© 2011 IBM Corporation

Die Rolle von Analytics für Social Software/BusinessGestern, Heute und Morgen

Friedel Jonker – Software Client Leader Travel & Transport10/19/2011

© 2011 IBM Corporation2

Friedel Jonker, Software Client Leader, Travel & TransportIBM Software Group

Career History and Education Selected Programs/Projects

ims: German Business Value Concept to improve Sales Force Effectiveness based on eBusiness Assessment, Pain Point Analysis, Definition of Requirements and Portfolio Prioritization.

Contribution: Lead the German Business Value Concept to improve Sales Force Effectiveness.

Daimler: Global Concept and implementation coordination together with the Boston Consulting Group to set up IT/Data Governance and Data Modelling/Re-Engineering of an As/is Landscape with the objective to reduce costs in development and maintenance and increase and secure the Quality of Data as a base for high quality use of CRM, BI/LI for Sales & Risk Performance Management (SRPM).

Contribution: Lead the IT/Data Governance and acted as the SME for all IT/Data Governance related issues at the company.

Dresdner Bank/Commerzbank: Definition of a Business Driven Traffic Light Test Management Concept to successfully implement an Oracle/Siebel CRM & BI solution.

Contribution: Lead the Testmangement and acted as the SME for all CRM & BI related Testmanagement matters. The Testmanagement Concept is now used as a global handbook for Testmanagement.

German, English (fluent). CRM, BI/LI Strategy Leader IBM GBS Germany. Winner of the Sales Excellence Award 2005 from the University

of St. Gallen and Handelsblatt. Broad experience in Planning and Implementing value based

CRM & BI/LI Strategy, Processes, Architecture and Systems. Member of the MIT, Sales Executive Councile, SAMA and

member of Marketing Alumni, University of Münster, Germany

Languages and Profile

2008- today IBM, Germany, Software Client Leader, Business Development Manager Analytics & PM, Managing Consultant CRM & BI

1994- 2008 Deutsche Leasing AG, S-Finance Group, Germany, CRM & BI Business and Program Director

1990- 1994 Citicorp-Citibank AG, Germany, European Manager Marketing Database VISA

1989- 1990 Ogilvy & Mather Dataconsult, Germany, Consultant Database Marketing

1988- 1989 Infas, Germany, LOCAL-Direct Project manager for SRPM with Location Intelligence (LI)

1982- 1988 University of Münster, Master of Business Management in Marketing & Statistics

© 2011 IBM Corporation3

Neue Informationsqualität für das VISA Kartenmanagement der Citicorp, in: Oracle Finanzwelt, 1994 Database Marketing bei der Deutschen Leasing AG, in: Jahrbuch 2000, Deutscher Direktmarketing Verband e.V. Von Database Marketing zum CRM, in: Computerwoche, 19/2001 Customer Relationship Management, Bericht über das Deutsche Leasing CRM-Projekt, in: GoAhead 9/2001, CSC- Ploenzke CRM – die nächste Generation, Interview mit Friedel Jonker, in: Computerwoche, 33/2002 Mit intelligentem Database Marketing und CRM zu überdurchschnittlichem Markterfolg, in: Cognos- Kundenmagazin Case Study Präsentation C3M-Eagle, marcusevans, FoCus Gipfel CRM, Montreux, 19.-21. Januar 2003 Erfolgreiches Customer Relationship Management bei der Deutschen Leasing AG, Nordakademie, Elmshorn, e-think-tank,

Febraur 2003 Konflikte zwischen Vertrieb und Vertrag lösen, in: Praxismagazin für Marktkommunikation der Sparkassen-Finanzgruppe, 2004,

11. Jahrgang, Nr. 5, S 38 ff CRM und Sales -2 Seiten einer erfolgreichen Verbindung, im Beratungsbrief von http://www.vertriebs-experts.de , 23.03.2005 Deutsche Leasing Gruppe: Mit Siebel/Oracle CRM-System das Neugeschäft jährlich um durchschnittlich 12 Prozent

gesteigert, in: Oracle Customer Snapshot Juli 2006 CRM als strategisches Element der wertorientierte Unternehmensführung der Deutschen Leasing AG -7P Programm für

erfolgreiche CRM-Programme –Position_Path_Portfolio_Program_People_Progress_Performance, marcusevans, FoCus Gipfel CRM, Montreux, 14.-16. Februar 2007

Case Study CRM bei der DL, in Kundenmanagement –Grundlagen-Strategien-Beispiele von Manfred Krafft, März 2007 Vom Callcenter zum Intelligent Multichannel Customer Management Center, IBM Callcenter Circle, Hamburg HASPA, Mai 2008 Neue Technologien schaffen eine Demokratisierung der Information, Initiative Mittelstand

http://www.imittelstand.de/themen/topthema_100288.html , 16.11.2009 Integrierte Echtzeit Unternehmenssteuerung (IEU), IBM Partner Channel Kick Off Berlin, Januar 2010, Salesforce.com Cloudforce2

Frankfurt, März 2010, Teradata Enterprise Intelligence Summit Berlin, April 2010, IBM Partner University-Frankfurt, April 2010, Bechtle Partner Präsentation Mannheim, Juni 2010, FuM Partner Präsentation Stuttgart, Juli 2010

Integrated Realtime Corporate Management (IRCM), IBM Europe & Asia IT Architects University Stuttgart, April 2010 Integrierte Echtzeit Unternehmenssteuerung –IBM Synergy Play, SAP-DSAG Nürnberg, September 2010, IBM ISV Technical

Executive Forum Ehningen, Oktober 2010, Institut für BI Stuttgart, Dezember 2010

References 1994-2010

References –Literature and Presentations 1994-2010

© 2011 IBM Corporation4

Breaker Page

© 2011 IBM Corporation

Analytics:

Nur was man messen kannkann man steuern und dadurch auch verbessernund zum Ziel navigieren

© 2011 IBM Corporation5

Willkommen zu einem intelligenten Jahrzehnt

Vision 1995 Realität 2011, IBM Realität 2011, L3T

© 2011 IBM Corporation6

Willkommen zu einem intelligenten Jahrzehnt im Travel & TransportIBM Smarter Travel & Transport

Boeing Air Canada

http://www.youtube.com/watch?v=d3toCBdnxu4

© 2011 IBM Corporation7

CEOs und CIOs erachten Kundennähe, Mitarbeiter-Knowhow unddie Generierung und Vermittlung von Wissen als essenziell wichtig

© 2011 IBM Corporation8

CMOs planen den Einsatz der nachfolgenden tools/technologiesin den nächsten 3-5 Jahren auszubauen (2011 CMO Studie)

© 2011 IBM Corporation9

Kundenkenntnis erweist sich als bedeutende Kundenbindungs-Determinante im B2B (Marketing ZFP 2/2011, 33. Jahrgang)

© 2011 IBM Corporation10

Einfluß von KPIs wie Kunden- und Mitarbeiterzufriedenheit auf den Unternehmenswert

P r odu kt- u n dS e rvice qu a litä tMa r ke n b e ka n n t-

h e its gra d

Ma rke n im a ge

Zie lgr u ppe n -we rtor ie n tie ru n g

Mita r b e ite r -zu fr ie de n h e it

Mita rb e ite r-a u s b ildu n g

Ma rk e n prä fe r e n z

Ku n de n - /P a rtn e r -Zu fr ie de n h e it

Wie de r ka u f / Ka u f

Ku n de n - u n d Un te r-n e h m e n s we rt

Re n dite

Ge win n

De ck u n gs b e itr a g

Kos te n de gr e s s ion

Ma rkta n te il

Um s a tz

Un te rn e h m e n s we rt

We rt de r Ma rk e

E xis te n z de r Ma rk e

Wa h rn e h m u n gP r odu k te P e rs on e n P roze s s e

Kom pe te n z Ide n titä t Ve rtra u e n

E rfa h r u n g F ä h igk e it Ve rs pre ch e n E rle b e n Gla u b wü rdigke it, In te gr itä t

+

+

+

+

+

+

++

++

+

+

+

+

+

+

+

+

+ = Steigerung

stra

tegi

sch

es S

teu

eru

ngs

syst

em op

erative s Steu

erun

gssystemW

erte

syst

em

© 2011 IBM Corporation11

Breaker Page

© 2011 IBM Corporation

Vom Marketing zum Social Business:

Integration von Kunden, Partner und Mitarbeiter mittels Software in dasIntelligente Unternehmen

© 2011 IBM Corporation12

InstrumentedSmartphone shipments will outpace PCs by 2012

InterconnectedSocial networking accounts for 22% of all online time

IntelligentThe social data analytics opportunity will grow to 1 Zettabyte by 2011

The explosion of new information, when integrated, analyzed, and acted upon using new types of intelligence, and new tools enables Social Business

On a smarter planet the way people interact and what they know is changing

© 2011 IBM Corporation13

Mobile Office1990s

Traditional Office1980s

Collaboration2000

Social Networking2004

400,000+ employeesin over 200 countries 50% workforce

has less than 5 years of service

71% of employee populationis outside of the US

50% of employeeswork remotely, not from a traditional office

Social Business2008 and beyond

IBM´s Journey to becoming a Social Business

© 2011 IBM Corporation14

Networks Interactions Business & Social Analytics

Communities

Groups/Teams

Experts

People

Partners

Customers

Employees

Internet

People Profiles

Blogs

wikis

Tasks & Activities

Ideation

Mobility

Innovative Communities

File Sharing Made Simple

Intranet

ExtranetCommunities

Applications

Social Media

A Social Business uses dynamic interactions to connect peoplewith information and insights to achieve better results

© 2011 IBM Corporation15

Marketing Heute -Überlappende Bereiche und Isoliertetools/technologies

MarketingMarketing

© 2011 IBM Corporation16

Stra

teg

ie

E-CommercePricing

Webseiten-Optimierung

Um

set zu

ng

Einfach

einheitlichPersönlich

individuell

Cross-channel Kundenerlebnis

Mobile

Click2Brick

Ordnung

Vertra

uen

Web Analytics

Social Media

Medien

Datenintegration

übersichtlich

Um

sat z

Governance Kampagnen

Prozesse

Kundenbindung

MitarbeiterManagement

Consulting

Loyalty-System

Target Marketing

ROI

Marketing Heute –Fülle an Themen und kaum Marken- und Kundenorientierte Integration

© 2011 IBM Corporation17

Das rasante Wachstum des Social Business definiert die Wertschöpfungskette und Kundeninteraktion neu Social Media repräsentiert ein Wachstumsfeld mit einer Verdopplung der deutschen Social-Network-Nutzer zwischen 2009 und 2015

Marktdurchdringung Social Networks EU 5% der Internet Nutzer

Marktdurchdringung von Sozialen Netzwerken in DE ist und bleibt bis zum Jahr 2015 unter dem EU-5 Durchschnitt

Social Media & Web 2.0 bieten branchenübergreifend größte Vorteile für die interne Unternehmenskollaboration

Telco, Technologie und Service-Unternehmen profitieren besonders durch verbesserte Kunden- & Partnerbeziehungen

Social-Media-Wachstum wird durch weltweit steigende Nachfrage nach Smart Devices (bis 2015 +250%) für mobiles Internet beflügelt

Risiken: Weniger Kontrolle, mehr Wettbewerb, kein Vorteil durch proprietäres Wissen, rapide Veränderung Kunden

CAGR 4.4%

Quellen: IBM Research 2011, eMarketer 2010, DB Research 2010

Social Media verursachen tiefgreifende Veränderungen entlang der Wertschöpfungskette und redefinieren die Interaktion mit Kunden

Quellen: eMarketer 2010, DB Research 2010

© 2011 IBM Corporation18

Die Herausforderung liegt darin die Ansprüche an Marktanteil und Umsatz mit den Bedürfnissen (Informations- Dialog- und Einkaufspräferenzen) der Kunden wertsteigernd zu verbinden

“Kunden erwarten aktuelle Information, Einkaufsmöglichkeiten und Kommunikation über alle Verkaufkanäle und zu jeder Zeit”

Erreichen der Kunden auf den relevanten Kanälen um diese beim Kanalwechsel nicht verlieren…

…zur Steigerung des Marktanteils

So wie der Kunde kanalübergreifend agiert müssen sie ihn in ihrer Aufstellung erwarten und auffangen…

…und damit ihre Organisation möglicherweise transformieren

Sie wirken immer – online wie offline sowie in der Kombination…

… zur Steigerung des Einzelumsatzes

© 2011 IBM Corporation19

Die Social Business Vision eines Unternehmens bildet das Dach, muss aber von den Notwendigkeiten und Fähigkeiten zurKundeninteraktion gestützt werden

Social Business Vision

Kunden-analyse

Kunden-erlebnis

Marketing-effizienz

Umsetzung und Betrieb

ProzesseGovernance& Kultur Organisation IT

Multi-Channel& E-Commerce

CRM Kundendaten-

integration und -analyse

Segmentierung

Personalisierung Nahtlose

Verknüpfung Integration von

Vertrieb, Marketing und CRM

Organisatorische Einbindung

Erfolgskontrolle Channel Auswahl

Channel-management und -integration

Aktivierung/Ausbau bestehender Channels

Social Media

© 2011 IBM Corporation20

http://www.edelmandigital.com/2010/04/21/social-business-planning-aligning-internal-with-external/

Social Business Planning: Aligning Internal with External

© 2011 IBM Corporation21

http://www.edelmandigital.com/2010/04/21/social-business-planning-aligning-internal-with-external/

Social Business Planning: Aligning Internal with External

© 2011 IBM Corporation22

Social Profit: McKinsey, eMarketer about Web2.0 and Social Media

© 2011 IBM Corporation23

Social Media Aktivität der Hansgrohe AG

© 2011 IBM Corporation24

Social Media Aktivität der Krones AG (B2B Award 2011)

© 2011 IBM Corporation25

Breaker Page

© 2011 IBM Corporation

IBM´s Social Business Software Strategie:

Kunden-Anforderungen adressierenKunden-Informationen analysierenEinheitliche Arbeitsumgebung zurVerfügung zu stellenSocial Collaboration, Social CRM und Social Business ermöglichen

© 2011 IBM Corporation26

Marketing Selling Fulfillment

Resource Mgmt Campaign Mgmt Marketing Execution Performance

Analysis

Analytics Segmentation Reporting Search Optimization

WebSphere Commerce

Cross-Channel Order Capture, Cart, Catalog

Customer-centric Shopping Experience

B2C/B2B Storefronts Precision Marketing

Cross Channel Order Mgmt. Configure, Price, Quote Multi-vendor Catalog B2B Partner Network Logistics & Warehousing Supply Chain Visibility

IBM's Social Business Software Strategie ist es, die Kunden-Anforderungen über den gesamten Marketing-to-Fulfillment Lifecycle zu adressieren

Network Optimization

Transportation Optimization

Product Optimization

Inventory Optimization

26

IBM Customer Experience Suite including electronic forms, portal, web content management, and social technologyIBM Customer Experience Suite including electronic forms, portal, web content management, and social technology

• Web Experience Management• Social Media & Communities• Web Experience Management• Social Media & Communities

• Customer & Partner Self-Service• Mobile Support• Customer & Partner Self-Service• Mobile Support

© 2011 IBM Corporation.

Data Analysis Predictive

Modeling Scoring

© 2011 IBM Corporation27

Realtime Recommenda-tions for Web & CRM

Target GroupAnalytics

Kunden-Informationen zu analysieren um Marketing- und Vertriebs- und Serviceaktionen zu verbessern…

Analytical Decision

Improvement

Web-User Analytics

Real-time Identification offraud transactionsRisk Scoring and Fraud

Prevention

Action Scoring

PersonalizedOfferings

© 2011 IBM Corporation28

Unified Workspace across multiple styles of analysis

Business Insight

Analytical ReportingDrill

Trending Slice and Dice

Scenario ModelingWhat-if

Advanced Analytics What might be

…und dabei den Benutzern und Entwicklern eine einfache einheitliche Arbeitsumgebung für quantitative Informationsanalyse(Business Analytics) und…

© 2011 IBM Corporation29

…qualitative Informationsanalye (Social Analytics) zur Verfügung zu stellen und Analyseergebnisse über …

Dashboard zur Analyseübersicht

@Birk – was noch?

Sentiment Analyse

Snippet Überblick und Details

Beziehungsmatrix – einfaches Erkennen von Zusammenhänge

Umfangreiche Suchfunktionalität

Evolving Topics –neue Themen erkennen

IBM Text Mining Know-How

Individuelles Reporting Frontend

Flexible Anbindung zusätzlicher externer & interner Ressourcen

Relationale Daten (Marktdaten, Studien, CRM-Sytem)

CCI

Beschwerde- und Retourenmanagement (Brief, Email, Fax)

Web, Blogs, News, Twitter, Boards

Call-Center Daten

Spezifische Foren, www-Quellen

Intranet

© 2011 IBM Corporation30

Reports

Ad-hoc queries

Analysis

Dashboards

IBM Lotus-Cognos

Social Collaboration

CommunitiesBookmarks

Activities Profiles

Wikis

Files

IBM Cognos 10 BI Lotus Connections

Blogs

…Social Collaboration proaktiv im sozialen Netzwerk des Unternehmens zur Optimierung von Entscheidungen zu nutzen und…

© 2011 IBM Corporation31

IBM Social Business Toolkit APIs

IBM Value-added Modules

IBM Social Business Core Modules

Partner Value-added ModulesCommerce Business

AnalyticsEnterprise

Content Mgmt

Social Analytics Business Process Mgmt

ApplicationIntegration

PublicSocial Networks Rich Media Social

Applications

Archiving Compliance &Discovery Gaming

Profiles Communities Presence, Chat& Telephony

Social Collab.Services Microblogging Meetings &

Audio/Video

Messaging &PIM

Workflow &Forms Portal

Document Management Mobile Connectors

…mittels IBM Social Business Toolkit APIs das Unternehmen in Richtung Social CRM und Social Business…

SocialCRM & BI

© 2011 IBM Corporation32

Needs Getting More and More Complex

32

Home-grownApplications

PackagedApplications

Integration Maximizes Value of Cloud Investments

…ohne oder in einer sicheren Cloud weiterzuentwickeln.

© 2011 IBM Corporation33

Breaker Page

© 2011 IBM Corporation

IBM´s Social Business Architektur:

Lösungen statt EinzelteileGanzheitlich Planen undStufenweise UmsetzenInfrastrukturkosten einsparenund für Digitale Innovationenverwenden

© 2011 IBM Corporation34

Um Social Business mit IBM umzusetzen bekommen Sievon IBM eine fertige Lösung und keine Einzelteile…

© 2011 IBM Corporation35

…Alle IBM Softwareprodukte lassen sich Schritt für Schritt in die zukunftsorientierte ausbaufähige IBM Social Business Solution Architektur integrieren.

MasterDataMgmt

Enterprise Service Hub Service Registry& Repository

EnterpriseService Bus

Service Mgmt& Invocation

BusinessPartner

ServicesReal

Campaign Mgr3rd Party

Products/Svcs

CustomerRelationship

Mgmt

RelationshipManagement

DecisionSupport

Marketing

CaseManagement

Banking& Credit

Operations

LoanOrigination

CorporateBanking

RetailBanking

GeneralLedger

Credit Cards

Payments

BusinessMgmt

Resource

Fraud

Product

Risk

Debt

RegulatoryProcess Manager

Process Models

SalesProcesses

MarketingProcesses

ServiceProcesses

ComplianceProcesses

Business Processes

Governance & Monitoring

3rd partyData

FicoCreditScores

DemographicData

CustomerInsight

& Analytics

CustomerAnalytics

BusinessInsight

Search &DiscoveryAnalytics

Threat &Fraud

Analytics

Data Integration/Information Services

InformationFoundation

UnstructuredData

Core Systems

Banking Industry

Models

ContentMgmt

Systems

DocumentMgmt

Systems

Customer Account Product

BankingData

WarehouseDataMarts

Multi-ChannelIntegration

ElectronicSignature

UtilitySystems

Enterprise Service Bus Service Registry& Repository

ExternalServices Gateway

Service Mgmt& Invocation

BusinessPartner

ServicesReal

Campaign Mgr3rd Party

Products/Svcs

CustomerRelationship

Mgmt

RelationshipManagement

DecisionSupport

Marketing

CaseManagement

Banking& Credit

Operations

LoanOrigination

CorporateBanking

RetailBanking

GeneralLedger

Credit Cards

Payments

BusinessMgmt

Resource

Fraud

Product

Risk

Debt

RegulatoryProcess Manager

Process Models

SalesProcesses

MarketingProcesses

ServiceProcesses

ComplianceProcesses

Business Processes

Security, Management & Governance

3rd partyData

FICOCreditScores

DemographicData

CustomerInsight

& Analytics

CustomerAnalytics

BusinessInsight

Search &DiscoveryAnalytics

Threat &Fraud

Analytics

Travel EnterpriseInformationSystems

ContentMgmt

Systems

DocumentMgmt

Systems

Customer

FormsMgmt

Data Warehousing

Call Centers

Internet

Relationship Managers /

Agents

ChannelsBranches

Mobile Banking

ATMs

RulesEngine

Pres

enta

tion

/ Int

erac

tion

Serv

ices

ThinClient

RichClient

Ente

rpris

e Ac

cess

Ser

vice

s

WebSphere Process Server

Lotus Forms

WebSphere Business Monitor

& Business Events

iLog

Banking Data Warehouse

FileNet

InformationFramework

Tivoli (ITM, TAM, …)

WebSphere ESB, MQ, Message Broker

WMBTT (Build Option)

Cognos, SPSS

EASWMBTT Server

WebSpherePortal

DataStageQualityStage

MDMServer

© 2011 IBM Corporation36

Zeit/Integrationsgrad

isoliert konzentriert integriertharmonisiert

StandardizedTechnology

OptimizedCore

BusinessModularity

BusinessSilos

…So entsteht nach und nach eine strategische Architektur…

© 2011 IBM Corporation37

…mit mehr Enterprise Systems und weniger Local Applications…

© 2011 IBM Corporation38

…diese steigert wiederum die Benefits by Stages

© 2011 IBM Corporation39

BMW konnte so zwischen 2006 und 2008 25% der Infrastruktur-kosten einsparen und für Digitale Innovationen verwenden.

© 2011 IBM Corporation40

Breaker Page

© 2011 IBM Corporation

Was die Analysten sagen:

© 2011 IBM Corporation41

“...Blend the Cognos portfolio with IBM's data integration, data quality, data warehouse,

content management, text mining & other offerings, & there's no more extensive information

management portfolio available, period…”

2008 Editor’s Choice AwardsIntelligent Enterprise Magazine

Leading Capabilities…

© 2011 IBM Corporation42

IBM SPSS: Marktführer für Predictive Analytics Software

Seit 1968 fokussiert auf Predictive Analytics

Weltweit führender Anbieter in den Bereichen Statistik, Analyse, Marktforschung und Data Mining

Unter den Top 25 Softwarefirmen weltweit

Mehr als 250.000 Kunden mit ca. 3 Mio. Anwendern weltweit

80% der Fortune 500, 70% der Marktforschungsunternehmen

Große Kundenanzahl im Energie & Utility Bereich

42 Jahre Erfahrung in Statistik, Analyse und Data Mining

© 2011 IBM Corporation43

IBM Unica –Leader in CRM Multichannel Campaign Management

© 2011 IBM Corporation44

IBM Coremetrics –Leader in Web Analytics

© 2011 IBM Corporation45

IBM Cognos a Leader in the Forrester Wave™: Enterprise BI Platforms

The Forrester Wave is copyrighted by Forrester Research, Inc. Forrester and Forrester Wave are trademarks of Forrester Research, Inc. The Forrester Wave is a graphical representation of Forrester's call on a market and is plotted using a detailed spreadsheet with exposed scores, weightings, and comments. Forrester does not endorse any vendor, product, or service depicted in the Forrester Wave. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change.

Source: Forrester Research Inc. “The ForresterWave: Enterprise Business Intelligence Platforms, Q4 2010”, Oct 21, 2010. Full report can be accessed at http://www.ibm.com

© 2011 IBM Corporation46

und die IBM Social Business Softwareentwicklung geht weiter...

Source: Gartner Research, ID Number: G00174130 – Lotusphere 2010: Assessing IBM Lotus' Strategy, Issues and Opportunities

© 2011 IBM Corporation47

Gartner Inc. has positioned IBM Global Business Services in the Leaders Quadrant of their Magic Quadrant for North American and European CRM Service Providers

Gartner has ranked IBM in the CRM “Leaders”quadrant for the past 9 consecutive years

Europe

North America

“ IBM GBS has the strongest vision among the top four leaders. IBM has quality business skills, which tend to be overlooked by its legacy technology skills. Executive-level insights across industries provide IBM with a compelling business-led approach to solving CRM problems”

IBM continues to demonstrate leadership as a CRM Services leader in vision and ability to execute.

© 2011 IBM Corporation48

Represents where you are in your progress toward fully implementing EMM best practices

Represents perfect implementation of all best practices

Start you social business tranformation with IBM GBS Social Business Enterprise Strategy Accelerator and Enterprise Marketing Management (EMM) today...IBM combines our own experience becoming a Social Businesswith our consulting services and leading software to deliver asocial business transformation to our clients

© 2011 IBM Corporation49

Questions?

??????Vragen

Ερωτήσεις Fragen

Domande

Preguntas

Perguntas質問

问题

問題

Questions

Cwestiwn

א�לות ש�

© 2011 IBM Corporation50

© 2011 IBM Corporation51

Contact Details

Friedel JonkerDipl.-KaufmannSoftware Client LeaderTravel & TransportIBM Software Group

Wilhelm-Fay-Strasse 30-34D-65936 Frankfurt

Phone (+49)-69-6645-1227Fax (+49)-69-6645-5640Mobile (+49)-160-9638657Jonker@de.ibm.com

More information from IBM and me. Look at Xing, Linkedin, Youtube, Twitter, Scribd, Slideshare and Lotus Greenhouse.

Join my Networks as Philip Kotler (North.West.Uni), Manfred Krafft (WWU Münster), Thomas H. Davenport (Babson College), Peter Weill (MIT), Jeanne W. Ross (MIT), Andrea Back (St. Gallen), Jon Katzenbach (Booz), Genie Z. Laborde (I.D.E.A.), Daniel Pink, Ross Dawson (AHT) Charles Savage (KEE), Soumitra Dutta (INSEAD)Chuck House (Stanford Uni.), Thomas Hutzschenreuter (WHU), Gunter Dueck (IBM), David Croslin and other leading Thinkers and Practitioners have already done it.

Business is People

Selection of Companies on my Networks:

3M, Amadeus, Ameriprise, Booz & Company, Citigroup,

Daimler, Deutsche Bank, Deutsche Telekom,

Deloitte & Touchee, Ernst & Young, IBM, Lufthansa,

McKinsey, Nokia, O2, REWE, Samsung, Siemens, Swisscard,

Thomas Cook, TUI, Vodafone, Volkswagen and more.

• © IBM Corporation 2011. All Rights Reserved.• The information contained in this publication is provided for informational purposes only. While efforts were made to verify the completeness and accuracy of the information contained in

this publication, it is provided AS IS without warranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this publication or any other materials. Nothing contained in this publication is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software.

• References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in this presentation may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results.

• If the text contains performance statistics or references to benchmarks, insert the following language; otherwise delete:Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the user's job stream, the I/O configuration, the storage configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here.

• If the text includes any customer examples, please confirm we have prior written approval from such customer and insert the following language; otherwise delete:All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics may vary by customer.

• Please review text for proper trademark attribution of IBM products. At first use, each product name must be the full name and include appropriate trademark symbols (e.g., IBM Lotus® Sametime® Unyte™). Subsequent references can drop “IBM” but should include the proper branding (e.g., Lotus Sametime Gateway, or WebSphere Application Server). Please refer to http://www.ibm.com/legal/copytrade.shtml for guidance on which trademarks require the ® or ™ symbol. Do not use abbreviations for IBM product names in your presentation. All product names must be used as adjectives rather than nouns. Please list all of the trademarks that you use in your presentation as follows; delete any not included in your presentation.IBM, the IBM logo, Lotus, Lotus Notes, Notes, Domino, Quickr, Sametime, WebSphere, UC2, PartnerWorld and Lotusphere are trademarks of International Business Machines Corporation in the United States, other countries, or both. Unyte is a trademark of WebDialogs, Inc., in the United States, other countries, or both.

• If you reference Adobe® in the text, please mark the first use and include the following; otherwise delete:Adobe, the Adobe logo, PostScript, and the PostScript logo are either registered trademarks or trademarks of Adobe Systems Incorporated in the United States, and/or other countries.

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