Sap vignettes
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The document discusses a business initiative to provide a place for employees, customers, and partners to build relationships and create better business solutions. The SAP Community Network resulted in a 15% reduction in product release cycles, 5% increase in partner sales, increased support call avoidance, over 90 ideas delivered or in development, and total membership of 2.5 million with 20 million monthly views. A second initiative aimed to provide better customer service by enabling better collaboration and communication across the sales organization. The solution, Jive, achieved viral adoption with over 40,000 users and 1,700 groups within five months, and 100% total adoption with 40,000 monthly active users. It helped eliminate regional boundaries and leverage collective knowledge to improve
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IBM hosted a cloud forum on April 7, 2011 to discuss social business in the cloud. Sean Poulley, Vice President of IBM's Social Business Cloud, presented on how social business embraces networks of people to create business value by being engaged, transparent, and nimble while ensuring trust, security, and compliance. IBM defined social business, created the first social software platform in 2007, and brought it to the cloud in 2009. IBM sees social business as a $100 billion opportunity and delivers social business solutions globally across industries from large to small customers. Brendan Crotty then demonstrated LotusLive, IBM's social collaboration platform in the cloud, which provides security, reliability, integration capabilities, and is an extGetting started with social business
Getting started with social businessStephen Danelutti
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This document discusses getting started with social business and implementing social technologies internally. It recommends starting by focusing social efforts internally using the intranet as a gateway. Quick wins and experimentation are important to gain adoption. The key areas of exploration are being actively engaged externally, trying to figure it all out with sporadic activities, and fully operationalizing social functions internally. The five pillars of effective social intranets are information flow, democratic knowledge sharing, communities, collaboration tools, and integration with business systems. Adoption strategies include appointing champions, defining use cases, targeting specific audiences, and emphasizing both bottom-up and top-down influence.Growthlabsocialmedia Companypresentationmay09
Growthlabsocialmedia Companypresentationmay09Magdalena Pawlowicz
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The document discusses Winnovation Network, a social media and business consulting firm. It provides an overview of the company's services, which include helping clients harness benefits from social media, implementing social media strategies, and facilitating collaboration between employees, customers, and partners. Example client cases are described, such as developing a social enterprise portal for a Finnish company and strategic options for a social platform for a Danish consumer staples company. The company's expertise is also summarized, including its experience in areas like social CRM, employee collaboration, and mobile technologies.Innovate Sdp 2294 Final
Innovate Sdp 2294 FinalKathy (Kat) Mandelstein
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The document discusses a new collaborative software delivery platform that integrates Lotus Connections' social and collaborative capabilities with Rational Team Concert and the Rational Software Development Platform to enable improved collaboration across distributed software development teams and geographies. An example use case is provided that demonstrates how various IBM collaboration tools can be used together to support a social software development process.Social Software - Driving Adoption
Social Software - Driving AdoptionBen Willis
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The document discusses best practices for driving adoption of enterprise social software. It recommends establishing ROI and momentum by demonstrating how social software can accelerate key processes like idea generation and learning. It also suggests overcoming objections by emphasizing benefits like increased productivity, decision making speed, and engagement. The document provides guidance on launching a social environment, including starting small, appointing a community manager, and tying launches to real-world events. It stresses sustaining adoption through community governance, advanced analytics for measuring success, and promoting top contributors.Amex social business innovation 2012 02
Amex social business innovation 2012 02Mike Handes
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Social business transforms relationships for growth, innovation, and efficiency. It encompasses organization and business processes beyond just marketing and PR. When organizations implement social business, they see healthier ecosystems with stronger relationships, increased speed of access to experts and knowledge, and reduced costs. This allows for better customer service, marketing, product development, and talent management. Social business optimizes workforces and drives ideas through open collaboration across boundaries.Scn briefing book for sapphire now 2010
Scn briefing book for sapphire now 2010Mark Yolton
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The document provides an overview of the SAP Community Network (SCN), which is SAP's professional social network that connects customers, partners, employees and experts. It has over 2 million members across many communities and topics. The SCN allows members to share knowledge through discussion forums, blogs, downloads and other tools. It also highlights events like SAP TechEd and accomplishments of various SCN communities.Moscow preso SAP social business MY final
Moscow preso SAP social business MY finalMark Yolton
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The document offers an overview of SAP's approach to social business, highlighting its strategies, community engagement, and social media impact. It details the growth of the SAP Community Network, emphasizing user engagement and metrics while outlining future trends in social business. Key elements of SAP's social strategy focus on leveraging community insights to enhance customer relationships and drive innovation.BLUG IBM Sametime 8.5.2
BLUG IBM Sametime 8.5.2Vincent Perrin
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IBM Sametime 8.5.2 provides enhancements that support the evolution to social business. Social business leverages new forms of communication like social networking and builds trusted relationships to increase sales and brand advocacy. It also drives operational effectiveness by allowing faster responses to opportunities. Sametime is positioned as the real-time social platform to enable the asynchronous and real-time interactions required by social business. It provides simple unified access to presence, messaging, meetings and social connections. A case study shows how one organization drove innovation, cost control and growth through their social business collaboration platform.Ad
Sap vignettes
- 1. Business Initiative Provide a place for employees, customers and partners to build relationships in a network and create better business solutions Results SCN delivers social innovation, social commerce, social intelligence and insight 15% increase reduction in product release cycles 5% increase in partner sales Increased support call avoidance More than 90 ideas delivered or in product development Total members: 2.5 million Monthly activity: 20 million views SAP Community Network has produced 15% reduction in product release cycles and 5% increase in partner sales.
- 3. Business Initiative Provide better customer service by providing a solution to better connect the sales organization for collaboration and communication Results Viral adoption over 40,000 users and 1700 groups within first five months Total adoption: 100% (52,513 out of 52,513) Monthly activity: 76% (40,000+ out of 52,513) Jive has helped eliminate our regional boundaries bringing us closer as a global Presales organization. We are now able to quickly leverage the full power of our collective knowledge and perspectives to provide our customers with even greater customer service. Mary Lange, Global Vice President