Brian Solis » Social Media

Season 2 Finale: How Yamaha invests in new customer experiences

Brian Solis — Fri, 03 Feb 2012 18:52:28 +0000

This is it…the Season Finale! And, what a way to end Season 2 of (R)evolution….

In this episode, Yamaha shares what is by far the most expansive view of disruptive technology’s impact on business infrastructure and culture on the show to date. What you’ll see is a genuine discussion with Jeff Hawley and Rick Williams of Yamaha explore how an already successful business is exploring new opportunities to better define the customer experience before, during and after transactions. It comes down to workflow. Nowadays, it either works for you or works against you. Here, Yamaha shares that it needed “to blow up” its existing systems and processes and “start over” to compete more effectively for the future.

I think you’ll enjoy Yamaha’s approach to listen, learn, and engage with customers in their channels of preference. Please watch and share!

Season 2, Episode 16

This episode was recorded during the Salesforce Social Advisory Board meeting in San Francisco. Participants included brand managers from the likes of Disney, Livingsocial, P&G, Nissan, SunTrust, Dunkin Donuts, Get Satisfaction, and VW, we address the need for businesses to not only react to conversations but also lead them.

Season Two:

S2E1: How Mercedes Benz Successfully Uses Social Media to Engage
S2E2: Technorati’s Richard Jalichandra on the State and Future of Social Media
S2E3: Guy Kawasaki on the Art of Enchantment
S2E4: Adly CEO Arnie Gullov-Singh on the Social Era of Celebrity Endorsements
S2E5: Filmmaker and Webby Awards Founder Tiffany Shlain
S2E6: Jim Louderback, Revision3 CEO on the Future of Broadcast and Web Television – Part 1 of 2
S2E7: Jim Louderback, Revision3 CEO on the Future of Broadcast and Web Television – Part 2 of 2
S2E8: Marcel LeBrun of Salesforce Radian6 on the Future of Social Media Monitoring
S2E9: Our Digital Society in the Next 30 Years: An Interview with John Battelle
S2E10: How Social Customer Service is Changing the Culture at Comcast
S2E11: Dunkin’ Donuts Uses Social Media to Improve Customer Relationships and Experiences
S2E12: USA Today’s Jon Swartz on Disruptive Technology’s Impact on Business and Culture
S2E13: Ford’s Jim Farley on the importance of putting your brand in the hands of customers
S2E14: How Suntrust Uses Social Media to Engage Customers and Comply with Regulation
S2E15: Nissan Embraces Social Media to Improve Customer Experiences and Foster Advocacy

Season One on YouTube

Now on iTunes!

Smartphones, Tablets, PCs, The Devices People Use to Discover Information in Social Media (and when)

Brian Solis — Thu, 02 Feb 2012 23:13:13 +0000

My friends over at bit.ly published an interesting graph that reveals the devices as well as the days/times that people use different devices and how and when they consume information. As you can imagine, it’s across the board, but as you can see, there are waves that every device follows, except the desktop.

Desktops are of course the devices that we can assume people use during work hours. As such, they are most heavily used on weekdays before noon. Interestingly enough, phone traffic peaks at about the same times, but not to similar effects. What’s also telling is that tablets are most often used at Tuesday at 5 p.m.And, gaming devices such as Nintendo DS, Wii, and Sony Playstation spike on Thursdays at 5 p.m.

Also, take a look at the double hump (peak with a small valley before another peak) in activity for phones and tablets. The second plateau is nearly at the same level Monday through Thursday but loses momentum through the weekend. Tablets and gaming devices however tend to be the devices that define after hours and weekend activity.

Additionally, the bit.ly team examined which platforms share similar usage patterns. The chart used to convey these patterns is a bit tricky to navigate. Here are some of the highlights…

1. Windows and Linux users behave similarly in social media.

2. Mac OS X is used more like a mobile device than either Windows or Linux on the desktop. This is of course because iOS devices, iPhones, iPods and iPads drive mobile usage.

3. The Kindle is used in a very different manner to engage with the social web. The majority of Kindle usage occurs later in the evening over any other devices.

So what does this mean?

It means that content, to be shareable to its full capacity, must have shareability (SMO) built-in to convert an object into a social object. As such, it must be introduced at the right time and in the right way for each medium. Here, the medium is very much the message. Additionally, information and social objects should be packaged and optimized for each device to increase engagement and shareability. That’s right. This isn’t a one size fits all approach which many publishers typically design for. Essentially, this means that a one-to-many content syndication strategy across the social web is not scalable nor is it practical across devices. Design for the medium.

I would like to see this data not only for clickthroughs or consumption patterns, but also how and when interesting content is shared and how that plays into resonance – the duration and depth information stays visible in the stream.

Connect with me: Twitter | LinkedIn | Facebook | Google+ |

Order The End of Business as Usual today…

Image Credit: Shutterstock

Nissan Embraces Social Media to Improve Customer Experiences and Foster Advocacy

Brian Solis — Fri, 27 Jan 2012 19:25:34 +0000

In this episode of (R)evolution, Nissan’s David Mingle, Director of Customer Management and Erich Marx, Director of Marketing join me for a refreshing conversation about social media’s impact on business transformation, customer experiences, and building an adaptive business model to learn and evolve based on new opportunities.

We explore Nissan’s approach to new media for not only marketing, but also how the company uses social media to invest in and shape the customer experience over time. Having both David and Erich on the show offered a 360 view of the customer and also demonstrates how organizations must rethink the customer journey before, during, and after transactions to ultimately define and lead it. I must say that I appreciate the honesty and full transparency in this discussion. It shows why Nissan is on the road to successful engagement.

At one point at about 1:54 in the discussion Erich Marx shares how the pact between leadership, customer management, and marketing at Nissan is creating a culture of exploration and innovation, “…understanding that we’re defining as we go what our ability is to play and play effectively in this space, a willingness to talk about what’s possible, a willingness to invest…to me, that’s leadership in the space right now…and, a trust that we will deliver ROI and value to the company.”

Season 2, Episode 15

Season Two:

Season One on YouTube

Now on iTunes!

How Suntrust Uses Social Media to Engage Customers and Comply with Regulation

Brian Solis — Fri, 20 Jan 2012 18:37:49 +0000

Financial institutions are bound to rules and regulation than other companies experimenting in customer engagement, specifically in social media, can ignore. Over the years, SunTrust has stood out as one of several examples that understand how to use regulatory boundaries to inspire a new generation of customer engagement. The result is finding balance between risk and reward to meet customer expectations and improve customer experiences now and over time.

As I’ve always believed…constraint forces creativity.

Bianca Buckridee, AVP of Social Media Engagement at SunTrust shares her story with us on this episode of Revolution.

Season Two:

Season One on YouTube

Now on iTunes!

Ten Social Media Strategies to Define a Successful 2012

Brian Solis — Tue, 10 Jan 2012 13:56:04 +0000

Welcome to another New Year! While everyone else is busy thinking about or already breaking their New Year resolutions, it’s time for us to take a moment to rethink what it is we can really do better now and over the next 12 months.

I’m sure you heard it everywhere last year. Experts found the highest blog mountains and social network skyscrapers to Tweet in concert, “You need a Facebook brand page! Why are you not on Twitter yet? Have you checked-in on Foursquare? Hurry up and get set up on Google+. If you don’t get on social media, you’re going to go out of business!”

And, here you are…still in business, I presume. But like any keen business leader or entrepreneur, you’re avidly thinking about your next move and your social media strategies for 2012.

You already know that running the show in a mode of “business as usual” is not only limiting, it’s terribly complacent. But if you are to change, you need to better understand exactly how technology is influencing the behavior of your customers and why.

The truth is that you can create your company brand pages on every social network you can imagine and you won’t succeed unless you know whom you’re trying to reach and where, what it is they expect and value, and how these channels represent a meaningful opportunity for you and your consumers to connect.

You first must answer what’s in it for them and what’s in it for you.

Defining your Social Media Strategy

Social networks, smartphones, tablets, review sites, gamification, geo-location, et al. are producing a new breed of consumer, and businesses are largely missing them altogether. In fact, the emergence of this more “connected consumer” is forcing the end of business as usual.

At the same time, the decision patterns of these connected consumers has ushered in an era of risk where any business, large and small, is vulnerable to digital Darwinism — the evolution of consumer behavior when society and technology evolve faster than the ability to adapt.

Ten Social Media Tips

In 2012, consider yourself a digital anthropologist or sociologist as you immerse yourself in a day in the life of your connected consumer and seek to close the chasm between you and them.

There are many professional social media analysts, researchers and strategists who can help you find the answers you seek.

Starting now and forever, technology and empathy are now part of your business strategy. To what extent disruptive technology impacts your markets will depend on your industry and the rate of adoption within it.

Priority areas for your social media strategy should include an understanding of the following:

1. Social Networks from Facebook to Twitter to Google+ and how they’re connecting to influencers and businesses

2. Geo-location check-in services such as Foursquare and Facebook location updates to share locations and earn rewards or opportunities for discounts.

3. Crowd-sourced discounts and deals including Groupon and LivingSocial and what’s valued and why.

4. Social commerce services like Shopkick and Armadealo and how they create personalized experiences that are worth sharing.

5. Referral based solutions like Yelp, Service Magic, and Angie’s List to make informed decisions and how shared experiences can improve your business, products, and services.

6. Gamification platforms such as Badgeville and Fangager, and why rewarding engagement improves commerce and loyalty.

7. How your consumers using mobile devices today and what apps they’re installing. Also, how they’re comparing options, reviewing experiences and making decisions while mobile?

8. The online presence your business produces across a variety of platforms such as tablets, smartphones, laptops and desktops. You must realize how consumers are experiencing the online presences you create and whether or not they deliver a holistic and optimized experience for each platform.

9. The consumer clickpath based on the platform consumers are using. Are you steering experiences based on the expectations of your customers? And are you taking into consideration the device or network where the clickpath begins and ends? Are you integrating Facebook F-commerce and m-commerce into the journey?

10. The expectations of connected consumers, what they value in each channel and platform, where they engage and how your business can improve experiences and make them worthy of sharing.

This is your year…

2012 is the year for you to grow your small business while earning relevance among a growing class of connected consumers.

Regardless of technology, the future of business isn’t created, it’s co-created. To succeed, it takes a culture of customer centricity and the ability to recognize new opportunities and adapt based on what they present.

In the words of Charles Darwin, “It is not the strongest of the species that survives, nor the most intelligent. It is the one that is most adaptable to change.”

Connect with me: Twitter | LinkedIn | Facebook | Google+

The End of Business as Usual is now available
____

Originally published on Monster.com
Image Credit: RedKid.net

Ford’s Jim Farley on the importance of putting your brand in the hands of customers

Brian Solis — Fri, 06 Jan 2012 19:56:39 +0000

During Blogworld Expo in Los Angeles, I was given the opportunity to interview Jim Farley, Ford’s Group Vice President, Global Marketing, Sales and Service live on stage. The discussion was focused on a powerful theme, putting your brand in the hands of customers. Certainly for any business, large and small, the idea of empowering customers to shape and steer your brand can be perceived as both frightening and dangerous. But here, Farley brings a refreshing perspective on why businesses, including Ford, need to engage customers in a more human and genuine manner. He looks beyond marketing to bring executives, employees and customers together in building a stronger brand, more relevant products and services, and investing in meaningful relationships to ultimately create a remarkable business…a business that matters beyond its goods.

“My responsibility is to teach the organization something they’re not willing to learn. If I get fired because of it or if I don’t fit, I should not have been there any way. We live in a new paradigm…with a new opportunity.” – Jim Farley

I think you’ll enjoy this video. Please take a moment to watch and share…

Season Two:

Season One on YouTube

Now on iTunes!

Photo Credit: Isaac Brekken for The New York Times

Is the Golden Age of tech blogging over?

Brian Solis — Wed, 28 Dec 2011 14:57:31 +0000

My colleague Jeremiah Owyang sure ruffled some feathers with his post claiming that the Golden Age of tech blogging is over. Aside from being a mentor and a tireless analyst, he’s also a long-time blogger. His words over the years helped blaze the trail for blogging and ultimately the micromedia bonanza that he believes is contributing to the erosion of long-form social prose. In his article, he quotes good friends Loic Lemeur, Ben Metcalfe, Ben Parr, Francine Hardaway, Chris Heuer and Dave McClure. Their perspective is always interesting. And, his post also drew telling comments from some of the best known names in tech blogging including Pete Cashmore, founder of Mashable, Sarah Lacy, Marshall Kirkpatrick, and Dylan Tweney, executive editor at VentureBeat.

His points are worthy of consideration. Kudos to him for sparking this conversation…feels like old times.

I believe that in brevity there’s clarity. While a chapter in the ongoing development of tech blogging is certainly coming to an end, in the overall story, it’s (finally) growing up…as it should. See, tech is more important than a locale. It’s more important than funding or personnel shifts. Its impact on culture, society, business, and human evolution is more profound than the pundits who usually cover it. Evolution is a good thing…and I believe tech blogging is merely undergoing a form of digital Darwinism of sorts.

I recently wrote about my thoughts on the state and future of blogs, which is of course far grander than the world of tech blogging. And as you can see, blogging is alive and clicking.

Yes, micromedia, video, and social transactions/actions are breaking through our digital levees and causing our social streams to flood. And, yes, Flipboard, Zite, and the like (get it?), are forcing our consumption patterns into rapid-fire actions and reactions. You have a choice. You are either a content creator, curator or consumer. You can be all of course. But, think about this beyond the mental equivalent of 140 characters. What do you stand for and what do you want to become known for? The answer is different for each of us. But, content, context, and continuity are all I need to learn, make decisions and in turn inspire others.

I can assure you that the right voices will find the right platforms to escalate the genre and continue to influence all forms of media and those who create it. Watch what happens in 2012. It’s part survival of the fittest and survival of the fitting. I’ve got my eye on some of the names you know as well as many that you don’t (but soon will).

This part is important…If we assume that human beings can only process bytes instead of depth we are confined to competing merely for the moment. That is a game for the AOL’s of the world. What’s changing right here, right now is the players, not the game.

In fact, this is the time to compete for attention by not just feeding it forgettable snacks here and there, but enrapturing it through value, direction, and insight. Do the work no one else can make the time to do. There’s always a market for intelligence…it’s just a matter of which market you decide to pursue.

I believe the next Golden Age lies in syndicated context (yes it’s a play on words) and like a multidimensional chess board, we will compete for attention on several different fronts (playing their game, their way) while expanding reach in the process. There’s tremendous value in trusted content. The secret lies not in character count, but in perspective…seeing what others can’t and doing what others won’t. Just don’t lose sight of who you are and why you’re here. You’re part of the reason we’re here in the first place.

#AdaptorDie

Connect with me: Twitter | LinkedIn | Facebook | Google+

2012 Social Marketing & New Media Predictions

Brian Solis — Tue, 27 Dec 2011 16:42:06 +0000

Awareness Networks released insights and prognosis from 34 business and marketing leaders as part of its 2012 Social Marketing and New Media Predictions report. It’s written for marketing strategists, brand marketers and consults and those working in agencies. I think you’ll find it interesting to say the least and perhaps even prescriptive.

Here are a few of my thoughts…

On the evolution of social business:

Companies of all sizes will need to transform their business and existing infrastructure, and reverse engineer the impact of business objectives and metrics. Businesses will have to embrace all of the disruptive elements, such as mobile and social technology, in a new, cohesive organization that is focused outward and inward.

On the subject of Big Data:

No organization, no matter how large or small, is ready for big data from a process, collaboration and innovation perspective. Business Intelligence (BI) is still siloed. In marketing, insights usually are still driven by community managers. Companies will need to centralize BI to feed every aspect of the business – marketing, product, innovation and customer service. Only then will BI help companies transform themselves into true social businesses.

On the migration from monitoring to intelligence:

Capturing information and transforming that information into actionable, measurable insight… This type of insight will not be marketing-driven but market- driven.

On the importance of mobile marketing:

Businesses need to understand if and how their customers use mobile devices, then provide a holistic experience that does not change for users as they navigate websites and mobile applications.

On the challenges facing marketers in 2012:

Recognizing that they are part of the problem. Today, much of what we see is still traditional marketing disguised as social media. It’s still 1-to-many. And, by default, they have created a marketing silo in their organizations. Marketers need to connect the entire organization and put everyone to work for marketing. We need to move to an era of 1-to-1-to-many.

The report also features predictions and observations by some of the industry’s most progressive thinkers and doers:

Errol Apostolopoulos (@errol33), Jay Baer (@jaybaer), David Berkowitz (@dberkowitz), c.c. chapman (@cc_chapman), Robert Collins (@RobertCollins), Stacy Debroff (@MomCentral), Jason Falls (@JasonFalls), Laura Fitton (@Pistachio), Paul Gillin (@PGillin), Neil Glassman (@neilglassman), Matthew T. Grant (@MattTGrant), Doug Haslam (@DougH), Tim Hayden (@TheTimHayden), Bill Ives (@BillIves), Taulbee Jackson (@taulbee), Pamela Johnston (@PamJohnston), Debi Kleiman (@drkleiman), Lora Kratchounova (@ScratchMM), Mark Lazen (@marklazen), Mike Lewis (@bostonmike), Marc Meyer (@Marc_Meyer), Steve Murphy (@SBCMarketing), Jonas Klit Nielsen (@Klit_Nielsen), Michael Pace (@mpace101), Andrew Patterson, Dave Peck (@davepeck), Erik Qualman (@equalman), Steve Rubel (@steverubel), David Meerman Scott (@dmscott), Samuel J. Scott (@samueljscott), Jim Storer (@jimstorer), Michael Troiano (@miketrap), Ekaterina Walter (@Ekaterina)

Connect with me: Twitter | LinkedIn | Facebook | Google+

Order The End of Business as Usual today…

Image credit: Shutterstock

The State of the Blogosphere 2011

Brian Solis — Wed, 14 Dec 2011 14:44:29 +0000

Part 14 in a series introducing my new book, The End of Business as Usual…this series serves as the book’s prequel.

When you think about social media, what do you envision? Twitter, Facebook, Youtube, Foursquare? If you’re like me, blogs would have made the top of the list. But how can blogs survive in a time when the attention of connected consumers is not only precious, it’s elusive. After all, people can read no more than 140 characters at a time right? With the surplus of networks and a river of social activity that washes away personal information levees, how can we be anything but distracted?

I believe that we are indeed overwhelmed, but we are not distracted. We are in fact focused. Let me restate that last sentence. We are focused, against a different standard than that of five years ago, on what is important to us. If long-form content is shared within our interest graph and possesses relevant information that is true to our interests, it will be consumed. If it content, no matter how great its length, is true to who I am, I will share it. Not just because I want others to share in its relevance, but because doing so is a form of self-expression and the words of others can lend to a piece of the puzzle that completes me online and offline.

Over the years, blogs have formed the foundation of social media, democratizing the ability to publish thoughtful commentary, build a noteworthy community and equalize influence along the way.

Blogs are underrated and largely underestimated. Not only are they platforms for self-expression, shared experiences and observations, they are becoming a live index of history in the making as told by people for the people. Each year, I take to my blog to share the state of the blogosphere based on the annual report published by Technorati. Going back to 2004, Technorati has documented how blogs have changed the landscape for information commerce to not only provide insight into the world of blogs and the bloggers whose voices we are growing to trust across a variety of topics, but also into the numbers behind their ascendance.

The Age of Influence

Bloggers span from hobbyists to professionals, both part-time and full-time, corporate and also entrepreneurs. The vast majority of bloggers polled by Technorati fall into either the Gen Y or Gen X category. It’s important to note that this isn’t reflective of the age demographics of who’s reading blogs, simply which age groups are actively publishing blogs.

Where in the World is my Blog?

The study was distributed only in English, yet bloggers from all over the world participated. While the majority of respondents blog from the United States, Europe, Latin America, and South Asia made notable appearances.

This reminds me of a trip during the winter of 2010 to Gdańsk, Poland where I had the opportunity to present at the annual Blog Forum event. To this day, it’s still memorable for many reasons. First, it was held in the original shipyards noted for its role in the Solidarity (Solidarność) movement recognized as one of the first steps in leading the collapse of communism across Eastern Europe. Second, the enthusiasm around blogging was euphoric, reminding me of the early days of social media in San Francisco circa 2005/2006. I presented the 2010 State of the Blogosphere at this event and here we are, one year later, and the passion only continues to intensify among creators who channel relevance through words and media.

The Blogger Experience

Bloggers are a diverse bunch. The majority of casual and professional bloggers have posted their views and experiences over the last two years. However, the concentration of bloggers closely follows with many blogging 4-6 and also greater than 6 years.

At the same time, bloggers aren’t focused on any one property. Professionals will blog at as many as four properties. This is up from an average of two blogs noted in the 2010 report.

It’s Time to Blog

In aggregate, most bloggers will spend anywhere between one-to-three hours blogging per week followed by three-to-five and five-to-10 weekly hours. 25% of professional bloggers are dedicating upwards of 40 hours or more per week. I’m not a professional blogger in that I do not derive revenues from my posts. But, I do invest over 10 hours on a weekly basis on researching and writing blog posts.

In terms of frequency, bloggers across the board will publish two-to-three posts per week. However, a notable percentage of professional, corporate, and entrepreneurial bloggers post once or twice per day.

Of those bloggers who are investing greater volumes of time and energy in blogs, it’s for good reason. It’s not just about pontification or sharing experiences in long-form. Bloggers can point to the ROI specifically…and it’s encouraging many to invest more in their blogging routines.

Most note that blogging has proven to be valuable for promoting their business or to one’s profession. Additionally, professional, casual, and corporate bloggers city audience engagement as motivation to create.

And, bloggers find that their work is getting taken more seriously as sources of trusted information and news.

From Traditional to New Media

As many as 40% of today’s professional and 35% of corporate bloggers once worked as a writer, reporter, producer, etc. in traditional media. The skillset is certainly optimized in terms of content creation. Learning social skills becomes critical for their continued success. On the corporate or entrepreneur fronts, the move to brand publishing or brand journalism as it’s often referenced, appears to be gaining momentum…thankfully. I’m relieved to hear that businesses are taking a more useful and informative approached to leading customers toward insight and resolution. My patience for marketing speak eroded long ago.

What is Your Source of Inspiration?

I found this slide interesting and also not surprising at the same time. Among the top influences for bloggers to find material to blog about is…well…other blogs. That also says everything at the same time. Blogs are often viewed as the people’s press and there can be an element of implied trust that yields the type of power that traditional media possessed in its golden years.

Nobodies are the New Somebodies

Brands look to influencers to help communicate the value or mission of the business to hopefully drive favorable actions. Bloggers continue to prove instrumental in brand marketing, advertising, and engagement. Let’s set aside the SEO and SMO advantages of blog influence for a moment. Let’s talk about everyday consumer influence. In the social web, people make decisions based on the information that’s presented to them in either the results of their search or the words of their friends and peers. Influence is the ability to cause effect or change behavior. Technorati found that between 40-50% of all bloggers, whether personal or professional blog about brands. The advantage of blogs for brands comes down to resonance. Blogs will live longer than Tweets or any status update for that matter.

Upwards of 70% of bloggers are already following their favorite brands in social media.

And knowing this importance on the relationships between bloggers and their communities, only 40% in aggregate have ever been approached by brands. Remember, it’s not just about the A-list, it’s about the magic middle!

With the love affair content creators, creators and consumers experience with the micromedia in social networks, blog posts contribute to the library of knowledge around any subject. They offer the ability to express perspective and offer context in statusphere and they influence decisions, actions, and behavior. Whether it’s to demonstrate thought leadership, earn authority, generate leads, change perception or sentiment, blogs continue to lead the way while disrupting traditional media along the way. For businesses, the time is now to embrace your influencers and their networks, of all shapes and sizes, while blogging to become influential in the process.

Live to blog.

Blog to influence.

Order The End of Business as Usual today…

Part 1 – Digital Darwinism, Who’s Next
Part 2 – Social Media’s Impending Flood of Customer Unlikes and Unfollows
Part 3 – Social Media Customer Service is a Failure!
Part 4 – I think we need some time apart, it’s not me, it’s you
Part 5 – We are the 5th P: People
Part 6 – The State of Social Media 2011: Social is the new normal
Part 7 – I like you, but not in that way
Part 8 – Are You Building a Social Brand or a Social Business?
Part 9 – CMO’s are at the Crossroads of Customer Transactions and Engagement
Part 10 – From Social Commerce to Syndicated Commerce
Part 11 – You can’t go back to create a new beginning, but you can begin to change the ending
Part 12 – How to Make Customer Service Matter Again Part 1
Part 13 – How to Make Customer Service Matter Again Part 2
_____

Image Credit: Shutterstock (Edited)

The State of Social Marketing 2011 – 2012

Brian Solis — Tue, 06 Dec 2011 18:28:41 +0000

The following report is brought to you by the Pivot Conference taking place in New York on October 15-16, 2012. You can download a full copy of the report for free by clicking here.

At the end of 2011, Social marketing stands at a profound crossroads. Some organizations are finally embracing the importance of social networks and, as a result, increasing investments in creative engagement, marketing, and service programs. Others see the future value, but lag behind in execution. At the vanguard, Social Businesses drive a virtuous cycle of discovery: Their successes in Social marketing lead to new data, which lead to insights, which lead to new and more effective programs as well as the business systems and processes necessary to improve internal and external collaboration.

In 2012, social media marketing, driven by these innovations, will only continue to mature. Bottom-up learning about what really works in Social will be essential for this expansion. Research conducted by IBM in 2011, for instance, revealed a gap between consumer expectations toward the businesses they support in social media, and executive assumptions about what these consumers wanted. This “Perception Gap,” as defined by the IBM study, demonstrates the importance of bottoms-up, informed social marketing programs, as opposed to the traditional top-down strategies tied to the usual monologue-marketing channels.

Not all customers are created equal. So, businesses are learning that there must be more than one approach to reaching and engaging customers through the emerging Social channels.

This year, at the second annual Pivot Conference, we explored the evolving landscape for consumerism as colored by the emergence of Social Consumers. Brands, agencies, academics and thinkers examined how Social Consumers find and share information, how they influence and are influenced by engagement, and also how they make decisions. In the end, it was clear that the Social Consumer is fundamentally unlike a traditional consumer and, as such, compels brands to rethink sales, service, and marketing strategies across social, broadcast, and mobile networks. At stake is a business’ relevance to the Social Construct, which is the new key to consumer connection and success. For brands today, if you don’t establish this connection, Social Consumers will just connect themselves and collaborate without you.

To help brands more effectively plan for improving customer engagement and experiences in 2012 and beyond, the Pivot team, along with The Hudson Group, surveyed 181 brand managers, agency professionals, and experts. Their answers paint a picture for how businesses intend to reach their Social Consumers. Additionally, the results serve as a benchmark as you, the Social Business leader, assemble your strategies over the next year.

The Rise of the Social Consumer

Who is this Social Consumer and how does he or she differ from traditional counterparts? Let’s start with a working definition. A Social Consumer is someone who first goes to their social networks of relevance to learn about products and services. Though somewhat influenced by their overall social graphs, Social Consumers emphasize the input of those who define their interest graph – like-minded individuals on any given subject who share common interests and experiences with them. In this way, Social Consumers evaluate the shared experiences of those they trust, and expect businesses to respond to their socialized questions. As a consequence, Social Consumers don’t follow a linear approach through the classic ‘interest to intent’ funnel during their decision making process. Rather, they follow an elliptical pattern where their next steps are inspired by the insights of others, and their experiences are, in turn, fed back into the cycle to inform the decisions of others.

Reprinted from The End of Business as Usual, Chapter 14

In the Pivot study, we asked if participants had a clear picture of who their Social Consumer is. An astounding 77 percent said yes.

Comparing these results to the working definition presented above, which survey participants did not review in advance, as well as the Perception Gap produced by IBM, I wonder how these numbers would change if the question was asked now. Given the results noted below, it appears that respondents believe they know who their Social Consumers are, even though they may not have actually engaged them in a detailed conversation.

When the Pivot team explored specifically if respondent organizations asked Social Consumers what they expect from engagement, most responded, “No.” This is intriguing because we have 77 percent of organizations who say they know what their Social Consumers want, but 53 percent haven’t really asked. They do not—cannot—really know how to deliver value in social and mobile networks, thus pointing to IBM’s Perception Gap. On the other hand, 35 percent did note that they asked Social Consumers about their expectations. Our belief is that these organizations will most likely outperform organizations that did not ask.

Businesses shared their perspectives on the benefits and customer expectations of social engagement in their responses to the survey. The results cover a wide spectrum of sales, service, and marketing benefits, with customer service, insight to make decisions, and the ability to learn about new products as the top three entries. Deals and rewards came in fourth and fifth respectively. Each of the benefits is important, however. Offering exclusive content, the ability to provide feedback for improvement and social commerce add to the complexity of reaching and engaging the varying needs of social consumers. We think marketers should look here at the whole tapestry, more than the individual strands.

When asked about the gender of the Social Consumer, respondents believe their Social Consumers are equally divided between male and female. This is result is intriguing for many reasons, not least of which is the findings in previous studies that females skew higher across popular social networks such as Facebook and Twitter, as well as for most social commerce services. Are we seeing the emergence of more men in social networks? Perhaps.

As we continue to examine the demographic makeup of Social Consumers, this study indicates they tend to be most commonly in their 30s and 40s. But there are strong showings of Social Consumers distributed across those 26-30, 46-50 and also 51-55. Clearly, social is no longer the province of just the young.

The household incomes of Social Consumers are scattered across the board. But in aggregate, it appears that Social Consumers lean toward desirable income levels. Median income from the study results is just over $60,000.

When asked which networks are frequented by their Social Consumers, participants stated that Facebook, Twitter and LinkedIn were numbers one, two and three respectively. Facebook and Twitter are viewed as essentially ubiquitous. At the time of this survey, Google+ hadn’t yet opened up brand pages, but as of November 2011, businesses can develop official brand presences. Yet, even without the ability to do so during the survey process, businesses recognized the important role Google+ plays in the lives of their Social Consumers

When it comes to Social Consumers’ increasingly common mobile activity, Facebook and Twitter still maintain the top two spots. Foursquare, though, jumps into the third position ahead of LinkedIn, an indication that geo-location networks continue to rise in popularity.

Pleased To Meet You, I Hope You Get My Game

Gamification is becoming part of social networking, education, and loyalty programs due to its attractiveness to the Social Consumer.

Zynga is currently the overwhelming leader in capturing the time and attention of Social Consumers when it comes to gaming, probably a reflection of Facebook’s current dominance. Intriguing here is that the second most common response is “other,” a sign of the diversity in this arena.

Social professionals don’t see a clearly dominant player amount the many current portable photo networks available for popular smartphone platforms. No option received even 25 percent of the responses. However, Hipstamatic is firmly positioned at the top of the list with almost double the usage of Dailybooth, which currently sits at number two, according to respondents. They seem to be leading a rather open field.

In the world of social and group-based deals, Groupon ranks number one among Social Consumers, but LivingSocial maintains a strong foothold in the number two spot. Facebook Deals was in third, but the service has since been discontinued by Facebook.

“After testing Deals for four months, we’ve decided to end our Deals product in the coming weeks,” Facebook told Reuters in a statement published in August 2011, during the time the survey was already in the field.

Engagement is not defined by conversations. Engagement is the act of a consumer and an organization or brand interacting within the consumer’s network of relevance through a combination of conversations, content, or related information. Engagement, and here’s the important part, is then measured by the takeaway value, sentiment, and resulting actions following the interaction.

Brands largely disagree with the belief that conversations in social networks alone drive meaningful business outcomes. The true test, of course, is whether or not outcomes are defined and if they are introduced into engagement as a desired click path. On the flip side of the coin, brands either completely or mostly agree that conversations help with brand lift and relevance responding with 51 percent and 45.5 percent respectively.

There’s notable difference, however, in whether or not brands think their Social Consumers want something of tangible value in exchange for a social connection. 21.6 and 45 percent completely or mostly agree. 27 percent and 6 percent mostly and completely disagree. Our advice: When in doubt, ask.

With all of the fanfare around social media, it would be easy for those living within the new marketing paradigm to assume that social media already was or soon will be mainstream within the organization heading into 2012. However, respondents were divided in their outlook. Just over half believed that social marketing is already mainstream within their organizations and just under half think that social marketing will still be experimental a year from now. This shows where we are in the social revolution: the reality of change is broadly accepted, but norms about fundamental issues still remain elusive. We know we are going to a new place, we just aren’t yet sure exactly where and how fast.

When asked what was preventing the organization from moving beyond experimentation in social marketing, respondents’ reasons were widely distributed. Budget was seen as a challenge, as was the inability to define or measure clear outcomes. We feel that, whatever your personal sense, each of these points is worthy of exploration and definition within the organization. This is the only way to ensure that the needs of Social Consumers do not go unmet. A working strategy and understandable benefits are critical to rallying support across the organization, especially among executives. Defined metrics tied to thoughtful strategies demonstrate progress. Listening combined with research will reveal the need for a cross-functional approach as data always spotlights the varying needs of Social Consumers – beyond marketing.

Confusion reigns today, but conviction lies on the horizon. 2013 is the year a solid set of respondents sees social marketing finally breaking beyond experimentation within the organization. Still, we can see the current uncertainty about the development of social: 15 percent look to 2014 as likely year for corporate breakthrough, another 15 percent see 2015 or later, and a sobering 35 percent still don’t know what to think.

While respondents see social marketing as crossing into the organizational mainstream relatively soon, an overwhelming 89 percent of participants see social marketing as a permanent series of experiments. The takeaway here is that professionals, for the foreseeable future, feel that there is much to learn with regard to the Social Consumer and how to effectively engage and steer positive experiences and outcomes for social marketers. As one area of social moves into the mainstream, it will just open up new areas for experimentation.

The trend in social media budgets is positive. The percentage of respondent companies spending less than 5 percent of budget on social drops by about half between 2011 and 2013 and the percentage spending over 50 percent more than doubles. The sweet spot hovers around 25 percent of budget, rising slightly over the next two years. All this indicates to us is that it remains early days in the development of social in organizations.

Looking ahead to 2012, brands are thinking through goals as they plan next year’s social marketing programs. At the top of the list, at almost 100 percent, is the need to increase sales, which is a reflection of the need for marketers to demonstrate tangible ROI. Consumer engagement, lead generation and brand lift are also atop the list. Among the notable responses from participants, influencing consumer behavior is at just over 60 percent, establishing points of influence at just under 60 percent, and discovering points of relevance shown at 40 percent spotlight how new touchpoints will play a role in driving desirable outcomes and experiences. The overall sense of the responses is a tilt away from “soft” benefits toward harder edged benefits that drive the bottom line.

Surprisingly, improving customer service and support was toward the bottom of the list, but it is promising to see that the research does show that businesses are placing it in the upper half of 2012 planning. We see customer service as one of the potential breakthrough areas for social networks.

Make the Pivot

Here’s the important takeaway: To successfully reach the Social Consumer and ensure that social media extends across the organization, look at this list as a series of steps rather than a hierarchical rank. Thinking through each item will force a more thoughtful approach to reaching Social Consumers and guiding positive experiences and outcomes. Budgets and support are the net benefits of following these action items.

1. Increase understanding of the benefits of the Social Construct within your organization.
2. Develop a clear strategy for social.
3. Define outcomes.
4. Tie strategies and supporting metrics to business objectives.
5. Earn executive buy-in with data, demonstrate the needs of Social Consumers, and show how others are successfully engaging them today.
6. Earn support across departmental functions by showcasing how the varying needs of the Social Consumer are unmet by key roles in the organization.

As you review these data and compare them to your 2012 plans, or if you’re in the planning stages now, remember that benchmarking against peers is only one part of the process. The real opportunity lies among your Social Consumers by identifying their needs, and benchmarking them against your solutions for them and thus your business opportunity.

Connect with me: Twitter | LinkedIn | Facebook | Google+

Order The End of Business as Usual today…

Image Credit: Shutterstock

Why Your Business Should Be on Google+

Brian Solis — Wed, 30 Nov 2011 16:19:58 +0000

Guest post by Matt Polsky, social media director for Veterans United Home Loans

By now, many of us have already started setting up our Google+ business pages, and have noticed that there’s nothing overly special about these business pages yet, since they currently lack a vanity URL, have no setting for multiple admins and closely resemble a personal page. However, they will be connected back to Google’s search engine in a way that removes the noise made by competitors.

Towards the end of October, I did a simple search using the + operator, which has long been used as a way of identifying words that are required to appear in the desired results. Instead of receiving my query, I was given an error message saying, “The + operator has been replaced. To search for an exact word or phrase, use double quotation marks.”

So where did the + operator go, and why would they replace it? Simply put, the + operator has been assigned a new job – directly send users to a business’ Google+ page. Google refers to this as Google+ Direct Connect and gives every business a reason to have a Google+ page.

For traditional searches, Google+ pages will show up in the SERPs like any other page and will not be weighted any more different than any other page, to comply with anti-trust regulations. However, when a user searches with a “+” in front of a business’ name, they will go directly to that business’ Google+ page, and will not see any other search results.

This feature could be extremely advantageous for brands, making them able to funnel users directly to the information they want show, removing the presence of other sites that get in the way.

Google+ Direct Connect is still in its beta phase and won’t work for every Google+ page just yet. As Google experiments with Direct Connect, they will establish a stronger algorithm and will make it more widely available. As of now, a page’s eligibility for Direct Connect is determined by signals that determine relevancy and popularity, such as social signals, a link between your Google+ page and your website as well as the number of actual searches for that particular brand.

So after the addition of branded pages, will Google+ become the next Facebook or Twitter? Well that is up to Google. They most certainly have the resources, but they lack providing value that is different from Facebook or Twitter, which has caused users to refrain from repeatedly using their service.

At Pubcon 2011, a premier online marketing conference, one of the speakers asked a room of 300 social media specific marketers, who uses Google+ and nearly every hand went up. The next question was who uses Google+ on a daily basis and only four hands went up.

While Google+ may be lacking in stickiness as of now, you must still consider that Google, the premier search engine, is in control of this social network and in the past months, social signals have had a strong effect on the SERPs. In addition to this, remember that Google+ has only been live just over 120 days, yet holds over 40 million users.

As Google sorts out how to provide value different from other social networks, the only remaining problem for businesses is finding the right strategy to persuade customers to use the new + operation and bypass other brands results.

Google loves change and to keep people guessing, which means I feel we can all expect to see Google+ go through a metamorphosis in the upcoming months to a platform that will make it a true competitor with Facebook. With all that being said, what features would you like to see Google add to Google+?

Matt Polsky works in Search and Social Media Marketing and is the Social Media Director for Veterans United Home Loans, the nation’s leading dedicated provider of VA home loans. Connect with Matt on Twitter @mattpolsky.

Engage Against the Machine: The End of Business as Usual

Brian Solis — Mon, 21 Nov 2011 02:35:09 +0000

One of the most often asked questions about The End of Business as Usual is how it’s different than Engage.

I thought I take a moment to answer it here just in case you were wondering the same thing.

Engage was and is special. In fact, I felt the mission and content of the book was so special, that I wrote it twice. I viewed both versions as my chance to not only document the transformation in marketing and service because of social media, but also empower people to lead change from within. I didn’t expect people to wait for direction. I expected them to lead. Engage helped readers design social media marketing and service strategies and programs that mattered…that worked…that performed against business objectives.

Over the years, I observed their struggles as well as recording my own challenges within the enterprise, governments, and small businesses alike. I realized that the gap that exists between social media and executive leadership is far too great for social marketing or service to solve. And, to be honest, social media isn’t going to save businesses, but instead, it will contribute to relevance. The real opportunity for the transformation of business lies in the evolution of customer behavior and how technology, social networks, smartphones, RFID, and other disruptive innovations empower people AND organizations alike.

The End of Business as Usual makes the case that the need for business transformation is bigger than social media and more important than just connecting or communicating with customers in social networks. For executives to realize the opportunity for innovation and leadership, they need your help in making sense of the differences between traditional and connected customers. They need to know that this emergent consumer category affects business objectives, priorities, and financial goals.

The book examines how leading companies are finding success with connected customers. The lessons, case studies, and best practices contained within will help readers earn the support of organizational leaders by identifying growth opportunities and prioritizing where to invest time and resources. The end result is creating an adaptive foundation for businesses to not only build relationships with connected customers, but improve customer and employee relationships overall.

Adapt or Die!

Order The End of Business as Usual today…

You can’t go back and create a new beginning, but you can begin to change the ending

Brian Solis — Mon, 14 Nov 2011 15:11:34 +0000

Part 11 in a series introducing my new book, The End of Business as Usual…this series serves as the book’s prequel.

There are those who believe social media is the catalyst for a new genre of business and that it will ultimately change how companies engage with customers. Others believe that for the organization to truly matter, it must adopt a culture of customer and employee centricity. Then there are those who study the evolution of consumer behavior and market shifts to develop informed strategies for the business overall and in some cases, demonstrate the need for organizational transformation. To successfully compete for the future, you must unite these internal fronts and lead a concerted effort for meaningful change.

Social Media +
Customer service and employee empowerment +
Insights +
The development of compelling experiences through product and engagement =
A holistic approach

We must realize that no matter how successful we are today, we can always improve how we compete for equal or greater revenue and attention tomorrow. Your goal within the organization is to create a special taskforce to bring about change, shift the culture to recognize unforeseen opportunities, and bring together previously disparate decision makers to create and steer positive customer experiences. Sounds easy right? Unfortunately, none of this is easy, but nevertheless, it is important to help your organization adapt in the face of a shifting business landscape.

People See One Brand, Not Departments or Functions

The conversation about the future of business is bigger than social media. Yet, when we look at the top three departments that are responsible for social media within the organization today, marketing, marketing communications, and public relations essentially own social media. Critical functions such as product development, customer service, HR, finance, are all but absent. Here we are at the beginning of the end of business as usual and the champion of change, social media, is already a silo in the very organization it sought to transform and unify. That’s why your role cannot simply be relegated to social media anything. You are a change agent and your mission is to use the tools and channels necessary to help make your business, your story, your mission and vision, relevant in a new era of consumerism.

Booz & Co. and Buddy Media recently published a report that documents the migration from “Campaigns to Capabilities” and highlights how businesses are thinking beyond the campaign, viral video or Tweet to find the true meaning of Like. What struck me about this report is that it is among the first to show that departments outside of marketing are starting to embrace the social nature of Facebook, Twitter, YouTube and Blogs (the top four social platforms). Here we can see that customer service, research, sales, and product development are increasing adoption until one day, social media will be equally distributed across the organization as an extension of a more customer and employee centric approach.

Change requires support and in the world of business, that support will come from an executive sponsor. However, it is up to you to convince an executive who is willing to take a risk on you and your vision to internally promote the need for transformation. In this report, one-third of companies have a senior executive who is responsible for social media company-wide. That still leaves 65% of businesses that are operating without the benefit of senior leadership or involvement. As a wise executive told me for the new book, “If you come to me with a request for budget and resources for social media, you will lose. If you demonstrate how social media aligns with our business objectives and how it will play a role in helping us achieve our goals, then you will win every time.”

The study surfaced an interesting range of critical success enablers. I wanted to focus on a few that are instrumental in leading the transformation of what is becoming a social brand to a far more important state of a social business. The resounding theme here is developing an adaptive framework and creating a culture of change to unite the organization around a holistic approach.

- The ability to react quickly
- Education on what can be achieved via social media
- A culture that encourages experimentation
- Training
- Unique content that is exclusive to the audience of each

The report articulates a substantive data point in that almost 40% of businesses polled state that social media is a CEO-level agenda item. The question here is, to what extent is social media appreciated at the top? Is it another means to broadcast messages? Is social media a channel to reach the Millennial?

This is why we must revisit the first paragraph of this section to clearly communicate what’s possible in these as well as other disruptive channels. It’s about customer relationships. It’s about creating meaningful and shareable experiences. The rest is just technology. What you place in these channels says everything about how your business views and appreciates your customers and your work will me measured and judged as such.

As you can see, the examples of use cases mirror those departments that own social media today. However, beyond marketing, we can see that customer service, market research, sales, product development and also employee engagement are showing strong examples of what’s possible.

Survival of the Fittest Fitting

What lies ahead is nothing short of digital Darwinism, the evolution of consumer behavior when society and technology evolve faster than the ability to adapt. While money is the lifeblood of the economy that makes the world go round, in the egosystem, where people are at the center of their individual online experience, attention is the new economy. This isn’t just about survival of the fittest, but instead, survival of the fitting.

To foster meaningful relationships and lure the attention of the increasingly distracted consumer, requires so much more than a Twitter or Facebook presence. The future of business is co-created and therefore is driven by the mindful creation of shared experiences. Those experiences must be designed, reinforced, and shaped over time. Marketing alone cannot trigger shared experiences and convert them into sales or customer loyalty. Retention, engagement, and empowerment must touch customers and employees and in order to do, the entire organization must #AdaptorDie.

Order The End of Business as Usual today…

Image credit: Shutterstock

Dunkin’ Donuts Uses Social Media to Improve Customer Relationships and Experiences

Brian Solis — Mon, 07 Nov 2011 14:54:38 +0000

Dunkin’ Brands is a customer-centric business and has earned a community of loyal supporters over the years. If “America runs on Dunkin’,” or if it is to continue to do so, the company must continue to earn the time, attention, and support of customers. As their behavior and preferences evolve, Dunkin’ to must rethink its customer approach to remain part of its customer’s daily routine.

Tyler Cyr, Web Communications Manager, Dunkin’ Brands shares how social media helps continue and improve the Dunkin’ experience and also shares how the company is learning and changing as a result.

Please take some time to watch the episode and share your thoughts with us…

Season 2 – Episode 11

Season Two:

Watch Season One on YouTube

Now on iTunes!

To be successful in business, you need to see what others don’t

Brian Solis — Sat, 29 Oct 2011 21:24:17 +0000

I can’t believe that The End of Business as Usual is now officially available. To celebrate, I’d like to share the words of those who helped support its launch. First up is Mark Cuban, someone whom I greatly respect and someone who has shown that vision, passion, hard work and taking risks are the keys to unlock success – however you define it.

“To be successful in business, you need to see what others don’t. Start with this book. Someone’s going to do it, why not you?” —Mark Cuban, owner of the Dallas Mavericks and Chairman of HDNet

Order The End of Business as Usual today…

The End of Business Isn’t The End of Strategy

Brian Solis — Fri, 28 Oct 2011 15:49:10 +0000

I asked Jason Falls for a guest post to mark the release of his new book, “No Bulls–t Social Media“

Few can argue with the umbrella point of Brian’s latest book. Technology and the reclaiming of the marketplace by consumers has brought about the End of Business As Usual. Companies are collaborating internally, with customers and even one another far more than ever before. Businesses are becoming social, not just using social media. We’re conducting business in a new world.

But let us not forget that while these social and power structure shifts in the marketplace seem to indicate that many businesses and their practices were broken, they weren’t completely broken. We needed a new timing belt, not an entirely new engine.

The process we should know that still holds its own in the new business landscape is strategic planning. For most companies, strategy is top-down. You have business strategies that are then broken down into discipline strategies (like marketing) which can then be fractured out into strategies around practices like public relations or even social media. These ladder up to help accomplish discipline strategies which then aide in the business strategy completion.

For social media marketing specifically the biggest challenge most companies have in approaching the practice strategically is they lack a clear understanding of what social media marketing can do for the business. Identifying the possibilities is the critical first step in the strategic planning process. You’re not going to use social media marketing to solve supply chain issues in your distribution network because social media marketing doesn’t drive that type of activity.

Over the course of the last few years working with clients and seeing other companies implementing social media marketing efforts, I’ve identified seven primary business drivers of social media marketing. These seven things are what social can do for your business. They are:

Enhance branding and awareness
Protect reputation
Extend public relations
Build community or loyalty
Extend customer service
Facilitate research and development
Drive sales or leads

Focusing on one, three or even all seven of these areas gives you a direction … a purpose for your efforts. Now you can dive into the business process you hopefully already know how to do: plan strategically. Set goals, delineate specific objectives that help accomplish those goals, then excise strategies and tactics that support those objectives.

When you do this, you approach social media marketing strategically. This eliminates two primary pain points for many businesses diving into social marketing. It keeps you from falling victim to the shiny new object syndrome and helps you measure what matters. If your activity can’t be traced upward to support your goal or goals in one or more of the business drivers, then you don’t do it.

Your objectives hopefully have specific triggers that make measuring easy. An example of a strong objective statement might be, “We want to reduce call center costs by 40% by end of year.” How do you measure you success with this objective? Look at your call center costs. How do you achieve the drop? Develop strategies that move customers to social channels or your website to facilitate support rather than calling.

No worrying about Twitter followers or ReTweets, Likes or Lists here. You measure what you’re trying to accomplish.

Strategy is not likely foreign to you. And as much as Brian’s assertions are right — business as usual no longer exists — some of our business practices are still not only relevant, but required.

Don’t be distracted by the technology, the tools, the new environment or even the fascinating possibilities. Approach your social marketing strategically. And the End of Business As Usual won’t mark the end of your business.

Find more about the seven business drivers of social media marketing, including case studies and ways to measure them in Jason’s new book, co-authored with Erik Deckers, No Bulls–t Social Media: The All-Business, No-Hype Guide to Social Media Marketing. It’s available on Amazon or at many retail bookstores.

Image Credit: Shutterstock

The State of Social Media 2011: Social is the new normal

Brian Solis — Mon, 17 Oct 2011 14:15:30 +0000

Part 6 in a series introducing my new book, The End of Business as Usual…this is not content from the book, this series serves as its prequel.

The state of social media is no insignificant affair. Nor is it a conversation relegated to a niche contingent of experts and gurus. Social media is pervasive and it is transforming how people find and share information and how they connect and collaborate with one another. I say that as if I’m removed from the media and cultural (r)evolution that is digital socioeconomics. But in reality, I’m part of it just like everyone else. You and I both know however, that’ I’m not saying anything you don’t already know.

Social media is clearly becoming the new normal. For the last several years, simply adding the word “social” in front of anything and everything from media and gaming to commerce and CRM to business and consumerism, it’s clear that we are finally approaching the end of the hype curve to start making sense of what it all means and just how far it applies to the future of business and media.

But as social media becomes part of our cultural fabric and even as we witness businesses, governments, sports teams, and almost every organization socialize communication efforts today, much of what we see is merely the beginning of something that will one day become something far more important than the medium itself. Indeed, social media is affecting behavior and nothing is more important than the ability to influence decisions and ultimately behavior. The state of social media is not necessarily as much about which network is #winning as much as it is about how people are spending their time, interacting and connecting with one another, and what happens as a result.

To demonstrate this point, let’s review the profound findings from the recently released Nielsen Social Media Report.

1) Skeptics will now be recognized as laggards as they now officially stand in the way of progress. According to Nielsen, and well, reality, social media isn’t a fad. The report opens with a key finding that social networks and blogs dominate how Americans spend their time online, which accounts for nearly 25% of their total time spent on the Internet.

2) Four out of five active internet users aka everyday people visit social networks.

3) Looking beyond the U.S., in 10 major global markets, social networks and blogs reach over 75% of active Internet users.

4) 60 percent of people who use three or more digital means of research for product purchases learned about a specific brand or retailer from a social networking site. And, 48% of these consumers responded to a retailer’s offer posted on Facebook or Twitter.

5) 70 percent of active online adult social networkers shop online.

6) 53 percent of active adult social networkers follow a brand.

7) Tumblr nearly tripled its audience from just one year ago.

As a brand, Nielsen’s report gives us both validation and insight into the importance of social media in the business mix. But just who’s driving the growth? Understanding the demographics and also psychographics of social media users will help us more effectively connect our brand story to the needs and behavior of the social consumer. Nielsen reminds us that women make up the majority of visitors to social networks and blogs. The 18-34 segment boasts the highest concentration of active visitors among all age groups. Americans aged 35-49 are avid visitors as well as they are 4% more likely than average consumers to visit social networks and blogs than they do any other site. We’ve also learned in previous reports that Boomers are also flocking to social networks, with the adoption of social networks such as Facebook by the over 50 contingent growing by over 88%.

As I’ve long maintained, Facebook is the homepage for the social Web of the most progressive businesses. According to Pingdom, with 800 million users, Facebook is now the size of the entire Internet in 2004. And, as Nielsen shows us, at 53.5%, Facebook accounts for the majority of total time spent online.

Of course, social media is only part of the story. How consumers access the Internet and social networks alike counts for everything. As you can see, 37% of people access social networks from their mobile phone. Social networks aside, if your business isn’t creating dedicated online experiences for mobile devices, you’re missing a tremendous opportunity to connect with consumers.

Consumer activity is focused squarely on social networking in addition to accessing music, Web browsing, and GPS functionality. Engagement through content and 1:1 interaction is critical in earning relevance and attention in a new era of consumerism.

Social networking apps are up a whopping 30% from third quarter 2010. At the top of the list is Facebook with mobile usage dominated by 25-34 year-olds at 29% followed equally by those 18-24 and 35-44 at 20%. Access to social networks from mobile phones is up significantly among older demographics from just last year. Mobile usage among those over 55 jumped by 109% and those 35-54 grew by 68%.

Those active within social networks wield far greater influence offline than their more traditional counterparts. While we understand that consumers trust the recommendations of their peers, research by NM Incite reveals that 60% of social media users review products and services and is also their preferred source for information about the products they too consider. As you can see above, their effects are also felt offline. 33% are more likely to share their opinion on TV programs. 75% are more likely to be heavy spenders on music. Almost 50% are likely to spend significantly on clothing, shoes, and accessories.

Over the years, I’ve researched the gap that exists between what businesses think consumers want in social networks and what it is that they really want or expect. As you can imagine, there’s a significant delta between each and here, Nielsen delved a bit deeper to share insights into specific brand-related behavior by consumers in social networks. Much of their time is spent in pre-commerce phase of decision making, reading consumer feedback and learning about products. At the point of the decision, they seek to obtain coupons and promotions. Post commerce, they’re actively posting positive or negative feedback, thus influencing the decisions of others.

The dominance of social networking isn’t relegated to the United States, it is indeed a global phenomenon…and a way of digital life. Nielsen discovered that social networks and blogs are the top online destination accounting for the majority of time spent online, reaching at least 60% of active Internet users in the following countries:

1. Australia
2. Brazil
3. France
4. Germany
5. Italy
6. Japan
7. Spain
8. Switzerland
9. U.S.
10. U.K.

The End of Social Media 1.0

Social media is approaching a much needed maturity cycle where each word “social” and “Media” will no longer unite as an oxymoron, but instead as a true statement in how businesses and customers connect online. As a disruptor to everyday business, social media is forcing us to rethink everything. It is in many ways just like starting over. We are relearning and questioning everything and that’s the way it’s supposed to be. From creative and messaging to execution and measurement to service and loyalty, we now must look at applying more sophisticated and meaningful programs that combine social and media into a powerful form of engagement and leadership.

We will one day soon realize the day when “social” becomes part of the everyday construct in how people talk to one another and how we collaborate to solve for whatever brings us together. In the mean time, socializing media is only half as important as improving relationships and experiences within digital landscapes.

What do you think is different about today…what makes this the end of business as usual?

Order The End of Business as Usual today…

Connect with Brian Solis on Twitter | LinkedIn | Facebook | Google+ | BrianSolisTV
___
Image Credit: Shutterstock

I think we need some time apart, it’s not me, it’s you

Brian Solis — Wed, 12 Oct 2011 13:09:40 +0000

Part 5 in a series introducing my new book, The End of Business as Usual…this is not content from the book, this series serves as its prequel.

What do people want? If you don’t know, why not ask them?

Seems like a common sense question to ask. However, when it comes to customer engagement and relations, common sense appears to be an uncommon virtue. The good news is that asking customers what they need is now easier than ever before. Learning about what they prefer or what they’re missing based on their actions and words is prevalent within social media. Asking them directly is also a powerful form of engagement. At the very least the act expresses intent to learn and perhaps adapt.

Too many research projects or studies these days focus on what brands are doing in social media rather than what they should be doing. And at the same time, most are conducted from the perspective of the business and not from the perspective of the people affected by the actions or missteps of brands.

In February 2011 ExactTarget and CoTweet released a revealing study “The Social Breakup,” that provided a glimpse into the oft missed customer point of view. While many reports highlight why people Like and follow brands, this study divulged why consumers “break up” with brands in social networks.

Like any interpersonal relationship, the consumer-brand relationship has a distinct and fascinating life cycle. The relationship begins with the initial “spark”—the decision by the consumer to become a SUBSCRIBER, FAN, or FOLLOWER—followed by a blissful honeymoon period in which the consumer gets to know the company better through communications and social interactions. As the relationship progresses, the frequency and quality of interactions shapes the consumer’s desire to take the relationship to the next level.

If the company fails any of these relationship tests, a “social break-up”—i.e., an “unsubscribe,” “unfan,” “unlike,” or “unfollow”—is all but inevitable. When the consumer is no longer happy in the relationship, they will actively break off contact with the company…or just ignore their communications in the hopes the company will get the message that it’s over.

According to the study, 55% of Facebook users have liked a brand and then later decided they no longer wish to see the company’s posts. 51% of fans say that they really aren’t fans as they don’t visit the page or web site after the “Like.” 71% of consumers say that they’re now becoming more selective.

When asked why the honeymoon is over, the top reasons for unliking a brand in Facebook are:

1. The company posts too frequently
2. My wall was becoming too crowded with marketing posts
3. The content was too repetitive or boring

The reasons, regardless of percentage are equally revealing…

I only “Liked” the company to take advantage of an offer.

They didn’t offer enough deals. (note: if you combine these two details, “deals” would become the one of the top reasons people connected and disconnected from brands)

Their posts were too promotional

The content wasn’t relevant.

The company’s posts were too chitty-chatty without adding value

Twitter is a much different network than Facebook. However, that doesn’t stop brands from attempting to connect with customers. And, it doesn’t stop customers from experimenting with brand engagement. However, 41% of Twitter users followed a brand only to unfollow them shortly thereafter.

Again, when you ask the customer why they decided to unfollow their favorite brands, the answers are as difficult to hear as they are enlightening.

1. The content was too repetitive or boring
2. My stream was too crowded with marketing posts
3. The company posted too frequently

The remainder of responses are identical to the reasons shared earlier in reference to Facebook.

Not enough deals.

Too conversational.

Irrelevant.

Mind the (Customer) Gap

It comes down to something that’s repeated so often throughout our lives that we may have become immune to the importance of its message, “Mind the gap.” This cautionary expression is designed to protect us from our own potential missteps. But in business, we must mind many important gaps, one of which represents a dangerous pitfall in the evolving landscape of business.

The customer gap represents the distance between what we think customers want and what they actually want. The definition of this gap is different for every business and it is something that we must overcome.

Today we see so many brands flocking to Twitter and attempting to befriend new customers without realizing that they’re willfully stepping directly into an abyss of irrelevance.

It starts with answering some very basic, but vital questions.

What do customers value?

What do customers value in social networks with regard to the culture of each?

Why are customers seeking or reacting to brands in these networks?

What turns them off?

Why do they unlike or unfollow brands?

How can we introduce value to induce a sense of appreciation and ultimately loyalty or advocacy?

The answers to these questions exist. It just starts with asking the questions. More importantly, it requires that you do something with the answers…that’s the hard part.

When Perception isn’t Reality

IBM recently set out to measure the gap between customers and the corresponding awareness of businesses and their ability to meet the needs of consumers in social networks. Authored by Carolyn Heller Baird, Global CRM Research Leader with the IBM Institute for Business Value, IBM Global Services and Gautam Parasnis, Partner and Vice President for IBM Global Business Services, the study, “From Social Media to Social CRM,” teaches us about the emerging social consumer. Coincidentally, we learn more about their preferences than many social media best practices reveal to date.

The report begins with a level-setting that is refreshing and also challenging…

Understanding what customers value, especially when they are in the unique environment of a social platform, is a critical first step toward building a Social CRM strategy. What triggers a customer to seek out a company or brand via social media? What would make a customer reluctant to interact? And does social engagement influence customers’ feelings of loyalty toward a company as businesses hope it does?

The answer lies in one of the reports greatest insights and also one of its most obvious, “Obtaining tangible value is the top reason most consumers seek out businesses via social sites.”

While it’s easy to blame it on the youth, the reality is that the DNA of social customers is indiscriminant of age or any other demographic for that matter. This is more about psychographics, the linkage of people through common interests (note: interest graph) than it is demographics or the social graph.

As discussed earlier in this series, consumers are investing time in social networks to connect with friends and family. According to the IBM study, the total number of users in social networks doing so accounts for 70% of all social consumers. The subsequent reasons individuals interact in social networks is to access news and entertainment at 49%and 46% respectively. 42% desire to share their opinions and another 30% seek to access reviews. But what of those seeking to engage in conversations or relationships with brands? They number at a mere 23%.

IBM mapped the chasm between brands and consumers highlighting the separation that divides intention and actuality. 65% of businesses view social media as a new source for revenue. At the same time however, consumers claim that it is they who expect to realize value from businesses in social media. Nevertheless, the discrepancy between what customers want and what businesses think they want reside at opposite ends of the stream.

The perception gap is reminiscent of couples therapy where each individual sees the world so entirely differently that they require mediation to meet one another in the middle.

If you ask consumers why they interact with companies in social networks, they’ll tell you it’s to receive a discount (61%) or to make a purchase (55%). If you ask a business why they think consumers follow them in social networks their response is likely to mirror IBM’s results. 73% believe that consumers wish to learn about new products and an additional 71% connect to receive general information.

Perhaps most telling is the severity of misperceptions between consumers and brands. While consumers expressed the desire to receive discounts or make purchases as the top reasons for engagement in social media, businesses view these actions as the lowest two motives for connecting in the social web.

To “bridge’” these gaps requires a social CRM strategy and infrastructure to foster collaborative experiences through engagement that customers value. Social CRM tends to focus on technology and systems to provide stakeholders with access to information and processes to support informed engagement. sCRM can also greatly benefit by adapting to the 5th P in order to inspire updated methodologies for engagement that today’s customer can appreciate. It is as much a function of infrastructure as it is a matter of adapting to human nature.

Next Steps

Brands must face the tough reality that social media is in direct conflict with the mode of business as usual. Businesses must first with understanding the wants and corresponding behaviors of the social consumer to effectively adapt.

Introduce mutually beneficial engagement strategies and programs that are unique to the expectations of each community. Technology is an enabler, but customer service works best when it’s designed to serve.

Think like a customer. Or better said, take the insights that are gleaned from gathering intelligence to become the customer you’re trying to reach.

Social consumers are not looking for information, recreations of your Website or links to existing, probably outdated web pages. Recognize that the social consumer is quite content operating without your interference. If you’re unsure what they want, ask them. Then build experiences that deliver value and also build experiences that are shareable. K.I.S.S Keep it Simple and Shareable or Keep It Significant and Shareable.

Elvis once famously sang, we need “A little less conversation and a little more action…”

The End of Business as Usual will be available in the coming weeks. You can order now at Amazon | Barnes and Noble | 800CEOREAD.

Part 1 – Digital Darwinism, Who’s Next
Part 2 – Social Media’s Impending Flood of Customer Unlikes and Unfollows
Part 3 – Social Media Customer Service is a Failure!
Part 4 – We are the 5th P: People

Facebook now the size of the Internet in 2004

Brian Solis — Sat, 08 Oct 2011 21:47:57 +0000

Source

You’ve all heard the stat, if Facebook were a country, it would be the the third largest in the world. That stat was initially shared when Facebook hit 500 million users. Now the site has more than 800 million users and a new comparison that’s worthy of blog posts, tweets and conference presentations…Facebook now has as many users as the entire Internet did in 2004, which ironically is the year Facebook debuted.

According to data released by Pingdom, Facebook is also larger than the population of Europe, with Russia included. But when it comes to comparing Facebook’s population with worldwide users of the Internet in general, you can see that it ranks only second behind Asia. At 800 million, Facebook represents 28% of the current Internet population and 168% and 294% of the Internet population of Europe and North America respectively.

Pingdom also compared Facebook’s global citizenry with the actual populations of countries around the world (not just Internet users). Here you can see that Facebook’s active user base is 2.5x the population of the United States, 3.9x the population of Brazil, and 13x the population of the United Kingdom. Only India and China have populations larger than Facebook.

In the face, pun intended, of an important migration from that of a destination web to that of a social egosystem, businesses must rethink their web strategy. No longer is having a centralized www presence enough to satisfy the needs of online consumers. I’ve long maintained that businesses must augment their traditional web site with that of a social home page as well as a mobile experience. Catering to attention where it is focused is the only way to earn relevance in a new era of social consumerism. In doing so, businesses must also adopt a new mindset that doesn’t simply market to consumers the same old way just in new networks, but instead foster meaningful engagement and connections by providing value…as defined by the very consumers you’re trying to reach.

This is your time to not only earn Likes, but also make them count now and in the long term.

Connect with Brian Solis on Twitter | LinkedIn | Facebook | Google+ | BrianSolisTV
___
The End of Business as Usual: Rewire the way you work to succeed in the consumer revolution

Order now at Amazon | Barnes and Noble | 800CEOREAD
___
ENGAGE!: The complete guide for businesses to build and measure success on the social web

___
Click here for your favorite infographics…now in 22 x 28 poster format!

Introducing EndofBusiness.com

Brian Solis — Mon, 12 Sep 2011 15:12:22 +0000

In preparation for the launch of my next book, I’m proud to share that v1 of the site is now live at EndofBusiness.com.

About the book:

TODAY’S BIGGEST TRENDS- the mobile web, social media, gamification, real-time- have forced us to rewire the way we think about and run our businesses. Consumers are creating a new digital culture, shifting business landscapes one tweet at a time. New networks have created an ever- expanding “egosystem,” in which everyday people believe their lives deserve 24-hour broadcasts. But now, we need to decipher the significance of this behavior and understand where the social and mobile web are headed. At the heart of all of this, a new breed of consumer is emerging—and they’re changing the very foundation of business.

The End of Business As Usual explores each layer of this complex consumer revolution that is changing the future of business, media, and culture. As consumers connect with one another, a vast and efficient information network takes shape and begins to steer experiences, decisions, and markets. It is nothing short of disruptive.

The End of Business as Usual is available for pre-order now.

More soon…