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© 2013 IBM Corporation1
Internalizing and launching
your social media initiatives:
social business from the inside out at IBM
May 14, 2013
Jacques Pavlenyi, Senior Marketing Manager, IBM Collaboration Solutions
Based on materials developed by Ethan McCarty, Director Enterprise Social
Strategy and Programs, IBM
@mediamutt
SDPressClub.org
@sdpressclub
SoCalBMA.org
@SoCalBMA
© 2013 IBM Corporation2
IBM is the world’s largest information technology company
A highly diverse workforce:
• 400k full time employees, 100k
partners, 100k contractors
• 50% of workforce has less than 5
years of service
• 62% of workforce is in the Services
organization
• 50% of workforce work remotely –
not from a traditional IBM office
• 71% of workforce outside USA
• 15% of workforce comes from
acquisitions and outsourcing deals
• $100B revenue
• Operations in 170 countries
• Key Business Segments
• Software Group
• Systems & Technology Group
• Global Business Services
• Global Technology Services
Challenge: increase productivity, collaboration, and innovation of 400k employees
© 2013 IBM Corporation3
Disclaimer
 Although this presentation discusses IBM and examples of how IBM is a social business,
the presenter is acting as an individual IBM employee, sharing expertise about this
particular topic only.
 The presenter is not acting on behalf of IBM, either as an official agent or representative.
The views expressed are those solely of the presenter.
© 2013 IBM Corporation4
From consumption to participation: IBM journey to become a
Social Business
1980s: “Virtual Machine”
1996: w3 Intranet operated
by Corp. Comms (17k/day
2000: One IBM Single Portal
Strategy (500K/day)
2004: Role-enabled
workplace (2M/day)
2005: Bottom-up blogging
guidelines
2008: Blogging guidelines
expanded and formalized into
social computing guidelines
2009: Collaboration platform,
corporate risk assessment
2010: Social enterprise:
internal/external
2011: Workplace of the
Future is Social Business,
Social Business Council
2012: Digital IBMer, Voices
© 2013 IBM Corporation5
Bringing order to the chaos: introducing the IBM Social
Computing Guidelines
http://ibm.co/yW8Jbh
• Written collaboratively with
IBMers in 2006
• Provides both permission
and direction
• Clarifies roles for employees
© 2013 IBM Corporation6
IBM applies social networking tools for business in context
IBM Internal / Intranet External / Internet
My IBM.com
… plus many many more…
Activities
Blogs
Bookmarks
Files
Forums
Wikis
Profiles
Communities
© 2013 IBM Corporation7
Social business inside IBM starts with a social intranet
Pronunciation
Rich profile
information
Reporting
chain
Network
Activity Stream
Tags Social links
© 2013 IBM Corporation8
Social business inside IBM starts with a social intranet
Applications
Search
To Do List
Recommended
Content
Activity
Streams
© 2013 IBM Corporation9
IBMers can even access email and other internal social
networks on their favorite mobile devices
© 2013 IBM Corporation10
IBM social behavior leads to great results
Inside IBM Outside IBM
Profiles 636,000 users w/ profiles doing
3.5 million profile searches / week
8 million registered users
4.5 million unique monthly visitors
Communities 86,000 public and 83,000 private
communities with 715,000 members
2,500 public communities
45,000 members
Blogs 428K users with 74, 500 blogs
244,000 entries
1,100 blogs
25,000 comments
File Sharing 1.18 million files downloaded 44.8
million times
Wikis 99,500 wikis with 1.6 million pages
and 92.4 million page views
Bookmarks 64,600 users sharing 1.6 million
bookmarks and 4.8 million tags
Forums 178,000 forums with 967,000 topics
generating 3.18 million posts from
175K users
IBM developerWorks has over 1
million users sharing in thousands of
forums
Instant
Messaging
12 million instant messages per day IBM collaborates with thousands of
partners and customers through IM
Web Meetings 150,000 web meetings
1 million participants
Activities 655,000 users working on 400,000
activities with 7.49 million entries
© 2013 IBM Corporation11
IBM social behavior leads to great results
• Search satisfaction up 50% with
productivity savings of $4.5M/yr
• $700K savings from reduced travel
• Reductions in voicemail
• Reductions in email server costs
• 87% increase skills
• 84% access experts more quickly
• 84% share knowledge with others
• 77% re-use assets
• 74% increase their productivity
• 64.5% improve personal reputation
• 64.5% increase their sense of
belonging
• 59.9% increase sales
• 42.2% improve customer satisfaction
Source: Luba Cherbakov, IBM Distinguished Engineer (Feb 2010)
© 2013 IBM Corporation12
Social business outside of IBM is about matching the IBM digital
experience to the IBM brand
© 2013 IBM Corporation13
FROM:
1) Enable the IBMer
2) Experiments with content on
platforms
3) Publish broadcast content
TO:
1) Enable the expert in the context of our
go-to-market programs
2) Optimize engagement across owned
and earned social platforms to
create shared belief with IBM experts
and strategic constituencies
3) Map social content and interactions
optimize progression through the
demand cycle
From experimentation and enablement to a more programmatic
approach...
© 2013 IBM Corporation1414
...that leverages IBM’s biggest asset – the IBMer.
Market Interest IBM SMEs and Social PropertiesSocial Program ReadinessMindshare
• Social Strategy / Marketing Plan
 Created based on social media
research and GTM strategy & plan
 reviewed with management
• Full-time Social Program Manager
• SMEs identified and recruited
• SMEs + IBM branded social sites
 established, maintained and active
 promoted
 compliant with IBM Social Brand
Guidelines
• Business goals and baseline measurement
set
• Collaboration process to apply social insights
and KPIs, and share marketing plans,
messages and materials with SME
• Reach
• Engagement
• Amplification
• Improved connectedness and
engagement with key influencers
• Keyword frequency
• Hashtag frequency
• Inbound links to IBM assets
• Clicks on links to IBM assets
• Optimization of inbound links
• Improved level of engagement
• Improved efficiency of content
shared
• Conversion
@
Favorable Selling Environment Social Business Program Effectiveness
Measure market
language used
in online buzz
and searches
Measure IBM inclusion
in online discussions
and searches that use
the market language
• Market term volume
 in online conversations
 by segment
 by theme
 in online searches
• Share of IBM
 in online conversations
 in online searches
 in influencers’ messages
• IBM placement in
organic search results
for market terms
14
• Reach
• Engagement
• Amplification
• Improved connectedness and
engagement with key influencers
• Keyword frequency
• Hashtag frequency
• Inbound links to IBM assets
• Clicks on links to IBM assets
• Optimization of inbound links
• Improved level of engagement
• Improved efficiency of content
shared
• Conversion
© 2013 IBM Corporation15
An intentional social enablement ecosystem of enabled subject
matter experts and branded social channels
Social Business and Community
Managers
IBM Select Program
Forward Thinker Program
IBM Voices Program
Digital IBMer Hub
100’s
10s of
1,000’s
100s of
1,000’s
© 2013 IBM Corporation16
 Applied to new accounts or
existing accounts
 no grandfathering!
 Dedicated Corporate team
reviews all accounts and
communities
 Non-compliant IDs
contacted to bring to standard
and remove fakes
 Easily support new
platforms like Google+ and
Pinterest
Social channel managers and community managers now have
IBM social brand guidelines
© 2013 IBM Corporation17
IBM Select Program: support eminence of high-value, high-
touch thought leaders in targeted online communities
 Grow influence and reputation
subject matter experts in the social
sphere
 IBM Select SMEs
 IBM Champions – non-IBM
technical leaders
 1-on-1 coaching and support from
an IBM Social Business Manager
 Sustain and support engagement
while continuously proving
competency and expertise
 Support and amplify word-of-
mouth aligned to Go-to-Market
priorities
 On-going listening and
measurement to gauge progress
MD&I
© 2013 IBM Corporation18
IBM Forward Thinkers – self-selected but community verified
experts that share thought leadership internally and externally
1) Create an expert profile - provide information about your expertise, and as your knowledge and skills
evolve, so can your profile so you're always presenting an accurate picture of yourself.
2) People connect with you - using search, colleagues find you or you are promoted on ibm.com where
customers and others can follow you on the social networks and other sites you share.
3) You and IBM benefit - You build your professional reputation by communicating and demonstrating
your expertise, while IBM benefits through more effective outreach and improved productivity and
collaboration.
© 2013 IBM Corporation19
IBM Voices: dynamic inventory and syndication of IBM branded,
IBM Select and IBM Forward Thinker social channels
 Objective: optimize Earned and
Owned media coverage, aligned
to Brand strategy
 +3,000 IBM social brand
accounts and channels identified
 Curation and administration
support to help maximize content
marketing and shared expertise
 Self-enrollment with brand
training, validation and
permission
 Accounts are available for
syndication via Social Media
Aggregator
© 2013 IBM Corporation20
 Not every IBMer is familiar
with social media, so IBM has
created training and guidelines
on a range of topics
 IBM Connections
 Social media basics
 Cybersecurity
 Social selling
 Dozens of courses
 Recommendation engine
 Rewards & tracking
 Strategic, sharable content
Digital IBMer Hub: enabling 400K+ IBMers
on how to be successfully social
© 2013 IBM Corporation21
Tactics driving >5k visits
Initiated Registrations
(e.g., white paper downloads, event
registrations, product demos, etc)
Completed Registrations
(Form Completion Rate)
Marketing Tactics to
drive site traffic
133 All tactics
MISCELLANEOUS
IBM drives SME participation for one simple reason: it drives
superior conversion results vs. other drive-to-Web tactics
SME bloggers are the 4th
most effective marketing
tactic out of 3000+ in terms
of conversion rate
In July and August 2012,
SMEs drove significantly
higher traffic than other
tactics:

6K visits to ibm.com

1 of 133 tactics which
drove 5K+ visits to ibm.com

+ 511 visits or 9% of 6K
initiated registrations on
ibm.com

+ 173 or 3% of 6,000
completed registrations
3000+ All tactics
#12 SME tactic
#4 SME tactic
34% SME tactic vs 14% All tactics
© 2013 IBM Corporation22
BEFORE 2011
TODAY
© 2013 IBM Corporation23
So how do you start getting the same results?
Start with a business objective
• For IBM, it’s about meeting our 2015 roadmap through “Smarter Planet”
• Determine the right social business patterns for you – listening,
collaboration, organizational transformation, finding/sharing expertise...
Push against open doors
• Partner with internal constituencies who already motivated to use social
Try to think of social business as more than social media
• Focus first on social business patterns that target top business pains
Cultivate an attitude of impatience + glacial persistence
• Change comes in fits and starts, but when you look at it over a long
time it will seem seismic.

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Initializing and launching your social business initiatives: social from the inside out at IBM

  • 1. © 2013 IBM Corporation1 Internalizing and launching your social media initiatives: social business from the inside out at IBM May 14, 2013 Jacques Pavlenyi, Senior Marketing Manager, IBM Collaboration Solutions Based on materials developed by Ethan McCarty, Director Enterprise Social Strategy and Programs, IBM @mediamutt SDPressClub.org @sdpressclub SoCalBMA.org @SoCalBMA
  • 2. © 2013 IBM Corporation2 IBM is the world’s largest information technology company A highly diverse workforce: • 400k full time employees, 100k partners, 100k contractors • 50% of workforce has less than 5 years of service • 62% of workforce is in the Services organization • 50% of workforce work remotely – not from a traditional IBM office • 71% of workforce outside USA • 15% of workforce comes from acquisitions and outsourcing deals • $100B revenue • Operations in 170 countries • Key Business Segments • Software Group • Systems & Technology Group • Global Business Services • Global Technology Services Challenge: increase productivity, collaboration, and innovation of 400k employees
  • 3. © 2013 IBM Corporation3 Disclaimer  Although this presentation discusses IBM and examples of how IBM is a social business, the presenter is acting as an individual IBM employee, sharing expertise about this particular topic only.  The presenter is not acting on behalf of IBM, either as an official agent or representative. The views expressed are those solely of the presenter.
  • 4. © 2013 IBM Corporation4 From consumption to participation: IBM journey to become a Social Business 1980s: “Virtual Machine” 1996: w3 Intranet operated by Corp. Comms (17k/day 2000: One IBM Single Portal Strategy (500K/day) 2004: Role-enabled workplace (2M/day) 2005: Bottom-up blogging guidelines 2008: Blogging guidelines expanded and formalized into social computing guidelines 2009: Collaboration platform, corporate risk assessment 2010: Social enterprise: internal/external 2011: Workplace of the Future is Social Business, Social Business Council 2012: Digital IBMer, Voices
  • 5. © 2013 IBM Corporation5 Bringing order to the chaos: introducing the IBM Social Computing Guidelines http://ibm.co/yW8Jbh • Written collaboratively with IBMers in 2006 • Provides both permission and direction • Clarifies roles for employees
  • 6. © 2013 IBM Corporation6 IBM applies social networking tools for business in context IBM Internal / Intranet External / Internet My IBM.com … plus many many more… Activities Blogs Bookmarks Files Forums Wikis Profiles Communities
  • 7. © 2013 IBM Corporation7 Social business inside IBM starts with a social intranet Pronunciation Rich profile information Reporting chain Network Activity Stream Tags Social links
  • 8. © 2013 IBM Corporation8 Social business inside IBM starts with a social intranet Applications Search To Do List Recommended Content Activity Streams
  • 9. © 2013 IBM Corporation9 IBMers can even access email and other internal social networks on their favorite mobile devices
  • 10. © 2013 IBM Corporation10 IBM social behavior leads to great results Inside IBM Outside IBM Profiles 636,000 users w/ profiles doing 3.5 million profile searches / week 8 million registered users 4.5 million unique monthly visitors Communities 86,000 public and 83,000 private communities with 715,000 members 2,500 public communities 45,000 members Blogs 428K users with 74, 500 blogs 244,000 entries 1,100 blogs 25,000 comments File Sharing 1.18 million files downloaded 44.8 million times Wikis 99,500 wikis with 1.6 million pages and 92.4 million page views Bookmarks 64,600 users sharing 1.6 million bookmarks and 4.8 million tags Forums 178,000 forums with 967,000 topics generating 3.18 million posts from 175K users IBM developerWorks has over 1 million users sharing in thousands of forums Instant Messaging 12 million instant messages per day IBM collaborates with thousands of partners and customers through IM Web Meetings 150,000 web meetings 1 million participants Activities 655,000 users working on 400,000 activities with 7.49 million entries
  • 11. © 2013 IBM Corporation11 IBM social behavior leads to great results • Search satisfaction up 50% with productivity savings of $4.5M/yr • $700K savings from reduced travel • Reductions in voicemail • Reductions in email server costs • 87% increase skills • 84% access experts more quickly • 84% share knowledge with others • 77% re-use assets • 74% increase their productivity • 64.5% improve personal reputation • 64.5% increase their sense of belonging • 59.9% increase sales • 42.2% improve customer satisfaction Source: Luba Cherbakov, IBM Distinguished Engineer (Feb 2010)
  • 12. © 2013 IBM Corporation12 Social business outside of IBM is about matching the IBM digital experience to the IBM brand
  • 13. © 2013 IBM Corporation13 FROM: 1) Enable the IBMer 2) Experiments with content on platforms 3) Publish broadcast content TO: 1) Enable the expert in the context of our go-to-market programs 2) Optimize engagement across owned and earned social platforms to create shared belief with IBM experts and strategic constituencies 3) Map social content and interactions optimize progression through the demand cycle From experimentation and enablement to a more programmatic approach...
  • 14. © 2013 IBM Corporation1414 ...that leverages IBM’s biggest asset – the IBMer. Market Interest IBM SMEs and Social PropertiesSocial Program ReadinessMindshare • Social Strategy / Marketing Plan  Created based on social media research and GTM strategy & plan  reviewed with management • Full-time Social Program Manager • SMEs identified and recruited • SMEs + IBM branded social sites  established, maintained and active  promoted  compliant with IBM Social Brand Guidelines • Business goals and baseline measurement set • Collaboration process to apply social insights and KPIs, and share marketing plans, messages and materials with SME • Reach • Engagement • Amplification • Improved connectedness and engagement with key influencers • Keyword frequency • Hashtag frequency • Inbound links to IBM assets • Clicks on links to IBM assets • Optimization of inbound links • Improved level of engagement • Improved efficiency of content shared • Conversion @ Favorable Selling Environment Social Business Program Effectiveness Measure market language used in online buzz and searches Measure IBM inclusion in online discussions and searches that use the market language • Market term volume  in online conversations  by segment  by theme  in online searches • Share of IBM  in online conversations  in online searches  in influencers’ messages • IBM placement in organic search results for market terms 14 • Reach • Engagement • Amplification • Improved connectedness and engagement with key influencers • Keyword frequency • Hashtag frequency • Inbound links to IBM assets • Clicks on links to IBM assets • Optimization of inbound links • Improved level of engagement • Improved efficiency of content shared • Conversion
  • 15. © 2013 IBM Corporation15 An intentional social enablement ecosystem of enabled subject matter experts and branded social channels Social Business and Community Managers IBM Select Program Forward Thinker Program IBM Voices Program Digital IBMer Hub 100’s 10s of 1,000’s 100s of 1,000’s
  • 16. © 2013 IBM Corporation16  Applied to new accounts or existing accounts  no grandfathering!  Dedicated Corporate team reviews all accounts and communities  Non-compliant IDs contacted to bring to standard and remove fakes  Easily support new platforms like Google+ and Pinterest Social channel managers and community managers now have IBM social brand guidelines
  • 17. © 2013 IBM Corporation17 IBM Select Program: support eminence of high-value, high- touch thought leaders in targeted online communities  Grow influence and reputation subject matter experts in the social sphere  IBM Select SMEs  IBM Champions – non-IBM technical leaders  1-on-1 coaching and support from an IBM Social Business Manager  Sustain and support engagement while continuously proving competency and expertise  Support and amplify word-of- mouth aligned to Go-to-Market priorities  On-going listening and measurement to gauge progress MD&I
  • 18. © 2013 IBM Corporation18 IBM Forward Thinkers – self-selected but community verified experts that share thought leadership internally and externally 1) Create an expert profile - provide information about your expertise, and as your knowledge and skills evolve, so can your profile so you're always presenting an accurate picture of yourself. 2) People connect with you - using search, colleagues find you or you are promoted on ibm.com where customers and others can follow you on the social networks and other sites you share. 3) You and IBM benefit - You build your professional reputation by communicating and demonstrating your expertise, while IBM benefits through more effective outreach and improved productivity and collaboration.
  • 19. © 2013 IBM Corporation19 IBM Voices: dynamic inventory and syndication of IBM branded, IBM Select and IBM Forward Thinker social channels  Objective: optimize Earned and Owned media coverage, aligned to Brand strategy  +3,000 IBM social brand accounts and channels identified  Curation and administration support to help maximize content marketing and shared expertise  Self-enrollment with brand training, validation and permission  Accounts are available for syndication via Social Media Aggregator
  • 20. © 2013 IBM Corporation20  Not every IBMer is familiar with social media, so IBM has created training and guidelines on a range of topics  IBM Connections  Social media basics  Cybersecurity  Social selling  Dozens of courses  Recommendation engine  Rewards & tracking  Strategic, sharable content Digital IBMer Hub: enabling 400K+ IBMers on how to be successfully social
  • 21. © 2013 IBM Corporation21 Tactics driving >5k visits Initiated Registrations (e.g., white paper downloads, event registrations, product demos, etc) Completed Registrations (Form Completion Rate) Marketing Tactics to drive site traffic 133 All tactics MISCELLANEOUS IBM drives SME participation for one simple reason: it drives superior conversion results vs. other drive-to-Web tactics SME bloggers are the 4th most effective marketing tactic out of 3000+ in terms of conversion rate In July and August 2012, SMEs drove significantly higher traffic than other tactics:  6K visits to ibm.com  1 of 133 tactics which drove 5K+ visits to ibm.com  + 511 visits or 9% of 6K initiated registrations on ibm.com  + 173 or 3% of 6,000 completed registrations 3000+ All tactics #12 SME tactic #4 SME tactic 34% SME tactic vs 14% All tactics
  • 22. © 2013 IBM Corporation22 BEFORE 2011 TODAY
  • 23. © 2013 IBM Corporation23 So how do you start getting the same results? Start with a business objective • For IBM, it’s about meeting our 2015 roadmap through “Smarter Planet” • Determine the right social business patterns for you – listening, collaboration, organizational transformation, finding/sharing expertise... Push against open doors • Partner with internal constituencies who already motivated to use social Try to think of social business as more than social media • Focus first on social business patterns that target top business pains Cultivate an attitude of impatience + glacial persistence • Change comes in fits and starts, but when you look at it over a long time it will seem seismic.

Notas del editor

  1. Social Business began at IBM in the mid-1980s with Virtual Machine (VM), the electronic networked environment built on the mainframe. VM made it possible for hundreds of thousands of IBMers around the world to work, message, participate in forums, access internal and external news feeds, and complete administrative tasks remotely. Since then, the evolution has continued as collaboration technologies have evolved. With the application of newer social technologies to the enterprise,, such as social business platforms like IBM Connections , IBMers explore new ways to partner and collaborate with each other in service of our clients. IBMers are tapping into the power of a more open way of working, a way that allows all of us to flatten hierarchy and reap the benefits of open communication and scalable collaboration.
  2. Know and follow IBM's Business Conduct Guidelines. IBMers are personally responsible for the content they publish on-line, whether in a blog, social computing site or any other form of user-generated media. Be mindful that what you publish will be public for a long time—protect your privacy and take care to understand a site's terms of service. Identify yourself—name and, when relevant, role at IBM—when you discuss IBM or IBM-related matters, such as IBM products or services. 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 and never discuss IBM business performance or other sensitive matters publicly. Don't cite or reference clients, partners or suppliers without their approval. When you do make a reference, link back to the source. Don't publish anything that might allow inferences to be drawn which could embarrass or damage a client. Respect your audience. Don't use ethnic slurs, personal insults, obscenity, or engage in any conduct that would not be acceptable in IBM's workplace. You should also show proper consideration for others' privacy and for topics that may be considered objectionable or inflammatory—such as politics and religion. Be aware of your association with IBM in online social networks. 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. IBM's brand is best represented by its people and what you publish may reflect on IBM's brand. Don't use use IBM logos or trademarks unless approved to do so.
  3. A comprehensive Social Measurement Framework entails accurately measuring the (1) digital marketplace and IBM’s position within it (in terms of both online conversation and organic search), (2) IBM owned social properties and IBMer impact in the marketplace, as well as (3) IBM’s digital disposition, or our organizational culture’s preparedness to truly execute against a social strategy. Here we will focus on the IBM SMEs’ impact ….
  4. The term “brand ambassador” has been a round for ages, but do we really want to create brand ambassadors? The analogy isn’t quite right. Nor do we want to put pressure on IBMers to mindlessly share content on their personal networks. So we have a bit more of a nuanced approach. IBM has been working on a bunch of different enablement tiers that create an ecosystem of social enablement for IBMers. Starting with a foundation of guidelines and policy – we’ll go into more detail in a bit – and moving up to general education about social media, cybersecurity and reputation for all IBMers in the Digital IBMer hub. From that tier, IBMers can move into the Forward Thinker Program (formerly known as the Expertise Locator) which enables them to be surfaced on ibm.com and other external experiences – and also to be identified for the IBM Select program, which is a small group of high-tough, bespoke plan enablement for the top tier. All of this is managed by people from many different areas within IBM – the social business managers…we’re not suggesting that we create a whole department of social business managers, but this is definitely an emerging set of skills Social Business and Community Mgrs IBM Select Program High touch, high value/potential SMEs Strategic, tactical external placement Forward Thinker Program Intermediate touch, high value SME’s Scalable service to surface expertise externally (on and off .com domain) and internally (w3) based on needs of the business IBM Voices Program Digital IBMer Hub Low touch, high volume core enablement, education and across IBM Digital Program channel enablement Self-serve surfacing and engagement Social Computing Guidelines and Policy for all IBMers
  5. Social Brand Engagement Guidelines draft created and validated with Digital Program Leadership Team. Many “we’ve been waiting for these” comments. SBE guidelines have been applied to new accounts and a few existing accounts: On existing and emerging platforms most new accounts engaging our Social Brand Team to follow the standards. Existing IDs not up to standards contacted to bring up to standards and fakes removed. On new platforms, like Google+, we are now able to halt or slow the spread of un-official, out of compliance accounts before they take hold. Marketers and communicators like having guidelines: they want to be on-brand Higher signal to noise ratio is attracting more engagement with our official channels. Example: 30% increase in followers on LinkedIn in a few weeks following the guidelines. For 2012, we continue to formalize and enforce the standards and remove fakes. An automated registration process is also in the works for 2012.
  6. Step two was all about figuring out what we were up against. What was the world finding when they came looking for us? We launched an inventory project and found thousands of accounts that could be considered to be representing IBM.
  7. Monitoring social activity across critical venues, such as LinkedIn, Twitter, and blogs, by SME on a monthly basis allows for quick enhancements – as needed – to drive measurable results, such as traffic to ibm.com and real demand generation activities once there. Results on this slide represent our pilot with nine SMEs. However, we will activate @100 SMEs through IBM Select in 2012 across CMO, Cloud, Social Business, Business Analytics etc. We intend to scale this 5x in 2013. Also, this dashboard in its present state is compiled manually and data is monthly-- and delivered through a partnership with a research vendor – we intend to automate it and get closer to real-time in 2013 as part of our scaling the program.
  8. This is a representation of the 3,200 brand account names found via our inventory project.