In some pevious posts we (quickly) saw how enterprise 2.0 can impact enterprise’s intangible assets, supporting the value creation process.
But, looking at the following diagram, we can also wonder if it’s possible to go further in this reflection.
According to me it’s obvious, mostly on the following issues :
â€¢ Customer management processes (most precisely “acquisition” and “retention”)
As a matter of fact, and marketing professional are welcome to comment on this point, it’s prooved that the community dimension widely impacts the relationship between a brand and its environment. Ideagoras, innovagoras have both the function of gathering customers around a brand and making distributed innovation possible. The Southwest case is also exemplary and many other examples can be found
â€¢ Innovation processes
I’ve wrote a lot about this issue. Tools that have to be set up to make participative and distributed innovation possible on a large scale as well as the needed state of mind are totally aligned with the “2.0 attitude”. I mainly think about identifying opportunities, design/develop (which reminds of P&G’s connect and develop
â€¢ Regulatory and social processes (aspect “community”)
What to say other than that a better use of internal communities for business purposes the heart of enterprise 2.0. Morevover 2.0 has a community nature by definition.
As a conclusion, we can say thatÂ the “learning and growth perspective” can be widely impacted by 2.0 philosophy and tools. By the way it has a real impact on the “operation management processes”, a lighter impact on the “customer management processes” and a big impact on “innovation processes” and “regulatory and social processes”. Enterprise 2.0 is at the center of value creating processes.
But, but climbing back up the diagram, we can also prove the impact on the “customer value proposition” and, saying that, on the long-term shareholder value.
My initial proposition seems to be valid.
â€¢ Enterprise 2.0 is not a self sufficient model, it lacks to many things.
â€¢ On the other han it impacts directly all that is at the beginning of business processes performanc, which part in value creation we know how to measure.
â€¢ One thing leading to another, we can prove the impact on the final financial result.
To make it short, Enterprise 2.0’s principle applied to the right issues for the right purposes are essential to create value.
actifs immatÃ©riels, balanced-scorecard, bsc, CommunautÃ©s, e-marketing, Entreprise 2.0, Innovation, marketing, marketing 2.0, process, StratÃ©gie, valeur