In 2009, we started the Latin American Technographics® product to understand how emerging Latin American markets like Brazil and Mexico are adopting and using technology. During this time, we have seen some very cool findings with respect to social media and social tools. We found that:
Are you thinking about SoLoMo yet? My clients definitely are, and I haven’t been surprised by the number of questions I’m getting about it considering that 86% of US online adults engage in social media and 2/3 of online Generation Y fall into the SuperConnected category of Mobile Technographics®. But what does SoLoMo really mean?
It’s a concept that brings together social, local, and mobile media — and it’s intriguing to marketers because incorporating social engagement, local targeting, and the mobile customer into a single program seems like it should lead to especially creative and effective engagement. But I’ve been researching this topic over the past couple of months and I have a couple of concerns:
First, the way we talk about SoLoMo puts too much focus on the technology and easily lets marketers slip back into technology-first strategies driven by trends rather than audience insights.
Second, SoLoMo programs often take the form of a check-in offer today. This can certainly be an effective marketing tactic for retailers and brands with brick-and-mortar presences. But isn't there something SoLoMo can offer other brands?
The word is that promise of sCommerce (social commerce) and fCommerce (Facebook commerce) is more speculative than proven. What about the role of social media in government and governance? Mayors, other city leaders, and local organizations increasingly communicate and interact with their constituents via social media.
I don’t know about you, but my head is spinning from all of the articles and editorials about Google’s incorporation of Google+ content and other personalized search results. While there’s lots of conversation about whether the changes are good or bad for Google and the future of search, whether Google is opening themselves up to more anti-trust investigation, and whether Google was simply too late to the social media game to make a difference, I’m going to leave those arguments to others. I’m more interested in the potential opportunities and challenges for marketers that this integration of search and social presents.
It may give marketers an additional metric to track for social media. Google will be surfacing your brand’s Google+ social content directly into personalized results, for consumers who’ve added you to their circles. These search results may also include content that a consumer’s friends posted about you. That means qualified clicks on your social content—and that means possibly tracking how much search traffic you generate to your own sites through social marketing.
The shift towards the empowered consumer and employee is no more obvious than in Asia - particularly in Singapore, where a recent Google study showed that smartphone penetration is a whopping 62% (compared to 31% in the US). In fact, of the 11 countries in Asia surveyed, four of them (Singapore, Australia - 37%, Hong Kong - 35%, Urban China - 35%) had higher smartphone penetration rates than the US (and amongst 18-29 year olds, 84% of Singaporeans had smartphones, compared to 47% in the US!). With many of the more populous countries having young populations (average age: Philippines - 22.9, China - 35.5, India - 26.2, Indonesia - 28.2 - see World Factbook), the gen Y factor is driving employees to question whether the current way of working makes the most sense.
With so many young, mobile and connected employees, it is no surprise that CIOs across the region regularly complain about the company staff self-deploying devices, applications and services from the web or from app stores. The attitude of many IT shops is to shut it down - interestingly, the whole concept of "empowered employees" is quite "taboo" in some countries across the Asia Pacific region. A CIO recently told me that "smartphones and social media have come five years too soon" - referring to the fact he is planning to retire in five years, and that these technology-centric services are proving to be quite a headache for his IT department!
Over the past several months, I’ve been hearing a lot of clients say they’re ready for the next step in social media. Many marketers —probably most of you reading this post — have already established your initial social footprints and are ready to move on to the next phase of social media maturity. But as my colleague Sean Corcoran’s social maturity curve shows, the further along you move, the more people you need to involve to keep your social trains running — and that introduces more risk.
One of the most important ways marketers are avoiding problems as more colleagues start participating in social programs is to spearhead training programs in their companies. My latest research explores the spectrum of these training programs, which ranges from casual all the way through formal certification.
You can see from this chart that training programs are developed across four dimensions: content, delivery, participants, and measurement. The programs don’t always fall firmly and neatly into one level of difficulty across all these segments. Rather, training evolves as the company’s commitment to social media evolves, moving through formats till formalization is achieved. Usually:
Tech marketers often fret over their marketing mix, but it’s usually couched in terms of “how” – e.g., “How do customers get information about us?” or, “Do we have the right mix of web content, events, blogs and [now, of course] social media conversations?”
We know that all those “how” things are not equal. Customers utilize web content more than events, and events more than blogs. But every bit as important (if not more), and sometimes not taken into consideration, is the “who” of the “how.” In general, customers highly value tech vendors’ websites and events, industry analysts’ research reports and blogs, channel partners’ online videos, and social media conversations with peers. But customers’ go-to information source preferences vary by industry, company size, and geography. [For more information, see the Forrester report on “The Who And How of Influencing Customers’ BT Decisions.”]
With social media stacked on top of websites stacked on top of events stacked on top of collateral … well, I don’t have to tell you how complex marketing-mix allocation budgeting has come to be. But designing your mix model on a “who-what” framework simplifies the model, and goes a long way to ensuring that you’re investing in the information sources that customers are tapping.
One of the many interesting topics of discussion we get into in our Social Business Strategy workshops is around the social ecosystem. This is the name I have given the collection of business capabilities potentially enhanced by one or more social technologies.
First let me define social technologies. Note I’m using the word “technology” quite deliberately in place of the more common term “social media” because social media is too often associated with consumer-facing technology as deployed in support of marketing. In defining the entire social ecosystem I prefer the more generic “technology”. I define social technology as “any technology that enables one-to-many communications in a public forum (or semi-public if behind a security firewall)”.