Graphic Section Divider - Oracle · Chief Financial Officer Deloitte LLP “CFOs may be lagging in...

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© 2012 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 1 Graphic Section Divider

Transcript of Graphic Section Divider - Oracle · Chief Financial Officer Deloitte LLP “CFOs may be lagging in...

Page 1: Graphic Section Divider - Oracle · Chief Financial Officer Deloitte LLP “CFOs may be lagging in their acceptance of social, but I think its inevitable it’s going to get here.

© 2012 Cisco and/or its affiliates. All rights reserved. Cisco Confidential 1

Graphic Section Divider

Page 2: Graphic Section Divider - Oracle · Chief Financial Officer Deloitte LLP “CFOs may be lagging in their acceptance of social, but I think its inevitable it’s going to get here.

Copyright © 2012, Oracle and/or its affiliates. All rights reserved. Insert Information Protection Policy Classification from Slide 12 2

Unlocking Growth with Social Technologies: CFO Strategies to Drive Business

Reggie Bradford

Senior Vice President

@ReggieBradford | @OracleOpenWorld | #OOW

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Program Agenda

Key Trends and Strategic Priorities in Digital Business

Technology Adoption

Social Media and Mobile Evolution

Success Stories

Keys to Social Success

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Three Key Trends and Strategic Priorities In Digital Business for C-Level Execs

Big Data and Analytics

Digital Marketing and Social Media Tools

Cloud Computing and Mobility

Sources: McKinsey & Company Global Survey, April ‘12

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Technology Adoption

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CEO-CFO Attitudes Toward Social Business

Why the Disconnect?

28% of CEOs

feel that Social

is important to

the business*

14% of CFOs

feel that Social

is important to

the business*

*Source: MIT Sloan-Deloitte Global Survey on Social Business 2012

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Frank Friedman Chief Financial Officer Deloitte LLP

“CFOs may be lagging in their acceptance of social, but I think its inevitable it’s going to get here. The same 14 percent of CFOs who thought that social business tools were important today, 56 percent think they’ll be important in three years. It might take us a little longer because we like to measure things so much…”

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Can your company really afford to wait until 2015 before you “get” the impact of social media? Q1: Please rank the importance that you currently place on social media in your organization: 1 – top priority 2 – medium priority 3 – low priority 4 – not sure

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Marketing budgets are

larger than IT budgets and

growing even faster

Decision point for choosing

provider for marketing

technology are shifting to

CMO

- Marketing: 44%

- Cross-functional team

led by marketing: 40%

Penetration of marketing

related technology posed

for extensive growth

Source: IT Key Metrics Data ‘12: Executive Summary,15 Dec11

All IT High Tech

Marketing

2012 budget as % of revenue 3.2% 5.5%

Expected average budget increase 4.7% 11%

Technology Adoption

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Social Media and Mobile Evolution

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Social is the Dominant Global Connector for Customers

Today with Skyrocketing Engagement

Sources: Facebook 10Q, June ‘12 (Total Monthly Active Users); Comscore Datamine Study, Feb. ‘12

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Mobile is the Catalyst for Social Lifestyle Adoption The Anywhere and Everywhere Connected Lifestyle

Sources: O2 Mobile Usage Study (June ‘12); comScore MobiLens (3 month average ending Dec. ‘11)

5th.

Of all uses for

a mobile phone,

making a call

only ranks

Social Media

is 2nd.

58% of Americans access social

media via mobile devices everyday.

Top Mobile Social Activities:

#4 – Reading posts from brands

24% of eCommerce will be

transacted by mobile device by 2017.

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The Customer Conversation is Happening Customers Expect Social to Power the Customer Experience

Sources: Burson-Marsteller/Vision Global Social Media Checkup ‘12, June ‘12; Consumer

behavior study on Twitter conducted by Constant Contact®

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Fundamental Shift From Transaction to Engagement The Consumer is Now in Control; so Companies and Brands Must Change

FROM CRM

TO SOCIAL RELATIONSHIP MANAGEMENT

Fans and Followers

Single Channel

One-off Execution

Opportunistic

Monitoring

Engagement and Brand Building

Multiple Social Media Sites

Centralized Management

Return on Investment

Actionable Pure Signal

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Social Relationship Management

Extending reach beyond marketers to the entire organization

with an Integrated Social Relationship Management Platform

B2B, B2C: Transaction Based P2P: Engagement Based

Social Marketing

Social Selling

Social Commerce

Social Service

Social HR

Social Recruiting

Social Collaboration

Social Marketing

Social Sales,

Services and

Marketing Enterprise SRM

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Oracle Enterprise SRM Framework Unified

When fully integrated, the Enterprise

SRM Suite provides a framework for

company wide

integration into one seamless

system for customer interconnected

relationships at scale.

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Oracle Enterprise SRM

Data Engine

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Success Stories

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Empower local community managers to manage their presence and distribute content relevant to 35 different markets, while maintaining brand consistency.

Allows community managers at market level to manage local information and maintain the capability for higher level managers to oversee global activities of all social efforts.

Solution

Success Story – Intel

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Effectively manage global franchised brand and centralize the marketing message, while maintaining local communities.

Single corporate Page with multiple views puts the power in local marketers’ hands and gives customized fan experiences.

Success Story – McDonald’s

Solution

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Improve digital engagement through tactical adjustments based on real-time customer listening.

Precise signals from consumer conversations, intentions, interests and trends provided.

Rolled up analytics to explore brand health and activity to support marketing initiatives.

Success Story – Pepsico

Solution

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Keys to Social Success

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Six Keys to Social Success

Connect and align with your CEO about social’s role in the enterprise

Partner with your CMO and understand tie to KPIs

Understand the potential ROI and data linkage / reporting

Set strategic priorities with your teams and across organizational

departments

Embrace new approaches to manage talent by utilizing flexible team

structures and engage outside collaborators

Build and acquire skills necessary to carry out social media agenda

Sources: McKinsey & Company Global Survey, April ‘12

Page 24: Graphic Section Divider - Oracle · Chief Financial Officer Deloitte LLP “CFOs may be lagging in their acceptance of social, but I think its inevitable it’s going to get here.

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Rethink How You Evaluate the Payoff from Social Investments

Lower call center and customer service costs

Create brand awareness for a new product or service

Interact with consumers in new ways, across multiple channels

Recruit new employees

Engage with investors and other stakeholders

Validate forecasts with consumer sentiment information

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Q2: How many (click all that apply) of these new social ROI measures resonate with you? Lower call center and customer

service costs Create brand awareness for a new

product or service Interact with consumers in new ways,

across multiple channels Recruit new employees Engage with investors and other

stakeholders Validate forecasts with consumer

sentiment information

Page 26: Graphic Section Divider - Oracle · Chief Financial Officer Deloitte LLP “CFOs may be lagging in their acceptance of social, but I think its inevitable it’s going to get here.

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Think About New Ways to Leverage Social Within Finance

“Crowd-sourcing” ideas and innovation (CapitalOne)

Knowledge Management – dissemination of best practices

Enhanced Communication and Collaboration (SuperValu)

Deeper Insight – sentiment analysis

Enterprise Search – access to information and problem resolutions

Sources: McKinsey & Company Global Survey, April ‘12

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Q3: After this presentation, will you take steps discuss with your teams about how social media can impact your business?

Yes No Still deciding