Each year we conduct a search for the best examples of social media/social communities as part of our search for winners of the prestigious Forrester Groundswell Awards. This year we have added a new category of award aimed at internal communities designed to help management with innovation and/or collaboration across the organization — communities that empower employees.
In the fall I’ll be helping my colleague, Ted Schadler — co-author of the upcoming book Empowered — to judge the winners of the management category. So if you have a social community or social media success story please consider nominating your firm for one or more categories in this year’s awards.
In the past few weeks, there have been many conversations about Facebook's privacy changes (and breaches); for example, see this post by my colleague Augie Ray earlier this week. However, what I'm missing in these discussions is how Facebook compares with other social media players worldwide. Although Facebook is the largest social media platform in the Western world, different players lead in other regions. For example, Facebook is struggling to gain ground in Asia Pacific:
With 58% of online adults accessing it, Orkut is the leading social platform in metropolitan India, while 27% of Japanese online adults use mixi; and in South Korea, Cyworld is most popular, attracting 63% of South Korean Internet users. What I'd like to know: how do these networks handle their users’ privacy?
Hola! Or as they say in Brazil — Olá! I am a new face on this blog, so let me introduce myself. My name is Roxana Strohmenger and I am on the Technographics Operations and Analytics Team, where I work with our clients, analysts, and vendors to make sure that our surveys — both syndicated and custom — utilize sound research methodologies and analytic tools. One of my newer responsibilities, though, is driving the content for our Latin American Technographics® research to help companies understand how technology and the Internet are changing the way Latin Americans go about their daily lives.
I am currently preparing for an exciting opportunity to give a presentation at ESOMAR’s Latin American 2010 conference next week, and I wanted to share with you some interesting findings regarding how Latin Americans want to connect with “others” on the Internet. I emphasize “others” because it is not friends and family that I am referring to but, in fact, companies. Yes, Latin Americans are extremely community-oriented and want to feel connected to their friends and families. And the Internet has become an exciting vehicle for them to stay connected. But, does this desire to be connected also extend to companies?
Surprisingly, the answer is yes. In fact our research shows that more than 75% of metropolitan online Brazilians and Mexicans expect companies to have a presence using social media tools like blogs, discussion forums, and social networking sites. To put this in perspective, we see that only 47% of US online adults have the same attitude. We’ve also found that among online Latin Americans who have this expectation:
Four years ago, I waved good-bye to my Pharma industry research and began writing about B2B marketing best practices, as part of Forrester's marketing and strategy research group headed up by Elana Anderson. Harte-Hanks sponsored my first Webinar in this new role -- called "Improving the Maturity of your Lead Management Process" -- and Elana and I teamed up to present the webcast that aired on June 7, 2006. At that time, my research on lead management best practices was only beginning and social media was an emerging concept that Charlene Li had just started to explore in Forrester's seminal research, the "Social Computing" report. A lot has changed since then.
Through an amazing coincidence, my life as one of Forrester's top B2B marketing analysts begins and ends with Harte-Hanks. Tomorrow, March 30, I will broadcast my last Webinar with Forrester and I am so very pleased to do so with folks at Harte-Hanks who helped me launch this journey.
Several of my recent client engagements have been about the social media skills/resources that will be required in field marketing in the next years. While this is something I am already working on with an empirical survey, that will take more time to complete, so watch this space for those details. Here are my initial thoughts, tested with several tech marketing practitioners already.
Firstly, my stake in the ground — I think Field Marketing’s focus will morph from customer acquisition to relationship management, from demand generation to demand management; it will be all about lead nurturing.
We’ll need to reduce our base of pure marketing professionals (events/marcom people), by automating and semi-centralizing (from country to regional level) marketing campaign management. And we’ll need to increase local resources to engage with local bloggers, communities, prospects, and customers. This will include a mix of hiring expert people (strong consultative sales reps looking for an easier time, experienced support people, current product champion field marketers) and leveraging local journalistic resources. More importantly, we will also need to re-engineer our collateral to a marketing asset library of shorter and more direct, but less hard-selling, pieces that we can leverage into the lead-nurturing programs.
Reviewing this year's survey results I was surprised that, while B2B marketers experimented enthusiastically with social networking sites (Facebook, LinkedIn) and microblogging (Twitter), social media have yet to create budgetary or business impacts on the marketing mix. (Note: this research looks at firms of 50 employees or more only. The data set includes results from smaller firms as well. Tim Harmon will likely publish on this data.) In fact, most digital media fair equally, and unremarkably, poorly on the list of "what works?" in the marketing mix.
"Well, as of this moment, they're on double-secret probation!"
Dean Wormer, Faber College
Recently I have had a number of conversations regarding the role of pre-moderation of internal social networks. Just by way of explanation, pre-moderation would be the approval of all content (posts and comments) prior to posting. Over the past several years and hundreds of conversations with enterprise clients, this has rarely come up.
Just to be clear, there is risk associated with enterprise social networking. There is nothing about social technologies that precludes requirements for privacy, security, maintenance of intellectual capital, regulatory compliance, etc. However, given the right degree of attention, these all are manageable. In fact, over time, social technologies will reduce the risk associated with all of these (more on that later).
OK, so if anyone can say anything at anytime, that's risky right? Well, in thoery, but in reality, not really. Remember, we're talking about internal social networks. Presumably, these are IT sanctioned, authenticated solutions. In other words, everyone knows who you are. And, we can assume that with some degree of planning and education, your users will be aware of the policies that govern the environment. And if you post something not within policy, well you get put on probation (or maybe double-secret probation). Animal House references aside, many a fine internal social networking policy begins with "don't do anything that will get you fired".
There are three key points here:
One, provide a sanctioned solution for your organization because if you don't they may well find something on their own and that could be a whole different kind of trouble.
Plenty has been said today about how Nestle failed. But I keep thinking about another question, “Is it too late for Nestle?” And maybe it’s the eternal optimist in me, but I don’t think it is. Nestle still has a chance to shape the tone of the discussion by sharing next steps in social communities. Interestingly, Nestle did respond to the Greenpeace allegations in a March 18 statement on its website, and they told traditional media outlets on Friday that they would remove a questionable supplier from all parts of their (very complex) supply chain by mid-May. But that word isn’t getting out - Clearly, traditional outreach isn’t enough. Bjorn Edlund, former EVP of Communications for Shell, joked at Friday’s conference: “The best way to hide data is to put it on your corporate website.” Case in point.
I thought I would expand a little on my aside comment in last week's blog which was actually about HP. In the introduction to the blog I noted that we analysts seem to be abusing Twitter. I was so provocative that I named my colleagues “adolescent journalists” because they broadcast tweets ad verbatim as the HP speakers went through their presentations. I have noticed this has gotten progressively more (as far as I am concerned, worse and worse) over the last 12 months at various analyst retreats.
Many of these colleagues have responded to my blog and basically asked “What’s your problem with this?” Well, I certainly do not want to be seen as a “grumpy old man” (though I love those books) - ie. Someone who is not up to the times. While I am turning 54 years of age today, I think I do understand Twitter, and use it; and I think I can blog adequately as well. Then again, we analysts at Forrester have been well trained by our Marketing analyst colleagues who are at the forefront of all these developments. Our latest research on “Using Twitter for eBusiness” discusses how companies use Twitter but it doesn’t address the usage I am on about here. So, the issues I have with our just typing in every 140 characters of whatever the person on the stage is saying is as follows:
Ever since I first started working with online social communities I've been thinking about just what it is that makes some communities successful while others fizzle and die. In particular I'm curious why collaboration communities seem to be so hard to make work.
While doing recent research on social computing initiatives I got to thinking on this problem again. Recently I made the connection to Abraham Maslow's work on the hierarchy of needs:
Maslow suggested all people are motivated by a desire to fulfill basic human needs in an ascending hierarchy. He also suggested that unless the lower-order needs are fulfilled, the higher-order needs are not motivators of behavior.
The primary needs Maslow identified fall into five groups: