A tour of how the changing nature of relationships with customers is driving business towards community and social based interaction. This requires a new framework for collaboration and co-creation which creates social business value. How are these social value-creating activities different than traditional business value-creating ones?
Presented at Ebusiness Management Strategies graduate class, Heinz College, Carnegie-Mellon Univ.
3. Customer
Relationship Market
Market
Mgmt.
Mgmt.
Educate
Educate
Market
Market
Lifecycle Gain
Gain
Brand
Brand
Visibility
Visibility
Generate
Generate
Leads
Leads
Research
Research
Customer
Customer Customer
Request Customer
Request
The
Usage,
Usage,
Testing,
Testing,
Customer Validate
Validate
Needs
Needs
Helpdesk
Helpdesk
Satisfaction
Satisfaction Qualify
Validation Qualify
Validation Deal
Deal
Integratio
Integratio
nn &
& Progress
Services
Progress
Services the Sale
the Sale
Deploy-
Deploy- Deal
Deal
ment
ment Negotiation
Negotiation
Close of
Close of
Delivery
Delivery
Copyright 2012 Rawn Shah Deal
Deal
All Rights Reserved
4. Evolution of Brands & the Role of
Customers
Customer as Customer as
Consumer Participant
Brand as Brand as
Brand as Identifier
Brand as Individually Community
Symbols Co-created -created
(1900-1930s) Value
(1930-1990s) value
(1990-2000s)
(2000s )
Is Marketing Ready for the Stakeholder-Focus Brand Era? Forbes July 2012, http://onforb.es/Vi2YAU
5. Customer
Customer
Customer
Customer Customer
Customer
Today… Floating in a Customer
sea of customers Customer
forming their views Customer
from communities
Customer
Customer Customer
Customer
Customer
Customer
Copyright 2012 Rawn Shah
All Rights Reserved
Customer
6. Customer
Customer
The Challenge …
How to connect
with customers as
communities
Customer
Customer
Customer
Customer
Customer Customer
pyright 2012 Rawn Shah
7. Creating a Social Experience
begins with people…
Domain
Interactions
Leadership
People
Community
Management Relationships
& Roles
Trust &
Reputation
Copyright 2013: Rawn Shah
8. People create purpose…
Domain
Interactions
Culture Purpose Leadership
People
Community
Management Relationships
& Roles
Collaborative
Tasks Trust &
Reputation
Copyright 2013: Rawn Shah
9. And work in
a place
Online
Environment
Places
Content
Domain
Interactions
Culture Purpose People
Community
Leadership Management
Relationships
& Roles
Collaborative
Tasks Trust &
Reputation
Copyright 2013: Rawn Shah
10. Online
Environment
Places
Content
Domain
Social
Experienc Interactions
Culture Purpose e People
Community
Leadership Management
Relationships
& Roles
Collaborative
Tasks Trust &
Reputation
Copyright 2013: Rawn Shah
11. Increasing Levels of Value-creation
from Social Business
Content Collaborative Culture
Tasks
Strategic
Tactical
Interactions
Relationships Leadership
& Roles Trust &
Reputation
Capture Shared
Collaboration Analytical
Unstructured Decisions &
& Discovery Insight Brand
Data
12. Networked, Non-linear,
Multi-stakeholder,
Spans boundaries
Social Value-Creating Activities
Capture Shared
Collaboration Analytical
Unstructured Decisions &
& Discovery Insight Brand
Data
Customer
Business Value- Efficiency
Value
Creating Activities
Quality Culture
Process-Oriented,
Planned, Bounded
organization structures
13. Different Business Functions have different
emphases on value
Research,
Design,
Development
Customer
Efficiency
Value Marketing,
Sales,
Customer
Service
Quality Culture
HR, Business
Operations
14. Example Goals for Product Research &
Development
Radically Innovate
Leverage Collective
Models, Markets,
Intelligence
Products
Goals
VP Product
Innovate Through Cultivate Networks Development,
Partnerships of Expertise Chief Design
Officer,
VP Research
15. Radically Innovate
Models, Markets,
Products
Leverage Collective
Intelligence
Example: Product Research &
Innovate
Development
Cultivate Networks
Through & Communities of
Expertise
Partnerships
Challenges Capabilities
Connect to contextual expertise
Connect to contextual expertise
Inflexible legacy
Inflexible legacy
& resources
& resources
models, products,
models, products,
infrastructure
infrastructure
Build communities of practice &
Build communities of practice &
Lack of Continuity process
process
Lack of Continuity
of Technical Expertise
of Technical Expertise
Build cross silo working
Build cross silo working Strategy
Limited Expertise relationships & culture with
relationships & culture with
Limited Expertise
consistent messages
consistent messages
in certain areas
in certain areas
Build external partnerships with
Build external partnerships with
Complex
Complex
academia & industry
academia & industry
decisions
decisions
Generate Ideas through partner
Generate Ideas through partner
Locating
Locating
& customer co-creation (e.g., Social
& customer co-creation (e.g., Social
resources
resources Business Jam)
Business Jam)
16. Applied to Product & Service Innovation
(Research, Development, Supply Chain)
Challenges Capabilities
Identify Goals Define Strategy Execute
Describe needed Capture Identify new ideas
innovation Unstructured
Data
for innovation
qualities & values
Identify hotspots Collaboration
Expand, explore,
of innovation & Discovery and validate
innovative ideas
Metrics and KPIs Identify reusable social
for co-created Insight patterns of innovation
innovation development
Transform Innovation Shared Value co-creation chains
processes to co- Decisions &
with partners. New growth
create value with Brand
with partner development
community
17. Customer
Online
Environment
Customer
Customer
Content Domain
Social
Experie
nce
Customer Customer
Interactions
Culture
Leadership Community
Management
Relationships
& Roles
Collaborative
Tasks
Business Function Customer
Trust &
Reputation
Goals & Processes Social
Experiences
Customer Efficiency
Value
Capture
Unstructured
Collaboration Analytical Shared
Decisions &
Data & Discovery Insight Brand
Quality Culture
Business Value- Social Value-Creating
Creating Activities Activities
Mapping Goals to
Strategy & Execution
1. Capture Unstructured Data 70-80% of enterprise data is unstructured and growing 10 – 50 times faster than structured data – Noel Yuhanna, Principal Analyst, Forrester Research, Nov 2010 Capturing tacit knowledge from conversations across the organization. E.g., Off-boarding - Save tacit knowledge and before employees change jobs, leave or retire Transferring how we view and structure information from our minds to shareable data 2. Collaboration & Discovery Accelerating ideation and innovation Building engagement & Strengthening relationships across employees, partners, customers Accelerate decision-making simplified, context-focused, and semi-structured communications identified relationships and dependencies Incorporate recent activity & sentiment of decision participants Identifying process failures, constraints and weak points 3. Analytical Insight Attention Management: filtering the flow, prioritizing conversations & activities Data or Social Interaction Pattern analysis Cognitive and Sentiment analysis – what people know and how they feel 4. Shared Decisions & Brand Decisions based on tacit knowledge, discussion-based analysis in the flow Shared responsibility in decision-making Process resiliency, and adaptive paths in a process = collaboration + insight Handling Process Exceptions through social interaction = tacit unstructured data + collaboration Alleviating process frustration and improving process adoption = collaboration + insight