E-business Verrijking Door Social Media Integratie

Marketingfacts JaarboekSinds 2006 publiceert Marketingfacts jaarlijks het Marketingfacts Jaarboek – of kortweg: M! Jaarboek -, een samenvatting van de belangrijkste trends en ontwikkelingen op het gebied van online marketing. Wat in het eerste jaar begon als een dunne, handige gids over het veranderende online medialandschap, is uitgegroeid tot een meer dan 300 pagina’s tellend boek waarin alle facetten van online marketing worden behandeld.

Dit jaar kreeg ik de ‘honneurs’ om het hoofdstuk omtrent E-business te schrijven, de impact van social media, haar data, technologieën en Open Business visie op de organisatie.

De insteek die ik genomen heb voor het hoofdstuk is vanuit een business perspectief. Hoe kunnen digitale- en sociale technologieën een bepaald business probleem (mede) oplossen of hoe kunnen zij een bepaalde visie ondersteunen. Hierbij heb ik twee “pijlers” gekozen die voor elke organisatie opgaan:

  • Sneller, beter, goedkoper: Als er íets universeel is in het zakelijke landschap -ongeacht de industrie, uitdagingen en de waarde-strategie, dan is het wel het streven naar betere, snellere en goedkopere output (producten, diensten en communicatie). Door social media, hun inzichten en technologieën in de organisatie en waardeketens te integreren, zijn organisaties bijvoorbeeld in staat om sneller, beter en goedkoper klant- en markt inzichten te vergaren, te innoveren, de time-to-market te verkorten en klanten te ondersteunen.
  • Immateriële activa: We leven in een kenniseconomie waar de immateriële activa als factor 80% van de organisatie waarde bepalen. Social media ondersteunen en versterken de immateriële activa van een organisatie. Immateriële activa bestaan uit het menselijk-, informatie- organisatie kapitaal.

Deze twee pijlers ondersteunen de behoefte in effectievere “knowledge valorization” en duurzaam concurrentievoordeel. Hoe je dit op basis van de bedrijfsstrategie kunt doen, lees je in het hoofdstuk.

De weg naar een succesvolle integratie van digital- en social media

Om tot een succesvolle implementatie en activatie van de social media strategie te komen, en de beschreven obstakels en uitdagingen uit de weg te nemen, moet de organisatie zich op vier gebieden aanpassen, transformeren. Deze gebieden zijn strategie, vaardigheden en kennis, processen en cultuur. Ook deze kun je terugvinden in het E-business hoofdstuk.

Boekindeling

Om het hele digitale medialandschap zo uitgebreid mogelijk te beschrijven is het Marketingfacts Jaarboek 2012 ingedeeld in veertien hoofdstukken. De onderwerpen die in het M! Jaarboek 2012 aan bod komen zijn:

  1. E-business
  2. Online advertising
  3. Affiliate marketing
  4. E-mailmarketing
  5. Zoekmachine marketing
  6. Online PR en Branding
  7. Social media
  8. Mobile marketing
  9. Online video
  10. E-commerce
  11. Usability & Design
  12. Customer service
  13. Webanalytics

Bij interesse kun je hier bestellen!
Met de code gianluigicuccureddu-02 krijg je 10% korting (per boek)!

 

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Co-creation Inspiration: Continuous Customer Centricity by Social Media

Gerard ten Brincke, chairman of the Europeesche Verzekeringen said:

“The ability to learn from customers faster than others is the only long term sustainable competitive advantage”

Incorporating customers in business processes enables organizations to be efficiently and effectively customer-centric.

This is sustained and enabled by means of social media, co-creating passively and actively with customers. Passively by listening to customers on social media, actively by involving them in communities and projects.

Ownership
Involving customers creates a sense of ownership which can lead to loyalty and advocacy. This also counts for customers that critique the organization. They want the organization to be better, benefit from these expressions.

Faster, better and cheaper
From the organization point of perspective, it is able to create faster, better and cheaper business output by co-creation and social media enablement.

Faster because the organization can continuously learn about changing customer behaviors, needs and opinions, adapting products, services and communications faster.

Therefore this enables better business output, because it’s adapted based on the customers.

Faster and better output means also cheaper output, not only due to the ownership, advocacy and loyalty, which decreases the dependency on bought media, but also because success rates of product and service introductions increase due to its customer-centric character.

Start incorporating customers in the organization, create sustainable competitive advantages by co-creating with them by means of social media, their data and technologies to be faster, better and cheaper.

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Social Media Solution: DuPont & Polymer Science Park Examples to Inspire You to See Social Media as Business Accelerators

Open Innovation in the Chemical Industry: DuPont & the Polymer Science Park Show Why

In a fast-paced global business environment, with shorter product life cycles and quickly changing customer behaviors, can open innovation be supported and enriched to enable faster, better and cheaper business output if social media and social technologies are being deployed?

Yes, social media and social technologies help organizations to aggregate and make sense out of the fragmented global knowledge and expertise in order to be more agile and adaptive. Engagement is key to spot and involve relevant stakeholders. (Faster)

They also enable continuous understanding of (local) customer anxieties, needs and behaviors that can be used for as direction and validation for market-driven innovations. (Better)

Adding social media to the (open) innovation process enables a 20% more likely successful innovation and get it faster to market (McKinsey research). This is realized on two levels. Spotting changed and customer needs via continuous listening or via co-creations. Secondly, social technologies provide the infrastructure to quickly and effectively collaborate throughout the process, virtually.  (Cheaper)

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Social Media Solution: Starbucks Example to Inspire You to See Social Media as Business Accelerators

Starbucks’ European ‘renaissanceplan’

On an ongoing basis, could the customer experience be improved and enriched if Starbucks deployed social media for the purpose of locally adapted products, storytelling and a more personal approach?

Yes, because social media is able to continuously understand local needs and (coffee) behaviors and perceptions on the coffee market (such as sustainability), to enrich an offline/online Starbucks story and personal approach by linking social media, geo-services and loyalty programs.

Continuous understanding achieves faster and cheaper product launches, because Starbucks advocates can be involved in the launch. Enrichment of the story and personal approach achieves better and cheaper visitors, by bonding them to the Starbucks brand and increasing the frequency they visit a store.

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Starbucks’ European ‘renaissanceplan’: How social media can enrich the unique experience

StarbucksThe Dutch Financial Times dedicated two articles (Dutch) on Starbucks new approach for the European market. The coffee experience that Starbucks is able to create is key to this renaissance.

Experience

An experience is hard to copy, creating sustainable competitive advantage. Aspects that are important and able to sustain the experience are: locally adapted products, Starbucks’ storytelling and being more personal towards clients.

Faster, better, cheaper

By focussing on the three abovementioned aspects Starbucks expects to launch faster new products to market by developing new products from the Amsterdam office and local market research.

By creating a richer coffee experience, through telling a great story and personal approach, Starbucks wants to be cheaper and better. The aim according to Rich Nelsen, President Europe for Starbucks, is to increase the frequency from one or two times per month to more than ten times per month.

Social media enabling agile experience

On an ongoing basis, could the customer experience be improved and enriched if Starbucks deployed social media for the purpose of locally adapted products, storytelling and a more personal approach?

Yes, because social media is able to continuously understand local needs and (coffee) behaviors and perceptions on the coffee market (such as sustainability), to enrich an offline/online Starbucks story and personal approach by linking social media, geo-services and loyalty programs.

Continuous understanding achieves faster and cheaper product launches, because Starbucks advocates can be involved in the launch. Enrichment of the story and personal approach achieves better and cheaper visitors, by bonding them to the Starbucks brand and increasing the frequency they visit a store.

Example: Scandinavia

The first three European markets that will probably be entered are Sweden, Norway and Finland, because they top -together with the Netherlands- the countries where most coffee is being consumed.

The abovementioned approach can be applied to Scandinavia, understanding the market and customer, creating locally adapted products and a locally adapted experience that is relevant and organic to the ‘Scandinavian’ citizen.

Will be interesting to follow how Starbucks will gain a bigger share of the European market.

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Get Inspired By Silicon Valley Executives And Learn About Digital Trends And Their Organizational Impact

I encountered this interesting (Dutch) initiative “Emerce Business Course” that offers best of both worlds, creating an immersive experience. It’s an MBA-level course on online strategy at the heart of the Internet’s industry: Silicon Valley. This enables participants to have intimate strategic discussions with real Silicon Valley entrepreneurs and investors. The participants will visit start-ups as well as established pure-players to get a feel for what doing business in the Valley is all about.

Contents
The course is from 2-6 April in Silicon Valley, in short, the business course is build around 5 topics:

Topic 1 – The origins of Disruption
“This topic focusses on the fundamental drivers behind the disruptive nature of internet technology. Why and how are current business paradigms constanly being challenged? What are the characteristics of winner-takes-all markets? Which players are prone to be affected most and why?
During the sessions we will constanly compare new models to existing ones, identifying the factors causing disruption, as well as accompanying opportunities for innovation. Together we will discuss how these developments affect your business now, and in the future.”

Topic 2 – Dealing with Infinite Touchpoints
“From a world with limited and fairly isolated customer contact channels in the ‘pre-digital’ age, we have quickly evolved to the digital and mobile age in which the amount of customer contact channels in theory is infinite. In this new age, it is not enough to simly replicate your activities across different channels to manage cross channel customer behaviour effectively and efficiently.
The management of a large amount of customer contact channels requires a systematic approach that capitalises on each channel’s strenght, while at the same time making optimal use of existing resources. It requires using different analytics and selecting the right KPI’s to measure ROI.
The sessions on this topic discuss how brands and organizations can cope with this new reality, its opportunities and its consequences for channel strategy development and management practice.”

Topic 3 – When consumers talk to each other
“Social media are word-of-mouth on steriods”, said Gary Vaynerchuck in 2008. And they have proven to be just that, and more! Although most organization are aware of the simple fact they should embrace social media, only few actualy do. And many of those who do experience  that embracing social media requires structured social strategy development as well as flawless execution throughout the organisation.
This topic focusses on the succesful use of social media for your organisation, with special attention to social media analytics.”

Topic 4 – The Platform Battle: Mobile internet
“Mobile First! This strategic choice of internet powerhouse Google illustrates the fundamental shift in thinking about internet communication as a consequence of the rise of mobile internet. Together with developments in cloud computing this is probably the most fundamental disruptive technological development of the decade.
Sessions on this topic aim to explore new business models enabled by mobile internet technology as wel as the implications of the current battle for mobile platform dominace between the three key players: Apple OS, Android and Windows.”

Topic 5 – Exploring the Valley
“The last day of the business course will be completely focussed on experiencing the Silicon Valley entrepreneurial spirit. Several visits to Silicon Valley companies will offer a unique view behind the scenes of one of the most vibrating and innovative business environments in the world.”

For all information, have a look here.

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Unilever at the CES: Watching the on-demand world of content and what it means for the billions it spends on TV advertising worldwide

According to the global CMO of Unilever, mr. Keith Weed it’s a megatrend which Unilever is watching closely. the world’s second-largest advertiser, brought more than 30 marketing executives the event to immerse themselves in the technologies shaping the way people interact with content and one another.

Second screen and TV ad spend
A viable perspective, a brand as filter,  it might only be a matter of time before valuable advertising revenues also move away from the TV and onto the second screen, this is exactly where brands like Unilever can play a role, be it a filter or as another mechanism. Supplementary information in a branded environment, engaging with customers in their environment on their terms. The brand as a platform.

For a brand to be a filter, it needs to exceed its customer engagement, go beyond and truely connect with its customers.

Brand Intelligence and Social TV

Mr. Weed said “the cloud is important to us because now people can select what they want to view when they want to view it, and as an advertiser there are consequences for that.” This development offers opportunities as well, almost everything can be measured, on top of that, interaction about or with TV content (Social TV) adds another layer of brand intelligence to enhance to connection with the viewers/customers.

Social TV and the insights that can be extracted from various sources will enable brands such as Unilever to:
* Enhance its TV planning and buying
* Test its ad variants or test their own ads against competitors’ ads
* Relate social TV interaction to brand sentiment giving valuable feedback
* Refine audience segmentation in relation to the (branded) TV content and get more value for money

How do you think the on-demand world of content will impact brand advertisers such as Unilever?

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Justin Timberlake’s Myspace TV: Social TV’s new kid on the block?

The pop culture icon and part owner of MySpace has thrown his weight behind MySpace TV, a new social platform for watching TV together with friends in real time, according to DigitalTrends. At the CES 2012, Justin Timberlake popped up on stage to announce that MySpace is redefining the way we watch TV.

Together with Panasonic and its Viera Connect platform will launch Myspace TV tob ring together exclusive channels combined with social networking.

Timberlake said:

“It feels like forever ago that we’d all get together around the set and watch the Cosbys. Along the way, TV stopped being a shared experience, and just became something you consume whenever you have a minute alone. But the problem is that people want to share and talk about what’s happening with their favourite shows and characters. Myspace is all about creating an experience where people can connect to what they’re passionate about and connect with each other based on that shared love.”

Expertreviews.co.uk continues:

 ”MySpace TV will provide an app for Panasonic customers, allowing them to tap into the channels provided and use the social networking features.
It’s planned that the service will launch with music (the social network has a catalogue of more than 42million songs and 100,000 music videos to use), although news sports and reality TV will all come online.
Content will come from a variety of providers, including on-demand services and real-time broadcast networks.”

Venturebeat reports:

 “MyspaceTV is an over-the-top social television service that brings an entirely new dimension to the TV experience you’re familiar with today,” said Tim Vanderhook, the chief executive of Myspace, onstage at Panasonic’s press conference. Vanderhook and his brother, Chris Vanderhook, are the founders of Specific Media, the company that acquired Myspace from News Corp. for $35 million in mid-2011. News Corp. had originally purchased Myspace from its founders in 2005 for $580 million.”

Myspace TV is still Myspace

Even if “Social entertainment experience across all devices” is an interesting customer value proposition, it’s still Myspace, still having the challenges of low traffic and not enough interest from the target audiences.
Will Myspace be able to attract viewers in a fragmented and trending space such as Social TV? It’s certainly an opportunity to revive a dying platform, but this paradox is the challenge.

Thanks for the hat tip @davidcushman

 

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Our Current Societal Paradox

Implicating global developments are stacking to once more contemplate.

The Outside is a reflexion of the Inside

Kali Yuga is upon us

Paradox

Our (already weak) governments are further weakening and our overly hedonistic, liberalistic and individualistic “societies” are not in favor to strive for a better Inside that relflex the Outside

The great cry of Liberalism is “freedom.” It wants every day to be a birthday, life to be a long party

Man is only himself, and is not tied to anything except by choice. States are un-freedom, and our current democracies are affirmatively weakening this “regulation” by putting Man as first and degrading their role

Plato mentioned that we’re only free to do what is right for the greater good…. we don’t care……….. intrinsically…

This Toilet Earth

Change for the sake of our children and Tellus Mater

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Executives’ approach on Social Media

After many conversations, articles and researches about Social Media, the conclusion is there’s still an educational and impact gap with regard to Social Media on exec-level which partially is sustained by the overly interest and hype around the phenomenon.As a guide in this article I will refer to an article by eMarketer which is published on the 10th of September. According to the article “Executives and Social Media“, executives value but have concerns towards Social Media.
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