Recently, Forrester studied more than 3 million user interactions with more than 2,500 brand posts on seven social networks and confirmed what marketers have long suspected: People don’t engage with branded social content very often.
On six of the seven social networks, the brands we studied achieved an engagement rate of less than 0.1%. For every 1 million Facebook fans those brands had collected, each of their posts received only about 700 likes, comments, and shares. On Twitter, the ratio was about 300 interactions per 1 million followers.
But one social network absolutely blew the others away when it came to delivering engagement: Instagram. Our study found that top brands’ Instagram posts generated a per-follower engagement rate of 4.21%. That means Instagram delivered these brands 58 times more engagement per follower than Facebook, and 120 times more engagement per follower than Twitter.
What does this higher engagement rate look like in practice? Last month, Red Bull posted a video of a unique snowboarding half-pipe on both Facebook and Instagram. A few days later, we noted that the brand’s 43 million Facebook fans had liked the video just 2,600 times (a 0.006% likes-per-fan rate), while its 1.2 million Instagram followers had liked the video more than 36,000 times (a 3% likes-per-follower rate).
Everyone makes mistakes, but for social media teams, one wrong click can mean catastrophe. @USAirways experienced this yesterday when it responded to a customer complaint on Twitter with a pornographic image, quickly escalating into every social media manager’s worst nightmare.
Not only is this one of the most obscene social media #fails to date, but the marketers operating the airline’s Twitter handle left the post online for close to an hour. In the age of social media, it might as well have remained up there for a decade. Regardless of how or why this happened, this event immediately paints a picture of incompetence at US Airways, as well as the newly merged American Airlines brand.
It also indicates a lack of effective oversight and governance.
While details are still emerging, initial reports indicate that human error was the cause of the errant US Airways tweet, which likely means it was a copy and paste mistake or the image was saved incorrectly and selected from the wrong stream. In any case, basic controls could have prevented this brand disaster:
US Airways could have built a process where all outgoing posts that contain an image must be reviewed by a secondary reviewer or manager;
It could have segregated its social content library so that posts flagged for spam don’t appear for outgoing posts;
It could have leveraged technology that previews the full post and image before publishing.
Today, Lithium officially announced its acquisition of Klout and its 60-plus employees. Klout has had its fair share of controversy over the years — primarily because its primary influence score tried to be a universal number, independent of context, and it provided limited offerings for marketers. So when the acquisition news leaked a few weeks ago, many of us who have been following both companies have been scratching our heads: Why would Lithium, a leading community platform vendor, spend hundreds of millions to scoop up Klout? Here is my and my colleague Zachary Reiss-Davis’ perspective on the acquisition:
Lithium claims that Klout will enable it to round out its social marketing offerings. Today, Lithium provides a robust community platform and a social engagement platform, providing marketers with solutions for establishing both depth and engagement. But the company lacks a solution to help marketers meet their reach objectives. According to Lithium, Klout will help it close this gap by enabling Lithium to implement future advocacy offerings and do so through Klout’s reach of 500-million-plus consumers.
Walt Disney once said, “of all our inventions for mass communication, pictures still speak the most universally understood language.” Perhaps he was more prescient than anyone realized at that time: Decades later, the onslaught of social media and the emergence of mobile phones have made his assertion seem truer than ever, as consumers have gained the tools to share a picture with the global population in a matter of seconds. Today, the fascination with pictures has come to define communication that spans both the offline and online worlds.
According to Forrester’s Consumer Technographics® data, sharing visual content is indeed a universal phenomenon — but it is most prevalent in countries like China, India, and Brazil:
Some believe that our obsession with taking and sharing photographs speaks to a modern narcissistic culture. Indeed, Pew Research reports that the majority of Millennial consumers post “selfies” on social networking sites. However, when Ellen DeGeneres’ Oscar “selfie” became the most retweeted tweet ever this week, narcissism was hardly part of the conversation. Instead, Ellen’s post exemplified what can happen when the power of the picture meets the power of social media: large-scale awareness, excitement, and engagement.
Despite a recent lackluster earnings call, there’s a bright spot on the horizon for Yahoo CEO Marissa Mayer. Forrester’s latest TRUE brand compass research shows a reservoir of consumer goodwill for the struggling brand.
In August 2013, Forrester conducted Consumer Technographics® research with 4,551 US online adults to uncover the drivers of a successful 21st-century media brand. This research is part of Forrester’s TRUE brand compass framework, designed to identify which brands are winning the battle for consumer mindshare and to help marketers build a brand that is trusted, remarkable, unmistakable, and essential (TRUE). This framework has two core components: 1) An overall TRUE brand compass ranking gives a snapshot of a brand’s resonance — the emotional connection a customer has with a brand, and 2) the TRUE brand compass scorecard reveals a brand’s progress along each of the four TRUE dimensions.
The results showed a tale of two digital media eras and the importance of brand building in the digital world:
1990s digital media brands reap the rewards of brand building investment. Established digital media brands from the late 1990s recognized the importance of building their brands with consumers. Yahoo was a TV ad mainstay for many years — “Do you Yahoo!” anyone? This early investment continues to pay off as, despite corporate turmoil, the Yahoo brand retains a reservoir of brand resonance with consumers. And the mighty Google, which was the only media brand surveyed to achieve trailblazer status, continues to invest in TV brand building ads.
We just published our annual report on The State Of Consumers And Technology: Benchmark 2013, US. This data-rich report is a graphical analysis of a range of topics about consumers and technology and serves as a benchmark for consumers’ level of technology adoption, usage and attitudes. Our annual benchmark report is based on Forrester's Technographics® online benchmark survey that we've been fielding since 1998. The report covers a wide range of topics, such as online activities, social media activities, retail behaviors and preferences, and device usage—for ‘traditional’ technologies like TVs and laptops—as well as more emerging technologies like smartphones, tablets and wearables.
We analyze our findings through a generational lens, including Gen Z, Gen Y, Gen X, Younger Boomers, Older Boomers, and the Golden Generation. While most Americans are already online, we are seeing major strides in mobile Internet access. In 2013, all generations are connected—81% of the US adult population goes online. But there are still generational differences in smartphone usage: Seven of ten Gen Zers and Gen Yers use a smartphone, but only 18% of the Golden Generation do.
My eighty-six-year-old mother called me last night to tell me that she’s been “boiling eggs wrong all my life.” It seems she’d watched a cooking show and received some “best practice” advice. My mom is an excellent cook, so this made me realize that no matter how seasoned a veteran you are, there’s no harm (and often some good) in a review of the basics. In that spirit, I am going to share some advice for a question that comes to me quite frequently:
“What are the best practices for leveraging an industry or business award?”
First, deal with the basics: the press release.
Issue a press release. Be sure to include a quote from the awarding body about their judgment process and criteria. If the award is based upon a customer story, work really hard to include a quote from the customer in the press release. It’s OK to use the template that the award giver has probably given you, but make sure the press release is search-engine-optimized for your keywords.
Get aggressive on press outreach. Focus on reporters or social influencers (bloggers, analysts) who have been diffident or unresponsive in the past. If you can offer up an interview with the co-award-winning client, you have a very good chance of getting some coverage.
Post the news on all your social media sites.
If a customer was involved, try to convert to a “customer case study” press release. The barrier to this might be lower now that the customer’s use of your product/service is already public knowledge.
It's been more than a year since Forrester published its original Facebook factor report, which quantified the impact of a Facebook fan on brand interactions for US online adults, and social media has only become a bigger part of consumers’ online experience. Social media is engrained in the lives of US consumers, and we found this to also be true for US youth. Our latest report, “The Facebook Factor: US Online Youth” answers the question, “How much more likely are youth Facebook fans to purchase, consider, and recommend brands than non-fans?” We also analyzed youth engagement with brands on other social networking sites like Twitter and Google+. As in the original report, we used logistic regression modeling to uncover the effect of Facebook fans or Twitter followers on brands for the youth market.
In the report, we analyzed the “Facebook factor” for four brands that are popular with youth: Converse, Disney, iTunes, and Starbucks. We found that US online youth who engage with these brands on social media are much more likely to have made a purchase from, consider, and recommend each of these brands than non-engagers.
Personal communications services, which we define as communication and collaboration services that merge private, social and business communication in one personal view, are becoming part of the work environment. Services like Skype or Google Apps allow users to speak and send messages across multiple communications services to communicate and collaborate just as they would as consumers within a corporate context. Empowered employees expect to use these collaboration channels not just for personal use but also for work.
Although Skype has been around for more than decade, the market for personal communications services in a business context is still very much evolving. The personal communication experience is complex and challenging, as individuals wrestle with multiple communications services to manage an increasingly diverse set of communication and collaboration technologies.
[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.