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Case 1-3 Ques Total 30Marks Sep 2017.pdf

Case 1-3 Ques Total 30Marks Sep 2017.pdf - Y is...

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Unformatted text preview: " Y is chapterir'zi eiébals'Ei-vbusinessrandconnotation ’ V .75 Should Companies Embrace Social Business? CASE STUDY '_'oc1al networklng has never been more .ing to grow at a breakneck pa‘Ce. Over half of V all adults visit social networking sites at least 1 Once a month and many of today' 3 employees are already well versed in the basics of public social net- working. But when companies haVe tried to harness those same technologles W11:111n the enterprise, they . have had mixed results Forrester Research’s study of ' nearly 5,000 U. S. 1nformat10n workers found that only 213 percent of Workers use any kmd of'-- social software at least once a month for their Work and many of those are only using a public social network such as Facebook. .' . . A majority of busmess technology professionals consider their oWn internal social networks to be merely average or below aVeragVe, and the biggest . reason they cite is low adoption rates on the part of employees According to Information Week’s Social NetWorking the Enterprise Survey, 35 percent of the I companies using internal social networking systems reported lackluster adoption as a. major obstacle ' to success. Moreover, enterprise soCial networking systems were not at the core of how most of the surveyed. cempanies collaborate. " Why do so many of these. inte'r'nal- social networks fail to pick up steam, and do these projects really offer significant return on mvestrnent'PAs “With; many 1 technology upgrades compames that have tried . to deploy 1nternal social networks have found that employees are used to doing busmess in Va certain way, and overcommg that organizational inertia ' can prove difficult. IT leaders hoping to sw1tch to a more social, collaborat1ve office culture usually find that most employees still prefer to use e—mail :for V 1 example. The. employees may feel too time—pressed to learn a new software tool; . Employees who are, used to- collaboratmg and doing.- business in more traditional ways need an . incentive to use social: software. Most companies are not prov1d1ng that inc_entive._ only 22 percent: of social software users believe the technology to ‘ be necessary to their jobs. You might join Facebook becauSe. all your friends are on it, but 1n the workplace, ease of use and increased job efficiency are more important than peer pressure in driving , adoption: " popular, With Facebook and TW1tter contmu— V the mternal and external somal networklng. V of the company are prov1dmg value to the b n to date, and easy to access; users need to be a ' feature. Email alerts to new posts on the ne' ' on the network, and the ab111ty to quick reSpo . comments on the network via e-mail are _ , ‘ tant ways to make contributmn to an int . . network easy and natural. ' ' ,, ' for deploying these systems- are extremely ‘l'of A report from the. consultancy Altimeter ._.. up, 1 '1 1 'Which analyzed 13 technology prov1ders 185 end V _ users, and. 81- social network dec1smn makers from companies with over 250 employees found that only 34 percent of those surveyed beheved that inter:- Vnal netwmks had made a “signifiCant” impact 0n ' team. and department collaboration About half the V respondents said that internal secial networks had "‘very little impact” on employee retention, the speed. »' of dec1s1on makmg, 01' the reductlon of meetmg connect to people that 11aVe the infOrrhation they 1 need, and that Would otherwise be out of reach 01; difficult to reach. Many companies that launch internal social networks find themselves with a host of features that their employees never use. The most commonly ' uSed feature of most enterprise netwOrks are profiles. Forums, blogs, and w1k'is are all staples of: most offermgs but are rarely used The ab111ty to integrate the network with e—mai11s. also a Vital the ability to link d1rect1y from e-rnails. to loo Lastly, compames usually lack the. analyt1cs Vcapab111t1es to measure the performance and value. created by their 1nterna1 Social netwOrkS. . Just 26 percent of the Alt1meter survey. respon— dents reported Improvement in specific business , processes and V9 1y 7 percent tied these netWorks to I financ1a1resul V. 1% respondents Claimed to measure their- 1nterna1 somal netWork results very well. Despite the pitfalls associated W1thlaunch1ng an internal. social network, there are compames V',V, . , - using these networks successfully. The entry stsV '1' compared to. other IT projects. 086, a $16 billion ~ infermation technology and conSulting firm; hoped to go social to. instill a more eollaboratiVe Culture ' , in its large, global organization. The company has a higher percentage most, and- capturing ized, access1ble Way is an im CSC launched an InItIative Connect, Communicate, edge enterprise social ne centerpiece. CS Business Software vating, with two majo and CSC thought- keep up. with marketplac . also touted the ab to bridge: i11te other Words, W1thi11 the company as partnefs, and customers Was ayailable‘ to all ees; Within the first 20 wee people began us1ng the soci'a ' views. The rapid adoptio Partone. Organizations, Management,.andthe‘Network'ed Ente of knowledge workers than that knowledge in a central— mportant Source of value I ‘ - it Called .C3,. sh01t for collaborate, With a cutting- tworking prodUct as the (Iquickly settled. on Jive’ 3 serial solution. - . SC because it is constantlyinno— r sottware releases each year, that Jive technology was likely to e standards as a result. Jive ility of its Social Business Software 11131 and external communities—1n it al-lowed the company to network Well as With suppliers, ' from outside the firm. CSC launched a six- -rno11th pilot of Jive, WhiCh of the company s 93, 000 employ— ks of the launch, 35 000 lbusiness tool, With " ‘ Jive appealed to C 2,100 groups tallyin 'als, helped convinCe manageme ollabOration platform. CSC had to decide whether to actively promote the technology, or let it grow virally. CSC took a passive approach, allowing users to £01m groups on their OWn.TWe1ve “char'npiOns” enlisted more than 100 advocates to help formulate a‘doptiOn plans,s seed content, and test over 300 groups pripr to the leot' d other executives set launch. Group presidents an . an example by bloggInIg With the $001211 tool. The . company. also uSed Jive to Offer a “virtual water cooler" for non-W01 ees try out the tool' testimoni 03 a permanent c 111 a more relaxed Setting diate impact on (330’ s re'v quires global team . - crOss different time zones to prepare ospective clients. When a '1 (1 C3 to requeSt propOSal- . . ' f uest generated .11 global enue- . collabcration a bids and proposals for pr s new at 100 percent, with' SIgmficant amounts of frequently Sought property gener ties and groups. ' “It really is h0w Work gets .Yum! Brands, the world' Company With 35, 000 1e and territories, chose Jive s as Well. With f1aIn Cne execut1ve said of the netW‘OrIIk: done at 0111 company" s largest restaurant for its social networking ' . need k—related. topics to help- employ— - intellectual .' ' . ate'd within the network’ s communi- . Staurant's in 100 countries ~- chises including KFC, Pizza ' rpri'seI ‘ Hut, Taco Bell, and Long Joh leaders in their: respective ca of the company ’s revenues an ‘1 rated outSIde .. ,. bu11d1ng recogn1z1ng innovation, and it Wante its employees to coll ge0graphical borders. Would let it "bring media to- drive innovation b sentiment. Like CSC, Yum improving and updating its Yum’ s Jive platform, titled 10 just like a new product in one unlike CSC, the Company and- ‘ Ito its oWn employee products. The Jive plathrm was. oust community members to ment to deVIduals pro contributiOns be Though the approac the end result 13 expeCte percent adoption Within Yum believes it frOm iCHING. Managers Can s other employees a1 tions at no cost. redundant resources and download docume big for the company s e—1n documents were upload network s launch, suggestm the content they nee Chris Lapmg (310 of the _aWay from e SharePoint toward Iso . fH'eiWants-toletteam rne manner that the Office, using a tool conversatIons perform s share files and ’set up Work teams. invit the system. But people United States ‘ -mail and collaboration portalsgsu, _ The company use a viral approach month, 30 to 35 emp ed others, With about 400 p at this point, and ab I information systems p103 n Silvers all global tegorIe' the 111330er d‘profits are gener- ‘ 111 has a culture of and sharing know-how to drive " d a social solutiOn to allow i ' aborative effectively across ‘ Yum also- Wanted -a_ system‘ at the outside in',’ or to use sociII _ y harnessing customer ' =2 liked that Jive Was cOns'tantly' ‘ ’ ’ Social Business Software. HING, was launched of their restaurants, , marketed the network s as it w0uld with any of its , I 6mized fallow» II upload “badges" of files and to require th (1 to increase“ searchabI h Was different from C d to be the same: 100 1 the first year of the launch. is getting significant business value» elicit input from ’ Ound the w011d' and ask- ques— ‘ The system has helped eliminate . and alloWs users to upload ‘ ‘ nts, many 0f Which were too ail system. Over 4, 500 ed and a WhoppIng 36, 000 tagge g that pe0p1eare7 ’ d to be more effiCIent 01a12network1ng and textIng mbers collaborate in a ' othe way they Work outside that would let people create tatus updates, upload and groups fo1 small proyect ‘v‘ 11'". I ,-. ....,-. ”‘4‘. 1:”. 1s Similarto at- ”.113. decided to try out Yam‘me'r and to idriVe adopt-ion.'1n the first l'oyees started using it and eople nowusmg Yarnmer usage is not" overwhelmmg out 95 percent of Red Rebin.’ s 'ects still use SharePomt are experimenting, and Laping is ' "i1"Ghaptet'2gelpbaiaE'9burs'i'hes's*tan‘d,.Cdl'lfibb'ration-., I 77 system modern1zat1on efforts {hoping for an eventual. 1ncrease in product1v1ty after the mevrtable growmg " Mat' actually“ W 1nCreased=produCt1y1ty \, omit .1 ' _ day one; Den . at had staggered he rollouts of » Salesfo‘roe QRM and Chatter 30 days apart first to ' CASE STUDY GU ESTIONS . the marketmg department and. then to customer " 1 Ident1fy the management orgamzatmn a serviCe and sales; After the rollout, teams rece1ved ' ' 1 technology. factors responsible for slow adept n. 1 online training in the Salesfor'ce system Chatter f V“ _ rates Of internal corporate $00131 networks ' ' _ _ I 3 enabled Den-Mat to sW1tch from an e-ma11—centr10 "1 21 Why have each of the C panics desCribed 111 this, I ' ' update process to one uSing Chatter updates. When " I ’ Case been s11C'cess'ful 1n 1mplement1ng internal » a projeCt status changes, it's noted in; Chatter feeds " ' I SOCial networks? Explain your ansWer. ' ' Teams commumcated efficiently, location became .; R _. 3. Should all companies unplement internal. less 1mportant for Den-Mats employees to Work as 7 , ' _ ‘ enterprrse social networks y'o'r Why not? ...
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