Executive Summits  

Civil servants are conservative, slow, boring and they hate everything what is new and modern. Sir Mervyn King, former governor of the Bank of England, said once: “Our ambition is to be boring”. Is this really true? – An insider’s report...

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It is never too early for maximum focus on online experience in emerging markets. Savvy population there is choosing online more and more as a primary way to interact with services, while at the same time exhibiting consisted behavior globally. How to leverage this as an opportunity to centralize experience in a footprint of diverse international operations? Project ONE is the example of an successful approach.

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• exploring the nucleus of "social" and the resulting organizational & cultural changes
• building an enterprise "collective intelligence" to tap into
• harnessing "social" to enrich your customer experience: from awareness to co-creation

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Technology has enabled individuals to be virtually connected 24/7/365 with control over the nature of that connection. Social platforms are able to extend the evidence based value of support groups into the virtual space extending reach, enhancing availability, and reducing costs. We will provide two distinct use cases to improve both health behavior and healthcare quality that leverages social media platforms to engage in health decision making and peer to peer support. Additionally, we will explore the implications and possibilities of the social revolution in the healthcare space.

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• With the ‘Giving Pledge’ and organisations formulating around the changing nature of philanthropy in today’s society, the social revolution has and will continue to have an impact on the way in which donors choose to support different non profit organisations
• Social media allows an outlet for sharing philanthropic targets through platforms such crowd funding but also for publicising huge ‘game changing’ contributions.
• All of this gives more buzz to the need for a philanthropic society but at the heart of it is important to maintain the ‘human element’ to giving and the meaning that making a contribution has on families and legacies of the individuals behind them and to the causes for which they are having an impact.
• We can use the social revolution including social media and social collaboration to help identify and tackle global health and socioeconomic issues through philanthropy.

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Customers increasingly expect organisations to serve them through social media with the same agility and ease they expect from traditional channels, but many of those organisations fear social media and some clearly don’t see a role for it in Customer service. Using parallels from the history of the Customer service industry to show why Customers are right to demand that organisations come on-board, this presentation will share Carillion’s social media story over the last five years including how a B2B company learned how to provide an agile B2C service, how they train and manage front-line social media service teams, their sometimes painful lessons on balancing employee interest and engagement with Customers in the social environment, and their highly practical toolkit for success. As a major B2B/B2C services, construction and management business in the UK, Canada and MENA, Carillion’s story will be of interest to a very wide range of organisations.

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A case study of Roots Canada's use of social media to enhance brand positioning, customer experience and promotional awareness to drive sales growth both online and at physical store locations. The session will cover how Roots has integrated social media into online and in-store channels to provide a consistent customer experience across multiple consumer touch points.

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• Observation of how social revolution is impacting different industries (based upon my personal observation in 20 years Procter & Gamble working experience to Astrazeneca)
• Marketing difference (multi-channel, CRM, digital)
• Corporate diversity (management resource within the global companies

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The traditional mobile operators business model is at risk due to increasing network cost (mainly caused by data volume growth with CAGR 33%), decreasing revenues due to voice/data swap and decreasing customer satisfaction due to the shift from “the mobile wonder” to a commodity. A question asked many times in our boardroom is “how to keep our business vital and our customers loyal?
 

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How a financial service company can contribute to The Social Revolution. Daiwa Securities engagement through innovative products such as Vaccine Bonds and Microfinance Fund.

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The relation between employees and employers is changing. Due to changes in the external environment like the economic downturn, the increase awareness of ecological impact and the changing personal needs do have impact on the relation between employees and employers. The question is “how to deal with this social revolution”. Royal KPN is facing this issue and started to change. In this presentation I will deepen out the situation, the complication and I will work out the solution in the direction of csr, internal relations between HR, ICT and facilities as well as the way how we can anchor this in an overall commercial CSR policy.

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For many brands and businesses, social media is still a hybrid between experimental platforms for new marketing approaches and an unknown or at least hard to read environment. It is full of highly relevant user generated content, but it is also full of noise. Some aspects of social media are now widely accepted: They are mostly on a large scale, with continued growth , and content is extremely volatile as they reach billions of consumers. The notion of earned media really brings it to the point where without constant engagement and reliable information about the latest buzz, social media can bear huge risks with high potential and missed opportunities.

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• The goal: transforming a company's culture versus letting the culture shape itself
• The challenge: a much more transparent, interactive world with more demand on authentic leadership
• The opportunity: using multifaceted channels to build and inspire social networks as change drivers
• The result: Active participation in shaping the desired culture, leading to a better (diverse) result and buy-in
• Caveat: Patience and Perseverance

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Social networks offer detailed information about individuals. The way they live, the people they meet, the products they buy, the places they’ve worked. Key information for HR-departments and their hiring processes. How does this evolution influence the role of ‘classical’ intermediaries on the labor market, like staffing firms, recruitment & selection firms, head hunters,… Can we eliminate the middle man?

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+26% higher profitability & +12% higher market valuation on average is what the top-scoring global companies have in common in a recently produced scientific research paper on Digital Transformation as delivered by the Massachusetts Institute of Technology (MIT) and consulting firm Capgemini. In his contribution to the Global Executive Summit on The Social Revolution & Beyond", Hans van Grieken will touch upon the most successful social media strategies that emerged from this study. Tapping from his broad global sector-crossing overview, experience and academic insights, Van Grieken will present numerous examples and best practices, clearly illustrating practical strategies that contribute to tangible business results and higher profitability.

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At the onset of the 3rd millennium, McKinsey predicted the coming of the so-called “War for Talent” – mainly due to demographic changes in Western economies. So while recruiters of different companies may be “at war” with each other right now, there are striking examples of how cooperative efforts can greatly outperform individual endeavors. I´m going to demonstrate this by means of two projects that Bertelsmann is currently involved in.

1) The “Gap Year” program, a joint project tackling bachelor graduates, run by McKinsey, Allianz, Henkel, and Bertelsmann in Germany (www.gapyear-programm.de).

And 2) the “Blind Applying” program, an international internship program spearheaded by the Deutsche Telekom, partnering up with 17 other German blue chip companies (blindapplying.com).

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Launching a global brand is no longer the exclusive remit of corporate giants. This speech uses a case study about the launch of the brand Skiwizz - which sells ski accessories - to argue that individuals are embracing the social revolution to create exciting brands with very little resources. Skiwizz is an excellent case study since it demonstrates how an individual equipped with nothing more than an entrepreneurial spirit, some savvy web insights and just a few hundred dollars can launch a brand with great business potential. Skiwizz went from concept to profitable business within 12 months and is now sold in several prestigious locations including Harrods & Gatwick Airport. I am that entrepreneur!

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Social Media and technology is impacting the behavior pattern of human kind in a significant way. Baby boomers, Gen-X Gen-Y and millennium generations are getting more aligned than ever before in history. Technology has brought improvements in our lives; at the same time it has severe downsides also. On one side, technology is able to save many lives; at the same time it is pushing the humanity more & more into a virtual world.

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• Digital first is a cultural change that relays on socialized workspace and get full leverage in “mobiquity”
• Customers behaviors getting more and more geek oriented , a global Telco Salesforce has to be collectively smart and knowledgeable
• Taking into account employees context is a key factor to provide them with the key answer to customers in an ATAWAD mode
• “Drink our own champagne” is a key differentiating driver for an innovative Internet worldwide Telco

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Forget your product focus, crush the traditional Marketing loving their nicely designed key visuals, destroy the silos of single departments, only till their soil – welcome the new value creation heading for business growth. The 2.0 Marketing team is no longer isolated – it’s liquid, it’s energetic, it’s calculating value cases, it’s stretching the boundaries, it’s KPI driven, it’s digital and eCommerce sales-driven, it’s pushing the company position and it’s picking up amazing opportunities directly from the bazar of startups around the corner. It’s simply about business growth contribution – initialized by Marketing.

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• Social Media has been validated as a business imperative by the market (acquisitions, user stats, etc.)
• Customer expectations have shifted on social channels
• The foundational social media elements are critical for your business to have (listening, content, campaigns, community, network, measurement)
• There needs to be a fundamental shift from "listening online" to establishing a means to use social data as business intelligence
• Here is how organizations can make this shift… (examples, direction, etc.)

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Nothing is more basic to human need than that of health and wellness and couple that with we are by nature social animals - it comes to no surprise that the sharing and obtaining of health information thru social media/online is projected to grow exponentially. The future is an endless landscape of channels to share, socialize and gain health currency and no where is that more true than the possibilities with form factors like google glass and wearable technology. From a consumer and patient standpoint this "digital dopamine" obtained and achieved by online hunting and gathering for health information will be emotionally and educationally priceless. For the health industry this big data is the big opportunity and the winners will be the organizations that succeed in bridging the data gathered from social analytics with motivational/creative experiences to create a continuous loop of health information sharing. The organization of the future in this health focused world will be a combination of science and art where the true differentiator will be leveraging consumer/patient/physician insights and habits into compelling and relevant experiences. There's user experiences inspired by data, there's user experiences inspired by analytics and then there's user experiences inspired by insights and that's where the rubber hits the road; meaningful, emotional and insightful experiences - This new found focus on health and wellness is truly a win-win for the health of mankind.

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With Social Media interactions at an all time high, organizations’ ability to demonstrate timely and knowledgeable Social customer service is increasingly crucial. To do this effectively, intertwining your Social Media offering with a clear Social Business strategy will be essential. The real-time nature of Social Media demands a similar real-time approach to internal communication, decision making and process improvement.

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• Enabling the workforce for Social Media on a global scale
• Create an agile infrastructure: Resource efficiently to give your employees and colleagues the tools to succeed on social
• The foundational social media elements are critical for your business to have (listening, content, campaigns, community, network, measurement)
• Understand when to collaborate: Identify and maximise areas of necessary cross collaboration for an even better internal communication flow

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• The Social media world is in a state of flux… the rate of change is increasing and “Mobile” is the catalyst
• “Mobile” should not be considered as a simple advertising channel BUT as a digital and social connective tissue impacting communication, return path, content distribution and m-commerce
• Challenge: high need to QUANTIFY the influence of mobile social marketing on Consumer Behavioural Change
• Use Cases: based on Telecom Operators anonymized customer activity - incorporating Geo-Location data

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How can we make a message go viral online? Social Media is a powerful tool that allows us to build social triggers that drive momentum past the viral tipping point. There are several things we can do as marketers to improve the chances. It’s time to really put them to use.

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Senior marketers differ in their views of social media’s viability as a strategy for maximizing revenue and profit. This high-level session makes the case for social marketing’s ability to impact the bottom line, supported by case studies with tangible results from the foodservice industry. Patti’s expertise in interacting digitally with Generation Y and Z demographics also provides a vision of opportunity for the future.

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• “It is not the strongest of the species that survive, nor the most intelligent, it is the one that is most adaptable to change” Charles Darwin
• Early adopter vs. follower strategy or the latest fad, concepts to select the right innovation
• Barriers to innovation adoption, not invited here and other obstacles
• The next disruptive innovation

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Broadband wireless internet infrastructure, institutional output and excellence as well as demographics effect the manner by which scientific information is produced, consumed and shared. In a 3-phase study conducted at Elsevier, we explored several facets of these trends using both qualitative and qualitative methods.

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• Technology and know-how driven companies are focusing on innovation to secure business opportunities for the future
• One key element are the ideas of the own workforce. Some of them are visible, others need to be discovered within idea-teams or think-tanks
• Social media - in this case company-internal communities - can help to uncover and team-up ideas that might be translated into future busines
• The next level would be getting companies and organizations engaged to work together by using social media

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• The Corporate social revolution
• Solving the Sustainable Business equation, Opportunities and Challenges for companies
• Learnings from the Telecoms experience in Africa
• Q&A

I will touch on the areas of customer experience, social media, impact on the social role and image of companies as well as the importance of social collaboration.

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We see the social revolution as the top challenging process for the next years: On the one hand we try to get information's safe and close on the other hand there is an upcoming generation of young well developed employees with a complete different mind set how to handle information's: collecting and sharing information is part of their culture. Most of the organisations are still not prepared to cover this challenge, they are still collecting narrative knowledge from retired FTE and prepare them self to transfer this to the next generation. The truth is: that the future generation do have a complete different culture of information mining ! Digital natives are much more able to collaborate with others by having a clear target. To handle this and build on trust bring service department on a complete different level of efficiency.

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• Social security system - 125 years "Bismarck"
• Policy and life insurance
• Birth development and longevity

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Even as social media ROI presents itself as a challenging conundrum, marketers have the opportunity to look beyond follower acquisition and engagement metrics. Vectors such as relevance, customer centricity and influence will gather currency and become mainstream as we move further up the social maturity curve. Content strategy – originating from consumers’ demand for driving up efficiencies and organisational attempts to cater to these demands – will drive this. With this, social media will increasingly play a dominant role in hyper-personalisation of information dissemination – from organisations to customers and vice versa.

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In Canada, eHealth functions as a social health network bringing together health care professionals, patients and patient health data. Shoppers Drug Mart, the leader in Canadian pharmacy, is also one of the major contributors helping to shape Canada's eHealth strategy. One of the biggest challenges to the health community is the constraints of segregated data in patient’s health records from labs, pharmacies, hospitals and doctor’s offices. Segregated patient information creates an administrative burden on clinicians, who have to collate and analyze this information. eHealth is a powerful tool that addresses patient record segregation. eHealth connects physicians, pharmacists, dentists, nurses and patients together in a cloud based social network. eHealth will dramatically change the way retail pharmacy delivers its services to its customers.

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To enable a digital and social media strategy one needs to invest in Information Technology. Many times this means the changing the way your IT departments work and think about the way they execute. In this talk Josef Langerman will touch on the most successful execution strategies to deliver the promise of social media and the digital revolution. The focus of the talk will be on real world case studies and best practise. Lessons learned from social media applications, online banking and big data will be presented.

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With the fast paced rise of economic globalization, we all are in the race of taking our brands from Local to Global to making it Glocal. In this fast paced journey to make things happen and to prove Darwin right in his theory of “Struggle for existence” and “Survival of fittest” , how social revolution helps us in achieving our three major business objective of increasing revenue, reducing cost and expand market share, why did it happen and what if we do not embrace it fast enough.

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I will explain the evolution of learning to the point in which the socialization of learning is a highly popular phenomenon and an aspect that many companies are incorporating into their training strategies, people development and talent retention and detection.

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CUSTOMER concept has changed, ENTERPRISES must also evolve, internet has become the new way of doing things. The challenge of social media applied to banking goes beyond having a Facebook profile or a Twitter account, the great challenge is to be closer to our customers (and their referrals), improving segmentation and accuracy of our campaigns without forgetting that the change should happen internally as well and that the main objective is to humanize and give the customer a better experience.

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Tomorrows enterprise will be a one-man-company with many individual investors and product life cycles. Money, ideas and innovations will be harvested on social platforms and manufactured on demand in a shared manufacturing plant. Viral advertisement will substitute common advertisement in newspaper and on TV as well as the presence on different shared marketplaces will substitute actual online shops and stores. The whole process from idea to end user must be reviewed for future business.

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Social media information is immense, unstructured and comes from countless sources. Finding the signal amid the noise poses an interesting challenge and opportunity perfect for analytics. In the next 2 – 5 years text mining will be commonplace and allow companies to improve analytical models resulting in better insights for segmentation, customer behavior and competitive intelligence. We will examine the use of text mining to identify brand evangelists, distill thousands of online conversations to common distinct topics and make comparisons between competitors. Successfully creating text mining capabilities will be a short term advantage and long term requirement for the modern enterprise.

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The world of food consumption is changing rapidly. Within the last 10 years the availability of new technologies transferred the existing local cuisines into a global melting pot of different food consumption styles. All over the globe. „Digital food. New rules of Cuisine.“ gives a global overview about the last years of changing social environments, influenced by „Facebook & Co.“ and bridges facts and figures with existing as well as upcoming food behaviours.

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In emerging markets, social revolution is helping skip an entire level of economic development. In India, for example, the development of landline telephone network was skipped, and we directly moved on to mobile platforms. Likewise, Africa might just pass on the entire PC revolution. Our belief is that Social media will enable us to omit an entire cycle of industrialization. An example is evident in the Retail sector, where players are exploring innovative ways to reach customers. Retail companies which traditionally have brick & mortar models are experimenting with other formats such as click & collect to increase reach without having to wait for large retail infrastructure to come up. Similarly, in India, the education sector deficit is being transformed by delivering Vocational Education on the tap. Again, in healthcare industry, innovative delivery models are transforming the social fabric of developing nations.

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Between now and 2050, global population will rise by about one-third, to 9.6 billion from 7.2 billion, reducing arable land per capita. The question of how to nourish two billion more people in a changing climate will prove one of the greatest challenges in human history. To meet it, we should embrace an agricultural approach that combines the best features of traditional farming with the latest technology advancements. Monsanto has taken steps to share its message with many groups in the general public and encourage an open dialogue through social media.

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The mass adoption of social media in recent years have left organizations at a “crossroad” on how to embrace this technology for achieving its set goals. While the majority will react to this challenge by initiating number of projects related to social media, only few will succeed in harnessing the true benefit of this technological trend. Taking the root of copying others and implementing similar social media strategies by believing in the illusion that “one size fits all” is certainly not a recipe for success in our sophisticated world.

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• Long term planning – emerging concerns
• Keys to successful organisation
• Social media – the unique opportunity to gain insight and feedback from customers
• The chance paradox
• End-to-end bank customer journey

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Challenges:
Why and how banks should use social media for developing their own business? Which risks banks should be aware? Where are frontiers of using social media and comparable platforms for professionals? How to deal with new competitors outside the “classical banking”?

Strategies:
What are possible key issues for bank strategies within the Social Revolution? Which role could play bank employees, “deal-maker” and representatives of a bank in the future? And how can banks save the compliance of rules and furthermore the acceptance of values?

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More information that is important to offer the right customer the right product at the right time is becoming available – but through different channels and in new structures than before. The requirements to analyze and act on this information are changing quickly. Non-insurance companies could be entering the industry. Customer expectations with respect to receiving an offer for insurance coverage and access to existing contracts have and will continue to evolve very quickly.

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• The story about 18 yrs-old Katie and her work-life balance
• Global CSR Quota as a part of marketing spendings
• Voluntary local CSR contributions – Nivea Family days in Germany : Employees contributions accelerate companies donations
• Joint venture between CSR and Controlling - Marketing Quotas, Guidelines, Scorecard, KPIs

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Children’s early years set the stage for the rest of their life. Every parent wants the best for their child, and that includes finding helpful information and resources.The happiest and healthiest families normally have a parent who is a teacher in spirit. Such a parent provides leadership by balancing structure, high expectations, and a sense of fun and enjoyment for their family. These families seem to have strong bonds, bounce back from hardship tends to build skills in family members and reinforce collaboration. Advent of Social media in the context of nucleus families and both parents engaged in out-of- family-time during most part of the day has an impact and it taken over this Teacher role in parenting.

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Society evolved a long time before social media did. Societal structures & personal motivations are often at the cusp of great brand stories. India is country with a population of 1.2Billion people & only 10% internet penetration. At the same time, it has over 800million mobile phone subscribers, most of whom have never heard of social media. Yet, the principles of sharing experiences, building credibility & creating social motivations can be leveraged for building huge mass brands, in competitive categories – an experience that is replicable across several Emerging markets.

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Clinical research is all about the patient’s participation. National Health Services around the globe, Patient’s associations, clinical research organizations and pharmaceutical industry are starting to realise the potential of social networks. Pilot initiatives by different stakeholders are being successful to aid the conduct of clinical trials. However not missing this huge opportunity is critical for the future of clinical research. There is still a lot to learn from our own experiences and from succesful projects conducted in other industries.

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The changing trend and new challenges:

• Evolution on the famous 4 P’s Marketing Strategy
• Competitiveness is at the peak, buyer and seller are closer than ever
• It’s all about Customer Experience
• The 4 C’s in the New Generation
• How to be truly Customer Centric

Building Business Insights:

• Big Data syndrome
• How to tap into the Social Media DNA to reveal relevant insights
• Data capturing, processing and publishing
• Appropriate Channel/ Platform
• Relevant for the Right Audience
• Change Management- strengthening the 4 C’s

Business Case

• Investment Bank- product innovation, cross-selling
• Manufacturing firm- JIT production line, cost management

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1. Market Intelligence > Transparency

• Exchanging key information & best practices
• Scanning supply markets for new suppliers
• Tracking career of key suppliers contact persons

2. Peer Engagement > Connect & Join Communities

• Share information from trusted colleagues about suppliers and products

3. Supplier Collaboration > Interact collaborate

• Use Social Media for negotiating, relationship building as well as continuous improvement with suppliers

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• How customer opinions go viral and spreads at lightning speed
• The importance of organisations to be alert and proactive in handling these issues
• How damages can be prevented through timely intervention
• How social revolution plays a role in competitive warfare

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Colleges and universities are becoming increasingly more sophisticated when it comes to the use of social media in the core activities of recruitment, retention and alumni relations. A case study will be used to illustrate. In establishing a Social Media Center of Excellence, DeVry University built a scalable model for establishing nurturing relationships with students around the world. Following the McKinsey model of Monitor, Respond, Amplify, Lead, the Social Media Center of Excellence leverages university resources to best meet the communication preferences of prospective students, current students and alumni active in social media.

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How did we create an active social media community internationally? They didn't just build a brand in the countries, they had to build a community. This session will explore the complexities of rolling out a social media strategy that aligns across multiple regions and languages.

• Recreating, refining and growing the brand leveraging social media
• Our international brand strategy: What are the risks and benefits
• Advantages of incorporating corporate policies and procedures into your organisation's social media branding process
• Branding to specific needs and expectations of your various customers in multiple regions and languages
• Incorporating room for flexibility and customization in different markets

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The latest technological advancements enable organizations of all size to easily tap into and analyze the "Big Data" that is created by machines or is captured by social media sites. These analytics offer vital information about trends and patterns of behavior in sociological models and can steer the way businesses approach research, marketing, customer relationship and product development. In fact, many government agencies have also begun leveraging "Big Data" analytics to operate leaner and to shape a more popular public policy. This is a micro social revolution that is becoming more prevalent with every click and every new posting and is highly skewed towards the younger generation.

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Connecting with your company's audiences in social channels can be problematic for historically conservative brands. In this presentation, you will learn how to overcome internal barriers, tips to create a social media strategy that aligns with marketing objectives and a roadmap for successful implementation. Examples will include Twitter, Facebook, YouTube and more.

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Because regulations around healthcare are so strict, pharma companies have struggled to get in touch with patients and enrich their experience beyond the pill, especially in countries where consumer advertisement is not allowed or where litigation/regulation/safety risks are high. We believe that social channels can, in fact, do exactly that and reconcile our industry with its “patient centricity” moto claimed by every drug company out there. Social channels pave the way for patient-to-patient communication, physician-to-physician exchange or caregiver support. If executed properly and with balance, we can live up to our mission, bring some shine back to our dubious reputation and, more importantly, make society a little better.

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Governance, integrity and risk culture are key in steering multinational corporations. The Social Revolution creates new challenges. Using social media as a transmitter enhances speak up culture, employee engagement and raises effectiveness and efficiency. Companies can reduce bureaucracy and create lean risk and compliance structures by using social media.

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• Handling multicultural perspectives and audiences (professional, language, cultural...)
• Concrete example: use social media to increase patient awareness and health care delivery, compliance (Examples and challanges in the dialysis field)
• APPs and social network challenging chronic care delivery and wellbeing

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• The World of social media: Benefits and risks (SWOT analysis)
• Social Media "Management": Contributions from operational risk management methodology
• Viral effects of a hyperconnected digital world & role of limbic thinking

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Universality of the correct market positioning can transcend Social Revolution. Example of SUBWAY®’s little-to-no conceptual change that has transcended 5 decades. An Idea/product/service can stay the same, but the tools of communication need to evolve to facilitate the changes in the environment. Communication within the organization with the new generation of Gen Y entering the work force. Communication outside of the organization reaching out to the new generations of customers.

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In the era of social networks, transparency and freedom of information are no longer a subject exclusive to the public sector, now companies have a new relationship with their environment and this includes society’s demands on matters like accountability and compliance. Mexico has been a reference due to it’s innovations in legislation and with cases like Wal Mart and HSBC.

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The presentation will focus the expectations from the audit and risk departments towards the adoption of new disruptive technologies; Social Media in particular and how CIO/CSO /CTO should consider involving and engaging with its audit and risk departments in order to adopt such technologies with the support and guidance of these independent teams. Risks associated with these new technologies may be overlooked or underestimated if the focus is just “go live”, audit involvement at the lifecycle of the project may help to support a safer and more sustainable platform to adopt this technology.

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Productive, business-oriented communication and collaboration via internal social media platforms can lead lead to disruptive situations. In some cases, such disruption can result in an unwanted, negative deviation from the norm. But it can also trigger a positive departure from the status quo which can subsequently act as a catalyst for innovation and change management.
SwissRe has 5 years experience running a global social collaboration platform with a vibrant and engaged employee community. Case studies highlighting "disruptive situations" will be discussed in the context of information overflow, adherence to guidelines, total transparency and taboos, changes in official roles, employee empowerment and social content sharing.

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• My speech will aim to highlight the extent to which social media or platforms have influenced the South African Banking Industry and how the industry players have reacted to this.
• The link between Social Media tools or Platforms and the Information Management Value Chain and Information lifecycle management.
• The use of the disciplines of Business Intelligence and Analytics applied to Social Media Data, in order to improve competitiveness.

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Retailers today are struggling to manage consumer expectations around social information and shopping. Beyond marketing and online connections, retailers and other consumer-facing companies must understand the implications for their organization and processes to operate in a different model. New technologies will continue to enable capabilities that did not exist three or four years ago, but execution will make or break your success.

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Productive, business-oriented communication and collaboration via internal social media platforms can lead lead to disruptive situations. In some cases, such disruption can result in an unwanted, negative deviation from the norm. But it can also trigger a positive departure from the status quo which can subsequently act as a catalyst for innovation and change management.
SwissRe has 5 years experience running a global social collaboration platform with a vibrant and engaged employee community. Case studies highlighting "disruptive situations" will be discussed in the context of information overflow, adherence to guidelines, total transparency and taboos, changes in official roles, employee empowerment and social content sharing.

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Having worked on the biggest Bollywood Film from India globally called 'Three Idiots', I will use that and other similar films as a corporate case. I take Bollywood films to more than 70 countries and will present how they are today reaching not just the Indian diaspora but also the white mainstream audiences. Films are today going beyond the theatrical experience and are being exploited through various other platforms like internet, television, VOD, home video etc. Will illustrate how the private lives of people across the world are influenced by cinema and the movies which transcend global cultures.

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• Consumers (and others) can now broadcast complaints to a wide audience
  Wide range of examples – including non-customer complaints, dealer personnel negative tweets, associate tweets
• Consumers (and others) may or may not be accurate in representing facts
• Certain companies (like Toyota Financial Services) are bound by privacy laws – but that doesn’t mean silence is an option
• Consumer facing companies must create a strong social presence - or risk letting others dictate the social opinions of that company
• Corporate social responsibility can extend to social sphere, helping to shape opinions

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The business world is aflame with the promise of social media to more quickly and actively engage prospects and increase each employee’s involvement in business development. The tools are in place for this transformation. However, the most critical part remains absent: the creation and nurturing of an open, free-flowing corporate stream of consciousness, where every employee fully understands his/her part in the conversation, and is fully empowered to add a thoughtful voice. When successful, an intelligent, well-oiled global human network is created where critical information is available to the right people at the right time and—most important—in the right context, in order to accelerate the time from first contact with prospects to fully engaged, productive business partnerships.

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• Problem statement: There is an increasing opportunity for the use of mobile to engage with customers and deliver material results.
• Tools for engagement: The design and engagement strategy should vary depending on the type of engagement and should be grounded by the limitations of mobile technology and it’s usage.
• Case Study: Halifax Home Finder app. Walkthrough on technologies used, what worked and what didn’t.

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• From cost centre to marketing engine
• Assessing the value of customer comfort level
• The Service Recovery Paradox at work
• Addressing the channel shift in customer care: The role of Social Media

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At present, Digital has been on the spot due to consumers are more than ever into that ecosystem. But they are not only into that environment as they still live in a physical world and the integration of digital into that is key for success on any marketing activity. With this idea of integration in mind, and considering all benefits of the Digital ecosystem (investments, viralization, tracking, etc) there is still a component missing to build a robust and long term integrated marketing strategy: Content Management. Consumer are present at digital channels because there are content around them and Consumers are changing behaviors given they now get content on it. So, if the intention is to attract consumers attention to walk them through the marketing funnel (awareness, consideration, conversion and usage/loyalty), brands has the mandate to work around a robust Content Marketing Strategy.

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More than 70% of internet users in Africa access it via their mobile phones. M-Pesa, the mobile wallet which originated in Kenya – and is a significant contributor to that country’s GDP – is now widely used in over 8 countries across Africa. MultiChoice’s satellite delivered pay TV service to over 6 million households across the continent is having to contend with the growing phenomenon of broadband via the mobile phone. Content delivered wirelessly to mobile phones and tablets, going forward, will dominate versus traditional delivery methods via fixed line and fibre optic in Africa.

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Since 2012 I lead a team of enterprise 2.0 experts at Bosch and support the entire organization with more than 280.000 employees to make their way into the networked, connected future. I am part of the social business strategy lead and directly connected to the Bosch top management.

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As part of a health campaign, we worked on a new section within Eroski.es which is http://www.eroski.es/somosmasdehacer that compiles the content of the campaign, and a clear call to action to shop online where all our products are offered. This section Eroski.es has been promoted from all digital channels resulting in a very complete digital marketing campaign:

• Driven from Facebook and Twitter from the app and also from post and tweets
• Driven from e- mailing (which has had an open rate of 36.1% which is a very good data and a click rate of 7.1% which is an even better figure )
• And supported with digital advertising

The result? In the last 8 days the section that explains our work in the field of health through our own brand has been ranked 5th most-watched in Eroski.es. But not only that, in these last 8 days 48 % of the people who have visited Eroski.es have stopped by our shop online. There are around 15,000 people that visit Eroski.es every day. This data is better than the average of 40% we handled in the last quarter.

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