"Enterprise 2.0 is still a young organization approach. The "Early Adopter" still experimenting with the implementation in business practice. The full potential of possible strategic objectives of the organizational approach is not exhausted, therefore, rather be pursued to date only a few strategic objectives. "
were after presented in the previous post, the individual strategic objectives follows at this point a comparison of these objectives simultaneously between German companies and companies in the Leading Edge.
leading edge companies are here to further the purposes of successful companies, one step and try three or four strategic objectives to integrate in their strategy. This is the critical attitude towards Enterprise 2.0 gradually filed and the issue reached a higher and higher acceptance status in the company.
Occasionally, particularly in progressive companies such as IBM and Adidas together even up to five objectives pursued, as demonstrated by a much wider deployment of Enterprise 2.0 strategy.
This projection can be seen in the next figure. Here, the percentage number of new targets between the Leading Edge and the Large Enterprises will be compared. It shows an almost identical right-shifted distribution curve, with three goals at the Leading Edge and two goals in the "Large Enterprises".
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With regard to the strategic direction for the introduction of Enterprise 2.0 that large companies are more focused on the area of customer integration and social networks. Start-ups, however devoted to the areas more demand end of the Long (Long Tail) and the identification of vacant market segments.
German-speaking businesses and the Leading Edge will focus mainly on business flexibility and collaborative innovation. The Leading Edge differentiated its goals but even in the areas of networking solutions and customer integration.
In view of the industry can be said that the industrial companies currently devote only two strategic objectives simultaneously and displays the information technology industry a more even distribution across all target-number-classes.
The telecommunications industry is most advanced. Here, already has three or more targets simultaneously. This is largely because, above all mobile users today have high expectations in the range of services to these businesses and, therefore, turn to this for some time not only the internal aspects, but also external issues such as the digitization of content and new services.
examples of customer participation, but also for the use of the "Long necessary end" showing two Internet start-ups Spreadshirt and Threadless that increase their sales through the direct involvement of customers in their own value creation process . These can then appropriate own designs for a t-shirt to create for themselves what the Internet and uploaded by the company to be printed and mailed. This can begin a much lower price for the products, since no expensive market studies and the like as a result of direct customer contact and exchange. operates a similar approach Nintendo by so-called "Sage" (agents) as a link between the company and the customers are used to incorporate in addition to the activation of a lively customer community in addition to new insights into product development.
the example of IBM and Adidas is still briefly to virtual worlds.
in the form of a company's IBM offers a 3D animated world on the platform "Second Life" information about innovations and products of their company to -. The IBM Research Lab Adidas is experimenting with new styles of sport shoes by placing in a virtual store virtual money for the appropriate virtual shoe from Second Life users for their avatar (a type of character) can be bought. Besides a while actually generated real revenue from these projects are aimed primarily from Adidas, market research and marketing.
