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Tribalization Of Business 2009 Webinar

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Francois Gossieaux
Francois Gossieaux

This document summarizes the key findings of a 2009 study on the tribalization of business conducted by Deloitte, Beeline Labs and the Society for New Communications Research. The study surveyed over 400 companies and found that most see online communities as important for increasing word-of-mouth, loyalty and awareness. However, many communities are not well integrated with business goals and processes. Successful companies treat communities as networks and focus on customer needs over company priorities. To fully leverage communities, companies need new management strategies and integrated processes.

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2009 TRIBALIZATION OF BUSINESS STUDY SPONSORED BY BEELINE LABS, DELOITTE AND THE SOCIETY FOR NEW COMMUNICATIONS RESEARCH 09/30/09
About the 2009 Tribalization of Business Study This study was conducted by Deloitte, Beeline Labs and the Society for New Communications Research We employed an online methodology among 400+ companies that have created and maintain online communities The communities ranged from fewer than 100 members to more than 1 million members Company revenues ranged from under $1 million to more than $40 billion In addition to an online survey, research included in-depth interviews of select respondents Participating companies include: Computer manufacturers Computer networking companies Life science companies Consumer packaged goods companies Software companies Insurance companies Online auction companies Hotel chains Media and information companies
Why social software and communities matter to business Humans are hard-wired to cooperate and share opinions Communities can have an “amplifier effect” on marketing, customer support and other corporate functions The positive impact of effective communities can be game-changing
SURVEY DEMOGRAPHICS
Type of Organization Q. My Organization is best described as:
Annual Revenues Q. What are your company's annual revenues?
Number of Active Members Q. How many active members do you have in your community?
Length of time oldest community has been up and running Q. How long has your oldest community been up and running?
SELECTED RESULTS
Despite the perceived risks associated with participating in online communities, organizations’ continued and enhanced investment in online communities underscores the value they provide to the enterprise.
94 percent of enterprises continue to invest in online communities and social media Q. Over the next 12 months, what will happen to your investment in community?
Several data points indicate continued maturation of the enterprise’s use of communities and social media: Companies are paying close attention to non-active users or “lurkers” Companies are beginning to adopt ambassador programs which give outsiders preferred treatment in return for being more active in the community More full-time people are being deployed to manage the communities
32 percent of companies are capturing data on “lurkers” on their communities Q. Are you actively capturing data on lurkers (i.e., people who observe online community activity but don't participate in overt manner by posting, contributing, communicating with the members in the community)?
20 percent of respondents have a formal external “ambassador” program Q. Do you have a formal external "ambassador" program? (a program in which outsiders receive preferential treatment in return for being more active in the community)
More full-time people are being deployed to manage communities Q. How many full time people from your company manage this community?
While enterprises are effectively using these tools to engage with customers, partners, and employees for brand discussions and idea generation, the Tribalization Study also indicates that organizations continue to struggle with harnessing social media’s full potential. For example, of the companies surveyed, a majority agreed that increasing word-of-mouth , customer loyalty and brand continue to be the top business objectives of online communities, followed by idea generation and improved customer support quality. However, in the majority of companies surveyed, the marketing function continues to be the primary driver of online communities, resulting in a significant gap between community goals and the organizations’ ability to fully leverage these communities on an enterprise-wide basis.
Increasing word-of-mouth, customer loyalty and brand awareness continue to be the top business objectives of online communities Note: Participants could chose one or more responses Q. Which of the following business objectives does your community have?
36% of the companies state that marketing manages their communities Q. Which department manages your community?
While the biggest obstacles to creating a successful community include getting people to join, stay engaged, and keep returning, many companies are not taking the steps necessary to overcome these challenges such as partnering and new management practices.
The biggest obstacles to creating successful communities are getting people to engage and participate, and getting people to keep coming back Q. What are the biggest obstacles to making your communities work ?
55 percent of companies that evaluated a partnership did not actually partner Q. If you did evaluate a partnership to develop your community, did you actually partner?
The survey revealed significant gaps between community goals (including generating word-of mouth, customer loyalty and brand awareness) and how success is being measured. The top analytics for measuring success continue to be participation-related rather than metrics more aligned with the stated goals.
Number of active users and how often people post/comment are the most frequently used measures of success Q. What analytics do you use to measuring progress and success for your community?
FROM IN-DEPTH INTERVIEWS AND QUALITATIVE RESEARCH SOME OTHER OBSERVATIONS
Observations from qualitative interviews Many community projects are being held up by legal Liability issues Labor law issues Regulatory issues Many community initiatives are disconnected from the business process they support Many communities are not being measured the same way as the business process they are intended to support Most community initiatives still start with a technology assessment Successful companies are seeing a fragmentation of where conversations can take place – and a breakdown of the firewall
To understand how to do business in a 2.0 world You do not need to understand the Web 2.0 technologies You are better off understanding Human 1.0 – not as individuals, but as hyper-social creatures
What are the important Human 1.0 Traits Reciprocity – it’s a reflex that allows us to be the only super-social species without all being brothers and sisters Social framework of evaluating things vs. market framework The role of fairness in assessing situations The importance of looking cool and mimicking others Herding and self-herding (early research shows that social behavior does not change when it scales) So to the extent that we can basically be human with what we know, and share it as freely as we possibly can, I think we’ll go a long way towards gaining a higher or stronger level of trust with the consumers. Barry Judge, CMO Best Buy http://www.cmotwo.com
Successful companies think differently about communities Think tribe – not market segment We need to find groups of people who have something in common based on their behavior, not their market characteristics Think network – not channel The most important conversations in communities happen in networks of people, not between the company and the community. Think customer-centricity – not company-centricity The customer has to be at the center of everything you do, not the company Think emergent messiness – not hierarchical fixed processes People will want to see responses to their suggestions, even if it does not fit your community goals – FAST No matter how big your advertising spending, small groups of consumers on a tiny budget might hijack the conversation… Simon Clift, CMO Unilever
SUCCESSFUL COMMUNITIES HELP YOU TURN PROCESSES INTO SOCIAL PROCESSES, AND INCREASE TRUST & REDUCE TRANSACTION COSTS WITHIN THEM COMMUNITIES IMPACT ALL AREAS OF YOUR BUSINESS
Process Before After Benefits Case Studies Sales One-to-one Many-to-many Sales is social networking Tibco, Zappos Product Innovation Constraint to a department Includes all employees, customers, prospects and detractors Reduce product failure rates (now at 80%) Cisco, Netflix Lead generation Interrupt-driven Become findable, be generally helpful in public conversation Leads that actually want to buy something EMC, Dell Customer Service Conducted by employees Conducted by employees and other customers Customers service as a revenue source instead of cost center SAP, Zappos Knowledge Management Top down process Federated and user-driven process KM that works, changes in work habits IBM Customer Communications Mostly between companies and customers Primarily among customers, detractors and prospects Reduced cost and increased effectiveness Best Buy, Dassault Systemes, Fiskars Talent Acquisition and Development Board, interrupt-driven and based on weak ties WOM Endorsed by the tribes people belong to Social context provides better matches Monster.com Employee Communications Mostly within silos Cross enterprise Increased serendipity, increased support IBM, FedEx, Cisco Market research Based on small groups and financial incentives Based on tribes and social contract Much more accurate market data and increased succes Eli Lilly, Pfizer, IBM, Fiskars PR & Thought leadership Rolodex based and focused on traditional media Community/tribe based and focused on social media Much more amplification of the messages Microsoft, Intuit
Strategic Conclusions: To realize the full benefit of social media and online communities, it is imperative that business leaders move beyond viewing them as “bolt-ons” to their companies Companies should consider integrating the new information flows associated with communities with those information flows that already exist within their companies To be able to extract true business value from communities, new management strategies and practices will be critical, including redefining the scope and role of alliances as well as the overall boundaries of corporations
Any questions? Francois Gossieaux Partner, Beeline Labs e. [email_address] w. http://www.beelinelabs.com b. http://www.emergencemarketing.com c. http://www.marketingtwo.net p. http:// www.cmotwo.com Jen McClure President, Society for New Communications Research e. [email_address] w. http://www.sncr.org Ed Moran Director of New Product Innovation, Deloitte e. [email_address] w. http://www.deloitte.com 2009 Tribalization Site http://www.tribalizationofbusiness.com

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Tribalization Of Business 2009 Webinar

  • 1. 2009 TRIBALIZATION OF BUSINESS STUDY SPONSORED BY BEELINE LABS, DELOITTE AND THE SOCIETY FOR NEW COMMUNICATIONS RESEARCH 09/30/09
  • 2. About the 2009 Tribalization of Business Study This study was conducted by Deloitte, Beeline Labs and the Society for New Communications Research We employed an online methodology among 400+ companies that have created and maintain online communities The communities ranged from fewer than 100 members to more than 1 million members Company revenues ranged from under $1 million to more than $40 billion In addition to an online survey, research included in-depth interviews of select respondents Participating companies include: Computer manufacturers Computer networking companies Life science companies Consumer packaged goods companies Software companies Insurance companies Online auction companies Hotel chains Media and information companies
  • 3. Why social software and communities matter to business Humans are hard-wired to cooperate and share opinions Communities can have an “amplifier effect” on marketing, customer support and other corporate functions The positive impact of effective communities can be game-changing
  • 5. Type of Organization Q. My Organization is best described as:
  • 6. Annual Revenues Q. What are your company's annual revenues?
  • 7. Number of Active Members Q. How many active members do you have in your community?
  • 8. Length of time oldest community has been up and running Q. How long has your oldest community been up and running?
  • 10. Despite the perceived risks associated with participating in online communities, organizations’ continued and enhanced investment in online communities underscores the value they provide to the enterprise.
  • 11. 94 percent of enterprises continue to invest in online communities and social media Q. Over the next 12 months, what will happen to your investment in community?
  • 12. Several data points indicate continued maturation of the enterprise’s use of communities and social media: Companies are paying close attention to non-active users or “lurkers” Companies are beginning to adopt ambassador programs which give outsiders preferred treatment in return for being more active in the community More full-time people are being deployed to manage the communities
  • 13. 32 percent of companies are capturing data on “lurkers” on their communities Q. Are you actively capturing data on lurkers (i.e., people who observe online community activity but don't participate in overt manner by posting, contributing, communicating with the members in the community)?
  • 14. 20 percent of respondents have a formal external “ambassador” program Q. Do you have a formal external "ambassador" program? (a program in which outsiders receive preferential treatment in return for being more active in the community)
  • 15. More full-time people are being deployed to manage communities Q. How many full time people from your company manage this community?
  • 16. While enterprises are effectively using these tools to engage with customers, partners, and employees for brand discussions and idea generation, the Tribalization Study also indicates that organizations continue to struggle with harnessing social media’s full potential. For example, of the companies surveyed, a majority agreed that increasing word-of-mouth , customer loyalty and brand continue to be the top business objectives of online communities, followed by idea generation and improved customer support quality. However, in the majority of companies surveyed, the marketing function continues to be the primary driver of online communities, resulting in a significant gap between community goals and the organizations’ ability to fully leverage these communities on an enterprise-wide basis.
  • 17. Increasing word-of-mouth, customer loyalty and brand awareness continue to be the top business objectives of online communities Note: Participants could chose one or more responses Q. Which of the following business objectives does your community have?
  • 18. 36% of the companies state that marketing manages their communities Q. Which department manages your community?
  • 19. While the biggest obstacles to creating a successful community include getting people to join, stay engaged, and keep returning, many companies are not taking the steps necessary to overcome these challenges such as partnering and new management practices.
  • 20. The biggest obstacles to creating successful communities are getting people to engage and participate, and getting people to keep coming back Q. What are the biggest obstacles to making your communities work ?
  • 21. 55 percent of companies that evaluated a partnership did not actually partner Q. If you did evaluate a partnership to develop your community, did you actually partner?
  • 22. The survey revealed significant gaps between community goals (including generating word-of mouth, customer loyalty and brand awareness) and how success is being measured. The top analytics for measuring success continue to be participation-related rather than metrics more aligned with the stated goals.
  • 23. Number of active users and how often people post/comment are the most frequently used measures of success Q. What analytics do you use to measuring progress and success for your community?
  • 24. FROM IN-DEPTH INTERVIEWS AND QUALITATIVE RESEARCH SOME OTHER OBSERVATIONS
  • 25. Observations from qualitative interviews Many community projects are being held up by legal Liability issues Labor law issues Regulatory issues Many community initiatives are disconnected from the business process they support Many communities are not being measured the same way as the business process they are intended to support Most community initiatives still start with a technology assessment Successful companies are seeing a fragmentation of where conversations can take place – and a breakdown of the firewall
  • 26. To understand how to do business in a 2.0 world You do not need to understand the Web 2.0 technologies You are better off understanding Human 1.0 – not as individuals, but as hyper-social creatures
  • 27. What are the important Human 1.0 Traits Reciprocity – it’s a reflex that allows us to be the only super-social species without all being brothers and sisters Social framework of evaluating things vs. market framework The role of fairness in assessing situations The importance of looking cool and mimicking others Herding and self-herding (early research shows that social behavior does not change when it scales) So to the extent that we can basically be human with what we know, and share it as freely as we possibly can, I think we’ll go a long way towards gaining a higher or stronger level of trust with the consumers. Barry Judge, CMO Best Buy http://www.cmotwo.com
  • 28. Successful companies think differently about communities Think tribe – not market segment We need to find groups of people who have something in common based on their behavior, not their market characteristics Think network – not channel The most important conversations in communities happen in networks of people, not between the company and the community. Think customer-centricity – not company-centricity The customer has to be at the center of everything you do, not the company Think emergent messiness – not hierarchical fixed processes People will want to see responses to their suggestions, even if it does not fit your community goals – FAST No matter how big your advertising spending, small groups of consumers on a tiny budget might hijack the conversation… Simon Clift, CMO Unilever
  • 29. SUCCESSFUL COMMUNITIES HELP YOU TURN PROCESSES INTO SOCIAL PROCESSES, AND INCREASE TRUST & REDUCE TRANSACTION COSTS WITHIN THEM COMMUNITIES IMPACT ALL AREAS OF YOUR BUSINESS
  • 30. Process Before After Benefits Case Studies Sales One-to-one Many-to-many Sales is social networking Tibco, Zappos Product Innovation Constraint to a department Includes all employees, customers, prospects and detractors Reduce product failure rates (now at 80%) Cisco, Netflix Lead generation Interrupt-driven Become findable, be generally helpful in public conversation Leads that actually want to buy something EMC, Dell Customer Service Conducted by employees Conducted by employees and other customers Customers service as a revenue source instead of cost center SAP, Zappos Knowledge Management Top down process Federated and user-driven process KM that works, changes in work habits IBM Customer Communications Mostly between companies and customers Primarily among customers, detractors and prospects Reduced cost and increased effectiveness Best Buy, Dassault Systemes, Fiskars Talent Acquisition and Development Board, interrupt-driven and based on weak ties WOM Endorsed by the tribes people belong to Social context provides better matches Monster.com Employee Communications Mostly within silos Cross enterprise Increased serendipity, increased support IBM, FedEx, Cisco Market research Based on small groups and financial incentives Based on tribes and social contract Much more accurate market data and increased succes Eli Lilly, Pfizer, IBM, Fiskars PR & Thought leadership Rolodex based and focused on traditional media Community/tribe based and focused on social media Much more amplification of the messages Microsoft, Intuit
  • 31. Strategic Conclusions: To realize the full benefit of social media and online communities, it is imperative that business leaders move beyond viewing them as “bolt-ons” to their companies Companies should consider integrating the new information flows associated with communities with those information flows that already exist within their companies To be able to extract true business value from communities, new management strategies and practices will be critical, including redefining the scope and role of alliances as well as the overall boundaries of corporations
  • 32. Any questions? Francois Gossieaux Partner, Beeline Labs e. [email_address] w. http://www.beelinelabs.com b. http://www.emergencemarketing.com c. http://www.marketingtwo.net p. http:// www.cmotwo.com Jen McClure President, Society for New Communications Research e. [email_address] w. http://www.sncr.org Ed Moran Director of New Product Innovation, Deloitte e. [email_address] w. http://www.deloitte.com 2009 Tribalization Site http://www.tribalizationofbusiness.com

Editor's Notes

  1. Francois