Brian Solis - The End of business as usual
Post on 20-Aug-2015
- 1. Brian Solis@briansolis
- 2. Digital Darwinism is theevolution of consumerbehavior when society &technology evolve fasterthan your ability to adapt
- 3. This is a time forintrospectionforreflection. Its time tolead and not follow.But to do so requiresyou to think outside ofthe traditional usecases. InsteadThink.Like.The.Customer
- 4. Employee and customer behavior & expectations are evolving.They expect to engage in new channelstheir way. Traditional Consumer Digital ConsumerCONNECTED CONSUMER
- 5. You are now marketing to an audience with an audience ofaudiences - Strategies must engage and trigger the social effect
- 6. ConnectedConsumers see theworld differently.Theyre always onand that can work forand against you. Thesecret is toSee the world throughthe eyes of yourcustomers.
- 7. Consumer AttentionAwareness InterestEvaluation Decision The CustomerAction Decision Journey 1.0 Referral Loyalty
- 8. WITHOUT AWARENESS THERE CAN BE NOCONSIDERATION
- 9. Gen-C takes to their social graph to make decisionswith a little help from their friends
- 10. A social consumerhierarchy is emerging andconnected customers arebeing incentivized to sparkword of mouth andinfluence friends. A socialconsumer hierarchy isemerging.
- 11. Mobile engagementintroduces opportunitiesto connect withcustomers and guidedigital experiencesoptimized for devicesand platforms
- 12. Tweet Your Way toSavings! AmericanExpress encouragesgroup buying by activatingthe power of the crowdsthrough co-branding andgamification in socialnetworks
- 13. Customers shop for the best deal and advice. They will abandon thetransaction if you dont engage at the right time.1.Best price2.Information3.Peer reviews4.Experiences5.Ideas6.Support7.Direction
- 14. Facebook friends go with you online & offline. Tying together the digital & realworld is something that Gen-C Likes!
- 15. The connected customer sees the world differently, uniting the online and offline world for others to see & experience
- 16. Consumers split their attention between the destination web & activitystreams. To connect requires an engaged approach.
- 17. Online behavior is changing: Attention moves to a social dashboard Red = where users looked the most Yellow = indicate fewer views Blue = least viewed Gray = didnt attract any fixations Green = boxes drawn on top of the images after the study to highlight the advertisements
- 18. The fight for audience2 attention takes place where attention is focused
- 19. The customer voice isexpressed through sharedexperiences and must beco-created.Without design orengagement, the collectiveof customer experiencesbecome the brand forconnected customers.
- 20. Whether we like it or not, customers contribute to the state of our This is where co-creation begins brand simply by sharing their experiences.
- 21. The last mile of Anti- Social Businessexperiences is pavedthrough engagementand you are its engineerEngagement Brand ElementsExperience RepresentativeCustomer Engagement Customer
- 22. #INNOVATEORDIE
- 23. TheEXPERIENCELayer
- 24. Connectedconsumerism islinked throughshare experiences.These experiencesrequire design.
- 25. By design, businesses are optimized to work ingroups and collaborate in the matrix. When itcomes to co-creation we first ask, Whats theROI? #FAIL
- 26. The Internal/External Social disconnect 43% block access to social networking sites*Note: n = 521. Not sure responses were excluded from this analysis. *Society for Human Resource Management Survey, November, 2011
- 27. Discouraging internal usage, promoting externally Yet 68% of companies surveyed in the same study indicate they utilize social media to engage external audiences. Why the disconnect?Note: n = 475. Not sure responses were excluded from this analysis. *Society for Human Resource Management Survey, November, 2011
- 28. Invest in a culture ofinnovation & co-creation
- 29. Over 40 percent of the companiesPeople are more comfortablethat were at the top of the Fortunewith how things are than how500 in 2000 were no longer there inthey could be.2010
- 30. the top 5 reasons for transformation1. A new audience of connected customers is emerging, and they are becoming more influential than your business.2. Social platforms create new touchpoints and expectations.3. The roles of the customer (and employees) are greater than the reach of marketing, co-creation is the DNA of engaged and adaptive businesses.4. Without co-creation, customer activity and shared experiences steers conversations, impressions and activity without you.5. Co-creation improves products and services, builds trust, and says to the world, were listeningwere improvingthank you.
- 31. "Were finally tapping into the knowledge housed in the worlds greatestoperating system in the worldthe weband unleashing the potential ofbillions of creative minds to work together in ways weve never seen before. Michael Dell
- 32. Weve arrived at acrossroads and we needto make a decision on ourSocialrole driving change within Mediathe organization Expert Change AgentGo your own way,We will follow@briansolis
- 33. The boundaryless organization brings peopletogetherwhether its employees, customers orother stakeholders
- 34. A customer-centricbusiness focuses on Companyprocess, employees,philosophy andexperiences.Co-creation platforms areenablers of customer andemployee-centric strategiesthat is driven by desiredoutcomes.
- 35. W illingnessto O pennew R oads is K ey
- 36. Advisor Peer DecisionMakerIdeaThe roles ofGenerator the socialInfluencer consumerAdversary CustomerAdvocate
- 37. Enterprise social networking is morethan Facebook behind the firewall.It takes 1) Purpose, 2) Design, 3) Resolve & 4) Reward
- 38. What are we solving for?
- 39. Customer centricity begins with an idea on how toimprove something that may not be broken
- 40. six qualities that define engagement Consumers cited "feeling valued" as the most important The Pillars of a Collaborative Business element of brand engagement
- 41. The Future of iCommerce is the Digital Experience Starbucks moved an executive from its Digital Ventures team to lead the new role of Chief Digital Officer. Starbucks is investing in the #digitalexperience. The CDO controls web, mobile, social media, digital marketing, Starbucks Card and loyalty, e-commerce, Wi-Fi, Starbucks Digital Network, and emerging in- store technologies.
- 42. Theres been such a seismic shift that we needed topull it all [digital] together and make it a priority. Adam Brotman, Starbucks CDO
- 43. Its time to change.But change is not thegoal.The goal is toimprove customersexperiences andrelationshipsDo this again andagain until itbecomes a way ofbusiness.
- 44. The 10 Steps for Transformation
- 45. Become the Champion:1 Find the courage to take the firststepsthen prepare to make thebusiness case for experimentation.
- 46. This is your timeFear, risk, and uncertainty are off the table.Your work is an investment in creating a test and learn culture. The key is not to be afraid. The worst mistake you can make is to not try. This is your time to use your voice. We would love to be in a position to have to say no to too many ideas - Management
- 47. Run an internal audit forcapabilities, opportunities, andneeds.2 Assess the roadblocks, hurdlesand other champions.Identify your internal stakeholdersand start the process of earningbuy-in.
- 48. Understand customer behaviors,needs, and opportunities. Createa short list of engagement3 initiatives to engage them. Theplatform and the process shouldfit the objective, not the other wayaround.
- 49. Scope and Metrics:Bring customers into your organizationone project at a time4Understand that where you are andwhere you could be with customerengagement today and co-creationtomorrow. Pick a pilot program thatcan demonstrate value.Begin with the end in minddefinewhat success looks like now.
- 50. Information commerce must be focused on high-impactareas to learn and prove valueResearch and DevelopmentProblemCollectiveSolving Intelligence/PredicationCo-Creation Co- Transparencycreation/Open InnovationRefinement Creative,Design
- 51. Platform Selection:Theres a difference betweenEnterprise Social Networking and5 co-creation. Pick the rightplatform based on objectives andcustomer expectations.AND define success before youbegin.
- 52. Community Management/Rules of Engagement:Define how best to approach customers,employees, suppliers, and any otherstakeholders that can offer valuableinsight.6 Determine if the program is private orpublic.Define roles and responsibilities.Define a listening framework and aconversational workflow.Document new processes.
- 53. Transparency:Transparency is critical. Set clearexpectations and give feedback to7 your community: how will you actupon input? For example, will anidea with many positive votes beimplemented? If not, why not?(e.g. not feasible?) If so, how andwhen?
- 54. Identify patterns and trends instakeholder input. Depending on8 the forum, they can do this for youthroughcollaboration, debate, and voting.
- 55. Reward users forparticipation, not with dollars or9 discounts, but withbadges, points, and other formsof acknowledgement.
- 56. Become the change you want to see Create an Innovation Center of Excellence and lead a culture of10 innovation based on proven process and results. Introduce a co-creation playbook that 1) communicates best practices, 2) shows how to launch co-creation programs, and 3) offers training and support.
- 57. This is the time of risk takers and visionaries.Those who see what others dont and those whowill do what others wont
- 58. Connected consumers want a magical andfrictionless experience
- 59. Deals are part of thecommerce ecosystem, butpersonalization, gamification, rewards and personalizedincentives will help triggerbuys and shares. Designmeaningful experiences thatoutpace fatigue.
- 60. Apps know when consumers are in store to deliver a personalized experience and reward them for engagement.
- 61. as were all learning, social networks can do morethan simply play a role in just connectingfriends, family and co-workers for meaninglessbanter or pleasant distractions.@briansolis
- 62. Reality Check: An Undercurrent of Concern Businesses struggle to sustain value creation and adoption of ESNs. Most organizations see one or more of the following 5 scenarios: 1. An initial enthusiasm and usage followed by slow decline. 2. Only one department strongly adopts the ESN. 3. Culture confusion and lack of executive engagement stymied growth fromthe start. 4. Lack of social business maturity. 5. Platform Proliferation = another thing we have to do
- 63. Businesses must think through whatsuccess looks like and they must doso looking beyond the competition
- 64. Conversational Workflow Mention LocalCorporateMarketing Community Social InternManagerQualifiedRequires AttentionRead only engagement Community Mgr EngagementManagerEngagement Reviewcc: Monitor for responseNegative VPs/DirectorsPositive UrgentCorp CommEscalate 1Acknowledge or Corporate ExecutiveSocialReview Escalate 2Express gratitude
- 65. It is not the strongest of the species thatsurvives, nor the most intelligent thatsurvives. It is the one that is the mostadaptable to change.
- 66. customers dont really know whatthey want, but they know when they see it
- 67. Before we can innovate externally, wehave to innovate within
- 68. Employees and customers are already social Social networks permeated the enterprise fromthe outside in. Because people use thesenetworks in real life, how they communicate, learn, and share is evolving beyond traditional enterprise tools in play today. Engagement is at risk of decay.
- 69. As social media becomespart of the everydaylifestyle of connectedemployees, a new genre ofengagement is required tofoster co-creation andinnovation
- 70. Have a grand vision for how you co-creation, but start small to test and learn.
- 71. @briansolis
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