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SAP Social Software

95 Posts authored by: Mika Sissonen

Join us for a live demonstration of SAP Jam and ask our product expert questions in a live, interactive webcast. In this demo, we’ll explore how to:


  • Connect your customers, partners, and employees with information and processes to drive results
  • Improve employee engagement, boost productivity, and lower training costs
  • Accelerate the sales cycle and keep key stakeholders informed of progress and opportunities
  • Deliver a single, secure social collaboration foundation across your business


Sign up now to see how you can accelerate business and drive results with SAP Jam.


Thursday, February 26, 2015

10 a.m. Pacific

60 minutes

Register now

Watch this video to see how you can use SAP Cloud for Sales to accelerate sales cycles by collaborating with your sales team, internal experts, customers, and partners — all in the context of your accounts and opportunities – with built-in integration to SAP Jam.



Here’s how SAP Cloud for Sales can give a salesperson the insights he needs to prepare for his day. With a complete view on accounts and opportunities – and the ability to collaborate with the right people on his sales team – he can sell smarter.


To get started, he sees a full view into one of his opportunities – from the latest account information to any open service tickets. With native integration to SAP ERP, he no longer has to hunt for back-office information like sales orders or invoices. It’s all there.


He can have relevant conversations with the customer – anytime, anywhere – so there are no surprises. He can easily create a customer fact sheet to prepare for a meeting – all with the tap of a button.


Next, he looks at all the other opportunities he’s working on for the account. He gets a complete list and can drill down to get the specifics. He can decide what opportunities get published to the sales forecast and decides to add this one.


He also needs to prepare for his meeting. A decision-maker named Paula will be there with her team. He sees a list of people who Paula has worked with before and recognizes Eric in logistics. He decides to get Eric in the loop and add him to the sales team. With SAP HANA, he can use predictive analytics to find top deal influencers and connect with them.


Now that he’s assembled his sales team, he sets up a deal room where they can collaborate and close the opportunity. With integration between SAP Jam and SAP Cloud for Sales, he can invite anyone to his team – even those outside sales like legal and logistics.


To his deal room, he adds all the relevant information like opportunity details, customer-related documents, RFPs, and presentations. He’s able to collaborate and build the best sales strategy by creating polls and discussions. He can involve other teams selling into the same industry – or against similar competitors – so they can learn from each other.


Based on the team’s input, he can choose the best products and solutions to propose to the customer. He can also get immediate feedback from his manager, allowing him to work on the proposal immediately.


He’s now ready to set up a meeting with the customer, so he creates create an appointment. He gets an email from his customer confirming that they’re ready to meet. With integration into productivity apps like Microsoft Outlook, Google Gmail, and Lotus Notes, SAP Cloud for Sales allows him to link all email conversations to specific opportunities, or even create a new opportunity – and all relevant conversations stay in one place.


Follow SAP Social Software on Twitter: @SAPSocial

A colleague of mine told me of frustrations with the IT department at a small organization. The IT department consisted of one lone individual tasked with helping several dozen employees at the office. His job ran the gamut from minor troubleshooting to small projects like recoding websites and databases.


Whenever an employee needed help with a project, however, he was notorious for refusing to commit to a timeline. When asked why, he would explain, "When you look under a rock, you never know what you'll find. Sometimes there's nothing. Sometimes there's all kinds of bugs."


Being a team of one, his outlook may have been justified. If he ran into an issue he didn't know how to solve, there was no one else in the organization that he could ask.


If you work in a larger organization, that's less of an excuse - chances are that someone has an idea for how to help. For customer service teams especially - or anyone in a customer-facing role - knowing how to best marshal the experts and knowledge at hand to solve a customer's problem quickly is key to keeping that customer relationship healthy. The more people that you call on, the more likely you are to find someone who can fix the issue.


Effective collaboration is just one key to good customer service. There’s also a big difference between customers who are simply satisfied and those who become loyal. Shep Hyken, a leading customer service and experience expert, says in a recently published ebook, Engage Customers With Service Excellence, that one study at Vanderbilt University found that about 25% to 40% of customers didn’t come back to a place of business even if they’d felt satisfied.


But how do you create a customer experience that does make customers loyal? To view all 8 lessons from Shep Hyken, register now to read the ebook.


Engage Customers With Service Excellence

Lessons on ways to create an amazing customer experience by Shep Hyken, customer service experience expert, New York Times and Wall Street Journal bestselling author.




Follow SAP Social Software on Twitter: @SAPSocial

On February 11, 2015, we’ll be hosting a live webcast, Driving Workforce Change with Social Collaboration, which features Irwin Lazar, vice president and service director at Nemertes Research. Irwin is a prolific author, blogger, and frequent speaker at industry events, and heads up a Nemertes research team that helps enterprises quantify the value of emerging technologies.


PILOTHOUSE_TOP_PROVIDER_LOGO.jpgIrwin and his team recently published a Nemertes PilotHouse Top Provider report that ranked enterprise social collaboration vendors for their technology, value, and customer service. Leading up to the webcast, we sat down with Irwin to hear his thoughts on the evolution of social technology – who the buyers are, why they buy it, and what buyers should be looking for.


In Part 1, find out who buys enterprise social collaboration tools and why they buy them. Part 2 continues below.


What should a company look for in an ideal social collaboration solution?


headshot_irwinlazar.jpgIrwin Lazar: As you think about buying a solution for your own organization, the first things that usually come into play are what are your retention requirements, what are your security requirements, and can you have sensitive corporate conversations in a system that lives on a cloud provider? For some companies, especially in highly regulated industries, that might be a factor.


Integration with the rest of the environment is another factor. As I mentioned earlier, the most successful social software deployments are those that are tied into business processes and business process applications. If you just throw a social platform out there and say, “Okay everybody, start collaborating,” it generally doesn’t work.


It’s also important to get support for things like developing custom applications and developing hooks into desktop and business process applications.


"The most successful social software deployments are those that are tied into business processes and business process applications"

I just had a conversation with a large financial services firm. They invested in one of your competitors but they’re finding no one’s using it. We talked about how they deployed it and they said, “We just put it out there and we identified some folks who we thought would be good candidates to start using it, but nobody joined in.”


We asked, “Have you tied it into your ERP or your CRM or your other enterprise software?” They said no. Well, there’s the problem right there. The single biggest success factor and the single biggest thing to look for is the ability to integrate with the applications that drive your business.


Another area we looked into in the report was the ability to support mobile work. We’re seeing massive growth in people relying on their smartphones and tablets. It’s the primary means of work for roughly 20% of typical employees now. They’re primarily using their tablet and then going to their desktop when they have to. So a social tool should support the mobile user as well as the desktop user.


The features that social tools support are also important. One of the popular use cases we’re seeing around social is innovation and idea management – being able to collect ideas, vote on them, discuss them, move them up and down, and then being able to share them or collect them from across business units. That’s a pretty powerful use for a social tool and one that’s pretty much impossible to do with email.


Another feature we see companies looking at are the analytics: What can I learn from how the social network is used within my organization? Who are the key connectors in my organization? What are the things being discussed?


One last one I’ll mention is that the tool should easily point me towards discussions that are of interest to me. LinkedIn, for instance, tell you a discussion might be of interest to you if people you worked with are in the discussion.


So all of those taken together are critical buying factors: The features, the ability to integrate with business process applications, the support for mobility, and the ability to support varying deployment models.


How should organizations respond to the growing number of millennials in the workplace and the popularity of social technology?


Irwin Lazar: I think the successful companies will invest in the kinds of tools that people are used to using in their personal lives.


"Successful companies will invest in the kinds of tools that people are used to using in their personal lives"

The kind of informal, chat-based quick communications that are available on mobile devices as well as desktop devices – those are the kinds of ways that people expect to collaborate. They expect to be able to capture videos, comment on stuff, share stuff that’s interesting.


Those kinds of social features are what the younger generation is living in. And that’s what they expect when they walk into the office. If you give somebody an email inbox or a telephone and say here’s how you collaborate, they’re going to go back and start using those consumer services for work – and it’ll get out of your control.


That’s how we see it time and time again with companies that we consult for. Everything under the sun is being used for work and it’s out of the control of the folks that are responsible for security, document retention, discoverability, and so on.



Follow SAP Social Software on Twitter: @SAPSocial

On February 11, 2015, we’ll be hosting a live webcast, Driving Workforce Change with Social Collaboration, which features Irwin Lazar, vice president and service director at Nemertes Research. Irwin is a prolific author, blogger, and frequent speaker at industry events, and heads up a Nemertes research team that helps enterprises quantify the value of emerging technologies.


PILOTHOUSE_TOP_PROVIDER_LOGO.jpgIrwin and his team recently published a Nemertes PilotHouse Top Provider report that ranked enterprise social collaboration vendors for their technology, value, and customer service. Leading up to the webcast, we sat down with Irwin to hear his thoughts on the evolution of social technology – who the buyers are, why they buy it, and what buyers should be looking for.


Who buys social collaboration tools in the enterprise? Is it a specific line of business or is it IT?


headshot_irwinlazar.jpgIrwin Lazar: In addition to the PilotHouse report, we do an annual benchmark where we gather data from about 200 companies year over year. One of the areas that we look at is social collaboration and adoption.


It’s still kind of all over the map. Very few companies have a group whose charge is to develop an internal social collaboration strategy, to deploy a social platform, to manage it, to grow the community, and so on.  It’s only about 6% of companies that have that kind of structure.


"In about 30% of companies, lines of business go out and buy something tied to specific applications"

In the rest, you see a little bit of everything. Sometimes it falls under the domain of folks responsible for other collaboration applications like SharePoint, email, document collaboration, etc. Sometimes it falls under the telecom group because they’re the ones that handle unified communications, and because people see social as part of collaboration, they get ownership of that, too.  Often, it could just be a dedicated application group running within IT. That’s about 22% of organizations.


In about 30% of companies, lines of business go out and buy something tied to specific applications that they’re using for operational processes – companies that are SAP shops buy SAP Jam, or companies that use Salesforce get Chatter, for example. Or individuals buy a couple of licenses or they download a freemium version for their team. They start playing with it because somebody thought it would be really cool to try. Those are probably the least successful deployments. They tend to start pretty quickly but fizzle out if you haven’t tied your social tools into your business processes or other applications. There’s no one actively helping grow that community, no executive buy-in, and so on.


We talked to one company that started using Yammer and very quickly had a lot of people using it – it was a great way to exchange information. But within a few months, it was “Where we are going for happy hour?” and “Who shall I start this Sunday on my fantasy football team?”


Why are enterprises buying social collaboration tools?


Irwin Lazar: The biggest reason is simply because they are looking for better ways to collaborate – they’re looking for ways to collaborate in context.


When you talk to folks about what’s attracting them to social tools, they say, “I use Facebook in my personal life to collaborate with my friends and plan events and activities. Why can’t I do that when I get to the office? Why do I get an inbox? There’s got to be a better way.” People are looking to leverage the kinds of things they do in their personal lives within the corporate environment.


"They’re looking for ways to collaborate in context"

The amount of time people spend searching their emails for discussions that are relevant to a particular project, product, or process they’re working on is not a great way to use their time – that’s the single biggest reason.


We asked folks what their primary driver was for purchasing social tools and 76% said “We want to improve the ability of our folks to collaborate both internally and externally.”


Only about 14% had a measurable business case where they said, hey, if we deploy social it will lead to X percent increase in revenues, X percent decrease in cost. That’s very difficult to measure for any collaboration application – not just social tools but others as well, like unified communication, video conferencing, etc.



Follow SAP Social Software on Twitter: @SAPSocial

10 a.m. Pacific, February 11, 2015 - Register today


HR is moving beyond its traditional role of managing internal employee processes. More and more companies are turning to HR professionals for strategies to address critical challenges like workforce diversity and the chronic skills gap. Social collaboration is emerging as a key enabler for these efforts.


Discover how and why—attend this informative webinar and hear industry analyst, author, and expert Irwin Lazar explain:


  • How HR specialists are becoming drivers of change
  • Why short-term training is evolving into continuous learning
  • How the synergy of social, mobile, and cloud is changing employee workstyles
  • What to look for in a provider of social collaboration tools


Register today


headshot_irwinlazar.jpgFeatured speaker:

Irwin Lazar, Vice President and Service Director, Nemertes Research

A prolific author, blogger, and frequent speaker at industry events, Irwin Lazar heads up a Nemertes research team that helps enterprises quantify the value of emerging technologies.


Related blog post: What should companies look for in a social collaboration solution? An interview with Irwin Lazar




Follow SAP Social Software on Twitter: @SAPSocial

SAP Jam Bridges Systems and Processes by Promoting Social Collaboration Among Users


Editor's note: This article by Stephen Hamrick, Senior Director of Product Management at SAP, is reproduced from the Oct-Nov-Dec 2014 issue of SAPinsider (SAPinsiderOnline.com) with permission from its publisher, WIS Publishing. Read the entire special report on social collaboration at SAPinsiderOnline.com.


steve_hamrick.pngCarl Sagan once wrote, “If you wish to make an apple pie from scratch, you must first invent the universe.”[1] Sagan alludes to the fact that even simple actions require major foundational elements to be in place. In business, many companies are at some stage of setting up a social collaboration program to help employees achieve better efficiency and meet goals. Establishing such an initiative might feel like creating an entire universe, but with SAP Jam, we’ve made it as simple as baking pie.


For any employee, completing a given business activity requires quick, real-time access to business data with the proper context. Imagine you are a salesperson preparing to talk to a long-time customer about a new opportunity. Before visiting the customer, you’d want to know key customer relationship management (CRM)-related information such as other open opportunities, service requests, and escalations. You’d also want to know more information beyond what is typically stored in a CRM application, including key conversations and presentations. You might even want to bring together everyone in the company who works on the account, regardless of their role.


Unfortunately, gathering all of this information can be time consuming or not even possible without access to certain data and systems. This is where SAP Jam comes in.


A Bridge Between Systems and Processes


SAP Jam builds a bridge to any existing business application via an open data (OData) protocol, giving companies further agility when integrating their business applications with SAP Jam. The OData format provides key information about business records that SAP Jam can natively understand, such as how records like accounts, opportunities, contacts, and service request records in SAP CRM or orders, invoices, and quotation records in SAP ERP systems relate to one another. Having direct access to the business data makes it easy for organizations to build customized line-of-business or industry-specific collaboration-driven processes, known in SAP Jam as work patterns (see Figure 1).




The recipe for creating effective work patterns is simple:


  1. Using a simple web-based admin console, configure a set of service end points to let SAP Jam know where to access the data and what kinds of data will be used in work patterns, such as a list of items from an inventory application matching a certain part number.
  2. Build work pattern templates that create user-customizable, loose structures around the data via a drag-and-drop designer.
  3. Associate the work pattern templates with specific types of business records. When users want to interact with a given business record from within the SAP Jam experience, they will be intelligently advised which collaborative process they should use. SAP Jam will allow them to start a new workspace based on that process that includes key social and collaborative capabilities, such as pro vs. con tables, surveys, or shared checklists, to make the process run faster and more consistently.


By performing these tasks, companies can transform their existing formal business processes with new collaborative tools and capabilities from SAP Jam that allow their employees to complete work faster with fewer errors and better results. Let’s take a deeper look at what companies can do with SAP Jam.


Deliver the SAP Jam Experience Anywhere


Note: To make implementing SAP Jam easier, SAP has released the SAP Jam developer program, aimed at improving IT’s ability to respond to the needs of the business by allowing an even deeper level of access and visibility to key process data within the social collaboration environment.


For more information about the developer program, visit http://scn.sap.com/docs/DOC-55050.

To ensure that collaboration is available when and where people need it, you can now port pieces of the SAP Jam experience to any application — desktop or mobile, SAP or third-party, on premise or cloud, and in any development language. This includes application programming interfaces (APIs) and JavaScript components that can be added to any business application, giving users the ability to bridge multiple business systems without forcing users from other departments or functions to use the same transactional business application. For example, a sales user working in an SAP Business Suite application, such as SAP CRM, can collaborate and problem-solve with another user in a completely different department, such as research and development or IT, who doesn’t typically use SAP CRM on a daily basis, but can provide key insight and information on how to resolve service requests or build a winning customer opportunity strategy.


Leveraging open standards supports keeping the development environment and tooling completely open and agnostic — any developer, using any platform or language, can build an OData-compatible interface with which SAP Jam can communicate. SAP Jam provides a real-time, secure connection. This ensures that a user can only see and interact with business records that he or she has access to see, even down to an individual data field level.


Browse, Explore, and Display Data Directly in SAP Jam


Another new capability in SAP Jam is the ability to browse the records that users can access. Developers do not have to bring the SAP Jam user experience into their existing application, which is useful for solutions that have a modifiable user interface.


In the SAP Jam home feed, users see updates and changes from the business records and groups that they are following. A business user might want to post and highlight several service ticket records to a single group dedicated to managing ticket escalations for a product or service, for example. This SAP Jam group could contain all the ticket data, content that was generated in response to the escalation such as diagrams and drawings, and conversations among experts trying to resolve the issue.


Organize and Focus Your Business Collaboration


While feeds and updates can help simplify certain tasks, the majority of businesspeople do not want to work solely through processes using these capabilities. Conversations and commentary around a single update or business record do not materially improve the business process, and users want more than just a news feed of what happened.


To address this challenge, company administrators can now develop group templates that include structure for important aspects such as business tools to focus on solving problems or moving through a given process, or recommendations on the placement or use of key business data on overview pages or in groups.


Group templates can be associated with specific data types from the OData-based connections that a company administrator configures. SAP Jam can recommend a specific work pattern or group template when a user encounters this particular type of business record. This recommendation can be made in the SAP Jam user experience or the user’s native business application.


Giving Users What They Need


SAP Jam helps take the stress out of everyday work by giving businesspeople the flexibility and capabilities they need to get their work done faster. By giving IT the easily extensible foundation they need, we’ve made the process of transforming your business as easy as pie. For more information, visit http://www.sap.com/jam or http://help.sap.com/sapjam.


[1] Carl Sagan, Cosmos. New York: Random House, 1980, pg. 218.


Follow SAP Social Software on Twitter: @SAPSocial

Two years after the launch of SAP Jam, its customers are showing up all over the news. With more than 15 million subscribers, it’s now being used across a wide variety of business and industries. Here’s a cross-section of recent stories about how organizations are using SAP Jam to improve collaboration within business processes like sales, service, marketing, and human resources.


TELUS Uses SAP Jam as "Glue" in Corporate Culture Transformation

In IT Business, Brian Jackson writes that TELUS, a Canadian telecommunications firm, rolled out SAP Jam to 22,000 employees. Dan Pontefract, the chief envisioner of the TELUS transformation office, says SAP Jam has become “the systemic social glue that ties the organization together.”


Is SAP Jam Where Enterprise Social is Headed?

The director of human resources at the Village of Schaumburg, Illinois, says that SAP Jam has virtually replaced email for their 650 employees – in part, because it’s easier to request feedback in SAP Jam than by email. “We wanted it to be the one place that people knew where to go for all the information they needed through their work days to be efficient.”



Incorporating Social

Texas-based Brookshire Grocery Company chose SAP Jam to complement its social learning activities. Brookshire’s VP of training and change management says the company plans to rebrand it as BGC Connect and use it for initiatives like its female manager networking forum, as well as for project teams, where it will make it easier to solicit feedback from store managers.



Making Social Media Work - At Work

The CEO of Synergium, a translation company based in Lithuania, says SAP Jam has become a tool for communication about complex projects.


SAP Jam: Ready for Enterprise Collaboration

Itaricon, a consulting company based in Germany, uses SAP Jam to facilitate collaboration around data stored in their CRM system – to make it more efficient to sell and create proposals.


Failure Must Be an Option

In a personal blog, an employee of TELUS writes that a year after consolidating their social tools into SAP Jam as the company’s single collaborative platform, 75% of the organization has accessed it, and they’ve reduced total cost of ownership and support resources needed.


How the San Jose Sharks Organization is Using SAP Jam to Improve Collaboration

In this video recorded at SAPPHIRE NOW, San Jose Sharks COO John Tortora talks about how SAP Jam has helped his organization tackle the challenge of cross-departmental communication and how it allows them to share key information and make better connections.



San Jose Sharks Win Over Employees with Social Software

Sharks Sports & Entertainment wanted a social platform that would help keep its employees updated and foster a sense of community – and that would make it easier for its marketing team to collaborate with business partners and associates.


Video: The New SAP Jam Developer Program

Martin Wanitschke from Itaricon Management Consulting explains how a social collaboration solution like SAP Jam – with work patterns that pull in opportunity details directly from their CRM – can help speed up processes in Itaricon’s sales organization.


Telecommunications Company Unites Global Workforce with SAP Jam

In this video, Darrin Whitney, CIO of GENBAND, says the company’s management team immediately saw the value of SAP Jam. “It’s a strategic enabler for us – from a business standpoint internally, and externally to our customers.”



Genband Brings in SAP Jam, Keeps Workers Connected

GENBAND, a Texas-based telecommunications company, turned to SAP Jam to help its globally distributed workforce come together and collaborate, to help experienced employees share their knowledge with newcomers, and to help it connect with channel partners and outside contractors.


Reshape Processes Today to Design for Tomorrow

Three SAP Jam partners – World Sales Solutions, T-Systems Multimedia Solutions, and EnterpriseJungle – are using the SAP Jam developer program to extend SAP Jam to support departmental and industry-specific needs.


The Born Again CIO

The CIO of Kaeser Kompressoren says that SAP’s cloud solutions help his organization integrate its partners and SAP processes, allowing them to share information and gather insight from across the business. Kaeser uses SAP Jam to improve collaboration and capture innovation inside and outside the company.



What do Treatment Plants, Leather Furniture, and Luxury Cars Have in Common?

Kaeser Compressors, a compressed air systems and services company in Germany, uses SAP Jam with SAP CRM powered by SAP HANA to scrutinize sales process lifecycles, including lead management, requirements analysis, solution planning, and solution implementation.

4 Critical Questions to Ask Before Beginning Your Journey


Editor's note: This article by Sameer Patel, Senior Vice President and General Manager for Enterprise Social Software at SAP, is reproduced from the Oct-Nov-Dec 2014 issue of SAPinsider (SAPinsiderOnline.com) with permission from its publisher, WIS Publishing. Read the entire special report on social collaboration at SAPinsiderOnline.com.


sameer_patel.pngWith more than 40 years of experience and investment in ERP- and e-commerce-enabled operational efficiency at their companies, business leaders have now entered a time in which entire industries are being digitally transformed.


Uber and Airbnb are fundamentally changing the definition of products in transportation and hospitality, for example, by creating a more efficient networked economy of sellers and buyers.


Digital businesses that have effectively built strong bonds with customers are now encroaching on the established market share in adjacent industries. Chinese internet retailer Alibaba, for instance, is repurposing its trusted digital relationships with millions of consumers to create Yu’e Bao, the second largest mutual fund in China, disrupting traditional banks’ revenue sources.


Digital transformation differs from previous innovation spurts. At its core are three elements:


1. Purpose-built networks of employees, customers, and partners collaborating to build and sell meaningful products

2. Real-time analytics that provide rapid optimization to improve the customer experience and drive margins

3. Radically more engaging experiences for customers enabled by sophisticated data analysis and micro-segmenting


How can established companies seize these digital transformation opportunities to lead their industries through today’s changes — and keep upstarts from threatening their business?


4 Critical Questions


"It’s not as simple as selecting siloed, cookie-cutter applications"

Organizations can look to technology to help foster change and improve efficiency. Technology platforms provide a plethora of functionality that enables companies to transform their businesses — but it’s not as simple as selecting siloed, cookie-cutter applications.


Rather, leaders should be asking four imperative questions before implementing any solution:


  1. How can I assemble the right people, data, processes, and content around each discrete task to drive customer, employee, and partner performance?
  2. What networks do I need to create or be a part of?
  3. Can my technology and vendor choices help me respond to shifting market needs over the next several years?
  4. In the face of emerging one-size-fits-all cloud solutions, how do I leverage the speed of the cloud but still differentiate my company from the competition?


SAP kept these questions in mind when thinking of ways to help our customers not only defend their turf, but take a leadership position as this new footprint for doing business emerges. In 2012, SAP began this journey by introducing SAP Jam — our flagship collaboration platform that creates networks for employees, partners, and customers to collaborate and co-innovate around core business processes. The platform also removes significant latency in how information and knowledge flow across demand and supply chains. Fifteen million subscribers later, SAP Jam is helping leading organizations create the needed network effects that accelerate performance across diverse channels.


Moving Forward


This year we commenced the next phase of helping organizations digitally transform by announcing the SAP Jam developer program. The developer platform is designed to help customers drive competitive differentiation and win in their markets. Integrated with SAP HANA Cloud Platform, SAP Jam now provides our customers with the agility and flexibility to customize and continually optimize how they bring together people, data, content, and processes to get work done and to transform how they operate and engage with customers and partners.


With the broadest set of cloud applications in the industry, a powerful foundation to extend these applications and build new ones on SAP HANA Cloud Platform, and leading networks such as Ariba and SAP Jam, SAP is in a unique position to help customers not only defend but lead in the coming age of transformation.


Follow SAP Social Software on Twitter: @SAPSocial


Editor's note: This article appeared in the Oct-Nov-Dec 2014 issue of insiderPROFILES (insiderPROFILESonline.com) and appears here with permission from WIS PUBLISHING.


Sameer Patel serves as Senior Vice President for SAP’s Enterprise Social and Collaborative Software business at SAP Cloud/SuccessFactors. With SAP Jam, he oversees products and go to market for one of the fastest-growing cloud products in SAP’s portfolio, now with more than 15 million subscribers. Patel, who joined SAP in early 2012, has more than 15 years of technology product leadership experience and has worked on collaboration and application technology with some of the largest organizations in the world.



sameer_patel.jpgQ: What is the direction of enterprise collaboration, and how does your experience help shape what SAP is doing in this space?


Enterprise collaboration is at a crossroads today. Customers are well aware of the adoption challenges with new social tools in the enterprise and so, the bar has been raised: for any collaboration technology to be considered a critical part of an organization’s business execution machinery, it must directly solve real business problems. Given what I’ve worked on throughout my career and what SAP has set out to do as it re-entered this category in 2012, this evolution in thinking about the value of collaboration makes it an especially exciting time for me. Looking back to when I researched the promise of collaboration and knowledge management for my master’s thesis, the expectation for collaboration was largely limited to moving files around between aging experts and new recruits as a way to retain organizational knowledge. Many of the theories were extremely uninspiring to me, and starting back then, I began to advocate that networks or clustering of experts would ultimately be much more powerful than features in a file-sharing application. And I’ve continued to do so today as you can see on my blog.


Thanks to consumer social media, today, organization leaders now see that collaboration is not about moving files around. Rather, they innately understand the power of network effects that come when human beings are connected around a topic or purpose, and are looking to understand how this applies to their employees, customers, and partners.


"Collaboration technology is finally headed swiftly toward solving for very purpose-built outcomes by bringing networks of experts, data, processes, and content together."

I feel that my 15 years of work in this area is coming full circle. As far as product strategy goes, if I sum up the primary role I’ve played over the last decade, it’s been to help organizational leaders strip out the complexity in how their employees, partners, and customers connect. Horizontal platforms such as collaboration and messaging are a white canvas. That’s mostly good because you can imagine your own use cases, but it also gives organizations the license to run amok and waste money building capabilities that don’t get used or require significant behavioral changes. My career, spent mostly with line-of-business leaders in the areas of sales, marketing, service, and the supply chain, as well as some very forward-thinking CIOs, trained me very early on to stay focused on operational trends and transformation opportunities versus trying to find problems to solve with shiny new technologies.


Collaboration technology is finally headed swiftly toward solving for very purpose-built outcomes by bringing networks of experts, data, processes, and content together. At SAP, we saw this over two years ago and have built for it, with SAP Jam. Today, we are lucky to be trusted by hundreds of customers and have a substantial offering that’s globally subscribed to by 15 million users.


Successful horizontal products and platforms will demand such business proficiency, and I am proud to say that we, as a team, live by this ethos. I’m also truly fortunate that the leadership at SAP, starting with our CEO, has been extremely supportive from the get-go. And other leaders, such as our CTO and founder of SuccessFactors, have played a big role in shaping this culture.


Q: How does innovation in collaboration technology relate to the big market trends that are on the minds of leaders today?


As far as market trends, the last few years have brought about rapid innovation in how organizations are using social and mobile technologies to build out networks of buyers and sellers in very unconventional ways. A CEO of a large global bank told me that his worry isn’t another global bank, but rather, he is concerned that new competitors will capture the mindshare and mobile screentime of millions of customers, such as Alibaba in China, which controls a majority of ecommerce transactions, or even Apple, which owns 40% of the world’s smartphone users.


Companies such as these have very agile methods to connect with their customers and create powerful networks amongst them. And just as importantly, employees of these organizations are highly networked internally so that they can keep up with their customers.


"Building well-networked organizations is at the center of this new way of doing business."

The potential and threat are well understood by incumbent businesses, but the technical barrier has been high-latency IT systems that were never designed to meet this need for networked capability and collaboration or easy exchange of information about products, solutions, and services. Today’s customers are informed consumers, often with fickle tastes. Organizations must deliver information about what they build or sell with the same speed and agility that customers have come to expect in the public realm. This means collaborating with customers with much more context, having the agility to learn and adjust business strategies as market conditions change, and being able to act and make decisions as fast as your customers and faster than your competitors.


This is the challenge and opportunity in front of our customers, and building well-networked organizations is at the center of this new way of doing business. I couldn’t be more excited and privileged to have this opportunity to help our customers, and we have everything in place here at SAP to help our customers win in this new economy.


Q: How do you see SAP advancing the enterprise collaboration space in the months ahead?


The market has moved beyond trying to build a social enterprise; that’s not the business SAP is in and frankly not what is keeping customers up at night. Now, we are looking at holistic digital transformation as the next wave that organizations are embracing. If one looks at the dotcom era as internet commerce changing the way we purchased goods and services, digital transformation extends this to actually transforming the very definition of a product and ultimately an industry, much like Uber fundamentally changed the idea of a taxi, and Airbnb changed the idea of a hotel room. These new upstarts are leveraging analytics to optimize the product and network effects to connect employees, buyers, and suppliers. Suddenly, social collaboration and networking with your customers and partners at every touch point must become an integral part of this transformation that you undertake in order to compete.


And so customers will expect that collaboration will be woven into the very fabric of their work canvas — their applications, networks, and devices. And given that SAP has the broadest set of business applications — and with Ariba, SAP Jam, and FieldGlass, three extremely high velocity networks — we are uniquely positioned to deliver a platform that drives transformation for our customers.


This is precisely why we developed and launched work patterns by SAP Jam that create personalized work experiences that bring the best of applications data, process, content, and people together in one contextual workspace. The idea is to help organizations adapt to this digital transformation with three fundamental types of capabilities:


  • Operational transformation work patterns to drive efficiency between employees
  • Ecosystem transformation work patterns to create new ways to connect with partners, customers, and suppliers
  • Industry transformation work patterns to differentiate and drive competitive advantage


Q: Can you provide an example of an organization you have worked with that is breaking out of the transactional mindset and beginning this transformation?


Let’s look at an example of operational transformation: One SAP customer is moving from selling air compression systems to selling compressed air to drive margins. Think about what needs to happen in order to transition from selling a machine to becoming a service provider where renewals and customer satisfaction are now more important than ever. Work patterns by SAP Jam enable the agility to do this by giving everyone who engages with the customer — sales, service, and marketing — a holistic view of all customer activity. So all of the sales data, customer information, service tickets, active marketing campaigns, and your network of experts, etc., it’s all consumed from your collaboration environment, instead of sitting in different siloes.


The work experience centers on truly satisfying and delighting the customer in every interaction as opposed to closing out transactions. This is a clear example of digitally transforming how sales, service, and marketing collaborate with each other and with the customer, but with minimal disruption to the existing technology landscape.


We have similar examples of customers looking at ecosystem transformation where most of their distributors or suppliers are not full-time employees, but they know more about the end customers or each component of the product than the customer. Our ecosystem transformation work patterns can be applied to more cohesively involve outsourced talent pools as if they were full-time employees, thereby significantly broadening the expertise base of the customer.


Q: What is the competitive differentiator in creating a contextual work experience?


"The domain expertise that customers bring to the table should not have to take a back seat just because they adopted cloud."

That question brings us to work patterns for industry transformation in SAP Jam, which is the biggest thing we’ve done since launching SAP Jam two years ago. The central idea here is that for an application to be transformative, a customer must be able to derive truly differentiated competitive advantage from it. Everyone understands the benefits of the cloud, but one of the central truths is that when all technology is deployed in the cloud, there will be little that differentiates one organization from another. SAP Jam, along with SAP HANA Cloud Platform, now allows customers to extend what we have done out of the box or to completely re-design their own work pattern to reflect either a unique way in which they work or to represent the process transformation they seek. Also, live data from any application, SAP or third-party, can now come into SAP Jam for a true 360-degree view of everything that an employee, customer, or partner needs to know.


The domain expertise that customers bring to the table should not have to take a back seat just because they adopted cloud. You can now have it both ways — benefit from cloud consumption but still apply your secret sauce that will let you win in your markets.


Q: What will the enterprise collaboration environment look like in the future?


One of the transformations on the horizon will likely be the very nature of business applications themselves. Applications will be network-first, and they will be about finding the right use case to engage your network, with processes or transactions serving to bolster this relationship as needed.


We’re already seeing this in consumer applications. If you look at Amazon, the catalog, the reviewer network, and the marketplace are what is front and center. The shopping cart button is hidden in a corner of the website. Our Ariba network powers many transactional capabilities, and SAP Jam along with SAP learning management systems bring the best of network-based peer-to-peer learning combined with formal training.


We will continue to look at the usefulness of business applications to complete transactions, but the network where your employees work, your customers engage, and you collaborate with suppliers will become the primary canvas where work gets done.


Q: Can you draw any parallels between your personal and professional interests?


I have been cooking for 18 years, ever since I left Mumbai. My time in the kitchen and on my workbench complement each other. To me, cooking, much like the pursuit of building and selling products that drive organizational performance, is more of a craft than an art. You always look for patterns, but no canned recipe ever produces the same results twice. No two ounces of coriander or legs of lamb are the same. Likewise, no two customer environments, opportunities, and appetites for transformation are the same.


On one hand, our customers need to embrace and feed off of inbuilt characteristics of good ingredients and so we ensure that our products are simple yet sophisticated and fast to deploy. And on the other hand, they need to know how to use additional flavors to enhance the experience to outdo the competition, and that’s where our platform lets them make the solution their own.

3 Examples of How the SAP Jam Developer Program Enables Business Transformation


Editor's note: This article by Holly Simmons, Vice President of Marketing for Social Software at SAP, is reproduced from the Oct-Nov-Dec 2014 issue of SAPinsider (SAPinsiderOnline.com) with permission from its publisher, WIS Publishing. Read the entire special report on social collaboration at SAPinsiderOnline.com.


holly_simmons.pngTransforming your business requires you to transform the way you work. That’s never easy — but it’s necessary for your business to remain relevant, agile, and competitive. SAP Jam provides a social collaboration platform to reshape processes today while helping you to design for tomorrow.


Every business has unique challenges and opportunities, and no solution is going to solve every problem on its own. This is where the SAP Jam developer program comes in. It’s designed to deliver the flexibility needed to customize work patterns, which are collaborative processes that bring together people, content, data, and applications; to integrate with other data and systems; and to extend SAP Jam to support departmental or industry-specific needs (see sidebar below). The SAP Jam developer program, available to customers and partners, provides the tools, approaches, and support needed to extend existing investments and to drive new revenue for customers, developers, and partners. See how three partners are delivering new business value through SAP Jam in this program.


World Sales Solutions: Building Partner Networks with SAP Jam

Launching new products such as automobiles is both exciting and challenging, especially when you consider the complexity of connecting a manufacturer with its dealer network. Launch success depends on full visibility; timely training and certification; as well as clear sales, marketing, and go-to-market execution (see Figure 1). World Sales Solutions (WSS) understands the manufacturer-to-dealer complexity as this services organization is regularly called on to assist manufacturing and service companies in making these necessary connections.


WSS relies on the SAP Jam developer program to provide its customers with a social collaboration platform that bridges the gap between manufacturers and dealers with a central hub that:


  • Brings together a company’s marketing, sales, service, and cross-team staff with external parties such as advertising agencies and key suppliers
  • Provides formal learning and certification using SuccessFactors Learning Management System (LMS) or SAP Learning Solution
  • Delivers informal learning (via SAP Jam) such as sales best practices among dealers or quick access to experts
  • Onboards new partners and employees expediently to ensure the shortest time to revenue by optimizing SAP Jam
  • Supports strategizing and decision making among the entire network for product innovation, including integration with SAP Customer Relationship Management (SAP CRM), SAP Cloud for Customer, or third-party innovation management systems
  • Enables coordination among the entire network for product or new service launches, including large-scale activities requiring visibility into events, tasks, and deliverables


The SAP Jam Developer Program:
Extend Existing Investments and Drive New Revenue



  • Develop work patterns (custom processes)
  • Add pre-built third-party apps


  • Bring SAP and third-party app data into SAP Jam with OData
  • Collaborate with documents from content management systems
  • Embed SAP Jam in your business apps


  • Build collaborative customer apps on SAP HANA Cloud Platform
  • Add capabilities with OpenSocial
  • Incorporate third-party capabilities (gamification, for example)

SAP Jam helps align companies with their partner networks to drive efficiencies that save time and money based on the volume and scalability of their network, boosting return on investment (ROI). To use auto manufacturing as an example, each dealer has the opportunity to access SAP Jam to engage with its local sales and service staff for receiving training, learning best practices, finding experts, keeping up with regulations, managing rollout of sales and marketing plans, and sharing feedback from customers.


“As a partner, the SAP Jam developer program presents market-first options for solving complex business problems such as enabling more successful automotive product launches,” says Richard Blumberg, President and CEO of WSS. “We can now create new work patterns or bring business data directly into SAP Jam from our customers’ existing SAP or third-party systems to support customer-specific processes. This has helped us position unique social collaboration services to our customers with a strong ROI.”


T-Systems Multimedia Solutions: Transforming Sales at Itaricon Management

Sometimes being a leader in technology means you spend a lot of time educating others. That’s what Ulf-Jost Kossol, Head of Social Business Technology at T-Systems Multimedia Solutions, has been doing in evangelizing how social collaboration can transform business. One of his customers, Martin Wanitschke, Head of Sales at Itaricon Management, shares the same passion and immediately embraced how social collaboration and work patterns from SAP Jam could help him quickly ramp up a new sales organization.


Wanitschke was interested in speeding up sales team assembly, driving faster decision making and turnaround on sales proposals, and improving visibility and access to the latest updates across the team. While Wanitschke was well acquainted with SAP applications and the SAP Jam work patterns for sales that integrate with SAP CRM and SAP Cloud for Customer out of the box, his company uses SugarCRM. Was it possible to take advantage of the existing sales work patterns with SugarCRM to address the goals for a more modern sales organization’s working experience?


SAP Jam is designed to integrate with any SAP or third-party business application using open standards such as OData. Kossol and Wanitschke were able to quickly implement the sales work patterns, bringing SugarCRM data directly into SAP Jam in real time (see Figure 2). Because SAP Jam knows the context of the business data, it can recommend work patterns to the sales executive based on where he or she is in the sales process.


“The SAP Jam developer program brings together all of the necessary elements to ensure that T-Systems Multimedia Solutions can transform any process across extremely diverse technology landscapes,” says Kossol.


Additionally, Wanitschke wanted sales users to be able to collaborate directly in SugarCRM so they could initiate deal rooms — functionality that allows salespeople to collaborate with external and internal participants — when entering a new opportunity. With SAP Jam widgets directly embedded into SugarCRM, his sales executives could collaborate whenever and wherever needed (see Figure 3). Lastly, Wanitschke’s team took advantage of the business object browser in SAP Jam to explore account, opportunity, or service ticket data for problem solving or updates.


EnterpriseJungle: Transforming Knowledge Sourcing and Team Building

Today an employee’s information resides in many places inside and outside of the organization, making it difficult to find the right people and expertise needed for project engagement, mentoring, informal learning, problem solving, or decision making.


EnterpriseJungle, an SAP partner and fast-growing startup focused on helping companies drive employee engagement to improve retention and business performance, believes that bringing social collaboration together with data and applications is necessary for driving the right kind of engagement that produces results.


The company’s debut extension, EnterpriseJungle for SuccessFactors solutions on SAP HANA Cloud Platform, works with the SuccessFactors solutions with integrations into other internal and external data sets. This team saw a great opportunity with the SAP Jam developer program to incorporate social and collaborative capabilities into extension applications to enable social discovery and knowledge extension. EnterpriseJungle developed its profiling and recommendation extension application to:


  • Allow users to push proactive content recommendations from across the enterprise with a way to act on them via the SuccessFactors homepage (see Figure 4)
  • Bring together data from LinkedIn, the SuccessFactors profile, SAP Jam, and other internal and external data sources into SAP HANA Cloud Platform
  • Include the “Who Can Help Me?” intelligent search option, allowing users to find in-house experts or potential project team collaborators within SuccessFactors solutions via SAP HANA Cloud Platform (see Figure 5)
  • Expand upon social profiles and improve communication in SAP Jam directly from the application with the data from SAP HANA Cloud Platform


EnterpriseJungle’s application uses SAP Jam feeds and groups as the communications backbone, allowing users to take advantage of exclusive next-generation search and discovery functionality across their workforce and for information to find them intelligently. Additionally, the introduction and connection actions that users can start within the SuccessFactors extension take advantage of the new SAP Jam work patterns by triggering the workflows in SAP Jam to fulfill. It transforms the latent power of any organization’s key assets — its people — into the equivalent of a supercharged, effortlessly connected, expertise-based peer-to-peer network.


“The SAP Jam developer program, combined with the power of SAP HANA Cloud Platform, enables partners to rapidly develop social extension applications that can transform any business process,” says James Sinclair, Principal at EnterpriseJungle. “The program heralds the arrival of dynamic future power for the social business with accelerated collaboration at its core. Its simplicity and ease of use makes collaboration implicit and easy, rather than challenging.”


Learn More

To learn more about the SAP Jam developer program, please visit http://scn.sap.com/docs/DOC-55050 or http://help.sap.com/download/documentation/sapjam/developer/index.html#intguide/concepts/intro.html.


Follow SAP Social Software on Twitter: @SAPSocial

When everyone is on the same page, campaigns come together and ideas flow. Watch this video to see how organizations can use SAP Cloud for Marketing and SAP Jam to collaborate on a marketing campaign – whether they’re mobile or in the office.


In it, a marketing manager for a consumer coffee brand is on her commute to work. On her walk to the train station, she sees a weather report on a video billboard showing that a cold winter is expected – and it sparks an idea for a marketing campaign. She takes a picture of the billboard with her smartphone. While she’s waiting for her train, she opens SAP Jam on her smartphone and shares the picture with her team, asking them to come up with ideas related to it.


Her team sees the photo and responds with suggestions for a campaign. They’ve even suggested a name for it: “Cold winter. Hot coffee. Warm heart.” The team discusses ideas for visuals, offers, and what customer segments to target.  Before the marketing manager reaches her office, she’s got a full plate of ideas and information to talk to her team about further.


Watch all of the videos in this “Sweet Spot” series:



Follow SAP Social Software on Twitter: @SAPSocial


GENBAND is a telecommunications provider based in Frisco, Texas, that delivers its solutions to more than 700 customers in 80 countries. It has a global employee base, with staff in more than 50 countries.


Darrin Whitney, GENBAND’s chief information officer, recently spoke to SAP in a video about how his organization has implemented SAP Jam to ensure that its employees can collaborate and exchange ideas freely, regardless of where they may be.


In the video, Whitney says the impetus was to enable innovation. “We have a global workforce, and we had no single place for those people to come together and collaborate. If you had software developers in Turkey and U.S.-based resources trying to work together, there was really nowhere to share, and it took a long time.”


With SAP Jam, GENBAND found a solution that eliminated the need to develop an in-house tool. “We were looking for a strategic partner,” Whitney says, “where we would have the ability and the content to bring it all together as a single solution.”


GENBAND is using SAP Jam to improve knowledge management, Whitney says. One benefit is that veteran employees around the world can now easily share their knowledge with new hires. “We have a lot of people that have 25 or 30 years in the telecom business.  When we bring in new people, it gives us the ability to have that 25 years of experience spread across a larger user base.”


The solution enables GENBAND employees to create forums for faster, better communication. “The thing users like the most about SAP Jam is the ability to make our large company intimate,” Whitney says.


It also provides channel partners and service contractors with a single repository for asking questions and finding technical information. “It’s actually allowed us to bring a lot of stuff that was happening outside of our organization back into our organization.”


The management team at GENBAND immediately saw the value of SAP Jam. “It’s a collaboration suite that we’re actually using,” Whitney says. “From an IT standpoint, the flexibility and scalability that the cloud provides is instrumental for our success. It’s a strategic enabler for us – from a business standpoint internally, and externally to our customers.”


Follow SAP Social Software on Twitter: @SAPSocial

In the latest release of SAP Jam, we’ve continued to focus on making it easier for you to incorporate social collaboration within your business processes. We want you to get real work done faster and more effectively – so we’ve added new work patterns for sales teams, new integrations, and additional flexibility to help drive user engagement.



Work patterns designed for sales teams


In this release, we’re introducing four new work patterns for sales teams. The new work patterns take advantage of new integrations of SAP Jam with SAP ERP central component (ECC) and SAP Cloud for Customer, SAP’s cloud-based CRM.


  • For SAP ERP central component (ECC)
    • Sales and distribution quote management
  • For SAP Cloud for Customer
    • SAP Cloud for Sales: Account management; opportunity deal room
    • SAP Cloud for Service: Service ticket resolution


SAP ERP central component (ECC) sales and distribution quote management


The new quote management work pattern takes advantage of SAP Jam’s new stand-alone integration with ECC. Organizations that use ECC in a stand-alone scenario – with a third-party CRM, or without a CRM at all – can bring ECC quotes into an SAP Jam work pattern to facilitate the quote process. A sales person can make sure the quote approval proceeds smoothly by keeping the order management, finance management, and sales management teams in the loop.


SAP Cloud for Customer


The three new work patterns for SAP Cloud for Customer join the similar work patterns for the existing SAP CRM integration. However, they’ve been tailored to take advantage of SAP Jam’s new integration with SAP Cloud for Customer.


The account management work pattern is designed to make the jobs of sales people easier. It not only helps them keep an eye on their accounts but also keeps their entire account teams up to date on the status of customer interactions. From within one SAP Jam group, an account team can see the current status of the account, active opportunities, and open service requests.


The opportunity deal room is designed to be used by sales teams to pitch to a customer. Sales can create a workgroup of subject matter experts who can address customer issues that come up and answer questions to facilitate the deal.


The service ticket resolution group is designed to be used by sales to expedite the resolution of service issues with customers. It brings together subject matter experts, engineers, and support teams together in one place.


Collaboration where you work


Collaborative learning programs with SuccessFactors Learning


In conjunction with this SAP Jam release, we’re happy to announce a joint development with SucessFactors Learning. To support multi-day learning sessions, the new “learning programs” feature in SuccessFactors Learning now includes SAP Jam. Within a learning program, the instructor can create SAP Jam groups and manage access to the groups directly from the learning program.


Microsoft® Office 365™ SharePoint® Online


In this release, we’ve  expanded our support for enterprise content management via our new integration with Microsoft Office 365 SharePoint Online. If your organization uses SharePoint Online to store documents in the cloud, you can now link document folders to SAP Jam groups. After your company administrator configures SharePoint to provide access to SAP Jam, the SAP Jam company administrator can easily select which folders and repositories to make accessible to users within SAP Jam. Group administrators can then choose which folders to expose within their respective groups.


When a SharePoint folder is linked to an SAP Jam group, group members can browse the folder and its contents directly within SAP Jam – and view, comment on, and download documents – without having to log in to SharePoint.


Flexibility to drive engagement


New layouts for the content widget


If you’re a group admin and you manage a lot of content, it’s now easier to promote it. New layout options in the content widget allow you to automatically display thumbnail images for documents, images, and videos. To display a linked thumbnail to a document, you don’t need to make a screenshot of your document and then manually add a link – instead, SAP Jam will do it all for you in one of three new graphical layouts.


  • Thumbnail. The thumbnail layout displays a thumbnail of the first page of the document next to the file name.
  • Gallery. The gallery layout displays multiple thumbnails – a minimum of 2 and a maximum of 9. This comes in handy if you want to showcase newly updated documents. Simply point the content widget to a particular folder and SAP Jam will automatically display the most recently updated documents.
  • Carousel. The carousel layout displays one thumbnail at a time in a loop that cycles through the thumbnails automatically.


New expertise filter for people widget


After we released the expertise and endorsements feature in a previous release, customers told us they wanted to showcase people within a group that have specific expertise. You can now use the new expertise filter in the people widget to do exactly that. For instance, if you’ve created an SAP Jam group focused on internal support for your CRM system, you can now showcase CRM experts by using the filter in the people widget to show only people with the expertise tag “CRMExpert” – so that other group members can easily discover who they are and ask them for help.


Minor updates


For more information on many other minor updates in this release, please refer to our release notes.


Follow SAP Social Software on Twitter: @SAPSocial

If you lead a service or support team, you know that being available and responsive is a key job requirement. Your team not only has to understand and resolve the immediate needs of customers but also has to be ready to predict their future needs. A close relationship with your sales team is critical - so that you can make the customer's relationship with your organization as seamless as possible.


idc_service.pngYou may already be considering an enterprise social network, because you know it can:


  • Help you parse information and data on all interactions with customers to help resolve their issues faster
  • Allow your organization to seamlessly and transparently transfer customers from sales interactions to support interactions, and vice versa


But if you need to get buy-in from stakeholders before you invest in an enterprise social network, you’ll need a good business case. And a good business case needs real KPIs and use cases – especially if you have to convince multiple departments of the solution’s value.


To that end, IDC recently crafted a paper that establishes and validates a core set of metrics for enterprise social networks for service and support departments.


If your service or support team is considering the purchase of an enterprise social network – or even just curious about what the benefits could be for you – this is required reading.


Register now to download the report and find out how enterprise social networks can impact KPIs like customer satisfaction, handling time, and innovation – and improve cross-functional collaboration with other departments like sales, legal, and corporate communications.


Register and download the IDC report now:
Understanding the Business Value of Social Solutions in Service and Support


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