Week 6: Social Business Agility

Topic:

Based on your reading of Chapters 17, 18, 19, & 20 of the text including the “Unit Five Closing Case One” entitled Twitter, discuss how this social network can be used to improve the C-Commerce processes for tracking project status of a Cloud-based collaborative marketing campaign. Be sure to incorporate your personal experience and any learning regarding the Customer Experience Management lifecycle.

My Response:

Twitter excels at being an almost real-time notification system. I don’t personally use it, but I’ve seen organizations leverage Twitter to communicate important business critical status updates pertaining to website availability, network infrastructure upgrades and product recalls.

Any collaborative process, involving multiple entities and individuals, could definitely use Twitter to create an almost real-time status notification system. I can see how a collaborative marketing campaign system could integrate with a “universal” twitter account that would automatically notify all the involved parties of key campaign milestones. In addition to internal milestones, Twitter could also be leveraged to communicate external milestones that revolve around twitter reactions to the campaign in question.

Baltzan, P. (2015). Business Driven Technology (6th ed.). New York, NY: McGraw Hill Education.

Week 5: CEM Performance Management

Topic:

Based on your reading of Chapters 13, 14, 15, & 16 of the text including the “Unit Four Closing Case Two” entitled Social Networking, discuss how social media sites can deliver competitive value as measured in terms of a C-Commerce balanced scorecard including ROI. Be sure to incorporate your personal experience and any learning regarding the Customer Experience Management lifecycle.

My Response:

Social media has provided organizations with a new, cost-effective and efficient, method of building and delivering value. Before social media, corporations need to allocate a lot investment capital towards “physical” marketing (printed media, etc.) and towards customer service/management. Social media has reduced the required investment in marketing/consumer relations and at the same time increased the potential consumer reach of corporations. Corporations no longer have to go out and learn what consumers want because, through social media’s user created content, billions of consumers eagerly communicating their wants and needs.

In terms of the four balanced scorecard framework perspectives, social media can be leveraged as follows:

  • From a learning and growth perspective, social media provides a new level of transparency and communication between corporations and consumers. From this perspective, the level of reach and real-time feedback that social media provides can help organization quickly react and adjust to consumer sentiment and the business environment.
  • From an internal business process perspective, social media can be leveraged to foster collaboration and knowledge sharing (collective intelligence) between internal business partners. It could help build a sense of community and trust between the corporation and their employees.
  • From a customer perspective, social media provides a direct line of communication between company and customer. Most social networks include modern real-time forms of communication like instant messaging applications, review and comment sections and even forums. These faster channels of communication and interaction can help organization quickly and proactively react to their customers’ needs.
  • From a financial perspective, social media is very cost-effective. Companies can quickly and cost-effectively mine all the valuable user (customer) created content to help drive investment in key business functions; such as marketing campaigns, product development and quality assurance. This reduction in upfront costs, increases the potential ROI of projects or campaigns that leverage what social media has to offer.

Baltzan, P. (2015). Business Driven Technology (6th ed.). New York, NY: McGraw Hill Education.

Week 5: CEM Systems Integration

Topic:

Based on your reading of Chapters 13, 14, 15, & 16 of the text including the “Unit Four Closing Case Two” entitled Social Networking, discuss how social media sites can be used by a virtual enterprise to enable C-Commerce processes to “hear” the Voice of the Customer. Be sure to incorporate your personal experience and any learning regarding the Customer Experience Management lifecycle.

My Response:

Although the closing case was slightly outdated, the use of social networks as an important business tool still applies. Since social networks are primarily built on user-contributed content, these networks offer a high level of information richness and reach not offered through other channels. User-contributed content includes but is not limited to:

  • Likes

  • Shared posts (media)

  • Reviews

  • Personal network (list of friends, contacts, etc.)

Organizations can cost-effectively mine all this valuable user (consumer) created content to help drive investment in key business functions; such as marketing campaigns, product development and quality assurance. By leveraging this social data, organizations can easy segment current and potential customers based on their social characteristics. Once the organization is able to discover groups of individuals with similar tastes and experience, they can efficiently deliver focused marketing to each segment.

Integrating social into the CEM lifecycle would give organization various direct lines of communication between themselves and the customers. Most social networks include modern forms of real-time communication like instant messaging applications, review and comment sections and even forums. These faster channels of communication and interaction can help organizations quickly and proactively react to their customers’ needs.

On the virtual enterprise and C-commerce front, social networks can be used to improve collaboration inside and outside the organization. The same tools and features that provide consumer insight could be leveraged to quickly tap into the collective knowledge of all the employees and business partners.

Baltzan, P. (2015). Business Driven Technology (6th ed.). New York, NY: McGraw Hill Education.

Week 4: Cloud-enabled CEM Architecture

Topic:

Based on your reading of Chapters 10, 11, & 12 of the text including the “Unit Three Opening Case” entitled Second Life: Succeeding in Virtual Times, using Cloud-based CRM, SCM, and ERP systems, explain how to implement a virtual enterprise CEM strategy. Be sure to incorporate your personal experience and any learning regarding the Customer Experience Management lifecycle.

My Response:

A successful product or service needs customers. This single fact illustrates how important it is for a company to acquire, retain and grow their customer base. With the advancement of mobile technology and the web, a cheaper, faster and better product or service is just a click away; leaving companies with little room for error. As a result, companies are constantly looking for better methods of communicate their value proposition at every customer touchpoint. Through the implementation of a cloud-based enterprise information management systems (EIMS), companies can better manage the customer experience throughout the value chain.  A EIMS usually contains three core enterprise applications: CRM, SCM and ERP.

Screen Shot 2017-07-19 at 7.34.57 PM.png

Having these core applications working in unison over the cloud gives companies an additional level of transparency into their business processes and overarching customer value delivery system. The CRM application could be leveraged to understand customer behavior and to create a direct line of communication between company and customer. All of which has the potential of increasing the ROI of future marketing campaigns, especially as it pertains to customer acquisition and loyalty. The ERP application would help companies understand and forecast product demand; less out-of-stock product means increased sales and happier customers.  Finally, the SCM application can be leveraged to improve the delivery time and dependability of product or service to physical stores or directly to the customer.

Baltzan, P. (2015). Business Driven Technology (6th ed.). New York, NY: McGraw Hill Education.

Week 4: Big Data-driven DSS for CEM

Topic:

Based on your reading of Chapter 9 of the text including the “Unit Three Opening Case” entitled Second Life: Succeeding in Virtual Times, using DSS concepts explain how Wikipedia can deploy Cloud-based DSS to gain business intelligence. Be sure to incorporate your personal experience and any learning regarding the Customer Experience Management lifecycle.

My Response:

The primary purpose of a Decision Support System (DSS) is to provide business leads and high-level management with the analytical information and tools required to make effective operational and strategic business decisions. A typical DSS system aggregates key internal business data stored throughout the various transactions processing systems (i.e. sales, distribution, sales, etc.) into datasets that can be leveraged by analytical models, OLAP tools (i.e. data cubes) and dashboards.

Screen Shot 2017-07-18 at 8.59.16 PM.png

With the introduction of cloud-based technology, DSS systems can now leverage both internal and external business data quickly and with improved efficiency. I strongly believe that the accessibility, speed and efficiency of a cloud-based DSS system allows an organization to make proactive business decisions, not reactive ones. Organizations like Actionly.com have been able to leverage the cloud, to build a DSS system that can quickly (hourly) and simultaneously assimilate data from various external channels into comprehensive business analytics tools that let users quickly react and maximize their return on investment. Non-profit web 2.0 organizations, like Wikipedia, could use a cloud-based DSS system to leverage the inherent free-flow of information that is available to web 2.0 organizations to make day-to-day operational and long-term strategic decisions.

Baltzan, P. (2015). Business Driven Technology (6th ed.). New York, NY: McGraw Hill Education.

Week 3: Predictive Analytics Data Integration

Topic:

Based on your reading of Chapters 6, 7, & 8 of the text including the “Unit Two Opening Case” entitled It Takes a Village to write an Encyclopedia, using Big Data concepts explain how Wikipedia can use data warehousing to facilitate data integration for Predictive Analytics initiatives.

My Response:

With the advancement of technology, a data warehouse is now something that both big and small corporations can establish. By beginning to store, aggregate and leverage both transactional and customer data, a company can start incorporating business intelligence methods into the decisions making process. With access to historical and up-to-date data, a company should be able to beginning understanding historical and current trends in addition to leveraging that information to get a better understanding of where their business is headed; a company can go from being reactive to proactive.

In the case of Wikipedia, or any other firm, they could leverage a data warehouse to:

  • Build cubes (multidimensional databases) that would allow quick slicing, dicing and drilling-down of the data warehouse data.
  • Build dashboard reports (infographics) that will let the executive team quickly gauge business conditions
  • Data mine all the valuable information that is being captured and stored in order to build robust predictive models.

All these items would greatly enhance Wikipedia’s ability to quickly adapt to changes in customer behavior and the business environment.

References:

Baltzan, Paige. (2015). Business Driven Technology. New York: McGrill Hill Education.

Week 3: Business Case Analysis for CEM

Topic:

Based on your reading of Chapters 6, 7, & 8 of the text including the “Unit Two Opening Case” entitled It Takes a Village to write an Encyclopedia, using Business Case Analysis concepts explain how Wikipedia can deploy Cloud-based CEM systems to gain business intelligence of its customer ecosystem. Be sure to incorporate your personal experience and any learning regarding the Customer Experience Management lifecycle.

My Response:

Why would corporation need to run their CEM from a cloud environment? From an internal business perspective, cloud-based means having your business data living on servers that are not directly controlled or physically accessible by the company. For a start-up firm, using cloud-based systems from the get-go makes total sense, from an infrastructure cost and efficiency perspective, but for older companies, with in-house legacy data systems, the decision isn’t as simple.  Older companies need to seriously evaluate whether or not they need to take any of their key business functions to the “cloud.” From my experience, having key business data housed in the “cloud” through a third-party firm requires a lot of planning and investment in an infrastructure that can support the transfer and synchronization of large amounts of data between the cloud and in-house data systems (ie. internal databases) in order to mitigate the risk of running into information timeliness issues that could reduce the nimbleness of their business analytics.

With that said, I feel a cloud-based CEM system would help a web 2.0 company, like Wikipedia, quickly  understand (possibly in real-time) their customers which, in turn, would help them create a better user experience.  Since Wikipedia is basically a online encyclopedia that contains vast amounts of user created information that is constantly changing, a cloud based CEM would help Wikipedia understand the content creation and collaboration process/behavior of their customers. For example, they could track and analyze:

  1. Which customers contribute the most content
  2. Which customers are contributing “junk information” without verifiable references
  3. How customers interaction through the talking pages as they create and edit content
  4. Customer layout/formatting preferences for their content

With such valuable information, Wikipedia could start tailoring their website and creating tools that help facilitate and not hamper the creation and editing process of verifiable information.

 

Week 2 – Social-Mobile Collaboration 4C’s

Topic:

Based on your reading of Chapters 4 & 5 of the text including the “Unit One Opening Case” entitled Apple – Merging Technology, Business, and Entertainment, using the balanced scorecard framework describe how Apple can employ Social-Mobile technologies to enable collaboration best practices in terms of the complete C4 Spectrum (i.e., Communication, Coordination, Cooperation, & Collaboration) to drive iPhone product development via partner-developed apps.

My Response:

Apple could employ social-mobile technologies to enable collaboration best practices to drive iPhone product development with the help of the following four balanced scorecard framework perspectives:

  1. From a learning and growth perspective, Apple should continue to invest in R&D to continue advancing both the hardware and software that makes social-mobile technology possible (mobile devices, device OS, cloud technology, etc).

  2. From an internal business process perspective, Apple should continue to provide an efficient platform for developers to quickly develop, test and release application to the market.

  3. From a customer perspective, Apple should continue to be a market leader (with regards to both innovation and market share) in order to offer its developers the most bang for their “app development” buck.

  1. From a financial perspective, Apple should continue to offer a profitable and competitive revenue-share model (developers currently receive 70% of their app sales).

Given the convergence of personal computer and mobile device technology, web-based applications can be leveraged to deliver a social-mobile experience across all devices which is what Apple is doing through their developer program that offers support, access to beta software, advanced app capabilities, extensive beta testing tools and app analytics. Most of these services can be accessed through their iTunes Connect suite of web-based tools created for developers. iTunes Connect gives developers the ability to develop, test, submit, release apps and provides quick access to app feedback and analytics (see figure 1).

Figure 1: About iTunes Connect

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Source: https://developer.apple.com/programs/

Reference:

Baltzan, P. (2015). Business Driven Technology (6th ed.). New York, NY: McGraw-Hill Education.

https://developer.apple.com/programs/

Week 2: Cloud Value Chain Analysis

Topic:

Based on your reading of Chapters 2 & 3 of the text including the “Unit One Opening Case” entitled Apple – Merging Technology, Business, and Entertainment, using Porter’s Five Forces Model explain how Apple can deploy Cloud-based CRM to gain business intelligence in the context of their buyer-supplier value chain. Be sure to incorporate your personal experience and any learning regarding the Customer Experience Management lifecycle.

My Response:

A cloud-based customer relationship management (CRM) system would give Apple the ability to quickly manage, analyze and share customer data throughout the customer lifecycle when compared to a traditional intranet based CRM system. Through a cloud based infrastructure, Apple would remove key physical and technical networking barriers that would allow it to easily connect cloud based customer services (i.e. iTunes, iCloud, etc.) and supplier systems with their internal CRM system. With these systems connected through the cloud, Apple would be able to efficiently gather and distribute information about its competitive environment; quickly understanding and learning as much as possible as quickly as possible about what is occurring outside the company to remain competitive (Baltzan, 2015).

In the context of their buyer-supplier value chain, a cloud based CRM would potential weaken the buyer and supplier power by allowing Apple to gain the competitive intelligence needed to remain a market leader. By quickly gathering customer information (possible in real-time), Apple could quickly acquire insight into their customers’ needs and wants, thus making better use of their R&D dollars to create a hardware and software ecosystem that continues to increases customers’ potential switching cost. In turn, as a market leader, Apple remains a significant customer to its suppliers, thereby strengthening Apple’s negotiation power. A cloud based CRM could also potentially improve buyer-supplier relationships and synergies by providing Apple’s suppliers with customer data that could help them better anticipate future product/component demand.

References:

Baltzan, P. (2015). Business Driven Technology (6th ed.). New York, NY: McGraw-Hill Education.

Week 1: Social Business Value of IT

Topic:

Based on your reading of Chapter 1 of the text including the “Unit One Opening Case” entitled Apple – Merging Technology, Business, and Entertainment, explain how Apple achieved business success through the use of information and people in the context of the social business value of IT. Be sure to incorporate your personal experience and any learning regarding virtual team success for both internal members and external partners as they engage the customer throughout the Customer Experience Management lifecycle.

My Response:

Social business value is derived through activities that include activities that use social media, social software and technology-based social networks to enable the create connections between individuals, information and assets (Kane, Palmer, Philips, Kiron, Buckley, 2014). IT can help facilitate social connections between a business and its customers through the use of both physical hardware and software. Both technologies, through management information systems, are used in tandem to not only transfer valuable data between businesses and customers but also to capture and analyze these data points to help generate meaningful business insights.

In the case of Apples, they were able to leverage their management information systems to create valuable social connects with their customers (both consumers and developers) to ensure that their customers are involved in the product and application development process, drive customer satisfaction, and loyalty (Baltzan, 2015). This ability to create and maintain these social connections has helped Apple drives valuable business insight that in turn has helped them become an innovator and market leader.

References:

Baltzan, P.(2015). Business Driven Technology (6th ed.). New York, NY: McGraw-Hill Education.

https://dupress.deloitte.com/dup-us-en/topics/emerging-technologies/social-business-study-mit-smr.html