Monthly Archives: August 2009

New Wave Collaboration And Enterprise 2.0

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Desmond Tuto on leadership and servantship

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Social media boot camp

BCG on innovation april 2009

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Social technology growth marches on in 2009, led by social network sites

http://blogs.forrester.com/groundswell/2009/08/social-technology-growth-marches-on-in-2009-led-by-social-network-sites.html

by Josh Bernoff 25/8/2009

We just published our third annual Social Technographics Profile in a document called “The Broad Reach of Social Technologies” . The author is Sean Corcoran, with help from out data expert Cynthia Pflaum. The data across North America, Europe, and Asia will be available later today.

Forrester Social Technographics Ladder 2009 Starting with the book “Groundswell” and continuing now for three years running, we’ve analyzed consumers’ participation in social technologies around the world with a tool called the “Social Technographics Profile.” The profile puts online people into overlapping groups based on their participation (at least once a month) in the behaviors shown in the ladder. We’ve kept the ladder categories consistent to allow us to make comparisons year-to-year, across ages and genders, and across geographies. This provides something that’s often sorely lacking in analysis of online social phenomena: perspective.

The headline: in 2009, more than four out of five online Americans are active in either creating, participating in, or reading some form of social content at least once a month. In a bit more detail:

  • In the US, social technology Creators and Collectors grew slowly, and Critics didn’t grow at all. Creator activity appeals only to those who like to create or upload content, and regardless of the ease of blogging and YouTube uploading, this doesn’t apply to everybody. If you believe in the future that everybody will be creating or organizing content, we disagree — it’s a matter of temperament, not technology. As for Critics, those who react to content, this group hasn’t grown at all. Looking deeper into the data, this is a result of a small but actual decrease in the number of people contributing to discussion forums. Why? Probably because much of this activity has been sucked into social network sites like Facebook.
  • At the same time, Joiner activity exploded and Spectators became nearly universal. The explosion in Joiners from 35% to 51% of online Americans reflects the appeal of Facebook, as both press coverage and invitations from friends suck more of us into social networks. Meanwhile, Spectators — those consuming social content — reached all the way to 73% of online Americans, which should end any remaining skepticism about whether this social thing is real. Soon, with the level of social content being put out there, it will be virtually impossible for an online consumer not to be a Spectator. Marketers, if you’re not doing social technology applications now, you’re officially behind. We expect a wave of Web site reorgs and redesigns to include social activity.

Forrester Social Technographics Profile 2009 Looking at the data by age, we now see that participation among those under 35 is nearly universal (less than 10% Inactives) and even among those 55 and over, about two-thirds are participating. The trend is clear, soon, if you’re online, you’ll almost certainly be consuming social technologies.

We are now releasing international data at the same time as this US data. A few highlights: Europeans continue to adopt these technologies more slowly than in the US, with about 40% Inactives in the countries where we do surveys. The Netherlands and Sweden have the most participation, Italy has the most Creators, and social networks are most popular in the UK. For more details see the summary of Rebecca Jennings’ report on social technologies in Europe.

Asian social participation is typically as high as or higher than in the US. For example South Korea, where I’m going next week, has only 9% Inactives and 48% Joiners, as a result of the popular CyWorld social network site.

The international data by country, age, and gender will be available later today. You can even put the data on your own site — we’ve made it embeddable. In my travels, I’ve found that marketers have a variety of attitudes about social technologies, ranging from “it’s obvious that they’re growing” to “it’s a flash in the pan”. The point of data like this is to provide a real, solid, objective basis for planning and discussion that goes beyond personal experience. No matter who you market to, and in what country, you need to know what your customers are doing. These surveys can help you take that first step.

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Comments

Josh,

I enjoy this notion: “If you believe in the future that everybody will be creating or organizing content, we disagree — it’s a matter of temperament, not technology.” That raises the issue of how we can measure and predict that particular temperament. Doing so would allow marketers to know exactly who they should be targeting when going after influentials, right?

But how can we figure that out? Are there psychographic or behavioral patterns we can find in the data? Thanks in large part to your work, I understand that demographics can go a long way in predicting levels of creator activity, but I’m interested in figuring out the differences within groups.

Is this something that you have looked into?

http://blogs.forrester.com/groundswell/2009/08/social-technology-growth-marches-on-in-2009-led-by-social-network-sites.html

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WOMMA: Do You Speak Social?

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Bertrand Duperrin reflecting: Social CRM needs more than a CRM approach

I always like most posts from Bertrand Duperrin. This one argues that social crm should be considered in a broader context. Regular readers of this blog may have noticed that this is also my point of view.

Post found at http://www.duperrin.com/english/2009/08/24/social-crm-takes-more-than-a-crm-approach

August 24th, 2009 ·

Ross Mayfield recently published a fundamental post about “social CRM“.

The statement of fact is simple : 1% of customer’s conversations improve the organizational knowledge, 9% touch the organization without changing anything and 90% are not heard at all, businesses miss an impressive source of possible improvemens.

I’m not meaning 100% of these conversations are valuable but harnessing only 1% of them is a real risk.

At this point, the question is not to know how to take this conversations into account but, first of all, to be able to join them and participate. Even the stupidest conversation may be of some interest since not paying any attention to it can be seens as disdain. More, statisticians would tell that if businesses want to harness the conversations that can bring real opportunities, they also have to pay consider the less intereting ones : we’re talking about a domain where, if one aims at excellence, he has to accept a high variability, what is the opposite of the beliefs most our business processes rely on.

Those who’d look into this subject because they have a traditional CRM issue may suffer from vertigo : it’s about CRM…but also many more things at the same time. As Ross writes, it’s impossible to change the way a business considers and implements its customer relationship management without changing the way people actually operate inside the company. Knowing how hard it is to change things internally, the point of deciding what has to be changed first (internally or externally), one pushing the other, can be discussed. But the fact is both are needed and that they are the two sides of an only project.

CRM has always been a well defined subject, with clear borders. And the said borders will inevitably collapse. It’s been used to manage a sales pipe and, once the client signed, to manage deception. But if we assume that business now have to adopt an active approach to conversations with and between clients, the challenge is much wider. Consumers, who have been used to be taken for a ride for ages, between marketing illusions and deceptive promises, do not only expect businesses to hear and listen to them. They want actions and change. Of course, explaining things and strengthening ties matters, but it’s only placebo if it does not bring any change.

If one want things to really change, the social CRM approach has to be connected to the innovation process and, even more, to the whole chain that  starts with ideation and ends with implementation, whether the final result is a new product, an improvement, a new positioning etc… What is, a the beginning a domain that’s reserved to a defined number of people / departments becomes a transverse process that must involve people that are not used to working together, indeed not to listen to anyone outside of their own walled garden when they need to decide anything. It’s easy to understandt that if we want social CRM to deliver its full potential, we have to go far beyond CRM or change its definition and scope. Essential, but not easy at all.

At first sight, it seems that aligning things that used to be disconnected like marketing, innovation, quality is a key issue. But it may lead to a sequence of independent activities that may not be flexible and where endless talks and internal fights for power may ruin the whole process. So it’s rather about merging all these things, making them become an only transverse flow. Plus, it would help to make enough sense to make things work at both operational and financial levels.

So, social CRM seems to be about revisiting the whole value chain to include  new stakeholders. And businesses will have to learn that marketing, innovation, quality management, customer care…are not separate activities but the different sides of a unique one.

Valuechain20

Read more at http://www.duperrin.com/english/2009/08/24/social-crm-takes-more-than-a-crm-approach

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