IBM has an interesting white paper out discussing Social Business Patterns. Before I highlight the white paper, I would like to briefly explain what a pattern is, and why they are useful. The Cambridge Dictionary defines a pattern as: “a particular way in which something usually happens or is done”, and so a “business pattern” may be defined as a common approach to addressing a recurring business problem.
IBM’s Social Business Patterns aim to represent a “repeatable, proven set of value-producing actions” as applied to using social tools, media and practices into the ongoing activities of an organization. Organizations typically begin by applying just one pattern, but over time adopt multiple patterns as benefits accrue over time. IBM’s Institute of Business Value says: “The question surrounding social media today is not whether you are doing it, but whether you are doing enough. Are your social activities driving revenue, attracting talent and bridging the collaboration gaps in your organization? Is your use of social media allowing your organization to engage with the right customers, improve their online experience and tap into their latest insights and ideas? Does your social approach provide your customer-facing representatives with the ability to search the globe for expertise or apply learnings?” These are the types of questions that the Social Business Patterns can help address.
Companies at the forefront of social communication are doing more than developing a presence on major platforms. They are taking their external social tools and technologies and embedding them into core business processes and capabilities. They are using social approaches not only to communicate better with their customers, but also to share knowledge with their suppliers, business partners and, perhaps most important, their employees. In short, they are rapidly progressing to a larger, more substantive transformation in how they work called social business.
Applying the patterns, involves a three step process,
Naturally these patterns don’t apply only to IBM technologies, but may be put to good use on any number of implementations. Including other Gartner Magic Quadrant Leaders, such as Jive and Chatter (to some extent), SharePoint and Yammer, and of course IBM Connections and related offerings.
P.S. An interesting aside, Social Business, as defined by Mohammad Yunus, has become somewhat less altruistic, but certainly more far reaching. It does enable both non-profit and for-profit enterprises to better engage with more of their stakeholders across an ever widening array of channels.
We’ve been reading and commenting about CMOs and CIOs lately (for example, see Is There a Blurring Line Between CIO and CMO?). With the maturing of Customer Experience Platforms (CXP or CXM) and Marketing Automation, the interplay between marketing and technology is rapidly growing.
Virginia Backaitis published today at CMSWire an article titled Hey CMO! Hey CIO! Work Together or Lose Everything. She argues, as we have done here at Perficient, that CMOs and CIOs need to be in lockstep when it comes to digital strategy and customer engagement.
Ms Backaitis shows an image from Gartner showing a Digital Transit Map – a hypothetical map of how all the technologies, marketing teams, and everyone are connected. The map is complicated because there are so many different technologies and people involved.
Here are a couple of her tips to get starting working better together. You can read the article on CMSWire for the rest of the tips.
I think many CMOs and CIOs realize that they must work together, but of course there are many who resist.
James McQuivey, an analyst at Forrester, discusses the concept of Digital Disruption, and has a book out by the same name. It’s also available in the Kindle Lending Library. I’ve not read it yet, but will post a review in the next few weeks. However the gist of the concept is that the traditional corporate view was that only a few very large companies had the budgets to bring a few disruptive offerings to market. Since around 2010, and the dawn of the “Age of the Customer” barriers to entry have been falling to extremely low levels, which results in more ideas coming to market at a significantly low cost per idea. This is happening in all industries, from automatic to zinc extraction.
I believe key components of Digital Disruption are collaborative and digital experience technologies. They enable disparate groups to initially share and exchange ideas, and by the way, this could include sites like popular blogs or Wikipedia articles. And, they ultimately enable better interaction with a diverse range of customers, and developing an important feedback loop.
A new startup called, called Coin, hopes to disrupt the wallet or purse industry by helping customers lighten their load of credit, debit, membership and store cards. Essentially what they hope to do is consolidate all your cards onto a single “Coin” card and your iPhone. I doubt the wallet industry has seen this coming.
One of the challenges with managing social media is getting your message out to the many, many social platforms, such as Facebook, Twitter, Google+, Pinterest, etc. I wrote recently how I use IFTTT to send blog post announcements to various sites from our WordPress blog. Companies like HootSuite have created platforms that solve this particular problem. So using HootSuite and others, we can easily publish and manage content across lots of social platforms.
However, none of these platforms that I know of let you cross over from external social sites to internal social sites. If you want to publish to Facebook and your internal social platform, you had to do it twice. Not any more. HootSuite has announced a new integration with IBM Connections. This program is in a beta stage right now, but the potential synergies look good.
According to HootSuite, here are the things you will be able to do with this new integration:
I didn’t see an anticipated date for a non-beta release. You can request access to the beta version here: HootSuite IBM Connections Beta.
Google’s Wildfire commissioned a study on the How Brands Staff and Budget With Social. It’s far too long for me to replicate but here’s a couple nuggets:
There’s a lesson here and it’s that social media has become a defacto part of corporate life and interactions with customers. See the whole info graphic here.
According to the McKinsey Quarterly, consumer-facing financial services, such as retail-banking, social technologies can help improve service delivery, reduce costs, and enhance the customer experience.
“Consumers are increasingly open to using these channels for easier, more transparent interactions with their financial institutions. New processes are surfacing across a sector often typified by organizational complexity, siloed personnel, and fragmented processes that stymie collaboration, innovation, and efficiency.”
An example cited in the article was Movenbank, now known simply as Moven. It initially targeted 50,000 customers through a Facebook-based institution that will be branchless, as well as paper and plastic free. Clients will use the bank’s Web site and their own mobile devices for transactions, and an proprietary system will advise on financial matters and analyze customer information for credit decisions. Although not the first in this field, they are changing the way they target their market. Other more well known services, such as Mint.com, started first as personal money managers, before being OEM’d by other banks as a value added services. Moven is essentially starting out as a bolt-on to a traditional bank.
Jim Marous, of New Control, wrote about Moven on the blog NextBank: “First of all, Moven is not a bank. Similar to Simple, while not having a banking charter, Moven provides a unique customer experience interface with a traditional banking organization working in the background (with banking licenses, FDIC insurance, etc.). The focus of Moven from the beginning of development has been to ‘help customers spend, save and live smarter’ using mobile technology.”
I believe this is a great example of how the customer experience of a traditional business, not only bricks-and-mortar banks, can be enhanced into a socially-aware and customer centric mobile model. Insurance and health-care, could be more social, people could find policies and plans based on what people with similar circumstances have done, or based on the out come of a claims procedure. Perhaps making administration easier, and reducing the claims process.
Well Dreamforce 13 was a whirlwind and I’m glad to be home. The final session I attended was delivered by Sungard’s VP of Marketing, Christine Nurnberger. While the title of the session said something about Marketing Metrics and ROI, it really was about how Ms Nurnberger transformed Sungard’s marketing efforts over the last 18 months. While I was hoping to learn what metrics she used and how she calculated their ROI, I took away more important information than that.
My first takeaway was the need to change marketing from a cost center to a profit center. At many companies where marketing is viewed as a cost center, the marketing department is usually under budgetary pressures and sometimes their efforts don’t show clear business value.
At Sungard, they decided to transform marketing by making marketing own a portion of the overall sales or revenue quota. Individual marketers then had a stake in the sales process because they had compensation tied to those revenue quotas. With this change to more of a profit center, marketers became much more involved in making sure their efforts had a direct impact on sales.
Because of the new emphasis on revenue, the marketing team developed new performance indicators to measure their impact on revenue and service level agreements with sales to ensure the two groups were in sync.
My second takeaway was the process she outlined for the transformation from a less effective, cost center based department to a higher performing, profit center focus:
The results: pipeline increased 132%, marketing revenue up 30%, and they saw a 30% increase in deal size. I’d say those are impressive numbers.
Maximiliano Firtman, author of the O’Reilly book, “jQuery Mobile” presented on some basics around development. It was less a look at the development tools and more a look at the options for development and the paradigm you take into account. He’s a a “Google Explorer” and has a chance to muck around with the Glasses for a bit.
It’s not the Get Smart phone shoe as a phone. It’s about a variety of tools like Google Glass, Sony Smart Watch, even smart clothes. These tools tend to fulfill multiple purposes. The watch even has a browser.
What Google Glass is and isn’t. It’s not:
You now have a question, do I create native Google Glass app using Native GDK? Do you use the cloud Mirror API?
There is a web site called MyGlass where you can install apps. Mirror API lets you work directly with a phone via the internet. Any action comes from a server to Google, and then to the glasses.
Most apps have a non-Glass interface to setup preferences. CNN for example lets you define your preferences on what news to receive.
One key difference between Mirror and GDK is that the GDK allows you to go offline.
It’s the basic UI of the Glass. It’s past, now, or future. When you turn on glass you are in present. You see the current time.
Timeline items are known as cards.
The whole idea of the timeline is to make it easy to get access to information in the correct context of time and location given a limited sized interface and actions you can performs with your gestures.
How do you click in a browser, use a two finger gestures on the side of the glasses and more your head. It works from the user point of view but looks a bit weird from the outside.
Possible iWatch from Apple. Other vendors are rumored to be developing glasses
Today Sitecore announced it acquired commerceserver.net. The “acquisition lays the foundation for the industry’s first .NET based, enterprise-grade Customer Experience Management (CXM) platform with a native, fully integrated e-commerce engine.”
According to Sitecore, “the integration of e-commerce functionality with Sitecore’s leading experience platform allows marketers to truly own the experience they deliver to every customer or prospect that engages with their brand, creating high value customers for life.”
The full press release may be read at Sitecore.
Commerce Server builds on the foundation of .NET products such as SQL Server and Visual Studio, and open XML standards to provide a comprehensive solution for creating, managing, and maintaining e-commerce sites and Web business applications.
Commerce Server 10 provides a comprehensive solution for many business scenarios, including:
The implication being Sitecore can now offer a more complete customer experience across an array of channels and gain more valuable insights from each transaction.
Patrick Stokes, VP for Product Management at Salesforce provided highlights of the social roadmap for their Marketing Cloud. The following are the four areas that are the focus of the roadmap:
The social tools in the Marketing Cloud include Radian 6, Buddy Media and Social.com. These tools are integrated with ExactTarget to provide an overall platform for marketing. As an example, they are tying Social Advertising available through Social.com into the Journey Map tool in the Marketing Cloud. You can build a campaign and at the appropriate time trigger a notice to your Social.com participants to kick off
social advertising at the right time.
The social product managers have the following themes on their roadmap:
Emerging Social Networks – this includes enhancing adding integrations for emerging or changing social networks and added functionality for Facebook pages. Radian 6 is also working to include China social networks (Sina Weibo, Tencent Weibo) into the listening and engage areas.
Easier Access to Relevant Data – this includes making the dashboards and consoles easier to use and adding other enhancements to the products.
Finally, Mobile, Mobile, Mobile. The team is add full capabilities on the mobile platform so you can use your phone to access all the Marketing Cloud tools.
To me the biggest item is mobile access. Marketers can be on the go and being able to monitor campaigns, publish content and more will be truly valuable to them.