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The Role of the Social Employee
TALK ABOUT US USING
#FUTUREMTHE EVENT
#SOCIALBUSINESS
Building the IBM Brand in the Social Sphere
Stacy DarlingGlobal Projects Leader@[email protected]
Kevin GreenSenior Vice President, [email protected]
About Us
#SOCIALBUSINESS 2
“We’re All Marketers Now”
McKinsey Quarterly, July 2011
Responsible for the brand experience not only in traditional ways…
…But in social ways as well
Share… ContentInterestsOpportunitiesKnowledgeInformationGenerosityStories
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Professional
Personal
Public
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8
By day…. By night!
9
Group Trainings are costly, ineffective and limited
10
The Result is everyone doing the same thing, the same way
11
It’s my reputation and my audience. Enable me to create and share brand content in my own way
12
Our employees are the brand and we
want you to be successful and drive business
results.
13
Success of Employee Engagement with Customized Plans
Source: Gallup Leadership Poll
75%14
• Enable participants to drive business value while increasing individual influence
• Empower participants based on their unique behaviors and skills
• Ensure social interactions are aligned to organization’s goals
• Minimize time required by participants to maximize value and ROI of social engagement activities
• Reinforce + maintain brand value proposition, relevance, and competitive edge in increasingly connected, global marketplace
The Value of Customization
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16#SOCIALBUSINESS
CRCN CRLN CSCN CSLN
CRCP CRLP CSCP CSLP
DRCP DRLP DSCP DSLP
DRCN DRLN DSCN DSLN
CREATOR SOLICITOR LISTENER NURTURER
DISTRIBUTOR RESPONDER CONVERSATIONALIST PROMOTER
Digital Influence Group Social Indicator Types
17#SOCIALBUSINESS
Our brand is experienced through the IBMer
As IBMers, we are innovators and experts
paving the way for a smarter world.
#SOCIALBUSINESS
Internal:• 433,000 users of IBM Connections • 26,000 individual blogs • 91,000 communities • 623,000 files shared (and 9.5m downloads) • 62,000 wikis • 50m instant messages/day• 35,200 IBM experts enrolled in Expertise Locator service
External:• LinkedIn: 304,000 employees on LinkedIn; 748,601* people follow IBM on
LinkedIn – more than any other organization in the world.• Twitter: Approximately 32,000 IBMers engage via Twitter each month.
Methodology: This is an approximation based on a recent study that found 93k people or accounts tweeted about IBM per month. Based on the analysis, 35% could be considered IBMers.
• Facebook: 171,600 people on Facebook with IBM listed as their workplace.• Alumni Network Group: 375,000 IBM alumni who have self-identified on
LinkedIn. The Greater IBM Connection LinkedIn Group has 75,178* members.
IBM’s Social Media Footprint
18
Our expertise, experience and world-renowned reputation as industry leaders are the…
most powerful marketing tools we have
“Some forward-thinking companies are taking the next step. They are providing the training, tools and encouragement to make their employees expert at using social media. In doing so they are creating a competitive advantage.” – Jon Iwata, SVP at IBM
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The ongoing initiative focuses on building IBMer digital eminence and helping IBMers live our values in the digital world by being:
Social: Collaborate via social computing to pioneer intellectual capital and drive innovation that matters for clients and the world.
Smart: Be IBMers at our best – build and share insight and expertise, and exercise good judgment to take the right actions.
Secure: Practice secure computing – build trust by taking personal responsibility to secureIBM, our clients and colleagues.
Dedication to every client’s success; Innovation that matters to our clients and the world; Trust and personal responsibility in all that we do
The Digital IBMer: Creating Value for IBM and Our Clients
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Pursue Social BusinessEnable the effective use of the digital world. To drive IBM’s strategic goals,
particularly client experience To build their own reputation To further collaboration and
efficiency on a global scale To continue to differentiate IBM as a
leading corporation, commercial partner and employer
Mitigate Digital Risks Create a security savvy workforce
where IBMers protect themselves, IBM and our clients in the digital world.
Increase employee knowledge and change employee behavior to
mitigate digital risks. Security Disclosure Liability Privacy Reputation
What is Required to Help Meet IBM Business Objectives:
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Personal responsibility for Digital Expertise
Personal responsibility for security and risk
Enable IBMers to live the IBM values in the digital world
Strategic Outcomes
IBMers become
effective at mitigating risk
IBMers become
effective at mitigating risk
Helps differentiate
IBM as leader in social business
Helps differentiate
IBM as leader in social business
IBMers become expert at
using digital for IBM biz
goals
IBMers become expert at
using digital for IBM biz
goals
Mitigate Risks and Apply Digital Skills to Pursue Business Opportunities
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— Belief: Help ALL IBMers understand the importance and value of social and secure computing as a key differentiator for IBMers, IBM and our clients.
— Action: Encourage IBMers to learn and engage in social and secure computing practices as a natural component of their personal and professional lives.
— Advocacy: Compel IBMers to teach and share their digital skills with one another in addition to sharing their knowledge as Forward Thinkers.
The Digital IBMer initiative is creating compelling assets, resources and enablement programs that drive secure, social and smart computing practices and compel IBMers to engage.
Driving Digital Excellence
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Three Communities: One Mission
Communities, Education & Ambassadorship
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Learning-and-doing
Offers broad Education on Social and Security topics
Provides Enablement on specific tools and technologies
Highlights Social Business resources
Encourages Recommended Activities to improve your social footprint, then track your progress
Digital IBMer Hub
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SOCIAL PROFILING BEHAVIORAL ANALYSIS
IBM Select Social Eminence
Program
The IBM Select Social Eminence Program bridges social profiling and behavior analysis to identify and leverage the point where employee behavioral preferences and brand objectives intersect…
…Creating and capitalizing on opportunities that are mutually beneficial to the individual and IBM.
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Sustain engagement while provingtheir competency and expertise
Leverage their professional reputation and grow influence in the social sphere
Support and amplify word-of-mouth aligned to Go-to-Market (GTM) priorities
Enabling IBMers
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The trust and credibility of our Experts ensures:
• Effective delivery of brand messages• Relevant and receptive audiences• Creation of compelling and credible calls-to-action• Positive responses
Ultimately creating self-sustaining brand evangelism and driving brand preference.
=
Building Trust & Credibility
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Subject Matter Experts & Thought Leaders
Social Business Manager
IDENTIFY, EDUCATE and EMPOWER
Social Business Managers
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Oversight for all aspects of a social businessprogram
Acts as the personal conduit,
coach & trainerto experts
Social Business Manager is a Change Agent
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Expertise Identification + Social Behavior Assessment1
Tailored Content + Recommendations2
Quick Steps + Actions to Get Started3
IDENTIFY, EDUCATE, EMPOWER, MEASURE, OPTIMIZE to meet and exceed program marketing goals in three simple steps:
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*source= Unica Netinsight
Traditional Digital Marketing Experts’ Digital Engagement
4% 12%
16% 44%
Conversion rate
Reach and amplification
Call to action
Lead
Study: SME Compared to Other Tactic Results*
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http://www.ibm.com/securesocialsmart/
Helping IBMers and the World be Secure, Social and Smart
#SOCIALBUSINESS 33
Train, enable and measure employee social media activity in an authentic way
Provide relevant content and messaging to employees based on expertise and skill level
Reinforce and maintain brand value proposition and relevance
Strengthen security awareness and safe computing practices
Digital IBMer Program Benefits
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1) Understand the social behaviors of your employees
2) Educate employees based on interests & strengths
3) Create a collaborative culture
4) Enable & activate
5) Integrate employees into marketing programs
6) Identify & reward participation and innovation
Getting Started
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Stacy DarlingGlobal Projects Leader@[email protected]
Kevin GreenSenior Vice President, [email protected]
Connect with Us
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