we put our trust in experts, and less in marketing gibberish
TRANSCRIPT
The drastic changing landscape of B2B Digital Marketing
We Put Our Trust In Experts, and Less In Marketing Gibberish
Christian Carlsson, Digital Leader IBM Denmark
Source: http://www.publicdomainpictures.net/pictures/10000/velka/dramatic-landscape-11282918483cmn7.jpg
@chris_carlsson
1 | State of the nation 2 | We are changing and adopting 3 | Transform?
*DISCLAIMER
1 | State of the nation 2 | We are changing and adopting 3 | Transform?
We have at least on common thing between us: We. Want. Marketing. Funding.
Source: http://www.baldheretic.com/pics/travel/denmark/bhkroner.jpg
A good old classic: Porters 5 Forces
Rivalry: Who are competitors?
Competitive advantage?
Bargaining power of suppliers
Bargaining power of customers
New entrants: How likely?
Who? What advantage?
Threat of substitutive products (radical technical
change, change in consumer behavior)
Denmark 3Q2012
http://markedsforing.dk/artikler/bureauer/markedet-faldt-med-12-procent?utm_source=apsis&utm_medium=email&utm_content=unspecified&utm_campaign=unspecified
92%
Individuals drive trust & credibility
Source: Nielsen (2011)
Who do we trust?
Source: Edelman (2012)
Generation C
They are a combination of: Gen Y + a large part of Gen X + and other
Gen’s who are getting connected
They are the hyperconnected generation who expects authenticity
and dialogue
86% shares their experiences with a brand
97% are aware of their online identity and image
They have an audience with audiences (influencers)
They are all part of being a shared experience, and the group is
growing rapidly
Source: http://www.briansolis.com/2012/04/meet-generation-c-the-connected-customer/
The competing paradigms
The Google Paradigm
The Facebook Paradigm
“The Trust Paradigm”
The Integrated Digital Plan
The Integrated Digital Plan
Google+
Other Other
New things will always come...
Source: http://www.backgroundpictures.org/p/space/horizon_2.jpg
“Don’t fixate on which social network is important
this month. Instead, focus on creating content
that people want to share. They figure out how
they want to share it.”
Mike Moran, http://www.biznology.com
Informs our strategy as well
Rivalry Bargaining power of
suppliers Bargaining power of
customers
New entrants
Threat of substitutive products
Generation C
The Google Paradigm
The Facebook Paradigm
1 | State of the nation 2 | We are changing and adopting 3 | Transform?
From large campaigns To one-to-one, high-value interactions
From controlling the message To building collaborative relationships
From being generally accessible To being active in the right places at the right times
For us, this means...
Bridging the Content Gap
Source: Digital Body Language, ” The Content Gap - Lead Nurturing and Content Creation” http://digitalbodylanguage.blogspot.com/2009/12/content-gap-lead-nurturing-and-content.html
Content gap
Shifting our focus
Source: http://mashable.com/2012/10/15/ibm-content-social/
“Your IT guy or B2B guy is also a very strong consumer. Such pros are looking for communication that is more intimate than a whitepaper and comes from a trusted source.”
David Veneski, Media director at Intel
“Because social has changed so much — the dynamic — it’s a relationship. Customers want to be as close to the source as possible and have more direct access to the brand.”
Maria Poveromo, director of social media for Adobe Systems
Shifting our focus
Source: http://mashable.com/2012/10/15/ibm-content-social/
But this also means, it is no longer limited to Marketing or Communications
Source: IBM (2010)
Distinct characteristics of a Social Business
Engaged—deeply connecting people, including customers, employees,
and partners, to be involved in productive, efficient ways.
Transparent—removing boundaries to information, experts and assets,
helping people align every action to drive business results.
Nimble—speeding up business with information and insight to
anticipate and address evolving opportunities.
Source: IBM
Use our second most valuable resource
Don’t have 1 person do 100%.
Have 100 people do 1%.
Every employee can be an expert at something
Distributing or publishing content on social channels
Connecting experts and building relationships
Leading expert communities
Providing thought leadership on a particular topics
Social Guidelines
Source, image: http://www.flickr.com/photos/hindrik/1919268276/sizes/o/in/photostream/
Personally responsible…
Identify your self…
Respect copyright…
Respect your audience…
Don’t pick fights…
Try to add value…
……………
bit.ly/p7MTaF
From To
A true Social Business enables their experts in the context of their strategy and
go-to-market programs #sbdk #socbiz @sfemerick
Enabling experts in context of our strategy
Engagement: SME’s & Thought Leaders Cover Influencers & Key Constituencies by Topic
Social Business Manager w/ Domain Knowledge
420 Followers
790 Tweets
3,058 Mentions
Content Activation Plan
SMEs
Monitoring &
Engaging
Coordinated Dialogue
54 Comments
3,000 Clicks on
bit.lys
Videos &
whitepapers
most popular
Target Site List
180 Retweets
Owns
6 lists
Listed 43 times
603 Following
BUs PR / MR
Reach Engagement
Amplification
Conversions
Unifying Measurement Framework
*source= Unica Netinsight
Traditional Digital marketing Experts digital
engagement
4% 12%
16% 44%
Conversion rate
Reach and amplification
Call to action
Lead
Early results: SME compared to other Tactic Results*
Source: Susan Emerick, IBM (2012)
...
Source: http://www.baldheretic.com/pics/travel/denmark/bhkroner.jpg
Recent example
Expert-in-the making
Follows a Business Development
Executive
Proactively engages; dialogue
Coffee and discussion
Talking to a competitor
Bringing out the Expert
Sharing is caring
Time (4 weeks)
...?
...?
Workshop
Trust Online
Offline
It’s a fine balance and we must be careful
Source: Trustworthiness Analysis: Radius Kommunikation http://www.kommunikationsforum.dk/artikler/trovaerdighedsanalysen-2012 (Epinion, 1021 Danes age 18-65)
Trustworthiness Analysis 2012 Trust vs. “un-trust”
Objective / Goal / Agenda
Faking
Misconception what ”trust” is, Klout, etc., playing around with influence
Challenge: CEOs get social (or...?)
Source: Forbes.com and IBM CEO Study (2012)
Percentage of CEOs using social media as a tool
to connect with customers
“As CEOs ratchet up the level of openness
within their organizations, they are developing
collaborative environments where employees
are encouraged to speak up, exercise
personal initiative, connect with fellow
collaborators, and innovate,” the IBM study
concluded.
Simply put, CEOs and their executives set the
cultural tone for an organization. Through
participation, they implicitly promote the use
of social technologies. That will make their
organizations more competitive and better
able to adapt to sudden market changes.
ibm.co/ceostudydk
Challenge: Socialsemantic 2012
Source: MetroXpress, 25 april, 2012 | socialsemantic.eu 2012
“Afdækning af dansk erhvervslivs brug af web 2.0 teknologier med fokus på Sociale medier, Mobile (og APPS) & Cloud.
Vi belyser, hvor i organisationen (både internt og eksternt) de nye værktøjer og dynamikker skaber mest værdi, og hvilke
ressourcer der investeres. De 6 forretningsområder afdækket er; PR & Kommunikation, Salg & Marketing (inkl. web),
Service & Support, Innovation (R&D, Produkt- & Procesudvikling), HR & Personaleudvikling, Organisation & Ledelse.”
socialsemantic.eu
Challenge: CMO under-preparedness
bit.ly/cmostudy2011
88%
Source: IBM (2011)
Challenge: CMO under-preparedness
1 | State of the nation 2 | We are changing and adopting 3 | Transform?
What could you do
Advisory Role
”Domain Extended Network”
Social CRM
Advisory Role
Point us in the right direction
We want to speak to Experts as well
Help us change our behavior
Source: http://hobby-survival.blogspot.dk/2011_01_01_archive.html
”Domain of interest”
“Domain Extended Network”
Your Network
Other Network
Other Network
”Domain of interest” ”Domain of interest”
Other Network
Network
”Domain of interest”
Social CRM / Listening / ...
Your Network
Other Network
Other Network
”Domain of interest” ”Domain of interest”
Other Network
Influencers
Engagement: SME’s & Thought Leaders Cover Influencers & Key Constituencies by Topic
”Domain of interest”
Social CRM / Listening / Intelligence / ...
Your Network
Other Network
Other Network
”Domain of interest” ”Domain of interest”
Other Network
Prospects
Why not?
Expert-in-the making
Follows a Business Development
Executive
Proactively engages; dialogue
Coffee and discussion
Talking to a competitor
Bringing out the Expert
Sharing is caring
Time (4 weeks)
...?
...?
Workshop
Trust Online
Offline
Source: “Singer” http://www.poppyvalentine.com/sewing-machine-lessons-norwich-norfolk/
Stitch things together
If I were you...
I would get a Social Listening and Bid Data Analytics tool
I would invest in a Social CRM setup in the basement
I would get help from a Big Data expert how to mine your and publically available data for experts, influencers, and prospects
I would include Journalists as Influencers
I would then start building profiles of both influencers and prospects
From an IBM perspective, I would pick 3 key areas for Denmark: Healthcare, Fraud, and something IT specific (like Cloud)
I would focus on top 1000 companies and institutions, and in them, the top 5000 CxO’s and leaders
I would then start aggregating a view that could be used in the next discussion with a specific ”client” like IBM
This aggregated view could be done for Healthcare:
– Who are the influencers in DK – What is moving – What are legislators proposing – What are regular citizens interested in – Where are people who discuss this – What are the trends – What are the search words – Any specific prospects – What are the events, seminars, etc. – ...
I would package it as a Quarter Report – but give away a first ”lite appetizer” for free
Ask to speak with the Experts, not only the marketers!
Finding the right balance
Source: http://commons.wikimedia.org/wiki/File%3ABalance_scale_IMGP9728.jpg
Challenge: CMO under-preparedness
bit.ly/cmostudy2011
88%
Source: IBM (2011)
Don’t be the last wiener on the grill – become a #socbiz today!
vizify.com/christiancarlsson twitter.com/chris_carlsson linkedin.com/in/christiancarlsson [email protected] +45-28 80 45 53
Source, tables: http://www.flickr.com/photos/joe_relic37/5908678673/sizes/o/in/photostream/
Backup
A Social Business
Social Business ingredients
People
Culture
Behavior
Change Technology
Leadership
Design
Change is fast, and it is pushing boarders
Consistency
Time
Guidelines
Targets
Value (or lack of)
Know how
Tools
Personal
Behavior
Barriers
Culture
Source: http://www.flickr.com/photos/ian-m5j21/3174255372/sizes/o/in/photostream/
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