“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
“Much of the apprehension that businesses are experiencing today is a direct result of a lack of focus on innovation. For many CIOs, too much of the past decade has been spent on industrializing IT to drive down its cost. That industrialization process, however, has stifled innovation. The focus on industrialization has led to a lot of stagnation. A lot of CIOs are now discovering that polishing the ERP system is no longer enough.”—
Dave Aron, a vice president and fellow with Gartner, says
To address the innovation issue, leading-edge IT organizations are starting to bifurcate their operations, Aron says. Traditional IT executives are continuing to focus on making systems of record more efficient, but a new class of entrepreneurially minded executives is being put in charge of what is collectively being referred to as “systems of engagement.” “One symptom of that is the emergence of the title of chief digital officer within a lot of organizations,” says Aron. It’s often not clear whether the chief digital officer is an IT or marketing person, but what is clear is that they usually trying to drive some form of business innovation.
“Interactivity as it relates to digital media is changing”—
Tessa Wegert, ClickZ
Within the past twelve months we watched ESPN create a dynamic unit that ran on site visitor participation; users voted for their pick in a game between Alabama and Notre Dame, and as the votes came in, the ad changed color to reflect the team they put in the lead. Elsewhere on the Web, videos are being made shoppable to boost interest and capitalize on purchase intent. Even native ads are evolving, leaving static sponsorships behind in lieu of interactive features customized for each consumer’s needs.
“In telco, the premise of Social Data is that a data bundle can be bought and shared among friends…”—
A lot has been said about Big Data in telco. But working through 2013, one of the things that began to gather momentum was the concept of what we call Social Data, something that has proved technically challenging in the past, but is beginning to find its time. A number of communications service providers are now experimenting with different models, but essentially the premise is that a data bundle can be bought – say 1GB for $2 – and then distributed and shared amongst friends, colleagues, or even micro customers. Two college students might buy a 10GB pack between them instead of individual packs; people who normally buy 2GB a week might now buy 10GB for the month.
“Going from home to their car to work, there is no reason why someone should hear the same story three to four times a day. And if someone is not interested in a particular story, there’s no reason why they should have to listen to it.”—
-Zach Brand, NPR VP of digital media
The radio broadcaster’s new app, now in development, will tailor content based on an individuals location, tastes and preferences.
The key principles of agile marketing are to create remarkable customer experiences, respond quickly to change, and achieve stronger alignment with business leaders and sales departments.
All this is built on the foundation of collaboration and empowered teams. achieved by developing a single view of market, customers, and campaign insight across the organization.
Predictive analytics is no longer restricted to data scientists. Now business users can make instant decisions and respond immediately to changing market needs to keep customers happy and loyal. Marketers can predict the optimal discount prices and make real-time changes in the campaign, or identify affinity insights at the market-basked level to improve promotion effectiveness, assortment optimization, and store layout.
“Using the right tone with customers is not a ‘set it and forget it’ model.”—
-Bianca Buckridee, VP social media operations, JP Morgan Chase
Challenges to customer service through social media abound.Teams require continuous coaching and training, for example. A funny response, Buckridee notes, might get many retweets, but reps have to understand that the recipient may not appreciate the humor. It’s a good practice for team members to look at a customer’s Facebook page, timeline or Pinterest board before crafting a response. “We strive to make it look real-time, but we’re really doing a ton of research in the back.”
Despite the challenges, “social care” is a big opportunity. Customers can go to Chase’s Twitter page and actually see the individual they are engaged with. Says Buckridee: “We have customers returning to the channel saying, ‘Hey, let me know when Theo gets in,’ or ‘I want to talk to Danni; she knows exactly where I’m at and what I’m going through.’”
What’s more, Chase has a customer service team that crosses its lines of business. Customers can tweet one handle and get help for a retail account, a credit card, a mortgage, an auto loan, a student loan, investment questions.
“Walmart is investing in all channels all the time”—
—CEO Bill Simon at the Goldman Sachs Global Retail Conference
Digital-physical convergence projects that Wal-Mart has launched in the last 12 months include:
Ship from store has recently gone from the pilot phase to a broader rollout.
Pay with cash for online orders.
Lockers in stores. Customers can order online and then go their store locker to pick up items.
Scan and go mobile payment. Self-checkout by a customer using a smartphone.
Store-specific mobile app. Tells shoppers what specials are available in a specific store on a specific date.
Same day delivery. Up and running in San Francisco for groceries.
Non-traditional loyalty marketing program. Uses multiple data sources to produce a multi-dimensional view of individual shoppers and customer segments. It pulls and aggregates data from Sam’s Club, walmart.com, traceable tender in Walmart stores, and data from suppliers.