Social technology is coming into every organization whether IT wants it or not. The adoption of social technologies to support business and customer needs has been fastest outside of IT — often with IT playing catch-up and struggling to provide value. CIOs are at a crossroads where they can either choose to lead IT toward social business maturity or sit back and watch as the rest of the organization pushes ahead, leaving IT in social business obscurity. The choice is easy, but the execution is difficult. A new report — Social Business Strategy: An IT Execution Plan — suggests CIOs should assess the organization’s current social maturity and implement a plan that positions IT to successfully support a social business strategy.
Organizations are broadly categorized as social laggards, internally mature, externally mature or enterprise mature. The approach recommended for CIOs differs based on the maturity level. For example, CIOs in organizations with strong internal maturity should focus on developing a partnership with marketing in order to extend the use of social strategy out to customers and business partners.
While very few organizations are already at the enterprise maturity level, CIOs in these organizations can take an active role in developing social business strategy by supporting the creation of a social business council and dedicating staff to support social strategy.
This is Peter O’Neill and I had a very busy Forrester Marketing Forum last week in San Francisco: two presentations (well, two halves, I suppose, because I was the co-presenter) plus dozens of one-on-ones with Forrester clients. While I would have preferred to talk about differentiation in the customer lifecycle, the theme of my first Forum presentation and my most recent report, the incorporation of social media into the marketing mix continues to be the hottest topic for most tech marketers. It was exciting to be able to share our brand new Tech Buyer Social Technographics data which has just come in. BTW, the level of social media activity in European buyers is still ahead of American buyers – I will be presenting the European data in my planned Forrester teleconferences on May 9th: once in German for local clients, prospects and press; and once in English for other Forrester clients.
Oracle announced today that it is going to cease development for Itanium across its product line, stating that itbelieved, after consultation with Intel management, that x86 was Intel’s strategic platform. Intel of course responded with a press release that specifically stated that there were at least two additional Itanium products in active development – Poulsen (which has seen its initial specifications, if not availability, announced), and Kittson, of which little is known.
This is a huge move, and one that seems like a kick carefully aimed at the you know what’s of HP’s Itanium-based server business, which competes directly with Oracle’s SPARC-based Unix servers. If Oracle stays the course in the face of what will certainly be immense pressure from HP, mild censure from Intel, and consternation on the part of many large customers, the consequences are pretty obvious:
Intel loses prestige, credibility for Itanium, and a potential drop-off of business from its only large Itanium customer. Nonetheless, the majority of Intel’s server business is x86, and it will, in the end, suffer only a token loss of revenue. Intel’s response to this move by Oracle will be muted – public defense of Itanium, but no fireworks.
The Groundswell is now global. Social media has entered the mainstream in every single market Forrester regularly surveys — and in most of those markets, social media use is at 75% or higher. Australian, Japanese and Italian online users all show stronger adoption of social media than Americans do – and Chinese, Dutch and Swedish users have nearly pulled level with the Americans. And in 2010 Facebook reported that more than 70% of its active users were outside the US, while Twitter said more than 60% of its accounts come from outside the US.
The simple fact is that if your company has a social media program, that program is global — whether you want it to be or not. And this isn’t just a nuisance or a language issue. Failing to recognize the global nature of your social programs means you might be telling foreign users about products that aren’t available in their countries (for instance, Toyota UK reached more than 100 million people with a fantastic blogger outreach program for its iQ model; but it turns out that more than 95% of those people live in countries where the iQ isn’t for sale). Or you may be advertising discounts and promotions to which many users don’t have access (for instance, while Amazon’s Facebook page promoted a special price of $89 for the Kindle last November, a Kindle cost almost twice as much in the UK — and wasn’t available at all in most other markets). If you work in a regulated industry like financial services or pharmaceuticals, you risk running afoul of government regulators.
At first blush, the decision by Warner Bros to rent movies on Facebook seems a little out of place. Sure, people watch a lot of video (mostly YouTube) on Facebook, but they don't go there to watch two hour movies, right? Well, for now they don't, but with some tweaks, they could start doing so very soon.
As my colleague Nick Thomas said yesterday in his blog post about Facebook's potential as a premium content platform, the future of traditional and social media are likely to be intertwined. Most of us, myself included, have been imagining them blending in the living room, where viewers can access Facebook on any number of devices while watching a movie on the TV. But would people be interested in exactly the reverse? When I checked in on Facebook I found the first evidence that the answer is yes.
You see here that within 11 hours of being posted, 1,914 people liked the idea of watching The Dark Knight on Facebook. This is compared to the 1,433 people who have liked the App Edition of Dark Knight that was announced nearly a month ago. (Don't try this at home; for some reason, the post announcing Facebook viewing has since been removed and I can't check for more recent numbers.)
In mid-February, Augie Ray will be leaving Forrester to lead the social media efforts at a Fortune 500 company. I’m going to miss working directly with Augie. But at the same time, I understand why he’s taking this new role. The analyst job boils down to two amazing responsibilities: 1) Do courageous research; and 2) Apply your research to help a client. Every so often, while doing the latter, an analyst decides it’s time to move back to the practitioner world. I wish Augie the very best (i.e., thousands of positive customer reviews) as he creates and implements the social strategy for his new company.
A recent Forrester report, Consumers Toe-Dip In Health-Related Social Media, by my colleague Liz Boehm got me scrolling through Forrester's latest Healthcare and Communications Technographics® Online Survey. There was a lot of interesting information in there, but the data point that caught my eye was the following: only 30% of US online adults have not been diagnosed with any disease or medical condition. The top 10 show a wide range of illnesses, from conditions like allergies to very severe diseases like depressions or diabetes.
Age is the main driver for this: About half of 18- to 24-year-olds have some kind of condition, while this is 94% for online Seniors (65 and older).
Why is this interesting for market researchers and marketing professionals? Because many of these people are using technology to manage and control their disease: they are using the Internet to research their condition, about half engage with their health insurer online, one in ten use text messages and email to get reminded to take their medication, and about 5% use health-related apps on their mobile to control their prescription, as well as monitor their behaviors. Understanding who these consumers are, and linking this with information collected via sites like America's Health Rankings, helps companies prioritize their service offerings.
First, let me wish you a Happy New Year. If you're like me, a new year inevitably brings about reflection on the previous year: things accomplished, things left to accomplish, and things that caught our attention. In that latter category, the thing that really caught my attention in 2010 was the emergence of WikiLeaks. As an analyst who covers enterprise collaboration topics -- including enterprise use of social software -- it's a fascinating subject: On one hand you have a platform for disseminating government and private-sector information to the public, and on the other, you have a forum that advertises itself as publishing information organizations would prefer stay behind their firewalls. For the Content & Collaboration (C&C) professionals I serve, that second point is troubling. Allowing information to flow freely within the organization is the mantra of many C&C pros looking to make their businesses more efficient and competitive in this 21st century global business environment. But this is a difficult sell in a WikiLeaks world where, as demonstrated with the disclosures made last year, a low-level employee with access to connected systems can provide sensitive information to a third party. In 2011, Julian Assange's outfit is promising a new round of document publication, this time from a major American bank (rumored to be Bank of America), which makes the question of information freedom more acute for C&C pros: Is collaborative information sharing really possible?
With 2011 still bright and full of hope for most of us, what are the key trends that customer service professionals need to pay attention to as you plan for success this year?
Here are the top trends that I am tracking. My full report will be published in January.
Trend 1: Organizations Standardize Customer Service Across Communication Channels
In 2011 and beyond, customer service management professionals will continue to work on standardizing the resolution process and customer service experience across communication channels (e.g., web self-service, chat, email, Twitter, phone).
Trend 2: The Universal Customer History Record Becomes A Reality
Earlier this year, Josh Bernoff and Augie Ray introduced a new way to look at influential consumers called Peer Influence Analysis -- and showed off some great data from the US market to support their analysis. I’m pleased to report that we now have this same data available in Western Europe as well.
Peer Influence Analysis introduces that idea that there are two distinct groups on influential consumers online: 1) the Mass Mavens who use blogs, forums, and review sites to share complete opinions about brands and products online (creating what we call "influence posts"), and 2) the Mass Connectors who use sites like Facebook and Twitter to connect their friends to influential content from companies and consumers (creating what we call "influence impressions"). Josh and Augie found that both types of influence were highly concentrated: In the US, only 13.8% of online consumers create 80% of influence posts, and just 6.2% of online consumers create 80% of all influence impressions.
Somewhat remarkably, in my new report on peer influence in Europe, we found that peer influence in Europe is further concentrated still. Across Western Europe, just 11.1% of online users create 80% of all influence posts -- and only 4% of online users are responsible for 80% of all influence impressions: