Transform to the power of digital
Social Media in Swiss Corporations
Capgemini Consulting, Guido Kamann
Zürich, 27 September 2012
Contents
2
▶ Introduction Capgemini Consulting and Digital Transformation
▶ Social Media at large corporations
– External dialog
– Internal dialog
▶ Conclusion
Copyright © 2012 Capgemini Consulting. All rights reserved.
Capgemini Consulting is the management consulting division of the Capgemini Group – the largest consulting firm with an European origin
3
Employees over 120,000 worldwide
Offices more than 300 in 40 countries
Headquarter in Paris and publicly listed as one of CAC-40 companies
Clients are two thirds of the world‘s largest companies
Revenues of 9.6bn EUR in 2011 and Top 5 consultancy worldwide
Capgemini Consulting the strategy and transformation consulting brand of the Group with over 4,000 consultants worldwide
Link to company website
Copyright © 2012 Capgemini Consulting. All rights reserved.
With the MIT, a well recognized global research study was conducted: “Digital Transformation: A Road-Map for Billion-Dollar Organizations“
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Capgemini Consulting partnered with MIT to conduct fundamental research and develop cutting-edge solutions
157 interviews with IT and Business Executives
50 companies with billion dollar annual turnover
15 countries in Europe, North America and Asia Pacific
1) In September 2012 by Source, which is a provider of information about the management consulting market, serving consulting firms and their clients with expert analysis, research and reporting.
Study was ranked among the top 5 thought leadership publications of the last decade in consulting1
Digital transformation study on global level was started in 2011
Link to publication
Copyright © 2012 Capgemini Consulting. All rights reserved.
The study suggests that Digital Transformation is facilitated mainly by 4 technology driver – Mobility, Cloud, Big Data, and Social Media
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Key technology driver for digital transformation
Customer understanding
Digital Globalization
New Digital BusinessesWorker enablement
Customer touch points
Digitally-modified businesses
Performance management
Top line growth
Process digitization
Digital Capabilities
Customer Experience
Operational Process
BusinessModel
Cloud Social MediaMobility Big Data / Analytics
Copyright © 2012 Capgemini Consulting. All rights reserved.
Social Media refers to all online applications that enable creation and exchange of user-generated content
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Social Media Web 2.0 is the technical platform for Social Media applications
Social Media supports human communication and collaboration via the internet
Social Media already omnipresent in private live, is transitioning increasingly into business context
InstantMessenger
Microblogs
Polls
Feeds
Webblogs
Podcasts
Livestreams
Socialnetworks
Enterpriseportals
Wikis
Socialsearch
CompanyWiki Support
Wiki
Mind-mapping
Web-meeting
Desk shareCollabor-
ation
Externalnetwork
Internalnetwork
Webinar
Communi-cation
Companies that are using all major Social Media platforms increased from 20% in 2010 to 25% in 2011 worldwide1
1) Source: Fortune Global 100, 2011 2) Percentage of companies with a dedicated Facebook account. Source: “Vom Hype zum Handwerk“ - Bernet ZHAW Study Social Media Swiss 2012
Swiss Companies that are present on Facebookincreased from 45% in 2011 to 84% in 20122
Copyright © 2012 Capgemini Consulting. All rights reserved.
External dialog
Social Media can be deployed for internal and external business purposes in corporations
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Internal dialog
Customer
Other stakeholder
Potential employees
Employees
Supplier /Business Partner
Copyright © 2012 Capgemini Consulting. All rights reserved.
Contents
8
▶ Introduction Capgemini Consulting and Digital Transformation
▶ Social Media at large corporations
– External dialog
– Internal dialog
▶ Conclusion
Copyright © 2012 Capgemini Consulting. All rights reserved.
Social Media has an influence across the entire value chain of a company with particular impact on seven areas
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Transactions
Customer service
HR & Recruiting
Brandvalue
Social Media
Innovation
Operational efficiency
Customer intelligence
Customer service
Service quality
Service cost
Response time
Transactions
Multi-channel penetration
Conversion rate
Transaction cost
Customer intelligence
Customer knowledge
Marketing effectiveness
Customer loyalty
Operational efficiency
Communication efficiency
Collaboration intensity
Knowledge synergies
HR & Recruiting
Employer branding
Employer engagement
Recruiting efficiency
Brand value
Brand awareness
Customer engagement
Up-/cross-selling potential
Innovation
Innovation volume
Time-to-Market
Success rate
Copyright © 2012 Capgemini Consulting. All rights reserved.
We’ve analysed actual utilisation of the main four Social Media platforms among large Swiss corporations in several industries
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Copyright © 2012 Capgemini Consulting. All rights reserved.
Objective
Analysed industries and companies
FinancialServices
LifeScience
ConsumerProducts / Retail
Energy / Manufacturing /
Resources
Telco / Media / Entertainment
Services /Logistics
Analysis of presence and utilisation of the main Social Media application among large corporations in Switzerland
Evaluation of the ‘real, observed‘ usage intensity of social platforms
Approach
Survey was conducted with 57 major Swiss companies in Mai 2012
Structured evaluation criteria were Content quality Update frequency Degree of user involvement Market penetration and presence Degree of target achievement
Evaluated platforms
Most swiss companies are present in at least one Social Media platform, however, utilisation intensitiy seems to be relativeley low
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Presence and Utilisation
Utilisation of Social Media by platforms and corporate function
Utilisation comparison by industry
1,8%
73,7%
24,5%
low medium highnone0
1
2
3
3,53,0 4,0
SL
TME
2,50,50,0
Rat
e o
f u
tilis
atio
n
EMRCP
LS FS
Presence
0
1
2
3
Rat
e o
f u
tilis
atio
n
Ø 1,00
0
1
2
3
Rat
e o
f u
tilis
atio
n
SalesKunden-service
Open Innovation
MarketingRecruiting
Source: Capgemini Consulting Social Media study Switzerland 2012 n = 57 leading Swiss companies from 6 different industriesFS = Financial Services, LS = Life Science, CP = Consumer Products / Retail, EMR = Energy, Manufacturing and Resources, TME = Telco / Media / Entertainment, SL = Services /Logistics
0
1
2
3
4
Ø P
rese
nce
Switzerland
54
54
54
Copyright © 2012 Capgemini Consulting. All rights reserved.
In particular with the use of Facebook, companies successfully get in touch with their customer and expanding brand reach
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Number of subscriber to corporate Social Media platform accounts
Utilisation of Social Media platforms by industry
0
1
2
3
Rat
e o
f u
tilis
atio
n
Services /Logistics
Telco / Media / Entertainment
Energy /Manufacturing
ConsumerProducts
LifeScience
FinancialServices
0
100.000
200.000
300.000
400.000
500.000
SubscriberSub
scri
ber
“Follower”
Subscriber
“Likes”
Source: Capgemini Consulting Social Media study Switzerland 2012 n = 57 leading Swiss companies from 6 different industries
Copyright © 2012 Capgemini Consulting. All rights reserved.
Overall utilization intensity is in the middle category
National Overview
Copyright © 2012 Capgemini Consulting. All rights reserved.
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Top Social Media utilization Switzerland
0
1
2
3
4
5
Inte
nsi
ty
SLTMEEMRCPLSFS
A broad and professional Social Media appearance leads to intensified customer interaction and enhanced customer experience
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Good practice examples
General Best Practice
Recruiting Open Innovation
Customer Interaction
SalesMarketing
Smart adoption and seamless integration of key Social Media platforms
Targeted approach of job seekers via presence on specific career websites
Efficient involvement of user community by lottery/raffles and product tests
Facilitated customer online dialog including timely response to community comments
Effectively acquiring customer feedback and product ideas from online communities
Embedded Facebook shop, which is fully interlinked with company online shop and CRM solution
Source: Capgemini Consulting Social Media study Switzerland 2012
Copyright © 2012 Capgemini Consulting. All rights reserved.
Beispiel
Best PracticeSBB
Study Exerpt: Social Media in real-time customer services
Customer Interaction: pro-active customer service
Copyright © 2012 Capgemini Consulting. All rights reserved.
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• Aktive und schnelle Reaktion auf öffentliche Kundenanfragen und Fan-Kommentare
• Regelmässige Kundgaben von aktuellen Informationen; insbesondere transparente Kommunikation bei negativen Meldungen
• Hilfestellungen bei akuten individuellen Problemmeldungen
• Die SBB tweetet regelmässig aktuelle Meldungen zum Streckennetz und bietet Followern individuelle Ratschläge zu Alternativlösungen
• Fragen aus der Community werden durch die SBB direkt beantwortet
• Reaktion des Unternehmens auf allgemeines Feedback und Beschwerden
2
1
3
3
2
1
With the broad variety of digital and traditional channels, companies face the challenge to still accomplish a consistent customer experience
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Awareness Interest
Offlinechannels
Customerlife cycle
Channels
Purchase Service Re-purchaseUsageDesire
Onlinechannels
TV / Radio
Call Center
Outlets
Events/Fairs
Family / Friends
...
Mobile apps
Website
Instant messenger
Social networks
Blogs
Feeds / Casts
...
Multi-Channel Challenges
Integration and differentiation
Organisation and implementation
Information Management
New businessmodel
Optimal balance between: (1) Integration - Harmonised customer experience (2) Differentiation - Tailored to user group and channel
Governance / “Digital Service Unit” Guidelines and procedures Employee qualification
Data gathering, matching and storage Information exchange Analytical tools
... modification ... innovation ... integration
Copyright © 2012 Capgemini Consulting. All rights reserved.
Many corporations are currently rethinking how to organize Social Media Governance and other Digital Initiatives
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Source: Capgemini Consulting / MIT Research 2012
Creating a Digital Service Unit to coordinate & drive their digital initiatives is according our research the most promising way to create value in large corporations.
COORDINATION
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Contents
18
▶ Introduction Capgemini Consulting and Digital Transformation
▶ Social Media at large corporations
– External dialog
– Internal dialog
▶ Conclusion
Copyright © 2012 Capgemini Consulting. All rights reserved.
Corporate Challenges
Large enterprises face specific internal challenges based on its characteristics and economic trends – That’s where Social Media can help
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Increasing technological complexity
Shortening innovation cycles
Improving availability of information
Growing competitive pressure
Localised offerings
Increasing amounts of information
Complex organisational structure
Long ways of communication
Working in projects
Broad process landscapes
Extensive knowledge generation
Information silos
Ageing teams Remote locations
Major economictrends
Large enterprisecharacteristics
Enable simple finding of contacts and data
Distribute information target-oriented
Simplifycommunication
Improve remotecollaboration
Increaseefficiency
Exploitknowledge synergies
Social Media
Copyright © 2012 Capgemini Consulting. All rights reserved.
Yammer is the micro-blogging and messaging application of the Capgemini Group, enabling conversations inside and outside the enterprise
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Gathering communities of interests to exchange
knowledge on specific topics
Sharing information and create a debate
Finding relevant information and
material
Yammer started off as a local initiative by a small group of consultants in the Netherlands
Launched officially in 2009 as Group-wide communication tool
Identifying appropriate resources for specific
projects
Copyright © 2012 Capgemini Consulting. All rights reserved.
More than 44,000 active user worldwide
“Connect” is the social network platform of Capgemini Consulting – a channel to share knowledge and contribute ideas in one network
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Internal platform connects over 4,000 consultants worldwide
Network comprises predefined global communities for certain sectors and practices
Monitoring helps to understand usage patterns and to further improve the platform
Building knowledge
collaboratively
Sharinginformation
Finding specific expertise on a
topic
Learning from others and transferring knowledge
Breaking geographical barriers in an
international organization
Copyright © 2012 Capgemini Consulting. All rights reserved.
Contents
22
▶ Introduction Capgemini Consulting and Digital Transformation
▶ Social Media at large corporations
– External dialog
– Internal dialog
▶ Conclusion
Copyright © 2012 Capgemini Consulting. All rights reserved.
With a holistic strategy and a sound implementation, the full potential of internal and external Social Media adoption can be realized
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Social Media is a board room topic!
Copyright © 2012 Capgemini Consulting. All rights reserved.
Social Media is not an isolated single topic for the Marketing, HR or Communication department
Social Media requires a holistic strategy esp. governance strategy to exploit its full potential across the entire value chain and all functions
Social Media is one of the key driver for digital transformationof business operating models and organisational design
Swiss companies show sizable presence in Social Media, but with low utilisation – A lot of potential is untapped, yet
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Now, socialize with us offline and online…
Dr. Guido KamannVice PresidentLeutschenbachstrasse 95CH-8050 ZurichSwitzerland
Phone: +41 44 5602 400E-Mail: [email protected]
Copyright © 2012 Capgemini Consulting. All rights reserved.
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