Measuring innovation

Social Commerce
May 13th 2014
Innovation Management
Is a State of Mind

Partners
Stockholders
Clients
Employees
CRM helps us understand the motivations, experience and objectives of the
internal and external clients of the organization
Content Cases MetricsMethodsIntroduction

(at least in part)
Focus Improve Knowledge Leverage Mesure
Organization Processes Explicit Transactions Efficency
Community Participation Embedded Innovation Engagement
Networks Relationships Emerging Interactions Effectiveness

Thousands of « friends »
or
partners in the co-creation of value?
• “Social CRM is a business strategy
designed to engage the customer
in a collaborative conversation in
order to provide mutually
beneficial value in a trusted &
transparent business
environment.
• It's the company's response to the
customer's ownership of the
conversation.”
Paul Greenberg

 In which areas do they believe organizations are
investing today in social business?
 Which new work activities and capabilities are
required to make customer communities
successful:?
 According to the article, how do
organizations enhance learning through social
business?
 Of the examples given of structured innovation,
which make the most sense from your point of
view?
 Which key issues must be addressed to weave
social business into the organizational fabric:?
C’est quoi le social CRM ?
The Business of Social Business

 Social CRM is a business strategy rather
than technology, tools or platforms
 Social CRM is all about engagement –
drawing customers into the
organization.
 Social CRM enhances rather than
replaces “traditional” CRM
 It’s by defintion customer centric - the
ultimate goal of Social CRM is building
trust and the brand
Harish Kotadia, Ph.D..

“All businesses have
always been social; what’s
new is the set of
observable behaviors and
available technologies that
enable businesses to
leverage these to solve
business problems.”
~Gil Yehuda

"Experience is knowledge,
everything else is information"
-- Albert Einstein
• Service economy – value comes from
services embedded in the product
• Pine and Gilmore argued that
differentiation today comes from
creating “experiences”
• Starbucks, Michelin, Hermès, Apple
• Companies provide “stages”, managers
are “actors”, customers are active
“spectators”

Blind trust "Seeing is believing"
Trustworthiness Personal or product based
reputation
Contextual trust What works in a special
context
Referred trust Relying on the opinions of
those we admire
Vanessa Hall - The Truth About Trust in Business

Geographical Social
Longitude Experience
Latitude Networks
Altitude Events
?

How effectively will you tell this story to your business partners?
• Disti Engagement
• Disti PAM
Engagement
• SMB Engagement
Challenges Skills Roadmap
• A story begins with
conflict
•What business
problems are we
trying to solve
•Transform a conflict
into opportunity?
• Why does this
situation exist?
•What knowledge
and skills are
missing?
• Who are the heros
of this story?
• How does changing
the roles move this
story forward?
•Is it a question of
people, process or
technology?
•What is the next
step?

• Disti Engagement
• Disti PAM
Engagement
• SMB Engagement
Sources ? Results ? Metrics ?
Where does this story start?
• Where does value
come form?
•Do your sponsors
believe in people ,
process or
technology?
•This is your value
lever
• Where are they
looking for proof of
concept?
•With individuals,
with teams or with
customers?
•This is where you
need to focus
• How do they qualify
success?
•Efficiencyt,
utilization, passion?
•This is your happy
end
The Business Value
Matrix™

• Close Management
• Disti Performance
Management
• CPE
• Voice of the
Field/Partner
• Inventory/Forecasting
• Process
Improvements
• Channel Incentives
• Readiness
• Channel Health
• Sales support/promos
Can you weave a silver thread into their success
story?
Conflict Characters Storyline
• What proof do we
have that they a
problem?
•What are they
saying precisely?
•This is where your
story needs to start
• What skills and
knowlege are holding
them back ?
• What is your role in
this story ?
•Tranform your
attributes into
benefits
• What is the frame of
this story?
• What does the
hoziron look like?
•Is your role as a
visionary, consultant
or helping hand?
The Business Value
Roadmap™

 The three most important factors that influence
consumer behavior are :
 personal experience (98%)
 company’s reputation or brand (92%)
 recommendations from friends and family (88%)
 41% of customers believe that companies should
use social media tools to solicit feedback (Cone
Business in Social Media Study, 2008)
 43% of consumers say that companies should use
social networks to address customers problems
 Only 7% of organizations understand the CRM
value of social media, according to the Brand
Science Institute, European Perspective, August
2010
Jacob Morgan

The Conversation Prism v2.0
• You are at the center of the prism
• The first layer of circles displays the
activity of learning and organizing
engagement strategies…
• The second ring maps specific
authorities within an organization to
provide a competent and helpful
response.
• The third ring represents the
continual rotation of listening,
responding, and learning online and
in the real world.

 It’s not a question of channels
but of capturing conversations
 Gartner sees SCRM is a
$1B extension of the CRM market
 Jive and Lithium are seen as
market leaders
 Oracle CRM and Salesforce are
niche players
 The importance of hosted
communities
 The future of social analytics

 Hosting and supporting a branded or private-
label community
 Monitoring and surveying private-label or
independent social networks
 Facilitating the sharing of common B2B or
business-to-consumer (B2C) contacts through
the use of an internal community
 Community product reviews to facilitate the
online sales process
20

 Access to more trusted and independent
information through many-to-many
participation.
 Personalization of interactions with an
organization and products or services
offering greater control over:
 Their own level of engagement with an
organization
 The information they want, rather than being
pushed information
 A buying process that aligns with a buyer's
needs
 Fulfilling emotional needs.
21
Unhappy /
unengaged
customers
Happy /
engaged
customers
Customer
Advocates
Customers
For Life

• Member communities reach more internet users (66.8%)
than email (65.1%)
• Fastest growing sector for Internet use is communities (5.4%
in a year)
• 43% of consumers say that companies should use social
networks to solve the consumers' problems (Cone Business
in Social Media Study)
• 7% of organizations understand the CRM value of social
media according to the Brand Science Institute, European
Perspective, August 2010.
• The Three most influential factors for consumers when
deciding which company to do business with are:
1. personal experience (98%),
2. company’s reputation or brand (92%), and
3. recommendations from friends and family (88%)

 KLM has sought to differentiate
itself by offering a superior customer
experience
 Strategy of “Circle of Contacts” to
make its customer relationships as
intimate as possible
 Facebook + Twitter = KLM Surprises
and Fly2Miami
 Staff of 16, 230 000+ fans, wide press
coverage

 Finnish maker of fine cutting tools
 Customer communities of crafting
enthusiasts have transformed the way
this 300-year-old company does
business.
 Brings customers into the product
development process
 Fiskars also leverages these groups of
advocates to market to small retailers
 Virtual + Real events – 6000 members

 The Guardian- founded in
Manchester over 150 years ago
 Threat of the Internet – consistently
lost money over the last decade
 The Internet itself serves as a
metaphor in helping consumers
make better decisions
 “The real measure of our success is
what the industry can create. Not
what we can cut.”
Open Platform Case Study

 Moving from design to the store
front in less than three weeks
 Benneton, H&M, Topshop, Wet Seal,
Zara
 Collaborative design, social CRM,
electronic store fronts
 Fast fashion retailer Wet Seal used
their technology platform to help
their customers create 50 000
garment designs over the past two
years

 Giffgaff - gaelic for mutual giving
reflected in their manifesto
 Social CRM : member gets member,
eVouchers, goodybags
 Customer service is member driven
 Giffgaff labs – crowdsourcing
product testing
 Payback for miles, cash or charities
Intro Application MetricsImpact

Case Testimony - Pharmaceuticals
 InnoCentive is an example of Open
Innovation born out of necessity in
the Pharmaceutical Industyr
 InnoCentive captures value
between "seekers" and "solvers" by
exchangint monetary rewards for
external technical expertise
 64 customers have posted more
than 800 "challenges" in 40
disciplines

 Why are users are failing to complete proposed
activity?
 Monitor conversion rate using unique visitors and
click-through rates.
 Landing pages provide the biggest challenge to
digital challenges.
 Reduce number of steps to facilitate engagement.
 Reduce the number of fields that require user
input.
 Check for leaks: visitors might not be dropping
completely but using other routes.
Cian O' Sullivan
Intro Value CasesImpact

 What aspects of your app are influencing the
mindset of your users?
 Monitor the « stickiness » of your message
through number of visits, time spent per
visit, citations and redirects.
 What customer challenges/opportunities are
you addressing?
 What skills and knowledge are you targeting?
 How does your application fit into the story that
your customers are trying to tell?

 Why your user base does what it does?
 Tracking time and location to map out the
spaces where "what's going on" happens.
 Context is a means of measuring the
extent to which a vision (product, service,
idea) can be shared
 Social spaces are constructed from a
vision, “actors”, repeatable events, and
outcomes.

 How does your data elucidate user
behavior?
 Social graphs are the global mapping of
your customer base and how they're
related
 Capture and monitor identity, quality
and structure of relationships with
others
 Emergent behaviors – what new
business opportunities might be
explored?
Alex Iskold

Measuring innovation

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