The document discusses social business and leveraging social networks. It covers topics like understanding customer motivations, measuring success through metrics, focusing on organizational processes and transactions, improving knowledge and leveraging tools. It emphasizes that social business helps understand internal and external clients of an organization.

1. Preliminary Draft-
Web
Services
E-Stratégies
Nov 7th 2014
Productivity is a measure of
your ability to act on real-time
information

2. Stockholders
Partners
Employees
Clients
Social business helps us understand the motivations, experience and objectives
of the internal and external clients of the organization
Introduction Content Methods Cases Metrics

3.  Focus : what does the organisation
look like ?
 Target : what are your trying to
improve ?
 Knowledge : what do you need to
know ?
 Leverage : what “tools” can you
leverage ?
 Value : how do you measure
success ?
Objectives Information
Systems
The
Internet
Data and
Information
The
Problem
The
Challenges

4. (at least in part)
Focus Improve Knowledge Leverage Mesure
Organization Processes Explicit Transactions Efficency
Services Delivery Implicit Touch points Customer Value
Networks Relationships Emerging Interactions Effectiveness
Introduction Content Methods Cases Metrics

5. “If you don’t design your future,
the future will design you.”
PaulMiller
Introduction Content Methods Cases Metrics

6. ©2006 LHST sarl
Separation, alignment, cohesion
Telecommunications
Textiles
Medicine
Leisure
Automobile
Household
appliances…
Introduction Content Methods Cases Metrics

7. Organizational rigidity Organic growth
Clearly defined functions Connectivity is the key
Organizational
boundaries
Boundaries are thin and
permeable
Corporate strategy Strategy is in the network
©2006 LHST sarl
Product development
cyle
Solution selling
Introduction Challenges Networks Application Value

8. Patti Anklam The Social-Network Toolkit
Introduction Content Methods Cases Metrics

9.  Common objectives – shared
meaning
©2006 LHST sarl
 Actors and actants
 Innovation closely tied to
organisation
 Possibilities tied to societal
environment
Introduction Content Methods Cases Metrics

10. Introduction Challenges Networks Application Value
©2006 LHST sarl

11. Characteristic Value
Degree Centrality Number of links
Betweeness
Centrality
Role of brokerage
Closeness
Centrality
Vector of visibility
Network
Centralization
Centralized vs
Decentralized
Network Reach Importance of first 3
levels
Boundary Spanners Linked to Innovation
Peripheral Players Potential Gateways
Introduction Context Building
Challenges Concerns
Blocks

12. Introduction Content Methods Cases Metrics
©2006 LHST sarl

13. Introduction Content Methods Cases Metrics

14.  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
Introduction Content Methods Cases Metrics

15.  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
15
Introduction Content Methods Cases Metrics

16. • 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%)
Introduction Content Methods Cases Metrics

17. 1. The Work Network With whom do you exchange information as part
of your daily work routines?
2. The Social Network With whom do you “check in,” inside and outside
the office, to find out what is going on?
3. The Innovation Network With whom do you collaborate or kick around
new ideas?
4. The Expert Knowledge Network To whom do you turn for expertise or advice?
5. The Career Guidance or Strategic
Network.
Whom do you go to for advice about the future?
6. The Learning Network. Whom do you work with to improve existing
processes or methods?
Karen Stephenson
Introduction Context Building
Challenges Concerns
Blocks

18.  In physics, a power law relationship between
two scalar quantities x and y is any such that
the relationship can be written as
 <math>y = ax^k,!<math>
 where a (the constant of proportionality) and
k (the exponent of the power law) are
constants.
 in its simplest terms roughly eighty percent of
the work is done by twenty percent of the
network
Introduction Context Building
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Blocks

19.  In reality, the market is nothing but a directed network
 No manager or firm can succeed or fail alone, customers,
managers and teams are inherently linked together in
social networks.
 The notion of interdependence : managers constitute hubs
and nodes of the network, organization learning will filter
down and out through the network as a whole.
 six degrees of separation : everyone in the world can be
reached through a short chain of acquaintances.
 Change is marked by "phase transitions" from states of
disorder to order: "cascading failure“ and “emergent”
threats .
Introduction Context Building
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Blocks

20. Introduction Context Building
Challenges Concerns
Blocks

21. Purpose
Enable customers to extend brand, provide
critical feedback, and deliver peer-based
support; Perform market research and
reward loyal customers
Key Services
Blogs, Wikis, Social Ranking, Info
Filtering, Web Conferencing, Discussion,
Presence/IM, People Finding
Functional
Emphasis On
 Security & Access Control
 Scaling, Clustering, Failover
 Reporting & Analytics
 UI Customization
 Spam/Naughty Filtering
 Author, Editing, Commenting
 Personalization
 Search
Typical Adopters
 Consumer Goods companies
 Technology companies
Branded Customer Communities
Enterprise Social Software Report
Introduction Context Building
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Blocks

22. Introduction Context Building
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23. Introduction Context Building
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Blocks

24. • Peer to peer banking
• Zopa categorizes borrower credit grades;
lenders then make offers, borrowers agree to
aggegrate rate
• Zopa distributes the money, completies the
legal paperwork, performing identity/credit
checks, and enforces collections.
• Zopa mitigates risk for lenders, optimizes
market offer for borrowers
• Zopa’s repayment rate is currently 99.35 per
cent
Introduction Context Building
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Blocks

25. The Idea Network
Introduction Context Building
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Blocks

26. • Pearltrees is an example of social
curation
• Users can assemble these pearls into
trees based around a topic
• Pearltrees is using that data to
determine how different topics and
bookmarks are related.
• In the same vein as Google’s PageRank
and Facebook’s EdgeRank, Pearltrees
uses TreeRank to explore the notion of
an “Interest Graph”
Introduction Context Building
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Blocks

27. The Expert Network
Introduction Context Building
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Blocks

28. • InnoCentive is an "open innovation" company
that tackles research an
development problems
• Open Innovation suggests that innovation is
more likely to come from a community than
from an organization
• The model addresses problems in
engineering, computer science, math, the
physical sciences and business.
• Cash awards are given for solving challenge
problems typically from $10,000 to $100,000.
Introduction Context Building
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29. The Social Network
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30. Introduction Context Building
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31. Introduction Context Building
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32. Introduction Context Building
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Blocks

33.  Information overload
 Misplaced costs of social
obligations
 Information pollution
(spam)
 Dealing with hierarchy in a
professional environment
 The quality of information
can be very poor
Introduction Context Building
Challenges Concerns
Blocks