Fifteen years ago, buying books or shoes on-line seemed novel. Seemingly overnight, though, e-commerce and traditional commerce merged. So it’s easy to forget that e-commerce is a recent innovation. Human behaviour has changed, from browsing to buying, from surfing to selling until finally, there was no more “on-line business.” Only business.
A similar shift is unfolding now with social technology. Social media’s leaps in the past five years only hints at what social technology will do over the next five. This is the beginning of a new genre of business, one that presents an opportunity to earn customers by becoming relevant to their needs and aspirations.
IT’S YOUR COLLEAGUES AND YOUR CUSTOMERS.
Social technology is about more than engaging fans and attracting “likes.” It’s about empowering your customers and partners to engage with your brand, to build relationships that will help build your brand. It’s about building communities within your workforce where colleagues create and share ideas.
Leaders in every industry have begun taking advantage of social technology, erasing distinctions between “social business” and business. Human behaviour is changing again.
Increasingly, your customers and employees expect you to integrate social into your core business processes. Any business that isn’t social by design won’t stay in business.
A SOCIAL WORKFORCE IS A PRODUCTIVE WORKFORCE.
We are social animals, even at work. With 1.5 billion of us using social networks, you don’t need to convince your workforce of social’s value you just need to create a culture that guides and supports the application of social to your work processes.
Picture a company that doesn’t follow the flow of a strict organisational chart, but thrives as a network of communities. What if your employees could spot gaps in their expertise and quickly identify the best colleagues or candidates to fill them? Or if your staff could instantly crowd source and share their knowledge across departments, across languages, across oceans?
These aren’t idle fantasies. For example, a cement giant that faced some familiar issues above, was aware that its corporate knowledge had become globally spread. Vulnerable to file
deletion, career changes or retirement. Employees are now building a network of communities around shared skills and projects, helping the company launch its first global brand
in just a third of the time it had anticipated.
TURNING CUSTOMERS INTO ADVOCATES.
It’s only taken social media half a decade to alter consumer behaviour. Social inputs like reviews and comments could drive up to a third of consumer spending, and it’s estimated that, by 2022, social technology will enable four out of every five customer transactions. With consumers so empowered, it’s crucial for your entire workforce to use social technology to help delight customers. Your brand’s success will depend on its ability to match what it promises with what it delivers.
What if you could harness the Web into an infinite focus group. Applying social listening to on-line discussions, your company can creatively and nimbly respond to consumer sentiment. In fact, social conversation on sustainability has inspired one company to introduce greener packaging. And by incorporating social into on-line experiences to reach new audience segments, they turned customers into advocates.
ITS NO LONGER BUSINESS AS USUAL.
Investing in becoming a social business—in helping your work-force deliver an exceptional customer experience—has never been more urgent.
A 5% decrease in customer attrition can boost profits by up to 95%. And finding new customers can cost up to five times as much as keeping the ones you have.
Becoming a social business goes beyond building a social network. It demands capturing and analysing the vast amount of data that the network creates. Harnessing that data can remove boundaries inside and outside your company. Before you know it, there will be no more “social business” Only Business.
Where do you want to take your business? What are the questions you want answered?
skills and projects, helping Cemex
launch its first global brand
in just a third of the time it had anticipated.
Smarter workforce solutions help
companies attract employees, enable them to develop their skills
faster and show them how
delighting customers can improve
business performance. After outdoor retailer Cabela’s used smarter workforce technology to
rally its employees around a
formalized brand culture, its stores
with more engaged employees realized significantly higher sales
per labor hour. That’s the promise
of a smarter workforce.
TURNING CUSTOMERS INTO ADVOCATES.
It’s only taken social media half a decade to alter consumer
behavior. Social inputs like reviews
and comments could drive up
to a third of consumer spending, and it’s estimated that, by 2022, social technology will enable four out of every five customer transactions.
With consumers so empowered, it’s crucial for your entire workforce to use social technology
that faced some familiar issues. Its
corporate knowledge had been
spread all over—vulnerable to file
deletion or one engineer’s
retirement. But since 2009, IBM
solutions for social business have
helped product-development teams in 50 countries trade ideas and insights in real time. And employees have built a network of communities around shared
as a network of communities. What if your employees could spot gaps in their expertise and quickly identify the best colleagues or candidates to fill them? Or if your staff could instantly crowdsource
and share their knowledge across
departments, across languages,
across oceans?
Those aren’t idle fantasies for Cemex, a $15 billion cement giant
It’s easy to forget that e-commerce
is a recent innovation. Fifteen years ago, buying books or shoes online seemed novel. Seemingly overnight, though, e-commerce and traditional commerce merged.
Human behavior changed—from
browsing to buying, from surfing
to selling—until finally, there
was no more “online business.” Only business.
A similar shift is unfolding now
with social technology. Social media’s leaps in the past five years
only hint at what social technology
will do over the next five.
IT’S YOUR COLLEAGUES.
AND YOUR CUSTOMERS.
Social technology is about more than engaging fans and attracting
“likes.” It’s about building
communities within your workforce where colleagues create and share ideas. And it’s about
empowering your customers and
partners to help build your brand.
On a smarter planet, leaders in
every industry have begun taking
advantage of social technology, erasing distinctions between “social business” and business. And
human behavior is changing again.
Increasingly, your customers and employees expect you—and your
competitors—to integrate social into your core business processes.
Any business that isn’t social by design won’t stay in business.
A SOCIAL WORKFORCE
IS A SMARTER WORKFORCE.
We humans are social animals, even at work. With 1.5 billion of
us using social networks, you don’t
need to convince your workforce
of social’s value—you just need to create a culture that guides and
supports the application of social to your work processes.
Picture a company that doesn’t follow the flow of a strict
organizational chart, but thrives
to help delight customers. Your brand’s success will depend on its
ability to match what it promises
with what it delivers.
In 2010, the Italian poultry leader
Amadori Group used IBM
solutions for social business to interpret the Web as an infinite focus group. Applying social
listening to online discussions, the
company can creatively and nimbly
respond to consumer sentiment.
In fact, social conversation on
sustainability has inspired Amadori
to introduce greener packaging. And by incorporating social into online experiences to reach new audience segments, Amadori can turn customers into advocates.
THERE’S NO BUSINESS
BUT SOCIAL BUSINESS.
Investing in becoming a social
business—in helping your work-force deliver an exceptional customer experience—has never been more urgent. A 5% decrease
in customer attrition can boost profits by up to 95%. And finding
new customers can cost up to five times as much as keeping the
ones you have.*
Becoming a social business goes beyond building a social network.
It demands capturing and analyzing
the vast amount of data that the network creates. Harnessing that data can remove boundaries
inside and outside your company.
And before you know it, there will be no more “social business.”
Only business. To learn more, visit
us at ibm.com/social-business
“LIKING” ISN’T LEADING.
The social-technology industry,
worth $600 million in 2010, will grow tenfold by 2016 to $6.4 billion.
Could you use an extra day of productivity from your staff each week?
Social technology can increase efficiency by as much as 25%.
THE RISE OF
SOCIAL BUSINESS.
By 2014, nearly four out of five
companies plan to invest in social technology
to foster internal collaboration and to
listen to customers.
LET’S BUILD A SMARTER PLANET.
*Frederick F. Reichheld, The Loyalty Effect: The Hidden Force Behind Growth, Profits, and Lasting Value (Boston: Harvard Business School Press, 1996).
IBM, the IBM logo, ibm.com, Smarter Planet and the planet icon are trademarks of International Business Machines Corp., registered in many jurisdictions worldwide. A current list of IBM trademarks is available on the Web at www.ibm.com/legal/copytrade.shtml. © International Business Machines Corporation 2012.
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