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Opting In: Lessons in Social Business from a Fortune 500 Product Manager

Book Description

Winning social business techniques for product managers, marketers, and business leaders!

• How product managers at IBM are using social business to transform markets and build vibrant global communities

• New best practices for promoting engagement, transparency, and agility

• A deeply personal case study: handbook, roadmap, autobiography, and inspiration

Does “social business” work? IBM has proven unequivocally: it does. In Opting In, IBM executive Ed Brill candidly shares best practices, challenges, and results from his social business journey, and shows how his team used it to transform existing products into thriving business lines.

This deeply personal extended case study offers you a detailed roadmap for achieving and profiting from deep customer engagement. Brill shares his 15+ years of product management experience at IBM and describes how these techniques and experiences have developed a vibrant marketplace of social business customers worldwide.

You’ll learn how to use social business tools to strengthen customer intimacy, extend global reach, accelerate product lifecycles, and improve organizational effectiveness. You’ll also discover how social business can help you enhance your personal brand—so you can build your career as you improve your business performance.

With a Foreword by Marcia Conner, Author and Principal Analyst at SensifyWork.

Using today’s social business tools and approaches, product and brand managers can bring new products and services to market faster, identify new opportunities for innovation, and anticipate changing market conditions before competitors do. In Opting In, IBM’s Ed Brill demonstrates how product managers can fully embrace social business and leverage the powerful opportunities it offers.

Brill explains why social business is not a fad, not “just people wasting time on Facebook, Twitter, and YouTube,” and not just for marketers. He shows how to drive real value from crowdsourcing, interactivity, and immediacy, and from relational links across your organization’s full set of content and networks.

Drawing on his extensive experience at IBM, Brill explores powerful new ways to apply social business throughout product, service, and brand management. Using actual IBM examples, he offers candid advice for optimizing products by infusing them with the three core characteristics of social business: engagement, transparency, and agility.

Drive breakthrough product, service, and brand performance through:

Engagement: Optimize productivity and efficiency by deeply connecting customers, employees, suppliers, partners, influencers…maybe even competitors

Transparency: Demolish boundaries to information, experts, and assets—thereby improving alignment, knowledge, and confidence

Agility: Use information and insight to anticipate/address evolving opportunities, make faster decisions, and become more responsive

Table of Contents

  1. Title Page
  2. Copyright Page
  3. Praise for Opting In
  4. Dedication Page
  5. Contents
  6. Foreword
  7. Preface
  8. Acknowledgments
  9. About the Author
  10. 1. Why Social Business?
    1. A Social Business Is Engaged
    2. A Social Business Is Transparent
    3. A Social Business Is Agile
    4. Social Business and Earned Success
    5. Lessons Learned
    6. Endnotes
  11. 2. The Social Product Manager
    1. Enter the Social Product Manager
    2. Analyzing an Analyst’s Report
    3. Social by Policy
    4. Sales and Marketing Viewpoints
    5. The Social Product Manager’s Direct Feedback Loop
    6. Lessons Learned
    7. Endnotes
  12. 3. Self, Product, or Company
    1. Painting a Self-Portrait
    2. Positioning Product
    3. Representing the Company
    4. Lessons Learned
    5. Endnotes
  13. 4. Offense or Defense
    1. Situation Analysis
    2. Timing
    3. Volume and Amplification
    4. Anticipation and Unintended Consequences
    5. Lessons Learned
    6. Endnotes
  14. 5. Picking a Fight
    1. You Can’t Please All of the People...
    2. Entering a Fray
    3. Make Some Enemies
    4. Lessons Learned
    5. Endnotes
  15. 6. Activate Your Advocates
    1. Leadership
    2. Content Versus Curation
    3. Identifying Influencers and Providing Recognition
    4. Continuous Feedback
    5. Truth in Use
    6. Lessons Learned
    7. Endnotes
  16. 7. Tools of the Trade
    1. 2011 IBM CMO Study and the Importance of Customer Insight
    2. Inbound Social Networking Tools
    3. Outbound Social Networking Tools
    4. Forums and Feedback Sites
    5. Lessons Learned
    6. Endnotes
  17. 8. In Real Life
    1. Amplify Your Message
    2. Develop Community and Individual Relationships
    3. Make Friends
    4. Lessons Learned
    5. Endnotes
  18. 9. Social Inside the Organization
    1. Intersecting Organizational Goals and Social Tools
    2. IBM as a Social Business
    3. Measuring Return on Investment
    4. The Impact of Social Tools on Product Development
    5. Who Needs to Participate?
    6. Lessons Learned
    7. Endnotes
  19. 10. Risk Management in Social Business
    1. Risk of Reaching the Wrong Audience
    2. The Public Apology, and the Risk of Emotion
    3. The Risk of Subset Population through Language and Other Demographics
    4. Risk of Identity Challenges and Imitations
    5. Internal Risks
    6. Lessons Learned
    7. Endnotes
  20. 11. Putting Opting In into Practice
    1. A Day in the Life
    2. Using the “Lessons Learned”
    3. The Social Product Manager of the Future
    4. Next Steps
    5. Conclusion
  21. A. IBM Social Computing Guidelines
    1. Introduction: Responsible Engagement in Innovation and Dialogue
    2. IBM Social Computing Guidelines
    3. Detailed Discussion
    4. Endnotes
  22. Index