & CPIBM 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, Lotus Greenhouse and Pinterest.

http://pinterest.com/fjonker/http://de.pinterest.com/fjonker/social-crmkam/http://de.scribd.com/FJonker

Join my Networks as Philip Kotler (North.West.Uni), Manfred Krafft (WWU Münster), Don Peppers (P&R) 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.), Gordon Tredgold, Daniel Pink, Ross Dawson (AHT) Charles Savage (KEE), Soumitra Dutta (INSEAD) Chuck House (Stanford Uni.), Charlene Li (Altimenter), Thomas Hutzschenreuter (WHU), Gunter Dueck (IBM), Peter J Korsten (IBM), Sandy Carter (IBM), Gary Burnette (IBM), Christian Klezl (IBM) and other leading Thinkers and Practitioners have already done it.

Business is People

Selection of Companies on my Networks:

3M, Aldi, Amadeus, American Express, Ameriprise,

Booz & Company, Capgemini, Citigroup, Coca Cola, Daimler, Deutsche Bank, Deutsche Telekom,

Deloitte & Touchee, dm, EDEKA, Ernst & Young, Henkel, IBM, Kaufland, Kaisers, LIDL, Lufthansa,

McKinsey, Nestle, Nokia, OBI, O2, P&C, REWE, Samsung, Sears, Siemens, Swisscard,

Tengelmann, Thomas Cook, Toyota, TUI, UBS, Vodafone, Volkswagen and more.

http://pinterest.com/fjonker/

http://de.pinterest.com/fjonker/social-crmkam/

http://de.pinterest.com/fjonker/social-crmkam/

http://de.scribd.com/FJonker



IBM DSR (Demand Signal Repository) to drive ROI at Consumer Product Companies


IBM DSR (Demand Signal Repository) to drive consumer loyality at Coke


http://www.sugarcrm.com/casestudy/case-study-coca-cola-enterprise

http://www.sugarcrm.com/casestudy/case-study-coca-cola-enterprise

43

Friedel Jonker, IBM Software GroupIBM Software Client Leader, Retail and Consumer Products

Career History and Education

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, Member of the Sales Executive Councile and member of Marketing Alumni,

University of Münster, Germany

Profile

2008- today IBM, SCL Retail & CP, Germany, Business Development Manager IBM & SugarCRM, SCL Travel & Transport, 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

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.

44

Database Marketing (1994-2000)• Neue Informationsqualität für das VISA Kartenmanagement der Citicorp, in: Oracle Finanzwelt, 1994• Leadership durch Informations- und Lernsysteme, in: Know-how, Schumann Unternehmensberatung AG, April 1996• Database Marketing bei der Deutschen Leasing AG, in: Jahrbuch 2000, Deutscher Direktmarketing Verband e.V.CRM (2001-2007)• Von Database Marketing zum CRM, in: Computerwoche, 19/2001• 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• McKinsey, Handbuch StrategischensManagements, Kapitel 3, Innovation und Wachstum, Wachstum durch innovative Produkte, Gabler 2003• Erfolgreiches Customer Relationship Management bei der Deutschen Leasing AG, Nordakademie, Elmshorn, e-think-tank, Februar 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 2007Multichannel Customer Management (2008-2010)• Vom Callcenter zum Intelligent Multichannel Customer Management Center, IBM Callcenter Circle, Hamburg HASPA, Mai 2008 • Business Intelligence und Performance Management in der Finanzverwaltung, IT & Business Messe Stuttgart, October 2009 http://fjonker.wordpress.com/2009/10/12/it-business-cio-des-bundes-bei-ibm-cognos/ , Staatssekretär Dr. Hans Bernhard Beus, CIO des Bundes• Neue Technologien schaffen eine Demokratisierung der Information, Initiative Mittelstand http://www.imittelstand.de/themen/topthema_100288.html , 16.11.2009Integrated Realtime Corporate Management (2010-2011)• 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 2010Social Business, Social CRM and Cloud (2011-2012)• Die Rolle von Analytics für Social Software Business, IBM Social Business JamCamp, Frankfurt, October 2011• SUGARCRM on IBM Social Business Overview @CeBIT 2012, Hannover, März 2012, IBM Partner Event, Kaprun, März 2012• Social Collaboration and Social CRM in the Secure Cloud today, bwcon: Dialog @IBM 2012, Ehningen, April 2012Retail & Consumer Products (2013-)• IBM Future of Retail & Consumer Products 2013, Frankfurt, Barcelona, Geneva, March 2013• IBM and M.I.T. Winning through Smarter Integrative Re7HINKing & Execution, Frankfurt, Barcelona, Geneva, Boston, August 2013• IBM GSE Executive Event, From Social Media to Social CRM-KAM, Lisbon, March 2014

References–Literature and Presentations 1994-2013

http://www.vertriebs-experts.de/

http://fjonker.wordpress.com/2009/10/12/it-business-cio-des-bundes-bei-ibm-cognos/

http://www.imittelstand.de/themen/topthema_100288.html

Documents

Indviduellverkaufen -Von Social Media zum Social CRM-KAM Final_26062014.ppt