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Social Business @ IBM
~Tiffany, IBM Software Social Media Strategist
 April 9, 2012




 Special thanks to Ethan McCarty and Ranjun Chauhan for providing
 some of the slides for this presentation.
 1                                                                  © 2011 IBM Corporation
                                                                      2012
Tiffany Winman, IBM Software Social Media Strategy

    IBM
    5 years: social media strategy
    3 years: Linux on Power community management and development for developers and IBM
    Business Partners
    3 years: Web user experience and design strategy and launch management
    3 years: User-centered design and research for Storage Software Development
    Patents in Web innovation and social intelligence listening and content management tooling

    Elsewhere
    7 years: Teaching English, communications, and Web design in the university
    10 years: Multimedia consultant and shadow writer for various companies such as Starwood and
    Motorola

    Degrees
    M.S., RPI, Communications, Media Theory and Design
    M.A., ASU, Rhetoric and Composition
    B.A., ASU, English

    How to contact me
    E-mail: tlwinman@us.ibm.com
    LinkedIn: http://linkedin.com/in/tiffanywinman
    Twitter: http://twitter.com/tiffanywinman

2                                                                                         © 2011 IBM Corporation
IBM uses social media marketing to:
                   Leverage the digital “Global Commons” to propel our business forward,
                   create new markets, and demonstrate IBM’s uniqueness


                                Does it look, sound, think, perform like IBM?

               The IBMer is the
               face of IBM!

                                                   Create
                                                Constituencies
                                             Target key conversations
                                             toward selected topics of
                                                 interest to engage
            Transform the                     “forward-thinkers” and              Achieve Eminence
                                                 proactively create
              Business                             constituencies               Support the development
                                                                                   of experts and enable
        Build a new management                                                  visibility of our ecosystem
          discipline combining                                                            of experts
        brand, culture, ecosystem
                 experts




3
    3                                                                                            © 2011 IBM Corporation
Survey says….

           Prospects take action on the web when beginning to address a business or IT issue
                 •     Use search engines to find information
                 •     Look for a community of others ‘like me’ who are dealing with the same issue
                 •     Seek out experts in forums and blogs

           Customers are hungry for interaction with IBM

         64%of responders indicate largerparticipate in discussions on the web with other people to
            exchange ideas about
                                   they
                                          issues having to do with software
                        •   Blogs, Forums and Community sites
                        •   Facebook, Twitter, Linked In, Google groups
                        •   Vendor site discussion groups (Microsoft, HP) .interviews
         46%          of Business and 61% of Tech responders would like a vendor site to include ability to participate in
                       discussions and exchange ideas

           Relationship
                 How can an IT vendor site help you feel like you have a trusted partner in that company?
                 •  Blogs, Forums and Community sites
                 •  Provide more customer testimonials (aka people who have experience)
                 •  Enable chat with some company experts
                 •  Forums and online discussions (looking for experience)
                 •  Pay attention to my opinions (respected for experience)



    *2010 IBM Primary research survey of 291 customers of all SW product families, representing all geos, countries, execs and IT practitioners
4                                                                                                                              © 2011 IBM Corporation
Digital/Social Trends
     #1: Further social media integration into the          #12: Community management – More
    enterprise with other communication forms              rigorous, managed, strategic activity
    and business functions                                  #13: Developer engagement thru innovation
     #2: More integration of social customer support       becomes more important
    along side traditional channels                         #14: Measurement continues to mature.
     #3: Social impact continues to drive reputation        #15: Rise of the content strategist – content
     #4: Death of the traditional campaign. Ongoing        curation and optimization will take a central role
    activities in social media as driver                    #16: Listening becomes mandatory. Monitoring a
     #5: Consolidation of social media tools continues     core activity for brands
     #6: ”Influence” matures. Thought leadership            #17: Marketing becomes more real time. Add
    and experts becoming more important                    “when” to the “how” and “where”
     #7: Further democratization of voice                   #18: More social media overload
     #8: More social integration into company               #19: Ubiquitous social . Devices like tablets more
    websites                                               in the mix
     #9: Digitally driven crises increase – further         #20: Location becomes more important
    incorporation of social into the crisis plan            #21: Stronger focus on Global audience
     #10: Digital curation – companies will benefit         #22: Hard ROI will remain elusive
    more from content curation
     #11: Strategic search – more factoring of search
    into social realm

    Source: IBM Production Services EmTech study, Anne Zimos

5                                                                                               © 2011 IBM Corporation
Key IBM social media goals….

        GAIN
                    - Insights for market strategy, messages, innovation, and
                    offerings



        INCREASE
        IBM-related conversations within social media spaces
                    - Our messaging themes and values
                    - Sentiment, preference, advocacy of IBM
                    - Engagement with our experts, offerings, assets

        BUILD
        Advocacy and relationship-led influence to reach into the Market
                    -Grow IBM SME eminence
                    -Reward IBM advocates
                    -Increase collaboration in online IBM networks
                    -Sustain and deepen networks formed


        EMPOWER
        Worldwide and geo-led social media strategies through guidance, training,
        and tools



    6                                                                               © 2011 IBM Corporation
6
Listen to understand what our customers and
stakeholders want and how IBM can bring value


    • To understand what the marketplace is (or isn’t) saying about our brand, product,
      service, etc.

    • To start to understand the tone and impact of that conversation

    • To begin identifying areas of opportunity for helping to shape that conversation

    • To identify areas to help solve a need and bring value




7                                                                           © 2011 IBM Corporation
Integrate social conversations
                   into IBM Web presence

    engagement




                    Proof points
                      (expert)

      engagement




                                    offers, communities
                                   and experts

8                                            © 2011 IBM Corporation
Create, aggregate, and syndicate social content

Social media aggregator                     Customized blog design on Lotus software




http://ibm.com/social/aggregator/software   http://ibm.com/blogs/software




 9                                                                          © 2011 IBM Corporation
Make IBM experts and advocates visible and reachable




 10
10                                                       © 2011 IBM Corporation
Apply the 4Ps across the business maturity model to enable social
                         Tactical                                  Adoptive                                  Transformative
People     Part-time resource and limited role      Formal roles defined and silo’ed to         Social engagement becomes integral to
           definition                                support BU goals with dedicated              job responsibilities
           Self-taught, isolated, and engagement    individuals.                                 Established degree of influence and is well
           is not conversational                     BU level training with uncoordinated best   connected and engaged with customers
                                                     practice; develop and establish eminence     and influencer network
            Management unaware or limited           and build influencer network                  Management encourages and rewards
           support                                   Limited management support                  through PBC process& formal
                                                                                                  rewards/recognition programs

Process     Programs are not tied to business       Information and analysis is silo’ed by BU   Seamlessly Integrated between business
             activity                                                                             units, functions and processes
            Limited best practices and limited      Best practices and polices are              Coordinated Enterprise-level Response
             governance, with uncoordinated          established at a Business Unit level         Model to delivery a consistent IBM
             approach                                                                             experience
                                                                                                  Feedback loop provides continuous
                                                                                                  process improvement

Platform   Ad-hoc and disparate platforms           Coordinated selection of tools organized     Flexible, ‘pluggable’ framework that
                                                     by Business Unit                             delivers the right information to the right
                                                                                                  individual in the right context that are fully
                                                                                                  integrated with influence, eminence, and
                                                                                                  thought leadership
                                                                                                  Deliver Predictive Analytics capabilities to
                                                                                                  align social data to historical data and
                                                                                                  traditional business metrics

Policy     Reactive and unclear policies that are    Policies are technology/medium neutral      Agile policy development to protect IBM
           established but not understood or         and are adequately embedded /                while maximizing business value of social
           adopted fully by employees                implemented across business units            activity as an integral part of everyday job
                                                                                                  responsibilities



11                                                                                                                    © 2011 IBM Corporation
Social Business Strategists enable others

     One Social Business Strategist can’t                           WW Social Business strategist
      ‘DO’ social media for an entire
                                                                                                        DP
      organization                                             PR
                                                          AR        DP
        • Group effort
        • Anchored by SMEs


     Strategist trains the Category
       Marketing Manager who…
                                                                                       DP
        • Collaborates across functional
          disciplines such as Sales, Media
          Relations, Product Development,
          Support
        • Finds and trains
          Subject Matter Experts who engage with and
                 support public requests
          Demand Generation Professionals who follow up
                 on lead requests
        • Uses their organization’s content
        • Maintains social team content
          calendar
        • Provides weekly social guidance

12                                                                                      © 2011 IBM Corporation
An Intentional Social Enablement Ecosystem

                                        Social Business @ IBM Select
 Social                 100’s           •High touch, high value/potential SMEs
 Business                               •Strategic, tactical external placement
 Manager
                                        Expertise Locator Program
               10s of                   •Intermediate touch, high value SMEs
               1000’s
                                        • Scalable service to surface expertise
                                        externally (on and off .com domain)
                                        and internally (w3) based on needs of
                                        the business

                                        Social Business @ IBM (SB@I)
     100s of                            •Low touch, high volume core
     1000’s                             enablement, education and across IBM
                                        •Digital Program Channel Enablement
                                        •Self-serve surfacing & engagement
                                        Guidelines and Policy
13                                                                 © 2011 IBM Corporation
IBM roles using Social Media
Example: Social CRM                                                  Example: Workforce Optimization


          Social Media Marketing Manager              Social Media
                                                        Research                                                        Social Media
                                                                                                                          Research


           Analyze brand sentiment                                             Human Resource Manager                  Social Media
                                                                                                                        Engagement


           Manage campaign performance                                                                                  Social Media
                                                                                                                          Monitoring
                                                                                Integrate internal and external social
           Perform customer segmentation
                                                      Social Media
                                                                                 media presence for 360deg view of the
                                                        Research
                                                                                 employee
          Community Practitioner                      Social Media
                                                      Engagement
                                                                                Recognize and reward brand
           Build community membership &
                                                      Social Media
                                                       Monitoring                ambassadors across your organization
                                                                                 through social influence
            engagement through Influencer analysis
           Respond to company, brand, product
            mentions
           Build loyalty                                                                                               Social Media
                                                                                                                          Research
                                                      Social Media
                                                      Engagement
           Sales Manager                                                        Development Manager                     Social Media
                                                                                                                        Engagement
                                                      Social Media
                                                       Monitoring
                                                                                                                         Social Media
                                                                                                                          Monitoring
           Reviews leads and establishes watch                                 Monitor and understand social media
            lists, and passes leads to reps.                                     in the enterprise to identify trending
           Sales rep engages with leads to qualify                              topics and emerging experts to maximize
                                                                                 intellectual capital across the
           Prepare for client meetings with latest                              organization
            findings
                                                      Social Media
                                                      Engagement
                                                                                Leverage social media inside the
          Customer Support                            Social Media
                                                                                 organization as a channel through which
                                                       Monitoring
                                                                                 to share knowledge and insights
           Direction to existing support pages
           Listening for growing issues
           Source for Sentiment Analysis

  14                                                                                                  © 2011 IBM Corporation
Provide social media education by role. For example:



 Social strategists:    MSMs/DP leads:             SMEs:
 ●
  Developing social     ●
                         Social audit readiness
                                                   ●
                                                    Learning strategy
 strategies             ●
                         Developing strategy
                                                   ●
                                                    Finding tools you can
 ●
  Defining roles and    ●
                         Building listening        use
 responsibilities       strategy
                                                   ●
                                                    How to write compelling
 ●
  Choosing social       ●
                         Managing councils         content
 media networks         ●
                         Recruiting and training
                                                   ●
                                                    How to use blogs,
 /venues                SMEs                       Twitter, Livestream, etc
 ●
  Setting up accounts   ●
                         Developing SME
                                                   ●
                                                    How to engage and
 ●
  Building a social     social eminence plans      collaborate with
 digital presence       ●
                         Engaging with             influencers
 ●
  How to integrate      influencers
 social and search      ●
                         Managing KPI reports
 ●
  Using program         ●
                         Using Livestream
 management tools
       ●
        BANTER
       ●
        Metrics
       ●
        HootSuite



15                                                               © 2011 IBM Corporation
IBM Social Computing Guidelines
        Know and follow IBM's Business Conduct Guidelines.
        IBMers are personally responsible for the content they publish on-line, whether in a blog, social computing site or
         any other form of user-generated media. Be mindful that what you publish will be public for a long time—protect
         your privacy and take care to understand a site's terms of service.
        Identify yourself—name and, when relevant, role at IBM—when you discuss IBM or IBM-related matters, such as
         IBM products or services. You must make it clear that you are speaking for yourself and not on behalf of IBM.
        If you publish content online relevant to IBM in your personal capacity use a disclaimer such as this: "The
         postings on this site are my own and don't necessarily represent IBM's positions, strategies or opinions."
        Respect copyright, fair use and financial disclosure laws.
        Don't provide IBM's or another's confidential or other proprietary information and never discuss IBM business
         performance or other sensitive matters publicly.
        Don't cite or reference clients, partners or suppliers without their approval. When you do make a reference, link
         back to the source. Don't publish anything that might allow inferences to be drawn which could embarrass or
         damage a client.
        Respect your audience. Don't use ethnic slurs, personal insults, obscenity, or engage in any conduct that would
         not be acceptable in IBM's workplace. You should also show proper consideration for others' privacy and for
         topics that may be considered objectionable or inflammatory—such as politics and religion.
        Be aware of your association with IBM in online social networks. If you identify yourself as an IBMer, ensure your
         profile and related content is consistent with how you wish to present yourself with colleagues and clients.
        Don't pick fights, be the first to correct your own mistakes.
        Try to add value. Provide worthwhile information and perspective. IBM's brand is best represented by its people
         and what you publish may reflect on IBM's brand.
        Don't use use IBM logos or trademarks unless approved to do so.

                                                                                 http://ibm.co/yW8Jbh
    16                                                                                                    © 2011 IBM Corporation
Social Brand Engagement Guidelines
Social Brand Engagement Guidelines draft created and validated with Digital Program
 Leadership Team. Many “we’ve been waiting for these” comments.

SBE guidelines have been applied to new accounts and a few existing accounts:
  • On existing and emerging platforms most new accounts engaging our Social Brand Team
    to follow the standards.
  • Existing IDs not up to standards contacted to bring up to standards and fakes removed.
  • On new platforms, like Google+, we are now able to halt or slow the spread of un-official,
    out of compliance accounts before they take hold.

Marketers and communicators like having guidelines: they want to be on-brand

Higher signal to noise ratio is attracting more engagement with our official channels. Example:
  30% increase in followers on LinkedIn in a few weeks following the guidelines.

For 2012, we continue to formalize and enforce the standards and remove fakes. An automated
 registration process is also in the works for 2012.

 17                                                                              © 2011 IBM Corporation
Activating the Social Business Manager: tools and programs



     1                                4
     2                                5
     3                                6
18                                                      © 2011 IBM Corporation
Let’s play a game!


     Official…or what?!?!



19                    © 2011 IBM Corporation
Official or What?




                                   !! !
                             A T
                         H
                   W
20                                   © 2011 IBM Corporation
Official or What?



             ial!
       ff ic
     O
21                   © 2011 IBM Corporation
Official or What?



                 ial!
        ff    ic
      O
22                       © 2011 IBM Corporation
Official or What?




                               !! !
                         A T
                     H
                    W
23                               © 2011 IBM Corporation
Official or What?



                 ial!
        ff    ic
      O
24                       © 2011 IBM Corporation
Official or What?




                                   !! !
                             A T
                         H
                     W
25                                   © 2011 IBM Corporation
Official or What?



           ial!
  ff    ic
O
                    © 2011 IBM Corporation
Backup




         © 2011 IBM Corporation
Social Business Macro-patterns



      Listen - Capability to mine intelligence from the digital social domain to uncover insights
       for IBM, and connect those insights to people and processes to improve the way IBM
       manages its business.

      Engage - Capability to use the digital social domain to disseminate ideas and content
       and respond to reactions to those ideas and content.

      Manage Relationships - Capability for an organization to use the digital social domain to
       identify and sustain purposeful relationships with key individuals and groups.

      Collaborate - Capability to use digital social means (such as collaborative editing, file
       sharing, expertise location etc) to improve the efficiency of working within teams

      Cyber security – Capability to identify threats and take appropriate action to avoid or
       minimize consequences through vigilance and good digital hygiene.



28                                                                                   © 2011 IBM Corporation
Definition of Terms
      Social Intelligence System Capabilities

                                                Social Media Research: Macro-level analytics over a fixed period of time that
                                                 captures digital information across multiple social media venues to understand
                                                 past behavior and determine long-term strategy.

                                                Real-Time Monitoring: Micro-level analytics to quickly understand multiple
                                                 conversations across social media venues in a short period of time.

                                                Social Media Engagement: The real-time, reading, publishing and responding to
                                                 the virtual conversation around constituencies across social media venues.

                                                Relationship Management: Holistic engagement of the IBM customers base that
                                                 tracks the engagement with our community through sales, marketing and
                                                 support. _________________________________________________________

                                                Social Business Manager: IBMer responsible for creating a repeatable approach
                                                 and process for orchestrating social business efforts on behalf of a business unit,
                                                 constituency or region.




 29                                                                                                                   © 2011 IBM Corporation
IBM Social Media Marketing
IBM Social Media Marketing

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IBM Social Media Marketing

  • 1. Social Business @ IBM ~Tiffany, IBM Software Social Media Strategist April 9, 2012 Special thanks to Ethan McCarty and Ranjun Chauhan for providing some of the slides for this presentation. 1 © 2011 IBM Corporation 2012
  • 2. Tiffany Winman, IBM Software Social Media Strategy IBM 5 years: social media strategy 3 years: Linux on Power community management and development for developers and IBM Business Partners 3 years: Web user experience and design strategy and launch management 3 years: User-centered design and research for Storage Software Development Patents in Web innovation and social intelligence listening and content management tooling Elsewhere 7 years: Teaching English, communications, and Web design in the university 10 years: Multimedia consultant and shadow writer for various companies such as Starwood and Motorola Degrees M.S., RPI, Communications, Media Theory and Design M.A., ASU, Rhetoric and Composition B.A., ASU, English How to contact me E-mail: tlwinman@us.ibm.com LinkedIn: http://linkedin.com/in/tiffanywinman Twitter: http://twitter.com/tiffanywinman 2 © 2011 IBM Corporation
  • 3. IBM uses social media marketing to: Leverage the digital “Global Commons” to propel our business forward, create new markets, and demonstrate IBM’s uniqueness Does it look, sound, think, perform like IBM? The IBMer is the face of IBM! Create Constituencies Target key conversations toward selected topics of interest to engage Transform the “forward-thinkers” and Achieve Eminence proactively create Business constituencies Support the development of experts and enable Build a new management visibility of our ecosystem discipline combining of experts brand, culture, ecosystem experts 3 3 © 2011 IBM Corporation
  • 4. Survey says…. Prospects take action on the web when beginning to address a business or IT issue • Use search engines to find information • Look for a community of others ‘like me’ who are dealing with the same issue • Seek out experts in forums and blogs Customers are hungry for interaction with IBM 64%of responders indicate largerparticipate in discussions on the web with other people to exchange ideas about they issues having to do with software • Blogs, Forums and Community sites • Facebook, Twitter, Linked In, Google groups • Vendor site discussion groups (Microsoft, HP) .interviews 46% of Business and 61% of Tech responders would like a vendor site to include ability to participate in discussions and exchange ideas Relationship How can an IT vendor site help you feel like you have a trusted partner in that company? • Blogs, Forums and Community sites • Provide more customer testimonials (aka people who have experience) • Enable chat with some company experts • Forums and online discussions (looking for experience) • Pay attention to my opinions (respected for experience) *2010 IBM Primary research survey of 291 customers of all SW product families, representing all geos, countries, execs and IT practitioners 4 © 2011 IBM Corporation
  • 5. Digital/Social Trends #1: Further social media integration into the #12: Community management – More enterprise with other communication forms rigorous, managed, strategic activity and business functions #13: Developer engagement thru innovation #2: More integration of social customer support becomes more important along side traditional channels #14: Measurement continues to mature. #3: Social impact continues to drive reputation #15: Rise of the content strategist – content #4: Death of the traditional campaign. Ongoing curation and optimization will take a central role activities in social media as driver #16: Listening becomes mandatory. Monitoring a #5: Consolidation of social media tools continues core activity for brands #6: ”Influence” matures. Thought leadership #17: Marketing becomes more real time. Add and experts becoming more important “when” to the “how” and “where” #7: Further democratization of voice #18: More social media overload #8: More social integration into company #19: Ubiquitous social . Devices like tablets more websites in the mix #9: Digitally driven crises increase – further #20: Location becomes more important incorporation of social into the crisis plan #21: Stronger focus on Global audience #10: Digital curation – companies will benefit #22: Hard ROI will remain elusive more from content curation #11: Strategic search – more factoring of search into social realm Source: IBM Production Services EmTech study, Anne Zimos 5 © 2011 IBM Corporation
  • 6. Key IBM social media goals…. GAIN - Insights for market strategy, messages, innovation, and offerings INCREASE IBM-related conversations within social media spaces - Our messaging themes and values - Sentiment, preference, advocacy of IBM - Engagement with our experts, offerings, assets BUILD Advocacy and relationship-led influence to reach into the Market -Grow IBM SME eminence -Reward IBM advocates -Increase collaboration in online IBM networks -Sustain and deepen networks formed EMPOWER Worldwide and geo-led social media strategies through guidance, training, and tools 6 © 2011 IBM Corporation 6
  • 7. Listen to understand what our customers and stakeholders want and how IBM can bring value • To understand what the marketplace is (or isn’t) saying about our brand, product, service, etc. • To start to understand the tone and impact of that conversation • To begin identifying areas of opportunity for helping to shape that conversation • To identify areas to help solve a need and bring value 7 © 2011 IBM Corporation
  • 8. Integrate social conversations into IBM Web presence engagement Proof points (expert) engagement offers, communities and experts 8 © 2011 IBM Corporation
  • 9. Create, aggregate, and syndicate social content Social media aggregator Customized blog design on Lotus software http://ibm.com/social/aggregator/software http://ibm.com/blogs/software 9 © 2011 IBM Corporation
  • 10. Make IBM experts and advocates visible and reachable 10 10 © 2011 IBM Corporation
  • 11. Apply the 4Ps across the business maturity model to enable social Tactical Adoptive Transformative People Part-time resource and limited role Formal roles defined and silo’ed to Social engagement becomes integral to definition support BU goals with dedicated job responsibilities Self-taught, isolated, and engagement individuals. Established degree of influence and is well is not conversational BU level training with uncoordinated best connected and engaged with customers practice; develop and establish eminence and influencer network  Management unaware or limited and build influencer network  Management encourages and rewards support Limited management support through PBC process& formal rewards/recognition programs Process  Programs are not tied to business Information and analysis is silo’ed by BU Seamlessly Integrated between business activity units, functions and processes  Limited best practices and limited Best practices and polices are Coordinated Enterprise-level Response governance, with uncoordinated established at a Business Unit level Model to delivery a consistent IBM approach experience Feedback loop provides continuous process improvement Platform Ad-hoc and disparate platforms Coordinated selection of tools organized  Flexible, ‘pluggable’ framework that by Business Unit delivers the right information to the right individual in the right context that are fully integrated with influence, eminence, and thought leadership Deliver Predictive Analytics capabilities to align social data to historical data and traditional business metrics Policy Reactive and unclear policies that are  Policies are technology/medium neutral  Agile policy development to protect IBM established but not understood or and are adequately embedded / while maximizing business value of social adopted fully by employees implemented across business units activity as an integral part of everyday job responsibilities 11 © 2011 IBM Corporation
  • 12. Social Business Strategists enable others One Social Business Strategist can’t WW Social Business strategist ‘DO’ social media for an entire DP organization PR AR DP • Group effort • Anchored by SMEs Strategist trains the Category Marketing Manager who… DP • Collaborates across functional disciplines such as Sales, Media Relations, Product Development, Support • Finds and trains Subject Matter Experts who engage with and support public requests Demand Generation Professionals who follow up on lead requests • Uses their organization’s content • Maintains social team content calendar • Provides weekly social guidance 12 © 2011 IBM Corporation
  • 13. An Intentional Social Enablement Ecosystem Social Business @ IBM Select Social 100’s •High touch, high value/potential SMEs Business •Strategic, tactical external placement Manager Expertise Locator Program 10s of •Intermediate touch, high value SMEs 1000’s • Scalable service to surface expertise externally (on and off .com domain) and internally (w3) based on needs of the business Social Business @ IBM (SB@I) 100s of •Low touch, high volume core 1000’s enablement, education and across IBM •Digital Program Channel Enablement •Self-serve surfacing & engagement Guidelines and Policy 13 © 2011 IBM Corporation
  • 14. IBM roles using Social Media Example: Social CRM Example: Workforce Optimization Social Media Marketing Manager Social Media Research Social Media Research  Analyze brand sentiment Human Resource Manager Social Media Engagement  Manage campaign performance Social Media Monitoring  Integrate internal and external social  Perform customer segmentation Social Media media presence for 360deg view of the Research employee Community Practitioner Social Media Engagement  Recognize and reward brand  Build community membership & Social Media Monitoring ambassadors across your organization through social influence engagement through Influencer analysis  Respond to company, brand, product mentions  Build loyalty Social Media Research Social Media Engagement Sales Manager Development Manager Social Media Engagement Social Media Monitoring Social Media Monitoring  Reviews leads and establishes watch  Monitor and understand social media lists, and passes leads to reps. in the enterprise to identify trending  Sales rep engages with leads to qualify topics and emerging experts to maximize intellectual capital across the  Prepare for client meetings with latest organization findings Social Media Engagement  Leverage social media inside the Customer Support Social Media organization as a channel through which Monitoring to share knowledge and insights  Direction to existing support pages  Listening for growing issues  Source for Sentiment Analysis 14 © 2011 IBM Corporation
  • 15. Provide social media education by role. For example: Social strategists: MSMs/DP leads: SMEs: ● Developing social ● Social audit readiness ● Learning strategy strategies ● Developing strategy ● Finding tools you can ● Defining roles and ● Building listening use responsibilities strategy ● How to write compelling ● Choosing social ● Managing councils content media networks ● Recruiting and training ● How to use blogs, /venues SMEs Twitter, Livestream, etc ● Setting up accounts ● Developing SME ● How to engage and ● Building a social social eminence plans collaborate with digital presence ● Engaging with influencers ● How to integrate influencers social and search ● Managing KPI reports ● Using program ● Using Livestream management tools ● BANTER ● Metrics ● HootSuite 15 © 2011 IBM Corporation
  • 16. IBM Social Computing Guidelines  Know and follow IBM's Business Conduct Guidelines.  IBMers are personally responsible for the content they publish on-line, whether in a blog, social computing site or any other form of user-generated media. Be mindful that what you publish will be public for a long time—protect your privacy and take care to understand a site's terms of service.  Identify yourself—name and, when relevant, role at IBM—when you discuss IBM or IBM-related matters, such as IBM products or services. You must make it clear that you are speaking for yourself and not on behalf of IBM.  If you publish content online relevant to IBM in your personal capacity use a disclaimer such as this: "The postings on this site are my own and don't necessarily represent IBM's positions, strategies or opinions."  Respect copyright, fair use and financial disclosure laws.  Don't provide IBM's or another's confidential or other proprietary information and never discuss IBM business performance or other sensitive matters publicly.  Don't cite or reference clients, partners or suppliers without their approval. When you do make a reference, link back to the source. Don't publish anything that might allow inferences to be drawn which could embarrass or damage a client.  Respect your audience. Don't use ethnic slurs, personal insults, obscenity, or engage in any conduct that would not be acceptable in IBM's workplace. You should also show proper consideration for others' privacy and for topics that may be considered objectionable or inflammatory—such as politics and religion.  Be aware of your association with IBM in online social networks. If you identify yourself as an IBMer, ensure your profile and related content is consistent with how you wish to present yourself with colleagues and clients.  Don't pick fights, be the first to correct your own mistakes.  Try to add value. Provide worthwhile information and perspective. IBM's brand is best represented by its people and what you publish may reflect on IBM's brand.  Don't use use IBM logos or trademarks unless approved to do so. http://ibm.co/yW8Jbh 16 © 2011 IBM Corporation
  • 17. Social Brand Engagement Guidelines Social Brand Engagement Guidelines draft created and validated with Digital Program Leadership Team. Many “we’ve been waiting for these” comments. SBE guidelines have been applied to new accounts and a few existing accounts: • On existing and emerging platforms most new accounts engaging our Social Brand Team to follow the standards. • Existing IDs not up to standards contacted to bring up to standards and fakes removed. • On new platforms, like Google+, we are now able to halt or slow the spread of un-official, out of compliance accounts before they take hold. Marketers and communicators like having guidelines: they want to be on-brand Higher signal to noise ratio is attracting more engagement with our official channels. Example: 30% increase in followers on LinkedIn in a few weeks following the guidelines. For 2012, we continue to formalize and enforce the standards and remove fakes. An automated registration process is also in the works for 2012. 17 © 2011 IBM Corporation
  • 18. Activating the Social Business Manager: tools and programs 1 4 2 5 3 6 18 © 2011 IBM Corporation
  • 19. Let’s play a game! Official…or what?!?! 19 © 2011 IBM Corporation
  • 20. Official or What? !! ! A T H W 20 © 2011 IBM Corporation
  • 21. Official or What? ial! ff ic O 21 © 2011 IBM Corporation
  • 22. Official or What? ial! ff ic O 22 © 2011 IBM Corporation
  • 23. Official or What? !! ! A T H W 23 © 2011 IBM Corporation
  • 24. Official or What? ial! ff ic O 24 © 2011 IBM Corporation
  • 25. Official or What? !! ! A T H W 25 © 2011 IBM Corporation
  • 26. Official or What? ial! ff ic O © 2011 IBM Corporation
  • 27. Backup © 2011 IBM Corporation
  • 28. Social Business Macro-patterns  Listen - Capability to mine intelligence from the digital social domain to uncover insights for IBM, and connect those insights to people and processes to improve the way IBM manages its business.  Engage - Capability to use the digital social domain to disseminate ideas and content and respond to reactions to those ideas and content.  Manage Relationships - Capability for an organization to use the digital social domain to identify and sustain purposeful relationships with key individuals and groups.  Collaborate - Capability to use digital social means (such as collaborative editing, file sharing, expertise location etc) to improve the efficiency of working within teams  Cyber security – Capability to identify threats and take appropriate action to avoid or minimize consequences through vigilance and good digital hygiene. 28 © 2011 IBM Corporation
  • 29. Definition of Terms Social Intelligence System Capabilities Social Media Research: Macro-level analytics over a fixed period of time that captures digital information across multiple social media venues to understand past behavior and determine long-term strategy. Real-Time Monitoring: Micro-level analytics to quickly understand multiple conversations across social media venues in a short period of time. Social Media Engagement: The real-time, reading, publishing and responding to the virtual conversation around constituencies across social media venues. Relationship Management: Holistic engagement of the IBM customers base that tracks the engagement with our community through sales, marketing and support. _________________________________________________________ Social Business Manager: IBMer responsible for creating a repeatable approach and process for orchestrating social business efforts on behalf of a business unit, constituency or region. 29 © 2011 IBM Corporation

Editor's Notes

  1. Source: Jon Iwata, “Toward a New Profession: Brand, Constituency, and Eminence on the Global Commons,” Nov. 4, 2009
  2. Over 90% of the technology prospects go online to find information before a purchase decision Peer opinions matter the most in the technology buying process. (Source Forrester 40% of B2B buyers are advocates (Source: Zuberance) 70 % of IT professionals actively participate in work-related online communities. (Source: e-Marketer) This is not about B2B or B2C anymore Welcome to the C2C era Research - April 2010 Our goal is to reach prospects in the early phase of their exploration so we can make sure we can participate in the problem definition, solution options and then be in the consideration set for purchase. In research to help us design a web entry point that will attract early stage prospects and retain them, we explored their needs, motives, and behavior. Actions you take on the web when beginning to address a business or IT issue 1. use search engines to find information 2. look for a community of others like me who are dealing with the same issue 3. seek out expert forums or blogs Customized information needs 73% of responders said they work with a team whose members have different roles in researching the problem 78% of IT responders said that information needs to be differentiated by role 55% of IT responders said that industry is very important (only 10% said it is not important) Finding expertise 64% indicate they participate in discussions on the web with other people to exchange ideas about larger issues having to do with software .blogs,Twitter, .Forums and Community sites: Facebook, Linked In, Google groups .Vendor site discussion groups (Microsoft, HP) .interviews 61% of Tech and 46% of business would like a vendor site to include ability to participate in discussions and exchange ideas Motivation 75% said an IT vendor site can inspire you to become the IT professional you envision Relationship How can an IT vendor site help you feel like you have a trusted partner in that company? .provide more customer testimonials (aka people who have experience) .enable chat with some company experts .forums and online discussions (looking for experience) .pay attention to my opinions (respected for experience) Revenue goal this year and software story revenue This much we’re trying to target with digital Revenue from core accounts; invest; new Big nut out there where we can go after new business Our competitors are already on this track What are we doing about the behavioral changes How many people are using social media, then behavioral stuff What is the larger opportunity in the marketplace? The opportunity below the waterline because we’re not reaching them effectively today. Social media is used to reach out to these people What is our SWG revenue target using digital approach? Why we must tap into social media groundswell Who are we trying to motivate and what are we trying to get them to do? Match customer needs to business needs Highlights of research that inform our direction. Facebook fans Actions you take on the web when beginning to address a business or IT issue 1. use search engines to find information 2. look for a community of others like me who are dealing with the same issue 3. seek out expert forums or blogs Finding expertise 64% indicate they participate in discussions on the web with other people to exchange ideas about larger issues having to do with software .blogs,Twitter, .Forums and Community sites: Facebook, Linked In, Google groups .Vendor site discussion groups (Microsoft, HP) .interviews 61% of Tech and 46% of business would like a vendor site to include ability to participate in discussions and exchange ideas Relationship How can an IT vendor site help you feel like you have a trusted partner in that company? .provide more customer testimonials (aka people who have experience) .enable chat with some company experts .forums and online discussions (looking for experience) .pay attention to my opinions (respected for experience)
  3. Make a note that this is conceptual only
  4. Best practices, skills development, guidelines, tools, policies
  5. Social business strategist Owns responsibilities given to the brand exec Exists at the category level sometimes Provides social framework, infrastructure, budget Coordinates listening and metrics plan Trains market segment managers on social roles, strategy development and execution Provides training for IMTs and SMEs Converses in external social networks daily Marketing segment manager Coordinates strategy and listening across disciplines Coordinates tactics with Demand Generation Recruits SMEs Coordinates content calendars Assists on country guidance Promotes through regular communications SMEs Work with MSM to understand strategy and listening results Map expertise to influencers and networks Coordinate content plans with MSMs Co-create social assets Write and post social content Engage with influencers and customer Respond to questions
  6. Marketing Manager: high-level (macro) view of the social media landscape – sentiment, demographics, geospatial, temporal, correlations, community clustering, ... Community Practitioner: macro → micro – building on marketing – add community dynamics, influencers, individual sentiment, interest profiles, affiliations, influence networks, ... potential sales leads? Sales Manager: Frank receives his weekly opportunity report which highlights potential leads from Social Community Practitioner. He reviews, sets up watchlists for some candidates, forwards 2 leads to one of his sales lead. Joe receives this lead and reviews the social media activity stream, social network, influencer numbers, and company affiliations. He decides to engage directly with this account via Twitter in order to get a better sense of the likelihood of this being a real opportunity
  7. We now have +31,000 experts enrolled in our expertise location service. Use the service to search for experts for your campaigns, events and web pages Get our experts enabled with training and an improved digital presence with coursework and personalized activities from Social Business @ IBM. Put our most valuable experts through our new bespoke program, Social Business @ IBM Select. Ask our experts to enroll in Expertise Locator, a service that allows them to control access to them via social and digital channels, and us to manage where and when they show up Load your social program into Social Business @ IBM and invite your experts to participate, by sharing content and links, using strategic IBM hashtags, and engaging in the right venues. We can use owned and paid to amplify their influence and impact. Work with web page owners, app developers and media buyers to get your experts surfaced in the right places. Surface them in paid media.