We evaluated established SRPs like Spredfast, Sprinklr, Shoutlet, Adobe Social, and salesforce.com’s Buddy Media, and found that none of them were good enough to fall into our “Leaders” category. Why? For one thing, most had significant gaps in their offerings.
But we also found that many of their customers weren’t terribly satisfied. Even though all the clients we spoke with were referred to us by the vendors themselves — and so presumably were amongst each SRP’s happiest customers — most had some reservations about the features, functionality, and service the vendors provided. In several cases, we were shocked by how little the reference clients thought of their technology partners.
One year later, we decided to check in on whether marketers had grown any more satisfied with their social relationship platforms. For a new report out today, we asked 56 marketers who used a variety of SRPs whether they’d recommend their vendor to a colleague — and found that overall, social relationship platforms have a Net Promoter Score of -16. Yes, that’s negative sixteen.
I often ask marketing leaders how they organize their resources for social, and the responses are rarely the same. I hear everything from: "We have one person in PR who does social part-time" to "We have hundreds of full time social marketing managers across the globe." Despite this disparity, I find that marketers often share the same level of frustration when they try to advance their social marketing initiatives. Whether they have one social marketing manager or hundreds of social marketing managers, marketers claim that their existing resources are stretched.
Quantity does not equate to quality
Marketers tell us that a lack of dedicated employees is a big pain point. And if you dig a bit deeper, you will find that this is a daunting obstacle that prevents many organizations from scaling and optimizing their social marketing efforts. Marketers often feel that the only way to scale and optimize is to hire more social marketing managers. Yes, more dedicated headcount helps, but it is not the panacea. In order to be truly organized for social marketing success, you need a new perspective.
The 2014 Forrester Groundswell Awards entry deadline is February 28, which is only 10 days away! There are many benefits to winning a Forrester Groundswell Award — but you must submit your entry by the deadline if want an opportunity to show the world your social marketing prowess! Below are some links to details so you can get started on your entry today:
We are currently accepting entries for our 2014 Forrester Groundswell Awards and as we are rapidly approaching our February 28th deadline, I thought I would share some insights on what it takes to win in the Social Depth category.
For those of you who need a refresh, social depth includes all of the various social capabilities that a brand adds to its own website and/or campaign microsite in order to facilitate a buyers' exploration of the brand and its offerings. Social depth tactics can include a blog, ratings and reviews, discussion forums, curated and aggregated social content (user-generated and brand-generated) and social sign-on. These tactics provide tremendous value to marketers who have deployed them. In fact, my recent report shows how B2B marketers give social depth tactics high grades in terms of their contribution to business outcomes.
But what makes a social depth strategy stand out from the rest? First and foremost, your social depth strategy should provide the rich content and customer insights a buyer seeks when exploring your brand and products on your website. This branded and user-generated content should move a buyer from early exploration to consideration and ultimately to an actual online or offline purchase. Brands that do this really well can show how their strategy drives quality leads, conversions and online and/or offline sales.
Most of the large marketers we survey tell us their companies are active on Twitter. But just as marketers say they’re not getting enough value from Facebook, Twitter marketers are still looking for greater value as well. In fact, our new report today reveals that only 55% of companies that market on Twitter say they’re satisfied with the business value they achieve:
Why are Twitter marketers still looking for greater value?
Marketers are using Twitter for the wrong objective. Marketers’ most common objective on Twitter is to build brand awareness. But consumers are most likely to become a fan or follower of a company in social media after they’ve already bought from that company. This means that marketers would have more luck using Twitter to engage their existing customers than to find new ones.
Twitter must do more to support marketers. Twitter’s marketing business is still relatively young — its ads have been generally available for only about 3 years — but that business must mature quickly. Marketers say they need more guidance, education, service, and support if they’re going to use Twitter successfully. And just 44% of marketers say they’re satisfied with Twitter as a marketing partner today.
Our recent report on why Facebook is failing marketers has caused quite a bit of conversation — with some supporting our findings and others disputing them — and we think that’s healthy. We fully stand behind our data and our conclusions, and we welcome the chance to further discuss what’s working and what’s not working in social media. Conversations like these can only push the industry forward and help all social marketers and sites become more successful.
In particular, we wanted to address a few common questions people are asking about our research:
Facebook’s score didn’t look that low. Are they really failing marketers? Facebook offers marketers access to the largest audience in media history and it knows a remarkable amount about each of its users and their affinities. By all rights, Facebook should be driving significantly more value for marketers than other sites and channels — but according to our survey, they’re not. Forrester’s Data Center of Excellence has looked at this data many different times, through many different lenses, and every view of the data supports this conclusion.
I know this statement sounds remarkable, perhaps even unbelievable. After all, you offer marketers access to the largest audience in media history and you know a remarkable amount about each of your users. As a result nearly every large company now markets on Facebook. Last year your company collected more than $4 billion in advertising revenues.
But while lots of marketers spend lots of money on Facebook today, relatively few find success. In August, Forrester surveyed 395 marketers and eBusiness executives at large companies across the US, Canada and the UK — and these executives told us that Facebook creates less business value than any other digital marketing opportunity.
Why are business leaders less satisfied with Facebook than with any other digital tool? We believe there are two reasons.
First, your company focuses too little on the thing marketers want most: driving genuine engagement between companies and their customers. Your sales materials tease marketers with the promise that you’ll help them create such connections. But in reality, you rarely do. Everyone who clicks the like button on a brand’s Facebook page volunteers to receive that brand’s messages — but on average, you only show each brand’s posts to 16% of its fans. And while your company upgrades its advertising tools and offerings monthly or more, you’ve done little in the past 18 months to improve your unloved branded page format or the tools that marketers use to manage and measure those pages.
We firmly believe that the first step in building a successful social program is to understand your audience’s social behaviors and preferences.
Since 2007, Forrester’s Social Technographics® ladder has helped marketers understand how social their audiences are, and in which social behaviors those audiences engage. But social media adoption has matured, and today the vast majority of online users engage with social tools. For marketers, the question is no longer whether their customers use social media, but rather how best to use social media to interact with those customers.
So we decided it was time to develop a new framework to help marketers analyze people’s evolving social behaviors and benefit from this evolution. Today, Forrester is introducing a new model — called the Social Technographics Score — that:
Focuses on commercial social behaviors. Many surveys reveal the social behaviors in which audiences engage but make no distinction between peoples’ social interactions with friends and their social interactions with companies. In contrast, our new Social Technographics Score is based on how audiences interact with and talk about companies, brands, and products.
Helps marketers choose among social strategies. Most models for evaluating audiences’ social usage tell marketers about their customers’ behaviors but don’t tell marketers what to do in response to those behaviors. In contrast, our new Social Technographics Score measures where in the customer life cycle audiences are most likely to use social tools.
[UPDATE, Sepember 2013: Entries for the 2013 Forrester Groundswell Awards are now closed. More than 100 companies entered more than 130 social programs this year, and we're looking forward to reviewing them and recognizing the best at our 2013 eBusiness Forum on November 5.]
The entry deadline for the 2013 Forrester Groundswell Awards is just one week away - August 30, 2013. These awards recognize programs that showcase the effective use of social media to advance an organizational goal. We've got new categories this year - check out our video for details - and over the past week, my colleagues have given their advice on how to win an award for 'social reach' and for 'social depth.' Today, I want to give some tips on how to win an award in our 'social relationship' category.
Our 2013 Forrester Groundswell Awards (submission deadline is August 30th!) are structured around the Forrester Marketing RaDaR model, with awards for outstanding social marketing in each phase of the customer life cycle. My research this quarter focuses on social reach – tactics to help people discover your brands, products, and promotions – so I want to highlight a 2011 winner demonstrating the power of advocate marketing.
In 2011, Unilever introduced a new extra-strong variant of Marmite, a yeast-based spread that no one is just “meh” about – consumers either love it or hate it. Marmite’s consumers are extremely passionate about the product, and Unilever created an exclusive community for only the top 200 fans and advocates to feed (pun intended) their excitement. Each community member received one of 200 commemorative jars of the new Marmite.