If you think your organization is already doing great things with social technology you may be right. If you are seeing measurable results, I encourage you to nominate your organization for a Groundswell award.
What's a Groundswell award? Josh Bernoff, one of the authors of Groundswell, explains the history of the award in his blog here. Each year we review multiple nominations across various categories of social technology use; we identify the examples we believe best demonstrate the criteria for winning each award. We have categories that include internal and external uses of social technologies, and we're especially interested to see examples of strong collaboration between IT and Marketing. This is the fifth year we are running these awards (you can see past winners here and a full list of award categories below).
When the FBI finally captured Boston mob boss Whitey Bulger after a 16-year hunt, it did it by talking to women. Why? Because it realized that women would be more likely to have connected with his more conversational girlfriend Catherine Greig. The FBI went the traditional daytime-TV advertising route, but modern marketers should integrate social media into their marketing communications to make a more personal connection with their female consumers. Women are higher users of social media than men and have the potential to drive a brand’s reputation online because they are more connected and like to talk about brands and products. The key to making a digital connection with women is to understand their life stage and engage with them around the passion points that intersect with your brand. Brands like Kraft are leading social media, with Kraft innovating through its “Real Women of Philadelphia” campaign that uses social media as a creative inspiration. Check out my report “Engage Women With Personal And Relevant Social Interactions” to learn how to connect with your female consumer.
Back in April I published a report called Take Control of Your Social Marketing, which looks at the emerging market of social marketing management tools. In it, I identified three groups of these tools: the social publishing platforms, the social promotion builders, and the platforms that focus on both.
In the two brief months since that report came out, the volume of questions I get about the topic has skyrocketed. I can’t say this is surprising, as our own research is showing that many marketers are reaching a level of social marketing maturity at which tools like these can greatly increase the efficiency and success of their programs. There’s also been a lot of press coverage of the moves, changes, and announcements coming out of the vendors in this space, which has undoubtedly raised the profiles of these companies with marketers.
In January, Vitrue, a company that falls into the “concentrating on both” category and which wasn’t able to participate in the original report, announced the closing of a $17 million series C financing round.
In February, Syncapse Corp. made its own financing announcement -- an investment commitment of $25 million.
In March, SocialWare announced a partnership with LinkedIn that brings its regulatory compliance expertise and tools to the professionals’ social network.
Forrester’s book Groundswell made the power of social media tangible with real-world examples and laid out a framework to help onboard organizations. However, many companies today still struggle to benchmark their social media journey, manage bottom-up social activities, and prove the ROI of social media activities. The new chapters published in the just-released expanded and revised edition of Groundswell highlight some best practices. Here are some of them:
Understand why you are embarking on the social journey, and connect social media objectives to the company strategy. Ask hard questions like “Will my social presence help move the customer satisfaction needle?”, “Will it help sell more products?”, and “Will it deflect costs from my service center?”.
Treat social media as another channel in which to engage customers. Customers still want to call you (a surprising 67% of the time), email you, and chat with you. Make sure that your processes, policies, and communicated information are the same across all channels — traditional and social.
Connect your social media efforts. There may be many social media technologies used within your company. Ensure that there is some level of coordination between internal organizations so that you can uphold a consistent experience and brand for your customers.
Start small and staff social media initiatives with existing employees who understand your customers and your business. This is important to help extend your brand — your DNA — to your social channels.
It’s been almost a year since I wrote Latin American Social Technographics® Revealed, which demonstrated this group of consumers’ voracious love of social media. In that report I highlighted how this high level of social engagement is not exclusive to just entertaining themselves or connecting with family and friends. In fact, it also extends to interacting with companies, with activities such as reading their blogs, following them on Twitter, or even watching a video they produced.
Given the ease with which companies can connect with online Latin Americans via social media, I’ve now published a new report entitled Take Advantage: Latin American Consumers Are Willing Co-Creators that examines whether companies can extend this interactive and social connection with consumers into the realm of co-creation in the social online world. My colleague Doug Williams, who focuses on co-creation processes for the consumer product strategy professional, defines “social co-creation” as the process of using social technologies as a vehicle to execute co-creation engagements.
To examine the viability of social co-creation in Latin America, we assessed the factors that we feel are crucial for a successful social co-creation engagement to occur. They are:
A high level of engagement with social media — especially at the Conversationalist and Critic levels.
A high degree of interaction with companies using social media tools.
An inherent willingness to co-create with companies.
There are a lot of vendors pitching their social media listening capabilities. And, the more that I hear these pitches, the more it has made me think that a bunch of companies jumping on the social media bandwagon are going down a dangerous road of using it as a customer service escalation strategy — which is a horrible idea.
Let me illustrate with a recent story I heard. A woman discovered that the VIN number of her car was improperly recorded on her last visit to the California DMV. As she tried to get it fixed, she found out it was going to require a lot more effort than she hoped (perhaps it included a visit back to a local office). She tweeted about it. Remarkably: The California DMV was listening!! It tweeted her back, contacted her, and helped her resolve the issue in a fraction of the time and energy it would have taken. The result: a happy customer.
There are a couple of strange things about this story. First, the DMV can’t fix its long waits and broken processes, but it has people listening to Twitter. Hmm. Second, it rewarded someone who complained to the entire world about its broken process. The next time I want a quick fix to a problem I have with the DMV, remind me to tweet about it!
Congratulations to companies that can respond to the relatively few tweets they get via this channel today. Are you prepared to scale this operation as you re-enforce people to get service from you this way? More importantly, is that really the venue in which you want to solve problems?
I am absolutely thrilled to publish my very first blog as a Senior Analyst here at Forrester and am looking forward to providing you with a lot of exciting research and thought-provoking insights on what continues to be a hot topic in the technology industry: Social Media in B2B. As many of you know, social media is evolving at a very fast pace, and one of my goals is to keep you posted on the latest trends we are seeing and how you, the tech marketer, can utilize these insights to create effective social strategies for engaging with your customers.
How did I wind up here at Forrester? Well, prior to joining the talented TI Tech Marketing team in April, I spent 14 years at Sun Microsystems, working in various senior marketing roles. I was fortunate enough to lead some pretty groundbreaking campaigns that utilized social media and other emerging marketing tactics. These projects ranged from executing basic marketing strategies using blogs and YouTube to very complex, multi-faceted social media campaigns to drive new product adoption for Sun's software and Java product groups. Lots of fantastic stuff that is worthy of a separate blog post!
After Sun was acquired, I spent the past year at Oracle as a Global Campaigns Manager responsible for Java, cloud computing and enterprise architecture initiatives, where social media was also a big area of focus for demand generation activities. A few months ago, I was presented with an amazing opportunity to join the Forrester team, and, to make a long story short, I have now hit the ground running with a very rigorous B2B social media research agenda and a speaking engagement at next week's Forrester IT Forum in Las Vegas.
Cloud computing continues to be hyped. By now, almost every ICT hardware, software, and services company has some form of cloud strategy — even if it’s just a cloud label on a traditional hosting offering — to ride this wave. This misleading vendor “cloud washing” and the complex diversity of the cloud market in general make cloud one of the most popular and yet most misunderstood topics today (for a comprehensive taxonomy of the cloud computing market, see this Forrester blog post).
Software-as-a-service (SaaS) is the largest and most strongly growing cloud computing market; its total market size in 2011 is $21.2 billion, and this will explode to $78.4 billion by the end of 2015, according to our recently published sizing of the cloud market. But SaaS consists of many different submarkets: Historically, customer relationship management (CRM), human capital management (HCM) — in the form of “lightweight” modules like talent management rather than payroll — eProcurement, and collaboration software have the highest SaaS adoption rates, but highly integrated software applications that process the most sensitive business data, such as enterprise resource planning (ERP), are the lantern-bearers of SaaS adoption today.
Late last night the market research vendor landscape became a little more consolidated with the announcement that e-Rewards reached an agreement to acquireConversition Strategies. This is not the first, nor probably the last, move that e-Rewards will take in growing a versatile offering in the market research industry. In 2009, e-Rewards, acquired UK-based online panel provider Research Now, which allowed it to become an online panel provider with global reach. And in 2010 e-Rewards acquired Peanut Labs, which enhanced its panel by offering a social media specialty sample that is recruited and surveyed through social and gaming networks. The acquisition of the Conversition platform EvoListen will allow e-Rewards’ clients to listen and analyze, in a market researcher’s terms, what consumers are saying on social media.
This announcement is significant for the market research industry because it: