Academic Division: United Nations University
Corporate Division: Dell for Communities and Conversations

Raytheon and Qumu with B3 Communications
Cisco Systems
IBM Corporation


Division: Academic
Category: Collaboration – Co-Creation
Organization: United Nations University

The World Health Organization’s Centre for Health Development ( based in Kobe, Japan has been implementing a project called “Healthy Urbanization” from 2006 onwards. The purpose of the project is to promote health as a central component to urbanization by looking at the experience in six locations in Chile, China, India, Kenya, Tunisia and Japan.

The project involves the research activities, capacity building and the publication of technical reports. In 2007, in an effort to strengthen the educational, communication and outreach activities, the WHO approached the United Nations University ( )Media Studio with a request for collaboration in developing a video documentary and e-case study. The WHO commissioned academics from the local university to undertake a scoping study of health issues in each locality. At the Kobe site, three topics were highlighted. (1) The increases in non-communicable diseases in recent years, (2) a growing ageing trend, and (3) the impact of the Kobe earthquake. Based on this study, the UNU proposed that the e-case study and documentary focus on ageing in Japan with a particular emphasis on experience in Kobe, supported by stories from Tokyo and Kyoto.

The main issue to be addressed is how social ties play a key role in maintaining the health of the elderly. The primary audience for this e-case study and video documentary will be local, provincial, and national policy makers in multiple sectors including health, social welfare, city planning, finance and education. The secondary audience will be academia involved in research in the areas of ageing populations and social determinants of health, educators involved with the training of workers in the health sector, and the students taking graduate programs in health related studies. Third, we anticipate that this e-case study and video documentary will be of interest to the general public, since ageing is something that affects everyone. Having visited the e-case study website or watched the documentary, we anticipate that the audience would:

– Have a much deeper understanding of what is meant by the term ageing society and the different definitions.
– Understand how the social determinants of health relate to ageing and the health of the elderly.
– Relate the concept of healthy urbanization to the need to provide a suitable urban environment for the elderly.
– Appreciate the complex issues involved in ensuring that the elderly remain active post retirement.
– Explore the diverse range of opportunities for care provision for the elderly, and their pros and cons.
– Understand the implications of scientific breakthroughs in the area of regenerative medicine and the implications for society.

The plan for the project can be summarized as follows:
1. November 2007 to January 2008: Research, scouting of characters, stories and locations in Kobe, Tokyo and Kyoto, development of treatment.
2. February 2008: First shoot in Kobe including interviews with representatives from the WHO Commission on the Social Determinants of Health.
3. March 2008: Second shoot in Kobe, Kyoto and Tokyo.
4. March to July 2008: Post production and first screening at the UNU.
5. July to September 2008: E-case study development.
6. September 2008 onwards: marketing, dissemination, outreach, events.

The e-case study is being hosted by the United Nations University at:

One thousand copies of the DVD have been produced. One challenge was for the UNU team members to explain the thinking behind the e-case study to the WHO officials. A second challenge related to the need to development the e-case study in Japanese and English.

We built the e-case study in a blog (WordPress) and customized it with the use of purpose built plug-ins. One example is a plug-in called multi-lingual that the UNU commissioned and that allows authors to build weblogs using more than one language.

The documentary was filmed using a Canon XL H1 camera. Final Cut was used for post production. The video shorts were uploaded to Vimeo and embedded in the blog. The entire team involved with the project is presented in the About page for the e-case study –

From the UNU, the team included the Executive Producer (Brendan Barrett, Director (Andreina Lairet), two producers (Citt Williams and Kaori Brand), Creative Director (Sean Wood) and a Graphic Designer (David Jimenez). From the WHO, the core team included a project coordinator (Lori Sloate) and a researcher/writer (Frank Grenier).

The UNU was responsible for project coordination and implementation. The WHO provided support as subject matter experts and with research, editing and proofreading. The e-case study and DVD have just been completed. However, already we have been receiving very positive comments from local communities and government officials in Kobe. We will be implementing several events in the next few months to raise awareness about these products in Japan and internationally.

We hope to broadcast the documentary in Japan. The main priority is to present positive experience from Japan to the international community about how to ensure a flourishing ageing society. We believe that this will be possible through the combined efforts of the UNU and the WHO. For instance, the WHO network of websites on ageing in different regions of the world will be encouraged to link to the e-case study. We envisage that it will be used in educational programs at the university level. We also anticipate that the e-case study for Kobe will be shared with the other Healthy Urbanization sites in China, Chile, India, Tunisia and Kenya.

Division: Corporate
Category: Collaboration – Co-Creation
Company: Dell, Communities and Conversations

Dell ( receives feedback from customers through a variety of different channels including letters, e-mails and call center contacts – in all about 2 billion conversations a year. Throughout all the mechanisms, there was no way to systemically combine and prioritize the feedback.

In each of the normal channels for customers to provide input to Dell, the feedback is individualized with private responses from Dell. People desire a single place to publicly provide suggestions and collaborate with others on those ideas. Dell then relies on the community to collectively determine the most important information they want from Dell. Finally, customers want closed-loop feedback from Dell on their ideas and suggestions. The target audience is anyone interested in technology and Dell’s role to provide and support it.

The primary objective was to offer a place for customers and the company to collaborate on ideas, have customers prioritize those ideas, and allow Dell the opportunity to close the loop on action taken.

IdeaStorm ( was created in February 2007. The site allows users to post an idea, comment, collaborate and carry on a dialogue for each idea, and vote ideas up or down. The ideas with the most votes then float to the top. Everyone can see what is happening with the ideas from IdeaStorm by Dell through the Ideas in Action tab which is updated every other week via the status of Implemented Ideas.

The site was deployed on February 17, 2007, and quickly gained popularity with over 2,000 ideas submitted in the first month. The project was supported by Michael Dell and the entire executive leadership team. The primary challenges were the speed with which the site was deployed and managing the barrage of ideas that came flowing in.

IdeaStorm is a website powered by Dell’s Communities and Conversations team manages the website including everything from working closely with the vendor on features and functionality, monitoring the ideas and engaging in the conversation where appropriate, and collaborating with the various business groups on engagement and idea implementation. The site has been extraordinarily successful! Almost 10,000 ideas have been submitted with ~10,000 unique visitors a day. Over 670,000 positive votes have been received. More than 77,000 comments have been made. And almost 200 ideas have been implemented as of the date of this submission.

Ideas implemented include:
• The most voted upon idea — pre-install Linux on select Dell systems; this was done within three months
• Bringing the Windows XP option back to Dell’s consumer PC offering instead of limiting to Vista
• Introducing backlit keyboards to certain product lines
The ratio of ~77 comments per idea meets the objective of collaboration. The Digg-like voting capability helps Dell prioritize the feedback. And the Ideas in Action section allow Dell to provide a closed-loop mechanism on what we are doing with the ideas.

Division: Corporate
Category: Collaboration – Co-Creation
Company: B3 Communications for Raytheon and Qumu

Raytheon, ( a large global defense contractor, needed to improve communications and collaboration while simultaneously cutting costs. The impetus came from the top down, as senior leaders identified the need to speak to and connect with all of their employees directly, without having to embark on town hall road shows. Raytheon is aspiring to be the most admired defense and aerospace systems supplier through world-class people and technology. As a part of this, effective communication is an essential ingredient.

However, old methods of corporate communications—like quarterly meetings and cascading—were not effectively reaching its 72,000 worldwide employees. Raytheon realized it would need to take bold moves to unify communications and improve collaboration.

The target audience for the company’s communications project included everyone from the Chairman and CEO, William H. Swanson to 72,000 employees worldwide—from salespeople and engineers and human resources and marketing.

1) Unify communications
2) Save costs
3) Enhance collaboration

Across a number of industries, enterprise video is rapidly being adopted as the primary medium for delivery and storage of corporate communications. Driven by a variety of factors—including an increase in globally disparate teams; rising gas prices; environmental concern over carbon emissions; and increasingly mobilized workforces—video is emerging as the next mission-critical application in the enterprise. For these reasons and more, video seemed like an obvious choice to Raytheon. The company set out to leverage video to enhance corporate communications across its global offices.

A combination of content delivery network (CDN) technology and IP multicast—a technology that lets a company efficiently deliver streaming media to thousands of receivers by replicating the packets throughout the network—is essential for delivering video live to Raytheon’s more than 400 sites.

To ensure the most efficient delivery of live video traffic, Raytheon uses IP multicast coupled with a content delivery network from Qumu ( that includes 32 MediaNet edge servers. Remote users receive high quality video faster because CDN servers positioned nearby receive the stream from the origin server, then multicast it out locally.

While the first experiments were easy to get started by publishing video to a Web site, Raytheon has since had to master the challenges involved in deploying the technology on a much larger scale. On the technology front, Raytheon implemented Qumu’s Video Control Center management software, installed racks of video encoding appliances and tweaked its network for more efficient transmission of video.

Raytheon leverages IP multicast, a technology that lets a company efficiently deliver streaming media to thousands of receivers by replicating the packets throughout the network. Raytheon emphasizes the importance of enabling multicast routing if you are going to do live video broadcasts on your corporate data network. Most routers support this feature, but they don’t have it enabled by default.

Multicast routing eliminates redundancy in the broadcast of an audio or video stream by transmitting a single copy of the stream across the network and feeding it to individual recipients. In the absence of multicast, each user’s computer would open an independent connection with the video server and pull down its own copy of the stream, placing a far greater load on the network. As a large organization, Raytheon also uses content distribution techniques to replicate the stream to video servers in each geography, which then redistribute it to the users in that region. The company has about 32 video servers, most of which are dedicated to the edge server function of redistributing content.

The system is also designed for redundancy at the level of Web servers, video servers and video encoding appliances. The Qumu software ties together all the components of the system and also provides a Web-based program guide and a search tool to help employees find relevant programming.

For further insurance during live broadcasts, they have coupled a CDN with this multicast system to redirect clients closer to publishing points on edge devices across the enterprise.

The company has also begun to dabble in HD videoconferencing. Presently, they allow media groups to shoot in HD and they then transcode it to the standardized 300Kbps rate for streaming. Although work still needs to be done, algorithms such as the ITU-T’s H.264 video compression standard are easing the transition to HD.

Raytheon has been a pioneer in using video to enhance corporate communications across its global offices. The company conducts about 300 live webcasts a year and publishes hundreds of hours of on-demand programming. Led by everyone from the CEO and divisional presidents for leadership communication to internal technology experts sharing cutting edge knowledge, they find online video to be effective, economical and environmentally sound.

The ability to impact the whole social structure of Raytheon’s business with increased speed and efficiency provides tremendous market advantage. Raytheon’s infrastructure can now provide this and it has been very effective. Employees are empowered – the power is in the hands of content creators and communicators to design and deliver the messages.

What’s more, today Raytheon’s enterprise video capabilities are clearly relied upon at the leadership level for communication. It evolved from a ‘nice to have’ to a ‘critical business service.’

Unify communications: If you examine ‘time to knowledge’ – the time it takes to gather groups to discuss technology that someone was working on – it might have taken weeks and several different presentations to get the information out to the entire engineering community. Today however, they can reach literally 1,000s of people in one webcast. This provides a critical advantage for Raytheon.

Save costs: Simply put, Raytheon’s solution delivers significant cost savings by eliminating travel expenses. But beyond that, the company’s enterprise video solution has greatly enriched the work environment and employees’ abilities to do their jobs. It allows knowledge transfer that previously didn’t exist, or took weeks or months to achieve. More and more, the engineers leverage video technology to collaborate, and to generate excitement throughout the company about what they’re working on.

Enhance collaboration: Globally disparate teams can get together in one place, at one time and distribute information….everyone has heard the same thing at the same time so there is no misinformation. Even in the cases where an employee can’t join the live meeting, the content is archived so he or she can view the video.

B3 Communications (

Division: Corporate
Category: Collaboration – Co-Creation
Company: Cisco Systems

The Strategic Marketing team for Cisco’s ( Global Government Solutions Group (GGSG) needed to enhance and update the way they managed collateral and content related to product solutions and government programs. The old interaction and document sharing platform was more like a filing cabinet than a communal workspace. GGSG required a solution that would allow them to share documents and interact in one central location, creating convergence between all systems and individuals. This requirement extended beyond the strategic marketing group, and needed to be launched across all the global government verticals: Space, Defense, and Homeland Security.

Specific Problems:
• No version control on documents, which resulted in confused users not knowing if they were using the most current available
• Hard to track down needed documents from a large virtual team.
• Accessing documents while off-site, or at another Cisco office was difficult.
• Materials were not accessible from anywhere, anytime.
• Employees frustrated by hundreds of emails a day, and huge attachments clogging their email client and bandwidth.
• Prior system did not allow for password protection of various folders.
• The Cisco Intranet was clogged with material that didn’t need to be on it.

In this world of near instant contact we sometimes forget that technology can complicate the actual act of communicating. We assume that with all our infrastructure, cell phones, laptops and systems that efficient interaction can, and will take place. The GGSG strategic marketing team produces a copious amount of documents—whether they are in the form of collateral, presentations, or videos. They have a great need to ensure that everyone has access to all Global Defense Resources at all times, from any location. Relying on email or the old LiveLink solution created bottlenecks and delays during key meetings, and often resulted in version issues, and general access problems. Additionally, when input and changes were needed there was no seamless way to collaborate without being in the same room. To further complicate the issue, many employees travel, work at other Cisco offices or off-site locations across the country. When you are separated by great distance from your peers, the ability to share work becomes increasingly important. The result of this virtual environment and cumbersome collateral management system, was hundreds of unread emails a day (many of which contained huge attachments that clogged both email clients and bandwidth). Another obstacle was creating a universal solution that the team was comfortable using on a daily basis from both a general like/dislike and user-interface perspective. The old system’s archaic and complicated nature made it more useful to not use it. Taking the new corporate objective of Web 2.0 integration across the organization to heart, the GGSG team used SharePoint as their first true implementation. User generated and edited content is a huge technology leap from the prior solution. Together, these issues had reached a point where something needed to be done.

The strategic marketing SharePoint site is an internal resource for the marketing arm of the Global Government Solutions Group, making them the target audience. The scope is much larger than just that subset though, as the marketing team has been tasked with setting up individual SharePoint sites for each vertical within GGSG: Space, Defense, & Homeland Security. The Space SharePoint has already been completed—and the remaining verticals will be launched as needed. The group is a diverse mix of marketing and other professionals, consultants, developers, and contractors from many different backgrounds. A key element of GGSG is that they exist in a very virtual world, with many of the employees working from Georgia, Virginia, North Carolina, Internationally, and at in-home offices. This creates a special need within the audience to keep everyone in the loop, which the SharePoint site fulfills. Key verticals are space, defense, intelligence, homeland security. The target audience works in each of these fields, so SharePoint must be universally applicable to each. The GGSG audience values efficient yet simple solutions; they will not tolerate convoluted architectures. Being able to post and accesses all pertinent information is key, especially when there isn’t time to waste on logistical issues, such as those that existed in the prior collateral management system.

Demographic Characteristics:
• The users of the site range from their early twenties on into middle-age.
• 60% are women, 40% men.
• Locations of users: North Carolina, Virginia, Georgia, California, Australia, the UK, and mobile locations around the world.

• Create an online resource capable of storing and sharing all needed documents from anywhere, at anytime.
• Reduce email traffic, which overwhelms people and machines especially with large attachments.
• Are you embedding a link in the email? No? Don’t send it!
• Strict version control
• Allows for easy collaboration
• Have the Director drive traffic to the SharePoint site by stocking it with team updates, documents, corporate directives, and anything else that would normally be transferred through email.

• Enact the Fiscal Year 08/09 goal to implement Web 2.0 technologies across the organization.
• Effectively archive collateral so that in the event of an employee leaving or moving within the company, the intellectual property is still readily available.
• Capture meeting notes, minutes, and presentations for review or employees who were unable to attend.
• Dramatically reduce new hire orientation time, as everything can be reviewed from the SharePoint.
• Allow employee interaction through the discussion board.
• Ability to set-up password protected enclaves for sensitive work.
• Work sometimes requires ITAR restrictions, meaning only US citizens are allowed access. SharePoint allows for seamless interaction if individuals meet ITAR requirements.
• Secure area for upper-management

For the GGSG strategic marketing team to effectively launch SharePoint sites across all the verticals to ensure continuity of collateral and data management throughout. It should become a best practice of information management across all of GGSG. In order to accomplish this, the Director first recognized the problems with the current system. The marketing team then sat down and went over what capabilities they wanted, and reviewed all the alternatives from a cost/benefit perspective. This, in collaboration with their Webmaster’s research, pointed them toward the SharePoint Beta being run at Cisco. The director sat down with the corporate team and decided to try it, leveraging her internal resources in combination with corporate to design and customize the site for their specific application. The site went live and made a positive difference, pushing marketing to roll out individual SharePoint’s for each vertical. Marketing first designed and posted the original SharePoint site, supported by a local Cisco server and their webmaster. Once positive feedback began coming from the team and others who viewed the page, they began phasing in additional sites beginning with Space. User behavior and data analysis metrics were used throughout to ensure successful adoption and proper usage. Deployment went very smoothly, especially with the assistance of the corporate SharePoint Beta team.

• Changing user behavior.
People were so used to sending emails for everything, or not using online systems due to the inadequacy of the old solutions. A series of telepresence meetings were held to educate the team and inform them of the new paradigm and its benefits.
• Clearly defining what belongs on SharePoint was necessary.
At first users were not sure what to post, where to post it, and what belonged on the intranet versus the site.
• The Cisco internal IT team developed the template and allocated a specific server for SharePoint. They sanctioned it as a Cisco tool and helped customize it.
• The strategic marketing team’s webmaster manages and worked closely with IT to bring the site live.
• The Microsoft SharePoint platform.

From the start the team was intimately involved in the adoption process. Through meetings and polling features, layout, and all other variables were determined. The Director drove traffic to the site by populating it with team updates, documents and tasking employees to do the same. At any given time anyone could check what the director was being tasked with, and in turn what they had to do. The technology was brought in, and there was a top-down drive to change user-behavior.

Once this template had been established, marketing began evangelizing SharePoint across all of GGSG, allowing each vertical to give input as the process continued. The webmaster was a key component of this program as he helped design and manage the sites. Not only this, but he is the sole resource for all five verticals. Since less content needs to be on the intranet (which required the webmaster to post), as it is on SharePoint, his resources are not spread as thin. Everything can bubble up within the site.

• 19 Folders off the main SharePoint site.
• 10 documents on front page.
• Over 120 unique documents by multiple sources.
• Positive feedback about ability to access all information, anytime.
• New content is constantly being added.

Two events which show direct quantitative evidence occurred during the marketing FY09 planning meeting, and an executive GGSG event. Each of these required multiple presentations and documents that needed review. So, instead of shuffling around large PowerPoint’s from person to person the Director instructed everyone to post them to the SharePoint, meaning one email was sent out versus over twenty for just two events.

In terms of qualitative measures of success tangible evidence can be found in the real-life changes in user behavior:

• Overall complaints about email traffic have decreased, with people being driven to links on the SharePoint site and posting content.

• All version control and access problems, along with the internal annoyance and strife they could cause have disappeared. When problems go, so do emails about those problems, further reinforcing the first change in behavior.

• Since GGSG is a truly global and virtual group work has become more efficient as less time is spent searching for documents from various sources. Informal polling has indicated a relief in frustration.

Overall, GGSG has embraced this new technology, making SharePoint a daily-use tool. It cut through all the inefficiencies and problems of the old systems, making work and collaboration easier and more productive. The chief qualitative measure of success is the success and use of the system itself.
• Create an online resource capable of storing and sharing all needed documents from anywhere, at anytime.
• SharePoint has accomplished this, as all needed documents are now stored there. It is universally accessible from anywhere with an internet connection.
• Reduce email traffic, overwhelms people and machines especially with large attachments.
• Email traffic has been reduced by 20%.
• Strict version control
• The latest documents are always available.
• Have the Director drive traffic to the SharePoint site by stocking it with team updates, documents, corporate directives, and anything else that would normally be transferred through email.

• The team has embraced the site from Director down.

• Enact the Fiscal Year 08/09 goal to implement Web 2.0 technologies across the organization.
• SharePoint has been a great way to bring Web 2.0 into GGSG’s daily operations.

• Effectively archive collateral, so in the event an employee leaving or moving within the company, the intellectual property is still available, and organized.
• Since all of the intellectual property is posted to the central, safe location, it will always be there. Meeting notes, presentations, everything for new hire and current team member education.

Future plans:
• Allow employee interaction through the discussion board.
• This is the one area where the member interaction goal has not been met. There hasn’t been a real push from any levels of the team to communicate using this medium.
• Be able to set-up password protected enclaves for sensitive work.
• SharePoint allows for any number of protected sub, or private sites— both of which have been implemented.

Division: Corporate
Category: Collaboration and Co-Creation
Company: IBM

The problem IBM ( is trying to solve is how to reach out to our Business Partners to let them know that we want to be more actively engaged with them and listen to their concerns in order to build partner loyalty and our channel.

Over the years, IBM partners have sometimes complained that it’s difficult to find a way to make IBM “listen” to their needs. In a tough economy support and service become extremely important to partners. It’s a great time to lead with the message that IBM is listening and responding to Partners.

The challenge to be addressed was how to get our Partners’ attention and drive them to a single point of interaction to let us know their concerns. We wanted to develop a single point on the web, with an intuitive URL, for Business Partners to access and let us know their concerns/ideas/issues, etc. Towards that end, we developed the “Voice of the Business Partner Campaign.” This is a campaign with a simple message: We’re listening to the voices that matter — our partners. We developed a collaboration center with questions for our partners to address on, and built a campaign using traditional and new social media to bring the partners there.

The communication issue to be addressed was how to get our partners’ attention so we could start this “listening campaign.” Keeping in mind that different people prefer different types of communication, we realized that we would need an integrated campaign with a marketing mix of traditional and new media.

External Drive for the survey was composed of an Integrated Media Campaign including Print, e-mail, Web Banners and Viral Marketing tactics.

Print ads have run in VAR Business, Channel Pro & Computer Reseller News (CRN) magazines announcing the survey and inviting BPs to go to the URL and answer some questions to communicate their feedback to IBM.

Web Banners on VAR Business, CRN, Channel Pro, CMP Everything Channel. Viral Marketing promotions are ongoing on Twitter, Facebook, BLOGS on VAR Business, CRN, Channel Pro, CMP Everything Channel, eChannel Insider , ebizQ and IBM DeveloperWorks.

Over 20 IBM Newsletters announced the campaign. We also launched an aggressive press announcement of the campaign and received pick-up in major technology magazine and the Word of Mouth Marketing Organization (WOMMA).

Finally, the campaign & the response URL to is featured on IBM partner web pages. IBM Business Partners: ISVs, Resellers and IBM PartnerWorld Members. The individuals at the BP firms we are trying to reach are those that are primarily responsible for the revenue-generating aspect of the organization. This could be the CEO, or other leaders in sales and marketing, strategy and business development. In many of these firms, sales/marketing are the same function, or marketing is non-existent.


1) Generate excitement and a sense of urgency in the BP community to do more business with IBM by driving awareness and interest in IBM offerings and BP programs

2) Create more active engagement and loyalty so that Business Partners view themselves as an extension of IBM

3) Increase Partner satisfaction by demonstrating that IBM is listening to them and values the relationship. Create a way to “connect” to BP via the voice of the BP website.

END GOAL: Increase Business Partner generated mid-market revenue and share at the expense of the competition

Launch an integrated series of touches kicking off with a press announcement of the program, followed by a series of 3 fold Print Ads in partner magazines.

Continue the “drumbeat” of the Voice of the Business Partner campaign via web banners, blogging, partner e-mails and IBM web page promotions. To get the word of about Voice of the Business Partner, IBM has run three-page, fold-out ads in the front of CRN, VAR Business, and ChannelPro magazines.

Web ads are featured for the Voice of the Business Partner effort throughout the third and fourth quarter on their respective Websites.

Additionally, the Voice of the Business Partner is featured at all IBM’s live partner events and tradeshows via presentations and tradeshow flyers.

The channel-focused marketing blitz continues in e-mails, social networks, and blogs encouraging midmarket partners to take part in an interactive online forum called the Voice of the Business Partner. The campaign will run through December 2008.

Perhaps our biggest challenge over time will be to maintain the “stickiness” of the Voice of the BP site. We have chosen a vendor that allows us the ability to conduct Quick Polls, so we will want to keep refreshing the polls and the survey questions to keep partners returning and sharing their opinions with us on a wide variety of issues.

Creative: Oglivy Mather, New York
Survey: Satmetrix
Mary Hall, IBM SWG Channels Marketing (input messaging, implementation & offers)

Jennifer Cohen, Channels Marketing Manager

Bruno Bagala, Mid-Market Business Solutions and Business Partner IMC Manager , Worldwide Center of Excellence for Integrated Marketing Communications

Helen Hawrylak, IBM Global General Business
Manager, Cross-Unit Advocacy and Leadership

Jeb Harrison, Manager, IMC Center of Excellence, Business Partner Programs
In a 4-week period, there have been over a thousand visits to the collaborative site for an overall survey completion rate of 16%. The most impressive thing about these statistics is that those who completed the survey did so without the offer of any “prize” or “incentive”. They participated in the survey because they are highly motivated to share information with IBM. It’s very impressive that they stay online & complete the survey and the “Quick Poll” questions without receiving a gift at the end.

Clearly, this is a motivated audience eager to share their opinions! The results show that we have been successful in driving business partners to our new online partner forum. The comments on the surveys indicate that the partners are very pleased to have the opportunity to share information with IBM. So, the initial results support our campaign objectives. Our challenge will be to continue to build the Voice of the Business Partner site and blogging and more feedback mechanisms to it.

Division: Corporate
Category: Collaboration – Co-Creation
Company: TradeKing

When TradeKing ( launched in December of 2005, they saw a retail investing landscape full of confusing, double-speak pricing, commoditized tools and poor customer service. They also saw a sector in which, despite the huge boom among online brokers, no-one had yet found a way to use the Internet to solve some long-standing problems for individual investors: isolation, uncertainty, difficulties in learning and connecting with other traders. Swapping stock picks with the guy next to you on the golf course might be fun, but it doesn’t cut it for reliable information when you’re a serious active investor, already knowledgeable but looking to advance your skills. Also, who knows if that golfing guy ever makes money on his own predictions? In the offline world, it’s not only hard to find like-minded investors, It’s near-to-impossible to get any trustworthy sense of their qualification to advise you.

Enter TradeKing: one low flat fee (no bull and no surprises), “break-out” innovative tools and the first online brokerage with a suite of social media tools “baked-in” in the form of the TradeKing Community.

The TradeKing Community includes giving every account holder his/her own blog, micro-blogging capabilities called Trade Notes, a profile page with various dynamic ways to connect with other like-minded investors, and a first-of-its-kind feature called Certified Trades, which enables account holders (if they wish) to publish their actual trades in their TradeKing account for all to see. This innovation lets everyone in the TradeKing Community compare what a trader blogs about with how he or she is trading, considerably reducing the opportunity for disingenuous bloggers looking to manipulate the market.

In addition, as the Community evolved, TradeKing recognized another opportunity to conduct even deeper education and mentoring by mixing in trading experts in the form of its new “All-Star” trade blog. This blog features a panel of five renowned options and equity trading professionals focused on breaking down Community members’ trades and offering tips to benefit the whole Community of investors. It’s a unique online experience in that it combines real experts, addressing specific and actual trading activity from real investors – all in a regulated brokerage environment.

Target audience: Self-directed investors between the ages of 20-65 who want to network with other like-minded investors within a transparent online environment.

The goals for the TradeKing Community fell into two categories: goals for our clients and goals for our business. And these goals are being advanced and proven every day in the TradeKing Community, convincing TradeKing to grow its investment in its social networking features.

Business Goals
– Increase client loyalty and lower attrition through a better client experience
– Increase client trading activity through unique user-generated content and trader interactivity
– Create a new marketing acquisition channel
– Understand and serve our clients better
– Make our clients smarter and foster longevity

Client Goals
– Obtain trading ideas
– Connect and interact with like-minded traders
– Leverage experience of and learn from other traders
– Access new information and unique content
– Share own ideas and knowledge—and receive feedback
– Join groups to interact and learn
– Establish more disciplined investment approach
– Trade more confidently

Fully integrate the online Community into the client offering and have TradeKing staff actively participate online, including the firm’s CEO. Make the Community a place for clients to learn about trading and help each other take their investing to the next level. In 2005, TradeKing launched as an online broker dealer with the online Community as an integral part of the client offering. Any client may choose to join the TradeKing Community and, as a member, all are given the ability to blog and show their trades to others. Version 2 of the TradeKing Community was released in December of 2007, and added the ability for Community members to write trade notes, create forums, join groups and more. The Community offers numerous opportunities for members to not only connect with others, but also to learn from experts who weigh in on the TradeKing “All-Star” blogs and help publicly mentor traders.

One challenge was to drive the adoption of social media with an audience who has typically not been exposed to social media tools. In addition, trying to encourage transparency within the Community and increase the use of members showing their certified trades took some time. Some members were initially hesitant to share their trades because they thought other investors might steal their trading ideas, but by showing trades after they have been executed, the risk of having someone beat you to a trade is removed.

Our platform was built with a blend of internal resources and Relevance, LLC, a web development company. The platform is built on advanced Ruby on Rails development technology.

The development of the TradeKing Community was really a team effort, with involvement from the CEO and the President, on down to numerous Community developers. The Community is managed currently by the Director of Community Development with help from a team that includes a Community Manager, a Web Designer, TradeKing staff educators, and dedicated TradeKing customer support representatives who help answer our clients’ questions. We also have a team of outside experts who weigh-in with “All-Star” commentary and help to publicly mentor Community members.

Today, the TradeKing Community is 10,000+ members strong and features thriving forums, groups and more than 600 individual investor blogs. More than 1,000 Community members are showing their actual trades, which are certified on the site, leading to better sharing of information and more public mentoring and investors helping each other.

Most important, TradeKing is proving out the concept that Web 2.0 does directly drive customer and business value in financial services.
1) Investors who network, trade more. While active Community members only make up 5% of all TradeKing members, they are responsible for more than 10% of trades and commission revenue.
2) Investors who network, are high-value clients. Active Community members have a significantly higher rate of funding and higher balance.
3) Investors who network, stay longer. Early and growing evidence suggests that the Community features contribute significantly to customer engagement, satisfaction, retention and trading success.

TradeKing is very encouraged by the direct benefits it sees from the Community in the two categories of objectives laid out above.

Business Results
– Created a significant competitive differentiator for TradeKing
– Provided deeper understanding of our clients’ needs and wants
– Increased client retention
– Increased trade activity
– Served as a client acquisition channel and increases brand reach and awareness
– Enabled TradeKing to re-shape the way retail clients invest

Client Results
– Empowered the individual investor with information and tools
– Connected them with other traders in a trusted environment
– Accelerated investment learning curve
– Discovered investment ideas
– Developed valuable relationships
– Enabled them to shaped their own trading experience

“People socially network about investments in the real world. It’s a natural extension to have these conversations amplified and enriched online. It’s relevant and clearly beneficial for people of like-minds and like-purpose to connect to learn from one another. Our social networking tools make this possible in the online trading space – and take things one step further by providing accountability combined with actionable information.” Don Montanaro, Chairman and CEO of TradeKing.

Division: Corporate
Category: Collaboration – Co-Creation
Company: Wal-Mart is an online shopping resource for millions of Wal-Mart ( shoppers worldwide, serving as an information source, a research database of products or simply a solution to navigating crowded stores. The site boasts resources such as product reviews, ratings and information that help consumers choose the right product, while several additional Wal-Mart Web sites exist outside of to help consumers find ways to stretch their dollar, including Make Your Dollar Stretch and the Checkout Blog, among others. However, the site was looking for the total package. They wanted to create an online shopping site, with all the tools you need to save money and live better – it needed to build a community. shoppers needed an opportunity to interact more with the site. Product reviews proved to be a respected addition to the site as Web shoppers increasingly relied on the feature when making purchases online. This interaction with the site showed that consumers were willing and ready to communicate regarding the company’s products and services – the only dilemma was the lack of medium in which to share ideas and collaborate. Rather than seeing their consumers navigate away from the site to gain information on these topics, Wal-Mart sought to facilitate conversations within the site, by welcoming user-generated content and leveraging expert views and ideas.

In an effort to further connect with our customers and find new ways in which we can save them money, Wal-Mart recently formed a team dedicated to developing the company’s presence within emerging media. The team wanted Wal-Mart to be an active participant in the money saving conversations that were already happening online, and through their research also sought to understand the way their audiences interacted with various social media tools.

Tips, stories and videos about saving money were staples on social media forums, and a devoted online subculture existed around sharing ways to live a frugal lifestyle. Leading this money saving community was a group of family-oriented, budget-minded individuals – a group of web-savvy moms. Because this community fit so well with Wal-Mart’s already stated target audience and their “save money, live better” slogan, it was clear that Wal-Mart needed to participate in this popular and ever-growing online discussion.

In order to break into the conversation, the Wal-Mart social media team began exploring and experimenting in social media circles, gaining friends, making connections and fostering relationships with their fellow bargain hunters. The Wal-Mart team soon began to explore the idea of a money-saving community within the site that would invite online shoppers to participate and collaborate with established bloggers who focus their efforts on living a frugal lifestyle while sharing their stories with others.

Through this community collaboration, Wal-Mart wanted to reach out to mothers who manage their families on a budget. Coinciding with other Wal-Mart advertising messages geared towards mothers who manage their homes, the money saving community sought to reach mothers of middle-income families nation-wide who look to find different and innovative ways to be frugal.

The typical community visitor is an American mother who has young children. They usually have had some, if not extensive, experience in online social media. This community would not be a foreign idea to many of them, and they likely subscribe to some form of social media – blogs, networks or book marking sites. Ideally the target audience will be accessing the community from a home computer where they are able to seamlessly access and interact with all components of the community.

The site appeals to all types of home and family managers – mothers and fathers alike, and is evidenced by the participation in submitting user-generated content by both roles. The families who visit this site are typically savings-minded; however, they still aim to live their lives in line with the company’s main slogan and rally cry “save money, live better.”

Most people are familiar with popular social media sites such as YouTube and Twitter. By utilizing these familiar social media platforms and collaborating them all in one cohesive site, Wal-Mart’s objective was to help introduce users of these separate platforms into the online community.

To further establish credibility among this blogger led community, an accepted money-saving expert, Ellie Kay, America’s Family Financial Expert, was asked to participate in the conversation as well. Her experience on the community’s sister site, Make Your Dollar Stretch, was integrated within the community in order to serve as a professional and credible source of money saving tips.

User-submitted tips were highly encouraged on the site. Everyday, the site pulls a random “Tip Of The Day” to be featured on the homepage of the community, and in a pending contest on YouTube, users can win great prizes just for submitting their tips. It was Wal-Mart’s objective that users participate and become engaged in the community, so offering these incentives would help reach the ultimate goal.

The ultimate goal of this money-saving community is to invite moms to connect and share on the site.

The plan was to create an online community that would gather tips and ideas from twelve prominent mom bloggers with integration of several other social media platforms including Twitter and YouTube. The twelve un-compensated mom bloggers would be chosen based on the Wal-Mart team’s experiences within other forms of social media, the resulting community would be featured on the Web site and it would be called Elevenmoms.

The site would be integrated with YouTube and Twitter. Video was the method of choice for moms to submit their video blog tips, so a YouTube channel was created that would feature all moms’ videos. Each mom blogger would be outfitted with new Flip Video cameras for easy recording and posting. The highest rated videos would then be pulled into the community page from the YouTube channel,

All twelve moms utilize Twitter as a microblogging platform to promote their blogs, post quick tips and connect with one another, so it seemed fitting for the Wal-Mart community to utilize this medium as well. The community homepage would feature a Twitter feed that pulls in posts from the community’s Twitter account, This dynamic site feature would allow for site viewers to get tips at a glance as well as connect with the moms using their own Twitter account.

The site would also have a section for visitors to submit their own money saving tips for inclusion within the money saving community. Each day boasts a new user generated tip as the “Tip of the Day.” The plan also called for budgeting calculators on the site as well: one that calculates the amount of savings you can generate by taking your lunch to school or work rather than going out, and the other that would calculate the savings associated with buying a more fuel efficient car.

The site will be rolled out in several phases, some of which are still confidential. However, the first phase includes everything listed in the plan above, including the YouTube channel, Twitter feed, Tip of the Day and user submission section, highest rated videos and calculators.

Future developments to the site include the addition of more financial and budgeting calculators and the implementation of the YouTube video tips contest. On the designated YouTube channel, users who submit a video tip will be entered into a contest where they are eligible to win great prizes from Wal-Mart.

Starting in September, a link to the Elevenmoms community will be included at the bottom of all Wal-Mart receipts printed, and national media has already started covering the project. All of the selected mom bloggers chose to post on their respective blogs regarding their proud involvement with the Elevenmoms community, but were met with mixed emotions by their audiences. Several moms’ stories garnered attention from their readers. Each mom responded with her own stance on the topic, but one thing remained common – the fact that their blog posts were encouraged to continue to remain unbiased towards the retailer and that each mom knew the value of a link to their blog on

Rockfish Interactive: Rockfish Interactive provided all site development and technical support for the Elevenmoms community.

Flip Video: Each mom was supplied with a flip video camera to help them capture their money saving tips. The flip video camera was chosen because of its ease and simplicity to capture and upload to the Internet. This ensured that the moms could easily and quickly upload tips, and that they would all look uniform in quality.

YouTube: A YouTube Channel was built to house all money saving tips. A homepage takeover of promoting the video tip contest is planned to take place in mid-September as well.

Twitter: Mirroring the moms’ efforts on the popular microblogging platform, Twitter, the Elevenmoms community created an account of its own, The site was designed to mirror the badges created for all the moms’ blogs, and a feed from the account is fed into the Elevenmoms homepage.

Wal-mart: The Elevenmoms community was initiated by Wal-Mart, who contacted all the moms who were involved in providing content to the site.

Rockfish Interactive: Creating the medium in which all the Elevenmoms and all Wal-Mart consumers can communicate was the task assigned to Rockfish Interactive, an interactive marketing firm that had worked with Wal-Mart in previous social media endeavors. Creating sites like the Check Out Blog and Make Your Dollar Stretch provided Rockfish with the experience to produce yet another money saving resource, this time in the form of the Elevenmoms online community.

All Twelve Moms: Although the community is entitled Elevenmoms, there are actually twelve moms participating, all of whom have made their mark in the blogosphere. Many of the moms focus their blogging efforts on budgeting their family life and living a more frugal lifestyle, while some focus on other topics as well. But as one mom blogger said, “I love a great bargain as much as the next gal… So yeah, why not me? Why not you? We’re all trying to make ends meet and make our dollars stretch.” The Elevenmoms community is fueled by the dedicated involvement of the twelve Elevenmoms. The moms provided the video content as well as all the Twitter content.

The creation of the Elevenmoms community led to national media coverage of the project. Many of the moms found themselves being contacted by their respective local media outlets regarding their involvement, and they were all happy to share their experiences. Other media outlets picked up the story and regarded it as a Wal-Mart stride into the realm of social media. The creation of user-generated content is also a mark of success in many types of social media. shoppers have already started submitting their tips to the site.

The main goal of the site is to invite moms to connect and share on the site. Since moms (and dads) have already started submitting their content to the site, you can infer that they were compelled to do so based on the previously stated objectives.

The media involvement further spreads the URL to the Elevenmoms community, sparking curiosity and hopefully encouraging site involvement, which is the ultimate goal of the Elevenmoms community.