2013 IBM Corporation Global Business Services Strategy

1. 2013 IBM Corporation Social Global Business Services Strategy & Analytics

2. 2013 IBM Corporation Global Business Services

3. 2013 IBM Corporation Global Business Services 3 AGENDA 2 4 Welcome & Introductions Transformation Perspective: w3.ibm.com UX Perspective & Creative Preview Requirements Assessment 1 3 5 Roadmap Discussion 2 4 Compelling reasons To act Entry points Client examples 1 3 5 How to engage Solutions portfolio

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5. 2013 IBM Corporation Global Business Services 2011 IBM Corporation The use of digital, mobile and social media is transforming the way business and consumers interact Employees : are using social media in all facets of their lives, including work Customers : are leading the conversations that define brands Partners : are interacting to accelerate business value Organizations : are crowd-sourcing ideas to bring new solutions to market Mainframe Departmental PCs Internet Social this shift is enabled by technology enabled social interactions c ausing a seismic shift in the way business is done

6. 2013 IBM Corporation Global Business Services EMPOWERED CUSTOMER PUT BUSINESSES TO THE TEST 6 44% of companies use crowd sourcing from customers 4 in 10 Smart phone users search for an item in a store 86% use multiple channels 4-5x more than average is spent by multi-channel buyers 61% trust friends reviews more than experts 78% of consumers trust peer recommendations 58% are more price- conscious today than they were a year ago 75% do not believe companies tell the truth in ads 80% of CEOs think they deliver a superior customer experience 8% of their customers agree

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8. 2013 IBM Corporation Global Business Services 8 AGENDA 2 4 Welcome & Introductions Transformation Perspective: w3.ibm.com UX Perspective & Creative Preview Requirements Assessment 1 3 5 Roadmap Discussion Discuss Final Presentation 4 Compelling reasons To act Entry points Client examples 1 3 5 How to engage Solutions 2

9. 2013 IBM Corporation Global Business Services SOCIAL BUSINESS OFFERING Aligned with Front Office Transformation 9 Enablement Customer Service Marketing & Sales Workforce & Internal Social Intelligence Social Platform Enablement Change Management (Governance, Culture, Training, Adoption) Transformation Advisory Buyer Aligned Offerings Social Collaboration Social Business Strategy Competencies

10. 2013 IBM Corporation Global Business Services SOCIAL BUSINESS PLATFORM AND SOLUTIONS 10 10

11. 2013 IBM Corporation Global Business Services The Social Business Offering includes components addressing four stages of implementing a Social Business Enable Vision Optimize Adopt Roadmap Strategy Business Case Analyze Insight Enhance Build Integrate Deploy Communicate Train Leverage

12. 2013 IBM Corporation Global Business Services 12 2 4 Welcome & Introductions Transformation Perspective: w3.ibm.com UX Perspective & Creative Preview Requirements Assessment 1 3 5 Roadmap Discussion 2 4 Solutions portfolio Entry points Client examples 1 3 5 How to engage Strategy and Solutions portfolio

13. 2013 IBM Corporation Global Business Services A word on AGENDA

14. 2013 IBM Corporation Global Business Services 14 14 2 Welcome & Introductions Transformation Perspective: w3.ibm.com UX Perspective & Creative Preview Requirements Assessment 1 3 5 Roadmap Discussion 2 Solutions portfolio Entry points Client examples 1 3 5 How to engage Strategy and Solutions portfolio 4 4

15. 2013 IBM Corporation Global Business Services 15 15 BOSCH Enterprise social for a connected, collaborative, and entrepreneurial global workforce The need: Bosch needed to drive social at an enterprise level to a) connect its global workforce for networked communication and collaboration, b) provide access and visibility to skills, knowledge, and ideas internally and externally as a method to create new business opportunities, c) become more entrepreneurial, flexible, leaner and efficient, and d) integrate its diverse working environments and cultures. The solution: Bosch launched an Enabling Enterprise 2.0 project to govern and drive the adoption of BOSCH.Connect (Connections platform) throughout the company. IBM GBS was engaged to roll out the initiative across the globe and was selected as a trusted partner based on IBMs deep Social Business consulting practice, technical know-how, and diversified and global presence. The benefits: Further to the consulting services, IBM is now leveraging its development and research capabilities around collaborative and social platforms and partnering with Bosch on leading edge research projects such as the ongoing Smart Social Q&A for BOSCH.Connect. Client: The Bosch Group is a leading global supplier of technology and services with 52Bn sales and 305,000 employees. IBM Revenue: 1.2M Solution Capabilities: Digital Front Office Service Offering: Social Business Strategy, Social Business Process / Governance / Culture

16. 2013 IBM Corporation Global Business Services 16 16 Visualization provides rapid and actionable insight for large datasets including those generated in online forums, discussions and Jams What are the top clusters of the Jam/forum? What are the top topics of each cluster? What is the context of each topic? Explore JAM corpus with demographic queries/ filters Topic and sentiment analysis Dashboards for viewing the snippet results What are the top keywords mentioned in posts? What are the topics of the posts and the key themes? What concepts co-occur with and help explain the top themes? What is the sentiment of the key themes? Eli Lilly RWE KM Workshop Jam Visualization Analytics @ large global bank Client: Barclays Bank PLC is a UK based financial services group serving 25 million customers and employing 118,000 people in 60+ countries. IBM Pipeline: ~$ 47M Solution Capabilities: Social Intelligence, Social Networks, Social Portal Service Offering: Social Business Strategy, Social Workforce, Social Customer Care, Social Sales & Marketing

17. 2013 IBM Corporation Global Business Services Business Scenario: Although the company had already some Social presence, the engagement with their followers was low and the brand position was not smooth across the different channels. The customer care through the social network was also available, but without integration with the other channels, affecting the customer experience. Challenge How to better explore the social media potential to improve the customer relationship, adding value in each interaction , monetizing each contact with the client.. IBM Solution: Using the following methodology: Benchmarking of current situation with the market Customer and Employees social behaviour analysis Local market analysis Content Management processes , customer interaction and campaigns in the social media Roadmap with the action plan to be more SOCIAL oriented Retailier at Brazil hired IBM to develop their Social Media strategy Current situation, communication efficiency and customer care, global benchmarking .q Roadmap de iniciativas necessrias para estar inserido de forma consistente nas redes sociais.

18. 2013 IBM Corporation Global Business Services 18 18 2 4 Welcome & Introductions Transformation Perspective: w3.ibm.com UX Perspective & Creative Preview Requirements Assessment 1 3 5 Roadmap Discussion 2 4 Solutions portfolio Entry points Client examples 1 3 5 How to engage Strategy and Solutions portfolio

19. 2013 IBM Corporation Global Business Services 19 19 19 19 IT IS A JOURNEY Strategy Approaching a social business engagement and engaging the right IBM resources The Pipeline Focus on the next social capabilities bold ideas Understanding What social business means to IBM and our clients Delivery The transformation and growth begins Awareness How to listen to what your clients are saying and recognize the social business opportunity

20. 2013 IBM Corporation Global Business Services Mobile Office 1990s Traditional Office 1980s Collaboration 2000 Social Networking 2004 Social Business 2008 and beyond IBMs Journey to becoming a Social Business 400,000+ employees in over 200 countries 50% workforce has less than 5 years of service 71% of employee population is outside of the US 50% of employees work remotely, not from a traditional office

21. 2013 IBM Corporation Global Business Services 21 21 4 Welcome & Introductions Transformation Perspective: w3.ibm.com UX Perspective & Creative Preview Requirements Assessment 1 3 5 Roadmap Discussion 4 Solutions portfolio Entry points Client examples 1 3 5 How to engage Strategy and Solutions portfolio 2 2

22. 2013 IBM Corporation Global Business Services Questions? 22