Dirección y gestión en Internet

Dirección y gestión en InternetImportancia y convergencia de los entornos

Luis Sopeña, Digital Strategy Leader, IBM SPGI

Índice de contenidos

Presentación de IBM• Una empresa globalmente integrada• Estrategia de crecimiento: Smarter Planet

La función de Marketing y Comunicaciones en IBM• La transformación del marketing en la era digital: CMO Study• Estrategia digital de IBM• El papel del empleado

Ejemplos de ejecución de una estrategia digital: • Comunicación interna (Comunidades, Jams)• Comunicación externa y de marca (medios, bloggers, twitter, facebook)• Responsabilidad Social Corporativa (Comunidades, blogs)• Generación de demanda (Campañas digitales, eventos virtuales, medios sociales)

Medición de resultados y contribución al negocio Lecciones y conclusiones Preguntas

IBM is a values-based enterprise

who creates and applies technology

to make the world work better. We

want IBM to stand for Progress.

Today, more than 400,000 IBMers

invent and integrate hardware,

software and services to help

forward-thinking enterprises,

institutions and people succeed.

What is IBM?

1- IBM

Values and Culture

Since its inception, IBM has been a company that defines itself by fundamental values — not by products, technologies or leaders.

IBMers from around the world defined them.

1- IBM

Global Markets of Operation

Major Employee Sites

Customer Fulfillment

Manufacturing

Employee Service Centers

IBM Research Centers

IBM Internal Data Centers

IBM operates in more than 170 countries

Business Priorities: Focus on open technologies and high-value solutionsDeliver integration and innovation to clients ecome the premier Globally Integrated Enterprise

1- IBM

Major Businesses

Global Technology

Services

Global Business Services

Systems and

Technology

Software

S&D and

Research

Provides outsourced IT infrastructure services and business process services

Provides professional services and application outsourcing services

Provides advanced computing, storage and semiconductor technology and products

Provides middleware that enables clients to integrate systems, processes and applications, as well as computer operating systems

Our Sales and Research, Development and Intellectual Property organizations provide a wide spectrum of client support and additional value

GlobalFinancing

Provides financing solutions that can be customized to address specific IT needs, from competitive rates to flexible payment plans and loans

1- IBM

Some IBM Corporate Figures

Datos económicos IBM 2011(en millones USD)

Var. sobre 2010

Ingresos 107.000 7%

Beneficios 15.900 +7%

Beneficio por acción

13,44$ +15%

Servicios 41%

Hardware 15%

Software 44%

Employees 433.000

R+D Investment 6 Billion $

Patents 6.180

EmpresaFacturación

2011

HP 126.000

IBM 107.000

Apple 65.200

Microsoft 62.500

Dell 61.500

Fujitsu 55.000

Cisco Systems 40.000

Oracle 36.000

Google 29.000

Accenture 23.000

Sources: IBM 2011 Annual Report, money.cnn.com Global500 Ranking

1- IBM

Source: IFI Patent Intelligence

19 years of patent leadership

6180

4894

28212559 2483 2311 2286

1533 1514 1465

0

1000

2000

3000

4000

5000

6000

IBM Samsung Canon Panasonic Toshiba Microsoft Sony Seiko Epson Hon Hai Hitachi

2011Number

of Patents

76%

So

ftw

are

an

d S

erv

ice

s

Source: IFI CLAIMS Patent Services

1- IBM

The Value of a Brand

1- IBM

Smarter Planet: a vision, a strategy

1 - IBM

From Stretched to Strengthened

Insights from theGlobal Chief MarketingOfficer Study

2- IBM Marketing

12

50%71%

68%

65%

63%

59%

57%

56%

56%

56%

55%

54%

50%

The vast majority of CMOs are underprepared to manage the impact of key changes in the marketing arena

UnderpreparednessPercent of CMOs reporting underpreparedness

IBM Institute for Business Value

Data explosion

Social media

Growth of channel and device choices

Shifting consumer demographics

Financial constraints

Decreasing brand loyalty

Growth market opportunities

ROI accountability

Customer collaboration and influence

Privacy considerations

Regulatory considerations

Source: Q8 How prepared are you to manage the impact of the top 5 market factors that will have the most impact on your marketing organization over the next 3 to 5 years? n=149 to 1141 (n = number of respondents who selected the factor as important)

Global outsourcing

Corporate transparency 47%

2- IBM Marketing

13

To deal with the broad level of underpreparedness, CMOs signaled three key domains of improvement

Deliver value to empowered customers

Foster lasting connections

Capture value,measure results

IBM Institute for Business Value

Value for individuals

Mine digital channels and use advanced analytics to recognize preferences and trends

Work with IT to assess exposures, secure customer data and update privacy policies

Stimulate customer relationships; use tangible incentives

Engage throughout the lifecycle; build communities

Engage the C-suite to meld internal and external faces

Advanced analytics and metrics to improve decision making and accountability

Increase technical and financial skills, and grow digital expertise; find new partners to supplement in-house resources

Enhance personal financial, technical and digital savviness

2- IBM Marketing

Source: IFI Patent Intelligence

Spain Digital Landscape

2 – IBM Marketing

Spain: 63%

Mobile phone penetration also remains lower than in other European markets. But Spain’s mobile users are embracing mobile activities with enthusiasm.

Social media are considered a reliable information source for Spanish IT buyers, more than in other Western countries. (Industry analysis and word-of-mouth remain top 2 influencers for all geos.)

Social Media Six Main Shifts

2 – IBM Marketing

Source: Mark Bonchek, Senior Vice President of Communities and Networks at Sears Holdings, 2012

Two Paradigms

2 – IBM Marketing

Search & discovery: how customer needs get matched to product or service.

1) The Google Paradigm: People find information and make choices by typing in keywords that surface links indexed and ranked by Google.

2) The Facebook Paradigm: People find information and make choices by paying attention to what their friends or peers are reading, watching, choosing, buying and recommending

IBM’s Digital Strategy

2 – IBM Marketing

• Content Strategy: Create, publish, and govern useful content that will build better relationships and deliver better results online.

• Web Optimization: Techniques, and methods to optimize our site's total effectiveness, from increasing site traffic and engagement to maximizing leads.

• Social Business: How to drive business outcomes by providing IBMers with the education and tools to engage in meaningful social interactions with our constituents.

Paid Owned Earned (Experts and influencers)

Banners & addvertising

Co-marketing

Demand Generation

SEM

Facebook Fanpage

Smarter Planet portal

Brand portalsPartrnerworld

IBM.com/es

Social bookmarks

Youtube IBMEspaña

IBM Noticias

IBM pays to leverage the channel The channels IBM controls IBM customers & partners become the channel

Word-of-mouth

Paid-Owned-Earned integrated approach

ME

TR

ICS

IBM’s Approach to Social Business

2 – IBM Marketing

Social Business focuses on the use of social media to:

Build brand awareness

Engage current and prospective customers

Generate leads

Build relationships

IBM’s Social Business Strategy focuses on enabling Digital IBMers:

Enhancing their social presence

Projecting their expertise

Delivering business value

Exercising good judgment while being effective, safe and secure in the digital world

Every IBMer represents the IBM Brand

IBM Social Computing Guidelines

Know and follow IBM's Business Conduct Guidelines IBMers are personally responsible for the content they publish on-line. Identify yourself—name and, when relevant, role at IBM. You must make it clear that

you are speaking for yourself and not on behalf of IBM. If you publish content online relevant to IBM in your personal capacity use a

disclaimer such as this: "The postings on this site are my own and don't necessarily represent IBM's positions, strategies or opinions."

Respect copyright, fair use and financial disclosure laws. Don't provide IBM's or another's confidential or other proprietary information. Don't cite or reference clients, partners or suppliers without their approval. Don't use ethnic slurs, personal insults, obscenity, or engage in any conduct that

would not be acceptable in IBM's workplace.. If you identify yourself as an IBMer, ensure your profile and related content is

consistent with how you wish to present yourself with colleagues and clients. Don't pick fights, be the first to correct your own mistakes. Try to add value. Provide worthwhile information and perspective. Don’t use use IBM logos or trademarks unless approved to do so.

2 – IBM Marketing

Internal Communications

3 – Examples: Internal

For 15 years, IBM has used social software to foster collaboration among 400,000 geographically-dispersed employees

Some examples of IBM’s internal social media footprint today include:

• 17,000 individual blogs• 1 million daily page views of internal wikis, internal information storing websites• 400,000 employee profiles on IBM Connections, IBM's initial social networking initiative that

allows employees to share status updates, collaborate on wikis, blogs and activity, share files.• 15,000,000 downloads of employee-generated videos/podcasts• 20 million minutes of LotusLive meetings every month with people both inside and outside the

organization• More than 400k Sametime instant messaging users, resulting in 40-50 million instant

messages per day

Some examples of IBM's external social media footprint today include:

• Over 25,000 IBMers actively tweeting on Twitter and counting• Over 300,00 IBMers on Linkedin• Approx. 198,000 IBMers on Facebook


Social Business and the IBMers

Internal Communications


External Communications

1

3 – Examples: External

Brand Communication

1

3 – Examples: Brand

Corporate Citizenship and Corporate Affairs

1

3 – Examples: CC&CA


Corporate Citizenship and Corporate Affairs

Corporate Service Corps


The Smarter Cities Challenge


Web Announcement

AttractAttract

LDR follow up

Sales repBusiness Partner

Registration Drive to

Social Media

Virtual concierge serviceC

o-o

rdin

ate

d u

sag

e o

f D

igit

al

tact

ics

an

d S

oci

al v

enu

es

EngageEngage NurtureNurture

E NurtureDrives to eNurtureenvironment

Anchor events

Virtual briefing center

Virtual event (Livestream)

Event

Road shows

Mobile App

Digital presence

Se

ek

ers

Re

sp

on

de

rs

3 – Examples: DG

Demand Generation

Coordinated presence in social venues

1

3 – Examples: DG

Engagement of Employees

1

3 – Examples: DG

4 – Measurements

Example using fictive data

ibm.com Dashboard Spain

Mobile Traffic% of Mobile VisitsTraffic

Unique Visitors (K)

Visits (K)

Visits Per Visitor

Page Views (K)

New Monthly Visitors (K)

Repeat Visitors (K)

Sources of Traffic (% of Total Visits)

External Visits

External Search

Social Media

External Other

No Referrals

IBM Visitors

Organic & Paid (% of Total Visits)

Organic Search Visits

Paid Search Visits

Homepages

Homepage Visits (K)

HP Visits compared to Country Visits

Site Usage

Visits using OnSite Search

Country sites Traffic

Page Views (K)

Visits (K)

Unique Visitors (K)

Repeat Visitors (K)

Vistor Geo to US sites

Visits (K)

Digital Measurements and Metrics

Digital Measurements and Metrics

Financial Digital Conversion

Financial Attainment

Responses VLC VLRC ($K)

Wins Campaign Win Revenue ($K)

Actual Target Actual Target Actual Actual Actual

% of contacts responding converted to leads (target x%) – Previous four weeks

% of digital leads converted to wins (target y%)

Contacts responding

Leads Conversion rate

Leads Wins Conversion rate

4 – Measurements

Example using fictive data

A few Learnings and Conclusions

4 – Measurements

•Digital must be an integral part of the whole M&C process•Work on a Digital Strategy/Approach early in the planning cycle•Ensure a consistent image and content throughout all venues•Define a set of Social Guidelines•Get Executive buy-in•Enable, engage employees•Think Audiences and Content before starting•Listen first, the share valuable content•Create audiovisual content•Support Subject Matter Experts build their social eminence•Brand awareness and relevance goes hand in hand with SME’s•Think mobile•Iterate•Measure

Dirección y gestión en Internet

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