Social Enterprise

Nuove tecnologie e Modelli di fruizione: Flessibilità e Time to Market

Tiziana Rapallini - CEO 4Cust Reply

2

The new attitudes

PopulationPopulation

Internet Internet UsersUsers

PenetrationPenetration(%)(%)

6,93 6,93 billionbillion

2,27 2,27 billionbillion

32,7%32,7%

61 61 millionmillion

35,8 35,8 millionmillion

58,7%58,7%

www.internetworldstats.com www.internetworldstats.com ©©

1 1 billionbillion

500 500 millionmillion

175 175 millionmillion

21,8 21,8 millionmillion

2 2 millionmillion

2,8 2,8 millionmillion

The The popularitypopularity

ofof

social social networksnetworks

WikipediaWikipedia ®®

3

Data & filesharing

Enterprise

application

Social messaging

Enterprisenetwork

Social Network

Businessapplication

Integrate work with

private life

Today we talk about a new mobile worker “always‐on”

which agree 

with a full integration of private life and work. ‐Global Mobile Workforce

report 2012,iPass

BringBring

YourYour

OwnOwn

DeviceDevice

The new attitudes of users

4

The new habits

5

TraditionalTraditional

Business Business 

& & StructureStructure‐‐basedbased

OperatingOperating

ModelModel

Social Business & Social Business & KnowledgeKnowledge‐‐basedbased

OperatingOperating

ModelModel

• Non‐Social

Interactions

• Value

in Transactions

• Business Stability

• Well‐Defined

Industries

• One‐Way

Markets

• Delimited

information 

areas

• Pervasive Social 

Interactions

• Value

in Relationships

• Continuous

Business 

Changes

• Industry

Trasformation

• Two‐Way

Markets

• Extended

& Expanded

information sharing

The Ongoing Trasformation Towards Social Business Models

Consumerization of IT / BYOD

Market Discontinuity

Social Computing

Networked globalism

New Business models

Community power structures

Key DisruptiveKey DisruptiveElementsElements

6

EvolutionEvolution EffectivenessEffectiveness

ExtendExtendTrasformationTrasformation• Leveraging

and Fostering

Innovation

within

the Value

Chain:‐

Employee

Communities‐

Enlarged

&  Open Partnership‐

Crowdsourcing

• Cultural Changes• Business Remodeling

approach‐

USB Hub

• Driving

Efficiency

through

better

Collaborative 

Solutions• Improving

Productivity

and Knowledge

Sharing

• Promote

the Co‐

Creation

of

Value

within

the Organization

and 

Externally

The Opportunity Map

Time to MarketTime to Market

7

Custom

ers

Social Enterprise ManagementInternal Social Business

• Partners & Suppliers Mgmt & integration;

• Partners & Suppliers communities.

• Internal Social Networks

• New generation Enterprise Content

Management (ECM)

• Social CRM;

• Customer communities & Self-Service.

• Brand reputation & Customer insights;

The Ecosystem of Social Business & The Social Value Chain

8

Cloud Paradigm

Monitoring & Maximize ROI

Time to Market Rapid Market Evolution

• Powerful and Adaptive Paradigm to enable

An effective answer to the Companies Needs

• Less focus on the Infrastructure

How?Why?

Today’s Company Needs

Innovation

The Technology perspective of the Change

99

Reasons to shift to the Cloud … looking to the Application side

Centralized

Affordable

ScalableReliable

Performance Productivity

Greener

Innovative

FlexibilityUbiquity

Time-to-market Accountability

Sustainability

AgileVersionless

10

=+

Ride the Transformation

SaaS PaaS

IaaSCloud

11

12

Salesforce.com: Partners - Customers and Employees network

Listen & Analyze

Social Marketing

Product & Partners

Collaborate

Service &Engage Automate

& Extend

Connect & Sell

Social Customer Profile

Employee Social

Networks

Customer Social Networks

& Product Social Networks

Social Enterprise

13

Salesforce.com: The Social Enterprise Delivered

Customer Social Networks

Employee & PartnersSocial Networks