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The 2008 Tribalization of Business Study.
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2008 TRIBALIZATION OF BUSINESS STUDY
HOW TO ACHIEVE TRANSFORMATIONAL CHANGETHROUGH COMMUNITIES AND SOCIAL NETWORKS
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A STUDY PRODUCED BY:
Deloitte (www.deloitte.com)
Beeline Labs (www.beelinelabs.com)
Society for New Communications Research (www.sncr.org)
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THE FINDINGS IN THIS PRESENTATION ARE BASED ON SURVEYS OF OVER 140 COMPANY OFFICIALS
WHO ACTIVELY USE COMMUNITIES
THIS PRESENTATION REPRESENTS THE BEELINE LABS INTERPRETATION OF THE QUANTITATIVE AND
QUALITATIVE PORTIONS OF THE STUDY
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OVERVIEW:
FIRST ACT: UNDERSTANDING THE DYNAMICS AT WORK WITHIN COMMUNITIES
SECOND ACT:A QUICK OVERVIEW OF THE FINDINGS OF THE STUDY
THIRD ACT:THE MAJOR TAKEAWAYS FROM THE STUDY
FINAL ACT:SOME PREDICTIONS ABOUT THE IMPACT OF COMMUNITIES
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FIRST ACT: UNDERSTANDING THE DYNAMICS AT WORK WITHIN COMMUNITIES
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TRIBALISM IS THE VERY FIRST SOCIAL SYSTEM THAT HUMAN BEINGS EVER
LIVED IN, AND IT HAS LASTED MUCH LONGER THAN ANY OTHER KIND OF
SOCIETY TO DATE. (WIKIPEDIA)
WHAT’S THIS TRIBAL THING ALL ABOUT?
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SOCIAL MEDIA HAPPENED…
A PLATFORM AND CULTURE OF PARTICIPATION HAS EMERGED – GIVING
POWER TO ALL YOUR EMPLOYEES, CUSTOMERS AND PROSPECTS TO BEHAVE
TRIBALLY AGAIN
WHY NOW?
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THE MOTIVATIONS ALLOWING THIS TO WORK…
PEOPLE WANT TO CONNECT WITH PEOPLE
PEOPLE WANT TO HELP AND BE HELPED
PEOPLE OPERATE EITHER IN A SOCIAL FRAMEWORK
OR A MARKET FRAMEWORK
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THE MORE CONTENT YOU HAVE THE MORE MEMBERS YOU WILL GET.
THE MOREMEMBERS YOU HAVE THE MORE CONTENT YOU WILL GET.
THE BETTER YOU MATCH CONTENT ANDMEMBERS TOMEMBER PROFILES THE MORE
MEMBERS AND CONTENT YOU WILL GET.
THE EASIER IT IS TO DO TRANSACTIONS THE MOREMEMBERS YOU WILL ATTRACT.
UNDERSTANDING THE DRIVING FORCES OF COMMUNITIES
THOSE PILLARS CREATE THE DYNAMICS OF INCREASING RETURNS WHICH HELP
COMMUNITIES DELIVER GAME CHANGING RESULTS9
AND OF COURSE…
THE TECHNOLOGY INFRASTRUCTURE OF THE COMMUNITY IS IMPORTANT
THE SOCIAL INFRASTRUCTURE OF THE COMMUNITY IS MORE IMPORTANT
BUT THEY ARE NOT AFFECTING THE ECONOMICS OF INCREASING RETURNS
THAT DELIVER GAME CHANGING RESULTS
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SECOND ACT:A QUICK OVERVIEW OF THE FINDINGS OF THE STUDY
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TOP USAGE SCENARIOS:
New Product Development
Customer serviceIdea generation
Market research Developer relations
Amplifying Word of Mouth
Employee communications
General Marketing
Reputation management Product testing
Public relationsLONG TAIL SALES
CANARY IN THE COALMINE
Co‐innovation
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TOP BUSINESS OBJECTIVES:
Generate word of mouth
Bring outside ideas into the organization faster
Increase customer loyalty
Increase brand awareness
Improve PR effectiveness
Reduce market research costs
Decrease customer acquisition costReduce customer support cost
Increase new product success ratios
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WHY ARE COMPANIES SETTING UP COMMUNITIES?
SPEED OF INNOVATION – EXTENDING THE EDGES OF THE ORGANIZATION
LEARNING ORGANIZATION
REDUCING COST
BUILDING TRUSTED RELATIONS
TRANSFORMATIONAL POWER AND GAME‐CHANGING NATURE OF COMMUNITIES
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WHO’S IN CHARGE?
MARKETING
Sales
Customer serviceFinance
Public Relations
Employee communications
IT
Product development
R&D
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0%
10%
20%
30%
40%
50%
60%
70%
Measuring progress and success – web analytics
DISCONNECT:Not in support of any goal…
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0%
10%
20%
30%
40%
50%
60%
Measuring progress and success ‐ business measures
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MEASURING PROGRESS AND SUCCESS – QUALITATIVE
Activity levels
Tonality
Impact on salesImpact on cost
Participation rate
Sustainability
Software downloads
engagement
Amount of learning
Anecdotal stories
Growth
Sentiment
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0%
10%
20%
30%
40%
50%
60%
Community features contributing the most to effectiveness
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0%
10%
20%
30%
40%
50%
60%
The biggest obstacles to making communities work
Could lead to prematureshutdown of community 20
37%
17%
26%
20%
How long has your community been running?
Less than six months
Six months to one year
One to three years
More than three years
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34%
27%
13%
8%
8%
9%
< 100
101 ‐ 500
501 ‐1,000
1,001 ‐ 5,000
5,001 ‐ 10,000
More than 10,000
How many active members do you have?
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34%
27%
13%
8%
8%
9%
None: part time job
One
2 ‐ 5
6 ‐ 10
More than 10
Other
How many full time people manage this community?
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58%
24%
8%
5%
6%
< $50,000
$50,001 ‐ $200,000
$200,001 ‐ $500,000
$500,001 ‐ $1 million
More than $1 million
What is the approximate annual operating budget?
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52%44%
4%
Over the next 12 months will your investment in the community:
Increase
Stay the same
Decrease
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THIRD ACT:THE MAJOR TAKEAWAYS FROM THE STUDY
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TAKEAWAY #1: COMMUNITIES ARE ABOUT DELIVERING GAME‐CHANGING RESULTS
COMMUNITIES CAN INCREASE REVENUE PER CUSTOMER DRAMATICALLY –I.E., 50%
COMMUNITIES WILL INCREASE PRODUCT INTRODUCTION SUCCESS RATIOS
COMMUNITIES AMPLIFY EVERYTHING YOU DO –INCREASING EFFECTIVENESS AND DECREASING COSTS
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TAKEAWAY #2: THE RISE OF THE CMO 2.0?
COMMUNITIES SHOULD BE AN IMPORTANT PART OF THE CMO’S TOOLSET(BUT FOR MANY LARGE COMPANIES – THERE IS AN UNDER‐INVESTMENT AND SCALE PROBLEM)
COMMUNITIES SHOULD EVOLVE THE ROLE OF THE CMO INTO
CHIEF COMMUNITY OFFICER(BUT THAT WILL REQUIRE DRASTIC CHANGES IN ATTITUDE AND APPROACH TO MARKETING)
IF DONE PROPERLY, COMMUNITIES WILL TRANSFORM THE WAY MARKETING WORKS(REDUCED COSTS, IMPROVED EFFECTIVENESS, NEW OPPORTUNITIES)
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TAKEAWAY #3: THE NEED FOR NEW MANAGEMENT THINKING
MISMATCH BETWEEN COMMUNITY GOALS AND ASSOCIATED INVESTMENTS
MAJOR GAPS BETWEEN COMMUNITY GOALS AND WHAT IS BEING MEASURED
COMMUNITIES HAVE TO COMBINE WITH MAJOR TALENT INITIATIVES
COMMUNITIES WILL TRANSFORM MOST BUSINESS PROCESSES
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TAKEAWAY #3.5: THE WORST PRACTICES ENJOY WIDE ADOPTION
THE BUILD IT AND THEY WILL COME (AGAIN) FALLACY
THE LET’S KEEP IT SMALL SO IT DOESN’T MOVE THE NEEDLE PHENOMENON
THE NOT INVENTED HERE SYNDROME
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FINAL ACT:SOME PREDICTIONS ABOUT THE IMPACT OF COMMUNITIES
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SOME EARLY PREDICTIONS:
MANY COMMUNITY INITIATIVES WILL CONTINUE TO FAIL
COMMUNITIES WILL EVENTUALLY TRANSFORM THE ROLE OF THE CMO
EARLY ADOPTERS WILL FORCE INDUSTRY‐WIDE CHANGES
COMPANIES WILL FIND OUT HOW TO BUILD PREDICTABLE COMMUNITIES
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QUESTIONS?
Contacts:
Francois Gossieaux, Beeline Labs:[email protected]
Ed Moran, Deloitte:[email protected]
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