Social Media Management Tools – Are they Ready for the Enterprise?

by Matthew Lees

Over the past 6-12 months a lot of companies and technology platforms have entered the market purporting to make it easier for individuals and organizations to participate throughout the social Web. If you’ve got accounts at one or more social sites such as Twitter, Facebook, Flickr, YouTube, and LinkedIn, why, for example, should you have to log into each one? Wouldn’t it be much easier simply to log into one interface to organize, read, post, and search comments?

I’ve seen the phrase Social Media Management used as a catch-all for these types of tools. That sums things up as well as anything else.

To a basic degree, this is the idea behind Twitter-centric apps such as HootSuite, Seesmic, and TweetDeck. If you’re using Twitter on your own, these programs may meet your needs just fine. But the social Web stretches beyond Twitter and, if you’re responsible for social media at a large organization, you’ve got quite a few requirements beyond convenience. When the stakes are high, when there are more than one or two stakeholders involved, and when time – yours and your colleagues’ – is at a premium, many of these systems fall short.

What Makes Social Software Enterprise* Ready?
I see six main categories where enterprise social applications differentiate themselves from software that isn’t ready or appropriate for enterprise environments:

1. Security – We’ll start with what’s probably the most obvious item on the list. Enterprise social software adheres to high standards of security, both in terms of technology (i.e., secure protocols) and process (i.e., the ability to define access and keep audit trails; see below). How comfortable would you be sending your social security number to someone via a Twitter direct message?
2. Access, Accountability, and Auditing – These are the three As of enterprise social software. (Well, I just made that up…but it works well.) Social software for the enterprise lets system administrators set user permissions and access in a granular and effective way; it tracks activity and creates an audit trail, so you can determine who did what, when; and it allows for passwords to be recovered and/or changed as appropriate.
3. Content Management – Twitter is an example of a very rudimentary form of content management, which is pretty much based purely on a “push” model of publishing. Once you tweet, it’s out there…you can’t take it back and you can’t change it. Enterprise social software includes content management capabilities that let you save, undo, modify, and schedule for publishing at a later date. It also lets you adapt content to the particular channels you’re sending it to, and to choose which channels to send what (i.e., “I want this post to go to Twitter and Facebook, and I want that comment to go to our corporate blog).
4. Performance – This primarily encompasses speed, scalability, and reliability. For example, if Flickr or Facebook go down for a while, you’ve got little, if any, recourse. With enterprise social software, you should have support people to talk with and (usually) SLAs in place.
5. Integration Points – Enterprise social software will have hooks that allow for bi-directional integration, so data can come in from appropriate sources, and be sent out to other places (such as other applications, such as a CRM system, sites on the social Web, or your branded customer community). The architecture is important here, as ideally the platform’s engine is robust enough so that when the next new big social network crops up, it would be easy enough to configure its integration.
6. Analytics and Reporting – Social analytics providers are doing strong business helping organizations make sense of the social Web. Most social sites and tools provide woefully limited statistics. Of course, they weren’t designed with reporting in mind – particularly unified reporting, which lets you look at everything from one place — but if you’re using them for your business, you need to understand their effectiveness and impact. And that goes beyond counting how many Twitter followers and Facebook fans you have.

Note that many of these items translate into increased productivity. Social Management Tools, whether enterprise-ready or not, are largely, though not exclusively, about making it easier for individuals and organizations to do social media more efficiently and effectively.

Social Media Management Platforms
A few of the companies doing some interesting and promising things in the Social Media Management space are:
•    Socialize Your Stuff (Butterfly Publisher platform)
•    Regroup
•    Social Agency (Spredfast platform)
•    Spry Hive Industries

Community platform vendors are also thinking about how branded communities fit into all this, as well. On the leading edge of the trend toward connecting your customer communities to the social Web are:
•    Awareness
•    Lithium Technologies
•    LiveWorld
•    RightNow Technologies (Social Experience platform)
•    Pluck

Of course, the tools can only do so much. Technology platforms won’t get you where you want to go without a sound business strategy and a plan for engaging with your customers, members, readers, followers, prospects, etc.  But if you’re evaluating — or reevaluating – your social media strategy and presence, the six items above will play a central role.

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* What I Mean by “Enterprise”
“Enterprise” is one of those buzz words that means different things to different people. I’m using it here in a somewhat non-rigorous way to really mean a level of sophistication and maturity. Enterprise software is sturdy and full-featured, to meet the many and varied needs of professional organizations. In this way, it relates to the concept of enterprise architecture, particularly the definition from the MIT Center for Information Systems Research: “Enterprise architecture is the organizing logic for business processes and IT infrastructure reflecting the integration and standardization requirements of the firm’s operating model.”

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Goodbye Call Center, Hello People Power – The giffgaff Experiment

By Matthew Lees

giffgaff is a UK-based mobile telephone service provider that runs off the O2 (Telefónica Europe) network. Basically, what it offers is a pre-paid SIM card that you pop into your (unlocked) mobile phone. (European wireless phone service operates on the GSM standard. In the US, many mobile carriers provide “locked” phones which only accept one type – their type — of SIM card. There’s much more flexibility and compatibility across Europe and, indeed, through the rest of the mobile-phone-using world.)

At giffgaff’s Web site (http://www.giffgaff.com), you can order a giffgaff SIM card and add money to (a.k.a. “top-up”) your existing card.

What you can’t do at the site, though, is contact a customer service representative. Not by phone and not by online chat.

giffgaff does provide a single email address for inquiries; automated acknowledgments promise a response within 24 hours. So somebody is handing email support, which is an asynchronous communications channel. But giffgaff does not have agents who provide synchronous support. (I suppose, though, that if you were to show up at giffgaff’s HQ in Slough, England, there’s a pretty good chance they’d help you out in real time. Based on the tone of the language used on the site, they seem an amiable, if borderline mischievous, bunch.)

No Operators Are Standing By
By not having customer support reps awaiting your calls, giffgaff can keep its prices low and its operation streamlined.

Instead, the company provides support nearly exclusively via Web-based self-service and its customer community. giffgaff’s FAQs, question and answer area, and discussion forums are its primary customer service mechanisms.

Within the community, which is running on Lithium Technologies’ Social CRM platform, giffgaff customers answer each others’ questions. Hence giffgaff’s taglines: “Mobile network with a difference” and “We’re people powered.”

It’s Payback Time
All online communities rely on the contributions of a small but essential numbers of dedicated members who answer a large and disproportionate number of questions. These “active contributors” or “super users” are the lifeblood of their communities and an essential part of their communities’ cultures. They typically participate for the personal and professional connections they make, the inside information they may get, the opportunity to learn, the ability to enhance their reputation and “strut their stuff,” and the sheer fun of it.

giffgaff adds another motivation to this list: making money. The more questions you answer, the more “Payback Points” you receive. Payback points (100 points = £1) can either go toward topping up your giffgaff account or be deposited into your bank account as cash.

In fact, there’s more to Payback points than just answering more and more questions. The better your answers are, the more points you receive, too (this is done via Lithium’s “accepted solution” feature). And you can also earn Payback points by acting as a giffgaff evangelist, getting friends to join and promoting the service (e.g., through social sites and networks such as YouTube and Twitter).

A Sustainable Support Model?
It’s a relatively new business and a relatively new community, having only launched in Q3 2009. And it’s still in beta (although this doesn’t mean what it used to; Gmail was ostensibly in beta for about five years). The site is certainly focused and playful. Is it effective, though? It’s too soon to tell. But here are the questions percolating in my mind:

•  How are giffgaff’s group andsocial dynamics different from those communities that don’t have financial incentives? I’d expect that that the giffgaff community wouldn’t put up with much nonsense, as that would get in the way of earning points. But would this lead to a more or less tolerant community and enjoyable community experience?
•  Can giffgaff provide satisfactory support on a long-term basis without a contact center?
•  If so, can this model work in other industries, or are there aspects of giffgaff’s business (e.g., the telecommunications industry, its particular demographics, etc.) that may make it work for them, but not elsewhere?

A quick Web search shows that “giffgaff” is a Scottish word referring to mutual accommodation or mutual giving. Seems like an appropriate name for an ostensibly people-powered network. Kind of a “you scratch my back, I’ll scratch yours” thing. If things at giffgaff go according to plan, the UK could see an awful lot of scratching…

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Ricky Gervais (Unintentionally and Eloquently) on Facebook vs. Customer Communities

by Matthew Lees

While driving yesterday to pick up my sister at the airport, I listened to a delightful interview on the radio with Ricky Gervais. He was on the NPR program Fresh Air, talking with David Bianculli — nope, it wasn’t Terry Gross, but veteran TV critic Bianculli is very good, too — about his new animated series on HBO, “The Ricky Gervais Show.”

I’m a fan of Gervais’s, despite the fact that I haven’t watched many episodes of either the US or UK version of “The Office.” (Steve Carell stars in the US version, which is based on the original UK program, created by and starring Gervais.) Through his other shows, his stand-up routines, and his podcasts, you can tell he’s a funny, clever, candid, and amiably self-deprecating guy.

About halfway through the NPR interview, Gervais gives his take on making big-budget shows that aim for mass appeal versus smaller shows that may find only a relatively small, but more interested and passionate audience. He says:

“But, I think I’d rather do stuff that makes a big connection with a few people than a small connection with loads. I’d rather this be a few people’s favorite show, than, you know, millions and millions of people’s 10th favorite show. Because what’s the point otherwise?”

There you have, in a nutshell, the essential difference between a Facebook community and a branded customer community.

Big Connections with a Few vs. Small Connections with “Loads”

You can potentially and relatively easily build up a Facebook fan base that’s much larger than your own branded customer community. With just a single click, people can “Become a Fan” of your organization (or TV show); there couldn’t be a much lower barrier to entry. And marketers tend to love volume.

But the strength of these “Fan” connections isn’t particularly great. Most fans probably never return to the organization’s Facebook page again, and the conversations in the Discussions area tend to be superficial.

In a community that you sponsor and manage, though, you’re building much closer relationships, with stronger connections to your organization and the products and services you offer. (You’re also enabling stronger connections between community members, too.) You members are discussing topics and issues of interest and concern; they’re asking questions and giving answers; and they’re bringing up problems and providing solutions.

Strong and Weak Ties

Network theorists and sociologists call these different types of connections strong ties and weak ties.

(Contrary to how Gervais phrases it, though, there are indeed benefits to weak ties. There is indeed an answer to his rhetorical question “…what’s the point otherwise?”, as good things certainly can come out of being the 10th favorite show of millions and millions of people, especially if you’re an advertiser or an actor, writer, or producer on the show.)

But the main point that Gervais encapsulates is that it’s not always about reaching the most people you can. Big connections (i.e., strong ties) can be more meaningful than small connections, at least to some people and organizations. Marketers (and others in your organization) love deep relationships with people, too.

Your social media strategy should ideally include programs that leverage what both strong- and weak-tie connections have to offer.

Of course, you may not want to base your entire strategy on Gervais’s musings. He’s also the man who said (via David Brent, his Office persona), “If at first you don’t succeed, remove all evidence that you tried.”

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For Further Reading
A lot of interesting and useful information is available on the types and degrees of online social connections. Some is academic in nature and some discusses real-world ramifications and practical aspects of these connections. Here are a few sites with good stuff on ties…
•  Karrie Karahalios: Strong and Weak Ties in Social Media, by David Weinberger (March 3, 2010)
•  40 Years On: The History & Evolution of Social Media, by Jenny Ambrozek (November 4, 2009)
•  Weak Ties Build Strong Networks, by Adrian Scholes (May 21, 2009)
•  Design Your Own Custom Ties on Zazzle

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Gaming the System – Why Follower Counts Don’t Represent Influence

In December of 2009, I wrote about Misleading Indicators – Followers and Friends after seeing a tweet from Jeremiah Owyang of Altimeter Group. In that post, I explained why follower or friend counts do not represent a metric of influence nor should they be utilized as a relevant metric of importance. After several good comments as well as several emails to Impact Interactions giving me grief for disputing one of social media’s closely held beliefs, I decided to run an experiment on gaming the system.

My basic premise was that these counts are a false statistic which like placing value on “hits” in web metrics analysis leads you to focus on the wrong metric of your activities. Want to increase “hits”? Add more photos, widgets, content blocks, etc. to each of your pages. Each one adds a hit each time the page is opened. You can make the hit count be anything you want simply by adding more items to each page. In 2000, most people didn’t understand that aspect of the measurement so they used “hits” as a proxy for visits or even for influence of their content and site. We still have companies that talk about “hits” when they approach us about measurement. It’s a lasting issue that has thrown a lot of folks away from the important issues in measurement.

There have been several blog posts written about how to game Twitter to gain followers in order to look more important than your competition.  One of my absolute favorites is from Chris Cree of Success Creeations. His blog entry “How to Game Twitter to Add Thousands of Followers Every Day” should be mandatory reading for all social media marketing professionals. It spells out how you can game Twitter, but also why that is such a bad idea. So with that advice in hand, we set up a little experiment using free tools to game the system.

The Experiment Begins

Using a tool we won’t name here, we were able to almost double our number of followers for our @impactinteract twitter account in five days. Granted we were working from a small base, but the results show how easy it was to pull off. So let’s go to our experiment.

We started last week with 143 followers who found us either from our website, our efforts on LinkedIn, our speaking engagements, or organically from our tweets. We were following 43 members who were mostly our competitors. On Monday, I signed up for a free demo of one of the many tools which advertise that they can add followers quickly. By using the key words of “Social Media” and “Online Community” the tool returned over 700 accounts on Twitter that had potential for us as followers. These accounts had either tweeted the key words “Social Media” or “Online Community” in the past ten days. Sounds good so far right?

The tool then allowed us to follow the accounts in order to grow our followers by getting their auto-follower to reciprocate.  The demo of the tool we choose allowed us to generate up to 250 new followers before we would have to buy a license. So we started the process using the tool of following 250 accounts. It was fast and painless. In the fifteen minutes it took to follow these accounts, we were able to work on other activities. Once the 250 follows had been accomplished, we waited about a day and then unfollowed any account that didn’t auto-follow us. Over the next several days, we repeated the steps. Here is the table of our activities:

 

To keep everyone who autofollowed us aware of what we were doing, we tweeted a message several times during the experiment that stated:

We are testing a few of the tools that advertise that they can build your follower base for an upcoming blog #socialmedia #Twittermarketing. 

The idea was that if the new followers actually read our tweets they would also know what we were doing. That way they could unfollow us as quickly as they auto-followed us. Incredibly only 9 new followers over the course of the week unfollowed us. None sent a direct message about what we were doing. So in a little over a business week, we came close to doubling our followers. Total time including the time to download and set up the tool was about 2 hours total.

“Ah ha, the tool worked!” you might be saying to yourself. But did it really add followers for our corporate Twitter account who might spread our message and help us grow? Let’s take a look and find out if our tweets on social media and online community news and trends, as well as our company news is really relevant to our new found followers.

Of the 136 new followers, 14 (10%) sent the same auto-messages to me about making money on my tweets:

MAKING MONEY for your Tweets? I am. Making 20 daily on autopilot. Make money too – TODAY! http://bit.ly/xxxxxx Thanks for following

Another 9 (6.7%) sent an auto-message inviting us to join their multi-level marketing scheme or affiliate marketing network:

Thank your for following me at http://bit.ly/xxxxxx. We’re looking for affiliate marketers to help us. Do you know any?

Welcome to AffilBits! Want to know how to get thousands of targeted Twitter followers and earn a 50% affiliate commission at the same time?

Two follows were from famous and semi-famous people: Emma Watson of Harry Potter fame and a porn star.

12 (9%) new followers were from two unique members who used multiple accounts, but the same photo.

So out of the 136 new followers, we found 37 (27%) were not, nor would they ever be interested in Impact Interactions.

Influence scoring of our new followers shows the truth in the fallacy of follower counts. We used a scale of 1 to 5 to rank our new followers in regards to our ability to be influential with them or in their networks. A score of 1 means Impact Interactions is not potentially influential at all, 2 means probably not potentially influential, 3 means neither potentially influential nor not influential , 4 means somewhat potentially influential, and 5 means Impact Interaction is potentially influential. (And yes, we understand that this is not scientific because we are making the judgement. But how many people on Twitter really analyze their follower base on an individual level?)

Our influence score would be 1 with the group of 37 detailed above.

But what of the other 99?

We reviewed their tweets over the past ten days to see if these would really be good followers for us or not. What we found was 65 were simply folks who had retweeted someone else’s message about a social media topic. They were neither working for companies involved in social media or online communities nor were they particularly interested in the topics based upon analysis of their tweets. In fact several of the members were serial retweeters. We went back through several weeks of tweets and never found a single tweet that they created. So our influence score for these twitterers would be a 2.

There were 7 new followers who are in the search engine optimization industry, another 20 who are potential competitors or individual consultants trying to find work in the social media industry. The influence score for these followers would be 3.

The remaining seven new followers were blog publishers creating newsletter style blogs of others’ content around social media and online communities. They were linked to content aggregation sites rather than competitors. As these sites could potentially help us to influence their readers, we gave them an influence score of 4.

There were no members of our target audience of corporate social media or online community management staff amongst our new followers.

The weighted influence score for our new members was better than we expected at 2.02 (meaning Impact Interactions is probably not potentially influential to this new group of followers).

So, does our newly increased follower count mean that we’re more influential in the social media and online community world? No, it does not. You shouldn’t be impressed with the number of your Twitter followers either. With the set of tools available today, you too can gain thousands of new followers in days. But those followers won’t buy into your view of the world or your brand. In many cases those counts have been culled from the Twitter Borg, not from an audience that cares.

Organic growth of your audience builds an audience that actually is interested in your message or company. Use your content, flair for creativity, and on-target messaging to grow your followers. Include your Twitter account information (@ImpactInteract) in your email and other outgoing communications. Your influence will be stronger, even if your follower counts are smaller. Bigger isn’t always better, but don’t buy into the myth that more followers equals more influence. If we don’t put an end to this measurement idea, we will be having the same discussion in five years that we do with “hit counts” today, more than ten years after it first came up. 

To all of you who began following us during the experiment, thank you for taking part. If you wish to unfollow us, we’ll understand.

Mike Rowland, President

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Walking out the Door with the Twitter Password: A Few Words on Social Media Maturity

by Matthew Lees

Mathematical Maturity
My high school calculus teacher often talked about “mathematical maturity.” It became a phrase we dreaded hearing, because, when he used it – usually in the negative (i.e., that someone wasn’t being mathematically mature) – it meant that person had tackled a math problem like an amateur; that they weren’t using all the information or tools at their disposal; that they were doing things the way a child would. Ouch.

But if you demonstrated your mathematical maturity, it meant you didn’t complain if a problem was particularly knotty; that you pulled different techniques out of your mathematical toolkit; and that you took things seriously.

Who’s Got the Twitter Password?
In three unrelated instances over the past few weeks, I heard three different people pose more or less the same question: “If the person at your company who manages your Twitter and Facebook accounts leaves the company, what do you do if they forgot to tell you the passwords?”

If you’re the one tasked with setting things straight, you’re definitely facing a challenge. Who wants to track down and call up a former colleague to recover a password? Sure, most people would be helpful (if, in fact, they actually remember the passwords). But there’s also the possibility for ex-employees to cause mischief.

The real problem, though, arose before the employee left the firm. The organizations in the scenario above never should have let it get to this point.

So why did it happen?

Largely, I think, because we’re still in the early stages of the social media phenomenon, and things are still being done on an ad hoc basis. Many organizations are seemingly OK with people setting up Twitter, Facebook, YouTube, and other accounts on their own. And they’re not thinking through the ramifications.

Social Media Maturity
To me, social media maturity means having the systems, processes, resources, and organizational mindset to get the most out of what social media has to offer. It means thinking things through and being prepared for different eventualities. More specifically, it means:

1. Knowing your business goals – There’s a lot already written about business goals and determining ROI (including several posts on this blog, including this one), so I won’t delve into it here, other than to say this should be the starting point in any social media or online community initiative.

2. Clearly defining roles and responsibilities – It’s essential to set expectations and know who’s responsible for what (including passwords).

3. Creating sensible and effective processes – Here’s where the organizations above really dropped the ball. IT departments know how to set up new network and email accounts when an employee is hired, and they know what to do when someone leaves. They also know how to manage network access, and how to recover and/or reset passwords as warranted. You should have similar procedures in place for all social sites.

Don’t Forget Consultants and Agencies
Everyone on your team and in your project sphere should walk the social media walk. So if you work with consulting firms, agencies, and others on your social media programs, you’ll want to be confident that they’re not going to walk out the door with any passwords, either. Make sure they bring and display a high degree of social media maturity, too.

Do you know who’s got your organization’s Twitter password?

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A Recipe for Not Getting Your Community off the Ground

By Matthew Lees

Ingredients:
•    ½ Tbs old-school business mind set
•    7 oz. siloed business units
•    2 tsp fear of the unknown
•    1 cup over-analysis

Mix ingredients together. Remove leadership, vision, and an understanding of customer needs. Serve chilled.

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A terrific marketing communications manager I know was charged with doing preliminary research and laying the groundwork towards building an online customer community. She works at a large B2B company that designs, manufactures, and supports particular high-tech products used in all sorts of equipment. With the excitement from this new and interesting project, she tackled her assignment with fervor, bringing in a lot of knowledge about business planning and goals, technology requirements and platforms, necessary resources, milestones and timeframes, and so on.

This was a year and a half ago. The community has yet to launch.

Why? The main reason is that the organization’s culture and structure got in the way.

The initiative started in marketing communications. The original goal was to provide a community space for engineers to ask questions, find answers, pose problems, find solutions, and learn from each other, with the company participating ensuring a comfortable environment and chiming in as warranted. The vision was for this community to be a place where thought leadership developed and where learning and education were the norm (particularly for younger engineers, who could learn from the experiences of the veterans), not only about the company’s products, but also about their overall industry.

[To answer the question you’re about to ask…the support organization, already understaffed, wasn’t particularly interested in the project, which is why marketing took it on, as a customer engagement effort.]

Internal Pushback

As these plans developed, there was pushback from people with concerns that they were moving too quickly. The company has been around for many years, and there were too many concerns about the uncertainty of this strange new. They appreciated that they eventually had to go in this direction, but wanted to take things more slowly. In particular, there were the usual objections that dirty laundry would be aired (“What if they say bad things about us?”) and that prospective customers would be steered to competing companies (“What if they say good things about our competitors?”). It would be better, these execs felt, for the company’s initial foray into community to be via a safer route.

The marketing communications manager just didn’t have enough sway to keep things on track, so the community project changed. Rather than start with a customer-facing community, they’d provide a space for their global field service engineers. Some of these engineers were employees, and others were contractors, but they were all frustrated by an inability to find up-to-date documents and to share best practices with each other. Giving them a community space where they could easily access current documentation and hold topical conversations with each other seemed like the place to start.

Only it didn’t start, because the use case was now different, and dramatically so. Instead of a public customer community, they were now looking to create a private collaboration space. Sure, both concepts had some overlapping technological requirements (discussion areas, document repositories, profile pages), but these are vastly different types of business projects that fall within different business units, require different resources, and have different measures of success.

A Different Business Case

The marcomm person was still involved, although this new direction didn’t have the same appeal for her. It was turning into an IT project, when what had originally jazzed her was the ability to connect, and connect with, customers. So it was pretty much back to square one. (For example, she had previously pulled together a short list of technology vendors with community platforms that fit the bill. Now, though, she had to look at platforms that supported the added requirements from the new use case.)

But this new concept moved haltingly as well, since there were several concurrent technology initiatives rolling out that already had collaborative components. So the cry came up for further evaluation and analysis.

Where are They Now?

Still in the planning stages. The recent boom of social media has generated increased interest in a public customer community, so there are renewed efforts there. And the informational needs of the field service engineers remain imperfect, so improvements through social software are in the works there, too. What seems to be happening is a separation between the two projects.

So things are moving forward, and the marketing communications person feels confident that they’ll launch a customer community by mid-2010. But they’ve added to existing organizational friction, and they’ve lost a lot of momentum.

They’ve also lost an opportunity to be a market leader. In today’s increasingly competitive world, that can be a recipe for disaster.

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There’s No Place Like (the) Home (Page)

by Matthew Lees

They say, in politics, you can tell an administration’s priorities by its budget. Office holders can talk all they want about the importance of education, services to seniors, and having the latest and greatest fire-fighting equipment, but are they putting their money where their mouths are? It’s the how they allocate the dollars that tells you what they’re serious about.

Similarly, you can tell a company’s priorities by what’s on its home page.

Sure, home page real estate is precious, and what does or doesn’t appear there (and where it appears) can be a contentious issue. I don’t know of any fist fights that have broken out over what links appear on the home page (and where they appear), but I’ve been around some pretty heated discussions.

The debates are understandable, as your home page can be the gateway to your organization (and your products and services) as well as the first impression it makes. It also cuts across organizational lines, as just about all departments are impacted to one degree or another and should, therefore, have at least some say in the matter. Many voices makes for difficult decision making.

Of course, it’s not all about the home page. There are many ways besides your home page that customers, prospective customers, business partners, and others can discover the content within your site, including community content. In many ways, Google is your home-away-from-home page, as that’s often the entryway to your site’s content. So what’s on your internal pages, and your overall SEO efforts, will also have a sizable impact on how people get to your content.

But there’s no getting around the visibility, cachet, and effectiveness of being on the home page.

So the question comes down to: Is there a link to your customer or partner community on your home page?

If your customers (or partners or readers or users, etc.) are important enough to your organization, there will be. Linking to your community on your home page not only makes it easier for people to find your community, it also makes it easier for people to find each other. And, perhaps more importantly, it makes the symbolic statement that you highly value your customers and their perspectives – the good, the bad, and the ugly – by supporting their candid discussions, collaboration, and networking, and by being part of the conversation yourself.

(I’m not talking about displaying links to your Facebook, YouTube, and Twitter pages. That’s all well and good, but that’s done more for marketing purposes than customer engagement.)

Here’s a selection of a dozen organizations that feature their communities via prominent links on their home pages. (There are certainly many others. If I handed out Customer Community Seals of Approval, all these sites would get them for their home page placement alone.)

•   AARP

•  Adobe

•  American Diabetes Association

•  Caterpillar

•  EMC

•  LeapFrog Enterprises

•  The MathWorks

•  NetApp

•  RIDGID

•  Sage Software (ACT!)

•  Unilever (Slim-Fast)

•  VMware

Many other organizations link to their communities from their home pages, but in less prominent locations. While not ideal, that’s still good. But many companies, even ones with vibrant communities, don’t put them on their home pages at all. Often this is despite the best efforts of the community team. The community manager in one such company has been trying to get a home page link for over a year.

How do you make the home page thing happen? Here are some things to try:

1. Begging and pleading.
2. Looking for examples of competitors that feature their communities on their home pages. Nothing spurs action like showing what the competition is doing.
3. Asking to include a home page link for a trial period of, say, one month. Measure the impact this placement has on the community metrics you track. Can you show a compelling correlation between a home page link and an increase in page views, membership, and return visits? Can you translate these numbers to positive business results?
4. What else works? Perhaps those of you who have fought this battle can share your experience and insights below…

While I haven’t formally tracked home page links to communities, it does appear that this practice is increasing. And that’s a good sign. When it comes to showing your customers how you value them, there’s no place like home.

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Why Community Management is NOT like Parenting

Community Management = Parenting? Really?

There has been a recent upsurge in community management/moderation blog posts comparing the care and nurturing of a community to that of a parent. As both a parent and someone who has helped companies build and moderate successful communities for over ten years, I couldn’t disagree more. Here’s why:

• The best moderators and community managers are passionate about the success of their community in meeting its goals. They are not passionate about or emotionally attached to the individual members.

Think I’m crazy? Look at the photo above. When two members go at each other in a community an emotionally attached community manager will take sides based upon who they feel is more important to the community or worse, based upon their interpretation of what happened. So rather than staying above the fray, they take sides. We’ve seen it time and time again. We work hard with our client teams to understand the downside of this behavior by the manager or moderator. What’s the fall-out from this behavior by the manager/moderator? Simple, it intensifies the problem rather than defusing it. Members want moderators who are impartial to settle disputes. So unlike a parent, the most successful community managers and moderators must remain emotionally detached.

• Getting too close to a member emotionally reduces your credibility as a moderator/manager in the eyes of the other members who aren’t close to you.

It matters what others think, even if incorrect. The most vocal and longest lasting problems in B2C communities that we’ve managed always revolve around the initial problem being compounded by claims of unfair treatment and support for one side over the other.  If you enter into a situation like this, your credibility will suffer in the eyes of many members. For example, at AARP the political action is fast and furious. We’ve seen members attack each other over many issues. (Liberals against Conservatives. Democrats against Republicans. Capitalists against Socialists. Wingnuts against Moonbats. ) Each time our moderators have stepped in, it has been to enforce the terms of service rather than take sides. While we are often accused by someone of taking sides, other members are quick to point out to the community that the moderators take action against them as well. That achieves a certain balance that while fragile is non-partisan. If you are emotionally attached to a member who is attacked, you are likely to over-react and set off a chain reaction. So unlike a parent you must stay above the fight and be partial. (Yes this sounds like a parental ideal, but in practice it’s almost impossible to pull off with your own kids because you are still too emotionally invested and want to settle the fight NOW!)

• The myth of not needing moderation continues to stay alive

This one is really interesting in my opinion. How can you compare community management to parenting and then say that:

“In fact moderation is rarely necessary where an effective community manager runs the community.” – Simon Phillips

Clearly, he’s never dealt with a two year old throwing a tantrum or a member doing the same in a community. As I mentioned in my comments:

“At the early maturity stage of a public community, the community manager must moderate in order to establish the community norms of behavior. That means removing offensive content or language or attacks. It also requires that the community manager contact the members whos content he/she has removed/edited. Otherwise the wrong example is set and the behavioral expectations are going to be harder to realize. If you don’t step in early, the bullies and soapboxers will dominate and reinforce the behavior that you don’t want to see (or that your client doesn’t want to see). Once that happens, your growth in realized value will slow as members join more to fight or spam or advertise rather than to contribute to a meaningful goal.

As the community matures, the need for behavioral moderation remains. Why? Because members don’t want to self-police and if they do, they often go after people they disagree with rather than true violations of the community norms or ToS.”

So here is the bottom line from Impact Interactions’ view of the online community world. In order to succeed in driving the results you want, act like a professional facilitator not a parent. Remain emotionally detached from your members to stay impartial. Focus on the results and in maintaining the norms and behaviors you want in your community rather than on the personalities. And don’t act like a parent, act like a professional.

Here are a few other takes on this idea:

Raising Good Communities – The Community Roundtable

You teach what you accept: As true in parenting as it is in online community management – FreshNetworks

Leading a Community is Like Parenting - Connie Bensen

Please feel free to add your thoughts on this analogy…

Mike Rowland, President

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A Lesson in Customer Engagement from Shawshank Prison

By Matthew Lees

One night while I was researching and writing a recent report on best practices in crowdsourcing, “The Shawshank Redemption” happened to be on TV. So I watched a bit of it for the umpteenth time. One scene jumped out as particularly relevant to what I was working on. I couldn’t find a way to weave it into the report, but it’s been on my mind ever since.

About halfway through the movie, the protagonist Andy Dufresne (played by Tim Robbins) ends up managing the library at Shawshank State Prison. In search of newer materials for his fellow convicts to read, he writes letters, interestingly enough at the warden’s suggestion, to the Maine State Senate. One letter a week. Every week. For years.

Eventually — actually, six years later! — he wears them down. Tired of his never-ending solicitations, the Senate sends him a check for $200. (The film takes place in 1947, so $200 was a tidy sum.) The library district also sends him boxes of books and magazines, along with a note saying they now consider the matter closed, so please, stop writing!

Success!

Surely our protagonist is pleased with the outcome. Well, he is…but he realizes that his persistence has paid off. So, with a twinkle in his eye, he says to a friend “From now on, I send two letters a week instead of one.”

I love that line.

Nothing succeeds like success, and the Main Senate and library district made Dufresne successful in his letter-writing campaign. (I’m admittedly focusing on this nice little moment in the movie, ignoring the harsh reality and horrid conditions under which Dufresne lives, although he does meet with success again later in the film.)

What did the Maine Senate do to deserve the increased volume of letters from the Shawshank librarian?

They listened and they took action.

Isn’t that what your customers (and business partners and employees) are looking for from you?

Crowdsourcing programs aren’t the solution to every problem, but they can be a great way to help you listen to your customers, and help them tee up their most important ideas, wishes, and requirements, so you can take action. For such programs to work, you need to engage people who not only have good ideas, but also the perseverance and determination to make things happen. If you’re running a crowdsourcing program (or managing an online community) your biggest wish should be to find and involve as many people as you can who have these characteristics in common with Andy Dufresne.

Like Dufresne, when people see how their actions generate positive results, they tend to repeat those actions. We hope your customers don’t need to be as determined as he was — your crowdsourcing efforts should see results in time frames closer to six weeks or six months than six years — but showing them how their input is making things better for your business, and, in turn, for them, too, should lead to both increased participation and a more effective and profitable business.

At least…I hope.

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Notes from the Online Community Unconference East 2010

By Matthew Lees

This week’s snow storm in New York City only marginally hampered this week’s Online Community Unconference East 2010 (OCUE10), a one-day event run by Forum One Communications. With a nod to local commuters, the program ended an hour early, although quite a few attendees were stuck in New York for the night due to rail and air cancellations. The snow kept some people at home, particularly those coming from more distant locations — it was disappointing, though understandable and, in hindsight, wise — that the Impact Interactions team didn’t venture north — but attendance overall was good. Not quite the 200 online community strategists, practitioners, vendors, and consultants that were originally expected that, but not too far off that number.

It was a good event, though not as strong as previous ones, despite the improved facilitation. Unconferences follow an Open Space-like methodology more frequently used, it seems, on the West coast than on the East. Attendees run the sessions themselves, selecting topics based something of interest, whether they’re expert in that subject or just want to talk about it and think others will, too. It’s a bit of organized chaos in which one of the underlying philosophical tenets is that you’re responsible for your own experience.

The Unconference’s theme was “Moving Forward, Together.” That’s a worthy and appropriate objective. Forum One did set the stage for us to think about our personal and professional goals, the direction of the industry, and ways of taking action and moving things forward, well, together. This is easier said than done, though, even for a group of inherently collaborative-minded souls. While I admittedly sucked the air out of a planning session intent on industry-wide adoption of social business metrics, the efforts are well intentioned. Making things happen will be a challenge, but with some sustained work and outreach to other concerned organizations, such initiatives could potentially gain some traction.

But my main frustration was that the sessions, which sometimes stay on topic and sometimes don’t, largely didn’t. Perhaps that’s part of the point of the format, to go wherever the discussions take you. But if I attend a session on, say, B2B revenue streams, I’d like to really dig into that topic. Tangents can be the norm, however. It also can take a while, sometimes 20 to 30 minutes of a one-hour session, for people to get on the same page regarding terminology. It’s not that the digressions are irrelevant or that the conversations are uninteresting; they’re usually not. It’s just that, more often than not, we didn’t get into the real substance I’m really looking for.

That said, it’s always good to see old friends, make new ones, and discuss things we’re all passionate about. Here are some observations:

• Job Changes and Hiring. In recent months I’ve seen more than a few community and social media professionals change jobs, sometimes due to layoffs, sometimes due to taking advantage of a new opportunity. At the OCUE 2010 I learned of even more. And a few people mentioned that their organizations were hiring. This is good news for the industry (although perhaps small solace for the many who are still looking for jobs).

• Business Value. It’s pretty clear that the exploratory phase is over for online communities. More and more organizations are all but requiring bottom line results, or at least a solid plan to get there. If you’re a vendor, agency, or consulting group that can speak to helping an organization achieve quantifiable, attributable ROI success, you’ll have a leg (or two) up the competition.

• Community Strategy: Beyond Your Site. Bill Johnston, Forum One’s Chief Community Officer and the Unconference’s host, summed this up nicely, saying “Most companies are trying to pull together a more holistic strategy.” A lot of attendees talked to this point, and how they’re trying to consolidate and streamline their community and social media strategies. If your organization is running one or more online communities, that’s one or more customer-facing touchpoints. But you’re likely involved with Twitter, LinkedIn, other social sites, and perhaps some independent communities as well. Fractured strategy translates into a poor customer experience, diminished brand identity, and limited business results.

• Organizational Issues. This one will be with us for a long time. Organizational dynamics play a major role in the success (or not) of community and social initiatives. They’re also a contributor to the many tales of woe that attendees talked about. People were looking for ways of breaking down silos, clarifying ownership, ending turf wars, undoing inappropriate and/or ineffective structure, and getting more buy-in from colleagues and the executive suite. (One of my favorite quotes was from a Microsoft community manager who said, referencing collaboration among his company’s business units, “Any coordination between these groups happens accidentally.” That’s too bad, but, sad to say, not uncommon.)

Look for the next Forum One Unconference in Mountain View, CA on June 9, 2010. It’s doubtful they’ll have to worry about snow…

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