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Luis Madureira SMINT for SME

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SMINT - Social Market Intelligence for Small and Medium Entreprises

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Luis Madureira SMINT for SME

  1. 1. © Luis Madureira Bootcamp Empresarial 1
  2. 2. LUIS MADUREIRA – BIO! MIG
  3. 3. FLOW! DECISION-MAKING VUCA / TRENDS / NEEDS STRATEGY OODA LOOP SOCIAL INTEL SMINT© Luis Madureira Bootcamp Empresarial 3 3
  4. 4. DECISION-MAKING ! ENVIRONMENT ! (FOR THE NEXT DECADE OR SO...)
  5. 5. V.U.C.A.
  6. 6. © Luis Madureira V olatility Bootcamp Empresarial 6
  7. 7. © Luis Madureira Bootcamp Empresarial Harder to PREDICT 7
  8. 8. COMPLEXITY ! VS!© Luis Madureira Harder to connect CAUSES and EFFECTS Bootcamp Empresarial 8
  9. 9. Harder do determine the SIGNIFICANCE of events... ...and their IMPLICATIONS© Luis Madureira Bootcamp Empresarial 9
  10. 10. CRISIS MANAGEMENT ! IS, AND WILL CONTINUE TO BE,! MAINSTREAM MANAGEMENT !
  11. 11. © Luis Madureira Bootcamp Empresarial 11
  12. 12. © Luis Madureira Bootcamp Empresarial 12
  13. 13. TRENDS
  14. 14. INCREASING COMPLEXITY OF! THE COMPETITIVE LANDSCAPE! Source: Harvard Business Review© Luis Madureira Bootcamp Empresarial 14 14
  15. 15. TECH ALONE...!© Luis Madureira Bootcamp Empresarial 15 15
  16. 16. © Luis Madureira Bootcamp Empresarial 16
  17. 17. DECISON-MAKER NEEDS
  18. 18. IT’S YOURS RESPONSIBILITY! !WHAT DO THEY SAY?! "64 “This is now aCountries: continuous feedback kind ofCEOs: "1,709 world, and we need the organizational nimbleness toIndustries: "18 respond.” CEO, Financial Markets, US!© Luis Madureira Bootcamp Empresarial 18 Source: IBM CEO C-Suite Studies 2012 N=1700 18
  19. 19. MOBILIZE CUSTOMERS AND CONSUMERS!! “We need to mobilize our collective brain power for innovation.” President and CEO, Consumer Products, Canada! CEOs see greater organizational openness ahead. But as rules are refined and collaboration explodes, how will they avoid chaos, protect the business and deliver results?© Luis Madureira Bootcamp Empresarial 19 Source: IBM CEO C-Suite Studies 2012 N=1700 19
  20. 20. COMPETITIVE INTELLIGENCE…! “The time available to capture, interpret and act on information is getting shorter and shorter.” CEO, Chemicals and Petroleum, United States! CEOs are searching for customer insight. But even if they discover it, are their organizations equipped to respond with relevance and speed?© Luis Madureira Bootcamp Empresarial 20 Source: IBM CEO C-Suite Studies 2012 N=1700 20
  21. 21. …ANALYTICAL MUSCLE IN REAL-TIME!LEVERAGING SOCIAL MEDIA! “To engage customers as individuals, CEOs are building analytical muscle to respond with relevance and immediacy. As a group, CEOs are investing more in customer insights than any other functional area — far above operations, competitor intelligence, financial analysis and even risk management. They are seeking a better understanding of individual customer needs and improved responsiveness. Although face-to-face will remain the most prevalent form of customer interaction, CEOs expect a step-change in the use of social media. Given the need for deep customer insight, outperformers have a distinct advantage. They are far more adept at converting data into insights, and insights into action.!© Luis Madureira Bootcamp Empresarial 21 Source: IBM CEO C-Suite Studies 2012 N=1700 21
  22. 22. INNOVATIVE STRATEGY INTO ACTION! “We tend to see everyone as a competitor, but we need to see them as partners…this is a cultural shift; it’s hard to change.” CEO, Banking, Vietnam With nearly 70 percent of CEOs aiming to partner extensively, what will make this a differentiating strategy?© Luis Madureira Bootcamp Empresarial 22 Source: IBM CEO C-Suite Studies 2012 N=1700 22
  23. 23. C-SUITE NEEDS SUMMARIZED!SoLoMo ConnectIntelligence in Real-TimeStrategy into Action© Luis Madureira Bootcamp Empresarial 23 23
  24. 24. OODA!LOOP
  25. 25. OBSERVE ORIENT DECIDE ACT (OODA LOOP) ⇒ !SENSE ORIENT CREATE INTERACT (SOCI LOOP)!© Luis Madureira Bootcamp Empresarial 25 Source: http://thedoublethink.com 25
  26. 26. CHALLENGES!Sense >Listen 2.0Orient >Big DataCreate >StrategyInteract > Execute© Luis Madureira Bootcamp Empresarial 26 26
  27. 27. IN SUMMARY! To have REAL-TIME STRATEGY INTO ACTION, we need SOCIAL MEDIA INTELLIGENCE© Luis Madureira Bootcamp Empresarial 27 27
  28. 28. SOCIAL
  29. 29. “HUMANS generated more data in 2009 than in the previous 5,000 years combined” Dave Evans, Cisco Systems © Luis Madureira Bootcamp Empresarial 29
  30. 30. …WITH AN INCREASINGLY SOCIAL DIMENSION.!© Luis Madureira Bootcamp Empresarial 30 30
  31. 31. INTERNET OF THINGS  DATA DELUGE!© Luis Madureira Bootcamp Empresarial 31 Source: Cisco IBSG 2011 31
  32. 32. START CONNECTING THE DOTS... !IN REAL-TIME!© Luis Madureira Bootcamp Empresarial 32 Source: Michel Zappa 32
  33. 33. MARKET!INTELLIGENCE
  34. 34. INTELLIGENCE = ACTIONABLE INSIGHT!NEEDS TO BE ITERATIVE + REAL-TIME REAL TIME = RELEVANCY KNOWLEDGE (Verified True) Data to INSIGHT INTELLIGENCE (Actionable Perspective) HIND ◄ INSIGHT ► FORE INFORMATION (Processed Data) DATA © Luis Madureira© Luis Madureira Bootcamp Empresarial 34 34
  35. 35. MARKET INTELLIGENCE =!ACTIONABLE INSIGHT ON MARKET CONSTITUENTS! CONSUMER (Consumer | Customer) POLITICS TECHNOLOGY ECONOMICS ENVIRONMENT MARKET INTELLIGENCE SOCIAL LEGAL INDUSTRY PLAYERS (Product | Service) (Company | Competitors)© Luis Madureira Bootcamp Empresarial 35 35
  36. 36. © Luis Madureira Bootcamp Empresarial 36
  37. 37. SMINT!SOCIAL MARKET INTELLIGENCE
  38. 38. SMINT…!… makes sense of rapidly changing businessecosystem, enabling simple and efficient DecisionMaking, revenue and cost wise, in Real Time due toSocial Media Listening 2.0. The goal is the proactive exploitation of Opportunities,mitigating Risk and optimizing the Business’s growth.Understand, Compete and Win in Real-Time. 38
  39. 39. REAL-TIMEINTELLIGENCE & !STRATEGY INTO ACTION! 39
  40. 40. SMINT CYCLE IN ACTION…! STRATEGY SECONDARY MIXED EXECUTION (Traditional) (Listening 2.0) MONITOR PRIMARY INSIGHTS (Humanint) REAL-TIME ANALYTICS INTELLIGENCE BIG DATA© Luis Madureira Bootcamp Empresarial 40 40
  41. 41. SENSING THE COMPETITIVE LANDSCAPE! CC!USING THE ‘INTELLIGENCE FUNNEL’ Environment Industry Players Political 5 Forces 4 Corner Entry Barriers Economics Current Strategy Suppliers Strengths & Social / Cultural Weaknesses Customers Technology Goals & Drivers Substitutes Management Environment Assumptions Rivalry Legal External Impacts & Trends Change Drivers Players Likely Future Direction SHAPE FUTURE STRATEGY & TACTICS DEVELOPMENT© Luis Madureira Bootcamp Empresarial 41
  42. 42. SMINT & STRATEGY LIAISON! 1) Monitor the way 2) Seize Opportunities 3) Risk Mitigation© Luis Madureira Bootcamp Empresarial 42
  43. 43. CASE STUDIES – PHARMA (FR)!THE CONTEXT: French Pharmaceutical company selling a Diabetes Drug.This Drug is also used extensively off-label for weight loss.THE INSIGHTS: By 2003 online Forums hosted hundreds of conversationsamong concerned patients.Week signals impossible to spot using mere KeywordScanning.THE ANSWERS: If Listened 2.0, by 2006, conversations mapping wouldshow discussion have shifted heavily to discussion on thedrug’s risks… and perhaps Executives would have act onthis warning!THE RESULTS: Withdrawn from French market in 2009 after questionsabout its safety, including its role in a number of deaths!© Luis Madureira Bootcamp Empresarial Source: McKinsey How Social Intelligence guide decisions 43
  44. 44. CASE STUDIES – GE (US)!THE CONTEXT:Need to proactively approach stakeholders on gatheringinformation on a “Social” AirplaneTHE ANSWERS:Carefully mapped network of experts on the specificsubject. Enlisted a community of more than 90.000 people following@ecomagination.Specific # with organized conversations around Key Topics.THE RESULTS:Within just 2 hours ‘000’s of ideas that had not beendiscussed or published elsewhere on: Green Topics: Solar panels Electric vehicles in engine manufacturing operations LED lighting on aircraft.© Luis Madureira Bootcamp Empresarial Source: McKinsey How Social Intelligence guide decisions 44
  45. 45. CASE STUDIES – HOTEL (US)!THE CONTEXT:Las Vegas hotel in Sunset Strip wanted to increase its salesand differentiate from competitor hotels.Started by Listening on customers were saying about itsexperiences in the hotel.Listed the Top 20 Tripadvisor positive reviews.THE INSIGHTS: The most raved about feature were the views of the SunsetStrip, a Las Vegas icon.THE ANSWERS:Minor alteration to its website, focusing on the view insteadof price, sales went up by as much as 30%.THE RESULTSSales went up by as much as 30%.© Luis Madureira Bootcamp Empresarial Source: Sexy Little Numbers – Dmimtry Maex 45
  46. 46. SOME FOOD FOR THOUGHT!BUSINESS AS USUAL SMINTTHE ‘KISS’ OF DEATH W.O.M.B.A.T.   Analysis Inertia   Hardly, but TRUE IF:   Data Deluge / Overwhelmed   Basics not in place   Legacy CRM systems (one way)   Hype driven not Integrative approach   Business Intelligence 1.0   ‘Data Scientists’ > just Analytics ZEISTGEIST   Marketing 1.0   THE Opportunity to WIN !!!   One Way Communications   Define Industry’s Strategic agenda   Act in Real-Time to:   Hope for Competitor Inertia   Exploit Growth Opportunities   Business as Usual as well?   Risk Mitigation   Gain Competitive Advantage   3 E’s Dilemma (Everything,   Interact with Customers & Consumers Everywhere to Everyone)   Innovate in Co-creation &   Go with the flow ‘all over the place’ Collaboration   No Strategy   Strategy Flux x Strategic Planning   Titanic© Luis Madureira Bootcamp Empresarial 46
  47. 47. JUST TO MAKE SURE THIS WAS !A GREAT PRESENTATION…!© Luis Madureira Bootcamp Empresarial 47 47
  48. 48. NOT A LIGHTHEARTED EXERCISE…! ! THIS IS WHAT WE ARE DOING !!CONVERTING DATA YOU HAVE INTO PROFIT YOU DON’T, YET…! … BUT WE CAN HELP!! 48
  49. 49. LUIS MADUREIRA!Business PartnerE: luis.madureira@ogilvy.comM: +351 915 101 334L: www.linkedin/in/luismadureiraS: www.slideshare.net/lmadureiraT: @Luis_MadureiraCredits: Some slides were made with the Haiku Deck App for iPad 49 Some pictures I do not know the source so can not give the deserved credits

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