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Roland-Garros 2012:IBM et la FFT mesure le sentiment des fans sur les réseaux sociaux

A l’occasion de l’édition 2012 du tournoi Roland-Garros, IBM et la FFT annoncent pour la première fois le lancement d’une étude d’analyse de sentiment des réseaux sociaux sur de nombreuses thématiques relatives à l’événement.

The IBM Social Sentiment Index pour Roland-Garros 2012 analysera des millions de commentaires sur les plateformes sociales comme Twitter, Facebook et les blogs, dans le but de collecter notamment les opinions du public sur les joueurs du tournoi et les matchs.

Quand l’influence des réseaux sociaux ne cesse de progresser….

Les médias sociaux se développent peu à peu à partir des années 2000 avant de connaître une véritable démocratisation. Les internautes y passent de plus en plus de temps et y partagent de plus en plus d’opinions faisant des médias sociaux un nouveau canal de communication et de marketing. Ainsi les entreprises y accordent une attention grandissante et adaptent leur stratégie en fonction des informations consommateurs collectées sur ces médias.

Facebook rassemble aujourd’hui plus de 901 millions de membres dont 23,6 millions en France (source Facebook) et compte plus de 10 millions de visites par jour (Mediametrie / Netratings mars 2012). Quant à Twitter, le réseau représente 465 millions de comptes et 175 millions de tweets par jour (Optimonet 20 avril 2012).

Le dialogue avec les consommateurs, facilité par Internet et les sites d’opinions, prend de l’ampleur avec l’essor des médias sociaux. De plus en plus d’internautes y délivrent, partagent et confrontent librement leur avis et livrent leur sentiment sur les marques. Ils deviennent ainsi « consom’acteurs ».

Selon l’étude HubSpot :

-          50% des consommateurs font part de  leur expérience d’achat sur les médias sociaux

-          90% des personnes interrogées se fient aux recommandations de leurs amis

-          71% des personnes reconnaissent être susceptibles de procéder à un achat sur la base de références collectées sur les médias sociaux.

La parole véhiculée par les médias sociaux fait foi tandis que celle des marques perd en crédibilité: 78% font confiance aux autres consommateurs, même s’ils ne les connaissent pas, là où seulement 21% font confiance aux marques.

…les marques doivent apprendre à écouter !

Conscientes des enjeux, les entreprises multiplient leur présence sur ces nouveaux médias et analysent ce qui s’y échange afin de :

- mieux connaitre leurs consommateurs et leurs attentes – en comprenant le sentiment positif, négatif, neutre partagé sur les réseaux sociaux.

- mesurer la valeur de leur marque sans biaiser les résultats

- mieux appréhender leur environnement concurrentiel : leurs concurrents et leur positionnement

- gérer leur communication, avoir une analyse du ressenti des internautes et une mesure de l’impact des messages marketing émis

- analyser les répercussions de leurs campagnes promotionnelles

IBM leur apporte les clés …

En utilisant des technologies analytiques et de traitement du langage naturel, IBM donne aux  entreprises, comme Roland-Garros, l’opportunité d’analyser et de comprendre rapidement les sentiments des consommateurs sur leur marques. La solution IBM Cognos Consumer Insight permet de collecter et d’analyser les commentaires, tweets, posts etc publiés au sujet d’une marque sur la blogosphère.

Pour ce faire, la solution passe au crible plus de 1,5 milliards de sources : des milliers de blogs, forums de discussions, sites de news et réseaux sociaux (Facebook, Twitter).

La seconde étape consiste à extraire et structurer des informations utiles. Cela permet d’obtenir une classification qualitative des messages postés par attribut (le goût, l’image perçue etc.).

Finalement, le contenu obtenu va être plus finement encore analysé pour obtenir par exemple la thématique des commentaires, la tonalité des sentiments, la nature des réseaux d’influence, la perception et le ressenti des clients… Autant d’informations précieuses pour établir une stratégie d’entreprise ou d’agir en fonction du sentiments positif ou négatif et éventuellement de mieux prévoir les services et produits à lancer sur le marché.

… à l’occasion de Roland-Garros 2012.

Dans le cadre du tournoi Roland-Garros 2012, la FFT et IBM vont lancer ensemble une étude des réseaux sociaux portant sur l’analyse de thématiques telles que l’affiche du tournoi, l’accueil fait au grand public, le site internet officiel, les applications mobiles du tournoi, les joueurs et leur matchs …

Sur place, dans le Roland-Garros Lab, les visiteurs verront le IBM Sentiment Social Index en temps réel et découvriront quels sont les joueurs les plus commentés  la veille !

Les bénéfices pour la FFT sont multiples :

- la connaissance de l’opinion – positive, négative, neutre – des internautes et des visiteurs sur les sujets choisis

- la compréhension de la tonalité des commentaires

- la découverte de nouveaux réseaux d’influence

Autant d’informations qui permettent à la FFT d’apporter à ses licenciés comme à tous ceux qui suivent le plus grand tournoi sur terre battue du monde de nouvelles innovations, des offres ciblées ou d’autres améliorations et nouveautés répondant encore mieux à leurs attentes.

A propos de l’IBM Social Sentiment Index

IBM Social Sentiment Index utilise des technologies analytiques et de traitement du langage naturel pour analyser de grands volumes de données provenant des médias sociaux afin d’évaluer l’opinion publique. L’indice permet d’identifier et de mesurer des sentiments positifs, négatifs ou neutres partagés dans les forums publics tels que Twitter, les blogs, BBS et autres médias sociaux, et de fournir des aperçus quasi en temps-réel des échanges des consommateurs sur les problèmes qu’ils rencontrent, les produits et les services.

IBM at Le Web11

IBM is Platinium sponsor at Le Web 11 : Sponsor of the Press & Official Bloggers Lounge and Sponsor of “Le Web Studio”

Le Web: Date:  December 7-9
Where: Les Docks, Paris

Thanks to @loic @Geraldine @cgiorgi  and the entire Le Web team to welcome IBM at Le Web11 !

#leweb11 #lewebibm
Theme: “How is SoLoMo changing enterprise?”   ( SoLoMo stands for:  Social, Local and Mobile Media)
About Le Web: LeWeb brings together the most influential audience in the Internet ecosystem. Top industry entrepreneurs, executives, investors, senior press & bloggers gather to focus on the key issues and opportunities in the web marketplace.

What IBM Will Discuss (Details on Specific News Announcements Forthcoming)

“Because there is always something to be done”

Ten years ago there was a significant shift in the way people interacted with each other: the web came to the workplace and became a serious business tool for organizations in industries of every kind. Now we’re on the cusp of a major shift in business transformation: the interest in companies wanting to adopt social technologies is on the rise. Businesses are using social media and social networking concepts to transform their business into “social business.” But a Social Business isn’t a company that just has a Facebook page and a Twitter account.

Social Business means that every department, from HR to marketing to product development to customer service to sales, uses social media the way it uses any other tool and channel to do its job. Once viewed as a tool for students and teens to connect with one another, businesses are now looking for ways to adopt similar concepts to better connect their employees, partners and clients and to transform globally. It’s an organization that uses social networking tools fluently to communicate with people inside and outside the company. It’s a strategic approach to shaping a business culture, highly dependent upon executive leadership and corporate strategy, including business process design, risk management, leadership development, financial controls and use of business analytics. Becoming a Social Business can help an organization deepen customer relationships, generate new ideas faster, identify expertise and enable a more effective workforce.

IBM is not the only company talking about Social Business, but as you hear about IBM’s approaches, you’ll notice that our thinking isn’t document centric. It’s people centric.  The critical turning point for Social Business is the realization that the collective knowledge of networks of people can provide business with a unique competitive advantage.

As these global networks of people become instrumented, interconnected and intelligent, dramatic shifts are taking place. The ways employees interact, relationships form, decisions are made, work is accomplished and the way goods are purchased are fundamentally changing. Consumers now wield unprecedented power over how brands are perceived. Crowdsourcing is altering competitive landscapes by leveling the intelligence playing field at an extraordinary rate. As a result of all this, the world finds itself at a transformative point with regard to how business is done. Social networking has had a profound effect on society, couple this with the explosion of mobile devices and new Cloud delivery models, a perfect storm of industry trends is merging that makes this the right time to move from the hands of teens to business.

IBM sees social business and the move the enable the mobile workforce as a key driver of business transformation, helping all aspects of an organization from marketing, human resources, sales and customer support and development,  leverage the power of social concepts in their business processes. In addition, the adoption of cloud computing is on the rise as companies look to adopt new delivery models to improve efficiencies in their organizations. IDC states that worldwide spending on public IT cloud services will grow twofold to reach $43.8 billion by 2013.

Consider the facts:

• IBM’s 2010 CHRO Study indicates that 57 percent of companies who invested in Social Business outperformed their peers.
• Analysts are seeing the wave here and interest from global clients on social business.  IDC expects the market opportunity for social business software to grow to $2 billion worldwide by 2014.
• Gartner predicts that social media will be a support tool among 40 percent of the top 1,000 companies.
• Facebook has more than 750 million active users worldwide and there are more than 200 million Tweets per day.
• The burgeoning mobile workforce is expected to reach more than 1.19 billion by 2013, nearly 1 trillion Internet-connected devices will be in the market by 2012, generating 20 times more mobile data by 2015. Up to 47.9 million tablet PC units are expected to be shipped this year, and 79.6 million next year, according to the latest J.P. Morgan forecasts. Social enabling these workers to be effective, collaborate and innovate is a major requirement for organizations.

IBM is a trusted advisor in this transformation

• The shift to embracing social is no longer about just blogs, wikis and tweets. Now, social concepts are fundamental to real work getting done, and to collaborating with partners and clients. Building on this expertise, IBM is poised to help clients exploit this transformation of a social business.
• In 2010 35 percent of Fortune 100 companies were using IBM social software in the enterprise
• IDC has named IBM the #1 social software platform company in the industry (by revenue) for two consecutive years (2010, 2011)
• In 2011, the market for enterprise social software is expected to grow to $769 million, up 15.7% from 2010, according to market research firm Gartner.
• IBM clients around the globe have adopted IBM software to work smarter, become more agile, and foster innovation through communities, blogs, wikis and more, including Singapore Airlines, CEMEX, Australian Bureau of Statistics, Berlitz International Inc., Sogeti, HSBC, Sun Life Assurance.
• As the largest consumer of social technologies, IBM is a case study for this transformation into a social business.  This goes beyond IBM’s business in social software and services (IBM’s collaboration software, consulting services, analytics/social media research, conducting Jams for clients).  IBM is leading social business on all fronts – technology, policy and practice.

#leweb11 #lewebibm

“A company committed to moving to the future must never stop changing what lies ahead promises to be even more radical, and even more transformative”.

Social Media B2B in action

I was recently interviewed by  Meryl K. Evans, (@merylkevans)  Senior editor at InternetViZ and the content maven behind the Connected Digest, B2B Social Media Digest, and Professional Services Journal to discuss how IBM has transformed into a Social Business.

We had an insightful discussion which resulted in a great article.  Let me share with you some highlights below,  but first let me remind you how it all started… This is taken from an original post written by Turbotodd, but it explains it so perfectly that I had to bring it here:

Remember the logo, that curvy red “e” that mimicked the “@” symbol, which came to represent what IBM meant by the idea of “e-business” back in the late 1990s?

Starting in 1997, the IBM e-business logo signaled IBM’s focus on helping organizations transform themselves using Internet technologies. It’s now helping them pursue similar transformations with “social business” adoption.

Well, imagine replacing it with a curvy “s” instead and calling it “social business” instead, and you’d have a pretty good symbol for describing IBM’s social transformation inside the company, as well as the market it’s helping to make for other companies and organizations around the globe to follow suit. For 15 years, IBM employees have used social software to foster collaboration among our dispersed 400,000 person team — long before Generation Y became fixated with social networking sites like Facebook and MySpace.

My interview with Meryl Evans,  Highlights:

In 1997, IBM actively recommended that its employees use the Internet — at a time when many companies were seeking to restrict their employees’ Internet access. In 2003, the company made a strategic decision to embrace the blogosphere and to encourage IBMers to participate. We continue to advocate IBMers’ responsible involvement today in this rapidly growing environment of relationship, learning and collaboration.

Today, almost 200,000 IBM employees have Facebook pages (nearly half of its global workforce), 25,000 have Twitter accounts and more than 17,000 maintain blogs.

Please share a memorable interaction that happened in social media.

DRB: Our IBM at 100 campaign drew these results:

The Centennial and Celebration of Service evoked a public expression of enthusiasm and pride by IBM employees. Celebration of Service participants worldwide uploaded over 1,500 photos on ibm100.com. Accordingly, IBM saw a dramatic shift in the tone of its online buzz, moving from a predominantly neutral topic of conversation to one in which one-in-four mentions are positive.

IBM’s worldwide presence dominated — with active social participation from IBMers across the globe. Key conversational themes reflected IBM’s Centennial programs, demonstrating that those engaged in social discussions worldwide understood and embraced them.

Another great outcome of social media interaction was that the social media strategy for Lotusphere 2011 was one of the seven
Twitter Marketing Campaigns to Learn From. The Lotusphere team created a
social media hub, a single landing page providing a live stream of blogs, Twitter comments, Flickr photos and videos from the conference, resulting in 41 million total impressions on Twitter.

Using LinkedIn‘s search capabilties, one of our employee gained access to potential customers previously difficult to contact through traditional channels such as telephone and email. He managed initially to identify the right contact (i.e., the CEO of SAIMA) through a LinkedIn search, and initiated contact through LinkedIn’s messaging service. The customer had not heard of our offering but was happy to arrange a call. The result: a signed contract.

The full article can be read here

#ibm

Red Funnel – Enhancing customer service with Twittering ferries

 

#ibm #socbiz

IBM on LinkedIn: the most followed company on the network

Nice article from Mashable featuring IBM as one of top companies using Linkedin successfully:

IBM has over 450,000 followers on LinkedIn, making the IT giant the most followed company on the network. The company page features recent blog posts and tweets, an intro video, and stock prices.Most important, though, IBM features over 300 job postings and dozens of recommendations, driving onlookers to learn more about particular jobs and departments of interest.

Lessons: Showcase your company using available customization options. Post available jobs in the LinkedIn company profile page, where millions of people who are thinking about a job change look every day.

#ibm #linkedin

Le consommateur a pris le pouvoir sur internet

 

The Social Life

It was with great pleasure that I  spoke to Kate Maddox, Executive Editor of BtoB Magazine, a few weeks ago. The feature story has appeared in the print issue of BtoB Magazine about companies that have created roles in social media. I talked her in length on  IBM’s social media footprint and the work that myself, my team, and colleagues do educating and enabling IBMers to become brand evangelists, engaging customers and prospects.

The article is also available on line .

Highlights include:

In the early days of the Internet, IBM introduced social tools internally to facilitate employee collaboration and also sent people out on the Web to find out what was being said about the company, the precursor to social media monitoring.

Today, almost 200,000 IBM employees have Facebook pages (nearly half of its global workforce), 25,000 have Twitter accounts and more than 17,000 maintain blogs.

“We have IBMers active in the social Web who are part of the conversation on behalf of IBM,” Delphine Remy-Boutang said. “Our employees are publishers. When you go to our site [www.ibm.com/software], you see  IBMers as your first experience. You see pictures of IBMers and have the option to connect with them. It’s all about humanizing the Web.”
You can follow BtoB Magazine and Kate Maddox on Twitter : @btobmagazine @kate_Maddox

#socialmedia #ibm #progress

To visualize the future of IBM, You must know something of the past

“To visualize the future of IBM, You must know something of the past.”Thomas J. Watson, Sr

What does #progress mean to you?  #IBM100, Join the conversation here
http://ibm100.com

Guest blogger for Plateau tele, France Television’s blog

As IBM is celebrating turning 100 years old tomorrow, I was invited by France Television as a guest blogger to talk about Social @ IBM, our Social Computing guidelines, IBM’s transformation into a social business and our priority to make the brand a human, social experience.

A huge thanks to @laouffir from France Television for such a great opportunity.

Let me share with you here, on my own blog, the blog post from France Television’s blog.  Article is in French… CQFD ! I’m also attaching an English version of the article as translated by Google

#plateautv #ibm #ibm100 #ff

Une Guideline pour les IBMers par Delphine Remy-Boutang

[26 mai 2011]

IBM, Entreprise fondée sur l’idée même d’innovation, IBM a parié très tôt sur l’ouverture des échanges entre l’entreprise, les salariés et les clients. Partant du principe que les réseaux sociaux sont un domaine important pour le développement à la fois organisationnel et individuel, IBM a décidé «d’humaniser le web» et de laisser la parole à ses clients, partenaires, et employes. Le web change. Le 2.0 a changé  les comportements, les modes d’achats, les relations entre les internautes. L’utilitaire est devenu coopération, influence et leadership. Fort de ce constat, nous avons decide a IBM d’étudier en profondeur la manière dont le discours et les échanges en ligne peuvent faire des Ibmers  des acteurs innovants et citoyens. Ces interactions individuelles représentent un nouveau modèle, investi par l’entreprise dès 2005 à l’aide de wikis et de blogs : «Pas de communication de masse, mais des masses de communicateurs (et d’experts). Grâce à ces interactions, le plus grand atout d’IBM – l’expertise de ses employés – peut être partagé avec nos clients, nos business partners, nos actionnaires et les communautés dans lesquelles ils opèrent». En 1997, IBM a vivement recommandé à ses employés d’utiliser un Internet alors émergent, alors que de nombreuses entreprises cherchaient au contraire à limiter l’accès de leurs employés à ce qui n’était pas encore «la Toile ». En 2003, la société a pris une décision stratégique de taille : investir la blogosphère en encourageant les IBMers (salariés d’IBM) à participer à cette aventure. Pour la liberté d’expression et du contrôle de l’information, notre message est le suivant: «Aucun contrôle n’est mis en place, mais, bien entendu, des lignes directrices ont été instaurées. Nous avons créé IBM Computing Guidelines, qui sont d’ailleurs disponible publiquement sur le Web : http://www.ibm.com/blogs/zz/en/guidelines.html . Parler à la première personne, s’exprimer en tant que salarié et non au nom d’IBM, être responsable du contenu publié, respecter le droit d’auteur, ne pas transmettre d’informations confidentielles… sont autant d’indications cadrant l’action des IBMers sans les contrôler, poursuit cette dernière. L’idée même de contrôler va à l’encontre du réseau social». Une manière de reconnaître au salarié une existence citoyenne et participative à l’intérieur même de sa vie de salarié. La notion de confiance est essentielle dans ce nouveau paradigme. Les connections entre individus qui permettent la collaboration, le partage d’information, ne se font plus sur le fondement des relations de pouvoir et de hiérarchie mais de confiance ou de réputation. Rien n’est possible sans des “guidelines” et un système de gouvernance approprié qui fera que le changement aura du sens dans l’organisation, dans un contexte rassurant et sécurisant à la fois pour les collaborateurs et l’entreprise.Il est egalement illusoire de penser que la notion de risque disparait dans ce paradigme nouveau. Pour créer cette confiance en soi et dans les autres qui fera qu’entreprise, collaborateurs et clients avanceront à l’unisson il est essentiel d’évaluer les risques inhérents à une entreprise, à un contexte donné prévoir les garde-fous nécessaires. Ce qui n’empêche pas non plus d’être flexibles et d’apprendre en marchant, recadrer au fur et à mesure que l’on avance. 1250 ambassadeurs dans le monde travaillent, via la Blue IQ Team, à la mise en place de l’utilisation et à la vulgarisation des réseaux sociaux à l’interne. «Et puis des projets multiples au niveau global pour grandir notre présence sur les réseaux sociaux externe, avec par exemple, le réseau social de DevelopperWorks dédié aux développeurs, exemple concret de l’engagement de l’entreprise en la matière. Notre initiative a d’ailleurs été saluée par Forrester Groundswell Award. IBM a aujourd’hui plus de 100 IBM channels sur Twitter, plus de 200 groupes IBM sur Facebook, plus de 350 000 de nos employés sont actifs sur Linkedin . Nous sommes plus de 25 000 IBMers sur Twitter, 198 000 IBMers sur Facebook. Chez IMB, les salariés quelque soit leur métier et fonction sont appelés les IBMers. Ils ne sont pas choisis, mais décident d’investir les réseaux sociaux de leur propre volonté pour arriver à des résultats d’affaires, et renforcer leurs relations avec nos clients et nos Business Partners. La stratégie social-média d’IBM est simple : l’employe est l’ambassadeur du brand IBM. En d ’autres termes, Le brand est l’employé. A travers leurs blogs et  leur présence en ligne sur le social web, les IBMers s’expriment sur les sujets de leur choix, de leur expertise. Ce positionnement permet à des clients et des partenaires d’accéder directement aux informations  transmises par les salariés. Nous proposons egalement aux visiteurs d’avoir accès aux fiches d’identité du salarié avec ses compétences et l’ensemble des liens vers les réseaux sociaux utilisés par ce dernier». Le fonctionnement en réseau n’a guère de sens ni de valeur lorsque les modes de travail ne sont pas adaptés pour en tirer partie. Comme le disait Computer Weekly recemment, l’endorsement  d’IBM est un des plus forts a ce jour pour le web.2.0 : IBM a annoncé dernièrement une réduction de coût de $4.5M/an grâce a sa strategie reseaux sociaux : IBM Makes Social Media The Responsibility Of Every Employee’. L’année 2011 est l’année qui verra l’intégration et l’absorption des medias sociaux par l’entreprise. Les entreprises devront engager des personnes ayant de réelles compétences en medias sociaux et en web 2.0 pour 1/ engager et 2/ mesurer (intelligemment)»

Original blog post available here on France Television blog

 

Here is the English version (as translated by Google)

IBM Enterprise based on the idea of ​​innovation, IBM is betting on an early opening of trade between the company, employees and customers. Assuming that social networks are an important area for the development of both organizational and individual, IBM has decided to “humanize the Web” and defer to its customers, partners and employees.
The web is changing. The 2.0 has changed attitudes, modes of procurement, relations between users. The utility became cooperation, influence and leadership. With this in mind, we decided to IBM to study in depth how the speech and trade online may make IBMers innovative players and citizens.
These individual interactions represent a new model, the company invested in 2005 by using wikis and blogs: “No mass communication, but masses of communicators (and experts). Through these interactions, the biggest advantage of IBM – the expertise of its employees – can be shared with our customers, business partners, shareholders and the communities in which they operate. ” In 1997, IBM has urged its employees to use a then emerging Internet, when many companies sought instead to limit the access of their employees which was not yet “the web”.
In 2003, the company made ​​a strategic decision-size: Investing in the blogosphere by encouraging IBMers (IBM employees) to participate in this adventure. For freedom of expression and control of information, our message is: “No control is established, but, of course, guidelines were introduced. We created IBM Computing Guidelines, which are publicly available elsewhere on the Web: http://www.ibm.com / blogs / zz / en / guidelines.html . Talk to the first person, speaking as an employee and not on behalf of IBM, responsible for the content published, respect copyright, do not send confidential information … framing are signs the IBMers action without control, “says the latter. The idea of control is against the social network. ” One way to recognize the employee a citizen and participatory existence inside of his life as employees.
The notion of trust is essential in this new paradigm. The connections between individuals that enable collaboration, information sharing, are no longer on the basis of relations of power and hierarchy, but of trust or reputation.
Nothing is possible without the “guidelines” and an appropriate governance system that will change that will make sense in the organization, in a reassuring and safe for both employees and the company. It is also unrealistic suggests that the notion of risk disappears in this new paradigm. To create that confidence in yourself and others who make a business, employees and customers will move in unison, it is essential to assess the risks inherent in a company at a given context provide the safeguards necessary. Which does not to be flexible and to learn walking, crop as and as we advance.
1250 ambassadors in the world are working through the Blue IQ Team, with the introduction of the use and extension of social networks in-house. “And then multiple projects globally to grow our presence on social networks outside with, for example, the social network dedicated DevelopperWorks developers, concrete example of the company’s commitment in this area. Moreover, our initiative was welcomed by Forrester Groundswell Award.
IBM now has over 100 channels on Twitter IBM, IBM more than 200 groups on Facebook, more than 350,000 of our employees are active on LinkedIn. We are more than 25,000 IBMers on Twitter, 198,000 IBMers on Facebook. At IBM, employees, whatever their job function and are called IBMers. They are not chosen, but decide to invest the social networks of their own desire to achieve business results and strengthen their relationships with customers and Business Partners.
Social-media strategy of IBM is simple: The employee is the brand ambassador of IBM. In other words, the brand is used. Through their blogs and their online presence on the social web, IBMers speak on topics of their choice, their expertise. This positioning allows customers and partners direct access to the information provided by employees. We also propose to the visitors to have access to records of the employee’s identity with his skills and all links to social networks used by the latter. “
The network operation has little meaning or value when the types of work are not adapted to take advantage.
As Computer Weekly recently said, the endorsement of IBM is one of the highest to date for web.2.0: IBM recently announced a cost reduction of $ 4.5M/an thanks to its strategic social networks: IBM Makes Social The Media Responsibility Of Every Employee. “
The year 2011 is the year that will see the integration and uptake of social media by the company. Businesses will hire people with real skills in social media and Web 2.0 for 1 / 2 and commit / measure (intelligently).
Delphine Remy-Boutang