“What are the implications of the networked company for marketers?”—
Jen Evans, marketing futurist
A very efficient virtuous marketing cycle is created that is also largely self-sustaining: optimization is still necessary, but marketing operations and communications elements, once set up, require less strategic focus and more engagement, communication, analysis and program optimization.
“Social media presents a great opportunity for retailers to understand customers better. Stores can analyze postings by individuals that indicate they’re shopping in their stores. By finding patterns matching the time of day with the demographic group that the consumers belong to, retailers can quickly shift their merchandising strategies — perhaps by using large digital screens to display items and prices tailored for a particular type of customer.”—
Michael Haydock, IBM, discussing retail, showrooming and analytics
“When you think about cognitive learning, where computers can tweak a different response to make it more personalised, we might get to that point, like the movie Her, where you could get to a point where you have a cognitive system that could be the customer service person.”—
Renee Ducre., IBM, speaking on a marketing panel at SXSW
“Telstra will also allow customers to track, in real-time, technicians headed out to calls, and through greater oversight of its field technicians, be able to better plan for appointment availability. The time window for appointments will be much more precise, meaning customers wouldn’t have to take extra time out of their work day in order to be home waiting for a Telstra technician.”—
Gerd Schenkel, digital head of Australian telco Telstra
The motion picture CEOs aren’t stupid… While they may be hanging on tight to the old ways so that they can grab as much short-term cash as possible via top-down models that manipulate consumers by telling them what to buy, they know the ground under their feet is unstable. In order to survive they will have to learn to listen to their customers, find out what they want and how to best serve them. The old strategies in the movie business are disintegrating, as the ownership model gives way to one that is all about access. Adapt or die.
“Traditional approaches to innovation — such as focus groups or market research — don’t take advantage of the collective knowledge trapped within the many different departments, divisions or teams of an enterprise. Social platforms are well-suited to breaking through these barriers. They can significantly increase the scale of an innovation initiative.”—
4 principles for pairing innovation and social platforms:
Establish a problem statement and a structure with business processes around it
Create an environment of trust and engagement among participants from diverse areas
Build effective leadership teams to pursue the 2 principles above, communicate clear goals and serve as role models
Program management should focus on on participation, collaboration and goals more than status reports, risk and identifying issues.
“When the [social business] change message is directed at the whole organization and training is focused on individual behavior, adoption is often by a random assortment of employees rather than by cohesive units.”—
Spend less time training individuals and more time with teams, focusing less on how and explaining more of why, encouraging teams that “get it” to work as transparently as their jobs will allow, so that others can see them as examples
Prioritize and communicate new features based on their ability to enhance group performance.
“… high-end shopping mall DLF Promenade in the City [New Delhi] performs real-time analytics to convert data gathered from shopper’s movements in the mall to provide meaningful interactions for smartphone users…”—
once a user opts-in for the service, the solution performs analytics to understand consumer preferences based on location and interests in order to provide customised services via a mobile app.
DLF will also use the solution to allow retailers in the mall to extend sales deals to shoppers via the app, based on footfall heat maps.
“HootSuite, for example, created a new social application integrating IBM Connections capabilities and content into the HootSuite dashboard. This allows data from corporate social networks to be viewed alongside social media data from Facebook, Twitter, LinkedIn and other networks so employees can be even more empowered, connected and informed.”—
IBM’s independent software provider (ISV) partner ecosystem continues to grow. To date, hundreds of unique Connections-based applications have been developed using APIs from the IBM Social Business Toolkit. For example, ISVs such as AppFusions, Flow, HootSuite and Kaltura have built entirely new cloud and on-premises applications on the IBM Connections platform. -
“Trying to address a smaller segment – an audience of one rather than many – actually increases data requirements. We have combined large sets of data to get to the origin of action, belief and motivation. If you’re really going to crack the code of individual marketing and engagement, you have to crack the social genome.”—
Bridget van Kralingen, IBM Global Business Services