Course Name: Management of Engineering and Technology

Course Code: ETM 520

Instructor: Dr. Tugrul Daim

Date: December 8, 2014

Team: 6

Project Report: The Future of Facebook in Marketing

Team Members: Haneen Abu-Khater Nick MetzarMohammed AlotaibiZeina BoulosWendy Lally

Table of Contents

EXECUTIVE SUMMARY.......................................................................................................................... 4

INTRODUCTION....................................................................................................................................... 6

FACEBOOK COMPANY PROFILE.........................................................................................................6FACEBOOK SOCIAL NETWORK AND COMPANY BACKGROUND............................................................................6SOCIAL NETWORK GROWTH.....................................................................................................................................6

FACEBOOK INC. REVENUE SOURCES AND REVENUE GROWTH...............................................8ADVERTISING REVENUE.............................................................................................................................................8REVENUE GROWTH.....................................................................................................................................................8

METHODS OF COLLECTING INFORMATION...................................................................................9

ABILITY TO FILTER USER DATA..................................................................................................... 10

CURRENT TECHNOLOGY LANDSCAPE...........................................................................................11CRITIQUE OF FACEBOOK ACQUISITION STRATEGY.............................................................................................11

SWOT ANALYSIS................................................................................................................................... 12STRENGTHS................................................................................................................................................................13WEAKNESS.................................................................................................................................................................13OPPORTUNITIES........................................................................................................................................................13THREATS.................................................................................................................................................................... 14

DATA ANALYSIS OF SWOT COMPONENT......................................................................................14

SWOT FINDINGS AND CONCLUSION:..............................................................................................20

ROADMAPPING..................................................................................................................................... 21ADVERTISING DATA DRIVERS................................................................................................................................22FEATURES.................................................................................................................................................................. 23PRODUCTS..................................................................................................................................................................24RESOURCES................................................................................................................................................................26ROADMAPS.................................................................................................................................................................26

Metadata................................................................................................................................................................ 26Shopping................................................................................................................................................................. 28Interests.................................................................................................................................................................. 29User Wellness........................................................................................................................................................ 30

CONCLUSION.......................................................................................................................................... 31

REFERENCES.......................................................................................................................................... 33

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TABLE 1. FACEBOOK MONTHLY AND DAILY ACTIVE USER GROWTH......................................................................................7TABLE 2. FACEBOOK MOBILE MONTHLY AND DAILY ACTIVE USER GROWTH.......................................................................7TABLE 3. FACEBOOK ANNUAL REVENUE GROWTH.....................................................................................................................8TABLE 4. FACEBOOK QUARTERLY REVENUE.................................................................................................................................9TABLE 5. DATA DRIVER DEFINITIONS.........................................................................................................................................23TABLE 6. FEATURE DESCRIPTIONS...............................................................................................................................................24TABLE 7. PRODUCT DEFINITIONS.................................................................................................................................................26TABLE 8. RESOURCES......................................................................................................................................................................26

FIGURE 1. SWOT ANALYSIS FRAMEWORK.................................................................................................................................12FIGURE 2. SWOT STRENGTH ANALYSIS.....................................................................................................................................15FIGURE 3. SWOT WEAKNESSES ANALYSIS................................................................................................................................16FIGURE 4. SWOT OPPORTUNITIES ANALYSIS...........................................................................................................................17FIGURE 5. SWOT THREAT ANALYSIS..........................................................................................................................................18FIGURE 6. SWOT POSITIVE FACTORS.........................................................................................................................................19FIGURE 7. SWOT NEGATIVE FACTORS.......................................................................................................................................20FIGURE 8. FACEBOOK METADATA ROADMAP.............................................................................................................................28FIGURE 9. FACEBOOK SHOPPING ROADMAP...............................................................................................................................29FIGURE 10. FACEBOOK INTERESTS ROADMAP...........................................................................................................................30FIGURE 11. FACEBOOK USER WELLNESS ROADMAP................................................................................................................31

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Executive SummarySocial networking has increasingly become a part of everyone’s daily lives. In 2007, 1 in 12 online minutes were spent on social networking. By 2011 this time had increased to 1 in 5 minutes. Facebook, the dominant social network, was developed in 2004 as a communication tool, but now over 90% of its revenue is generated from advertising. In 2013, Facebook had approximately $7.8 billion in total revenue, accounting for 68% of the online social networking market share.

This project has focused on the needs of ad buying customers who use Facebook’s user trait filtering tools to target advertisements to specific collections of Facebook users. Advertisements are the greatest revenue generator at Facebook and are critical to the company’s future success. One intention of this project is to determine what user data Facebook will need to provide to advertising customers in the future. In addition, recommendations will be made on which features and products should be offered by Facebook as user connectivity solutions in order to obtain the needed target filter data for advertising.

Problem Definition: What will Facebook’s technology/services be in 5 years to meet needs of advertisement buying customers?

Methodology

Research: In addition to performing a literature survey on the topic, the team found empirical evidence about the existing Facebook products and determined there is a large body of data collected about users that meet many of the initially identified data drivers. The team also set up a “Team 6” company on Facebook and determined which filters were available for use by Facebook’s Ad Buying Customers.

SWOT analysis:

The team performed an in depth SWOT analysis of the advertising side of Facebook’s business.

Roadmapping:

Four roadmaps were developed with a 5 year timeline in the topics of: Metadata, Interests, Shopping and User Wellness. Red highlighting was used in the roadmap to define the gaps in Facebook’s current feature and product lines.

The layers of each roadmap are as follows:

1. Facebook’s Ad Buying Customers’ Data Needs: Data which Facebook should provide as a filter to their customers. The priorities and inclusion of these items were determined via a literature survey.

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2. Facebook User Facing Features: Features which are required to be implemented in one or more Products which will meet the data needs of the Ad Buying Customers

3. Facebook User Facing Products: Facebook’s current or future product lines.

4. Resources: Mechanism via which Facebook will implement the linked Product.

Conclusion

The result of our literature survey revealed that Facebook’s current acquisition strategy, which is to simply buy competitive social networking threats, is unsustainable. Facebook must concentrate further on R&D or targeted acquisitions to meet the needs of the revenue generating portion of the business. Facebook was designed initially to be a social network, not an advertising platform. Therefore advertising is not a perfect fit within the current business model. The company needs to restructure the principals of its business to match marketing needs, which is apparent through the SWOT analysis.

Finally, the roadmapping techniques have shown that Facebook needs to focus on getting closer and more personal to the user to perform increasingly private data mining such as location monitoring, purchase histories, and health data in order to give its ad buying customers the targeting capabilities which they will need over the next 5 years. The recommendations are defined as red-highlighted gaps in the roadmap, and include features to track transportation, food, fitness, health and purchases among others.

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IntroductionFacebook is a social networking website that has become a global phenomenon. The website has experienced non-stop growth in its user base from the time of its college dorm room inception in 2004, to today, with over 1 billion active users worldwide. Due to this impressive user base growth, Facebook has become an appealing online advertising platform for business marketers in the 21st century trying to reach potential customers. Because Facebook is a social network, and its users provide and share personal information, marketers can target advertisements on Facebook to the users they believe are most interested in their products. The targeted advertisement capability Facebook offers to business marketers has proven to be extremely lucrative to the company: in 2013 Facebook generated revenue in excess of $7 billion, with over 90% of this coming from their advertising platform. Technology however is always evolving, and so are the ways social networking users interact with it. Mobile and wearable technology are becoming increasingly popular, while more devices are gaining Internet connectivity. This report analyzes Facebook’s current advertising and marketing capabilities. SWOT and Roadmapping analysis determine what technologies and features Facebook should embrace in the near term future to maintain their advertising business strength by meeting the needs of their ad buying customers.

Facebook Company Profile

Facebook Social Network and Company BackgroundFacebook.com is a social networking website that allows users to form connections with friends, coworkers, and other users with shared interests. The website is owned and operated by Facebook Inc., who’s stated mission is “… to make the world more open and connected” [1]. The website allows users to create personal profile pages in which they can provide information they wish to share with other Facebook users, such as their name, age, photo and video collections, favorite links, and opinions. Facebook allows users to “friend” or link with other users. These links create broad networks that facilitate information sharing and social contacts.

Facebook Inc. was founded in 2004 [2]. The company headquarters are in Menlo Park, California[2]. Facebook remained a privately held company until 2012, when shares of Facebook went on sale on the NASDAQ stock exchange (symbol: FB). As of December 31, 2013, Facebook had 6,337 employees [3].

Social Network GrowthThe Facebook website was created in 2004 by then Harvard student Mark Zuckerberg, with the help of Dustin Maskovitz and Adam D'Angelo [2]. Initially, the site’s user base was limited exclusively to college students, but by 2006 this restriction was lifted, granting access to everyone [4].

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There are two common units used to measure the number of active Facebook users. These are MAUs (Monthly Active Users), and DAUs (Daily Active Users). Facebook defines a Monthly Active User as “a registered Facebook user who logged in and visited Facebook through our website or a mobile device, or took an action to share content or activity with his or her Facebook friends or connections via a third-party website that is integrated with Facebook, in the last 30 days”[5]. Likewise, a Daily Active User is defined as “ a registered Facebook user who logged in and visited Facebook through our website or a mobile device, or took an action to share content or activity with his or her Facebook friends or connections via a third-party website that is integrated with Facebook, on a given day”[5].

At the close of 2009, approximately 3 years after opening Facebook membership beyond college students, Facebook claimed 360 million MAUs worldwide, and 185 million DAUs worldwide[5]. By the end of 2010, Facebook claimed 608 million MAUs (~69% year/year growth) and 327 million DAUs (~43% year/year growth) worldwide[5]. The following table details the growth of Facebook MAUs and DAUs.

Dec 31, of Year Monthly Active Users (millions) Daily Active Users (millions)2009 360 1852010 608 3272011 845 4832012 1,056 6182013 1,228 757

Table 1. Facebook Monthly and Daily Active User Growth

Source: [5], [6]

Within the MAU and DAU statistics, Facebook also tracks mobile-MAUs and mobile-DAUs. Facebook defines a mobile MAU as “a user who accessed Facebook via a mobile application or via mobile versions of our website such as m.facebook.com, whether on a mobile phone or tablet, or used our Messenger app during the period of measurement.” Likewise, Facebook defines a mobile DAU as “a user who accessed Facebook via a mobile application or via mobile versions of our website such as m.facebook.com, whether on a mobile phone or tablet, or used our Messenger app on a given day”[6]. The following table details the growth of Facebook mobile MAUs and DAUs.

Date Mobile MAUs (millions) Mobile DAUs (millions)Mar 31, 2012 488 266Sep 30, 2012 604 329Mar 31, 2013 751 425Sep 30, 2013 874 507Mar 31, 2014 1,008 609Sep 30, 2014 1,124 703

Table 2. Facebook Mobile Monthly and Daily Active User Growth

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Source: [6]

As Table 1 and Table 2 indicate, the popularity of the Facebook social network has experienced continued growth since 2012, and by 2014 Facebook had over 1 billion monthly active users. This demonstrates the strength of facebook.com as a social network and its tremendous popularity.

Facebook Inc. Revenue Sources and Revenue Growth Facebook Inc. has developed two primary means to generate revenue from their social network. These are (1) advertising fees and (2) fees from users purchasing virtual and digital goods from online applications and games[2].

Advertising Revenue Facebook generates revenue from marketers who pay to place advertisements on facebook.com, Facebook mobile applications, and Facebook affiliated websites [3]. Marketers pay based upon:

● the number of clicks made by users ( for a click-based advertisement)

● the number of actions taken by users (in which a user takes the action the marketer contracted for)

● the number of advertising ‘impressions’ delivered (where an impression is simply an advertisement being viewed by a user)

In 2013, 88.7% of Facebook’s revenue was generated from advertising fees paid by marketers [2].

Fee Revenue

Facebook enables software developers to create mobile and web applications that integrate with Facebook [3]. Users may make purchases within these applications, with debit/credit cards, PayPal, and mobile phone payments. For each transaction Facebook receives a fee from the software developer.

Revenue GrowthThe following table summarizes Facebook Inc.’s annual revenue growth from 2010 to 2013.

Year Ended Dec 31 Total Revenue ( $ millions)2010 1,9742011 3,7112012 5,0892013 7,872

Table 3. Facebook Annual Revenue Growth

Source: [5], [3]

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As Table 3 indicates, Facebook has experienced revenue growth every year between 2010 and 2013, demonstrating a fundamentally strong business model.

Facebook’s revenue growth has been primarily driven by growth within their advertising business. In the quarter ending September 30, 2012, 86% of Facebook’s revenue was derived from advertising. By the quarter ending September 30, 2014, over 92% of Facebook’s revenue was generated from advertising. Table 4 summarizes Facebook’s revenue, per quarter, from advertising and payment fees.

Quarter Ending Advertising Revenue

($ millions)

Payment Fee Revenue

($ millions)

Total Revenue($ millions)

% Revenue from Advertising (approx.)

Sep 30, 2012 1,086 176 1,262 86Dec 31, 2012 1,329 256 1,585 84Mar 31, 2013 1,245 213 1,458 85June 30, 2013 1,599 214 1,813 88Sep 30, 2013 1,798 218 2,016 89Dec 31, 2013 2,344 241 2,585 91Mar 31, 2014 2,265 237 2,502 91June 30, 2014 2,676 234 2,910 92Sep 30, 2014 2,957 246 3,203 92

Table 4. Facebook Quarterly Revenue.

Source: [6]

As Table 4 indicates, advertising is the fundamental source of revenue for Facebook, and has become increasingly critical to their business. The revenue generated from advertising is also growing, nearly tripling from September 30, 2012, to September 30, 2014.

Methods of Collecting InformationFacebook has access to a huge amount of data about the millions of users that use this platform. This has brought about a revolution in terms of audience focused marketing. Some of the data is provided explicitly by the users while a large amount of data about the users is collected in contextual manner. Users might not be aware of the intelligence being captured regarding their personal, professional and family lives. When using Facebook and networking socially with others, the users unknowingly provide Facebook with much more information. This includes information about their financial status, business, job, family issues, personal habits, preferences, hobbies, shopping patterns, health issues, political and interests. Facebook can potentially use this information in two ways. The first and simple way could be selling this information outright to third parties and the second way is using the data to provide focused and precise services to users who need services based on information about real people. While selling people's data can have legal implications and

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can require Facebook to obtain explicit permission from the users, there are so many fine print terms and conditions automatically agreed to by the users by using the Facebook service. Unless a user is very peculiar about fine tuning the privacy settings and exercises diligence in publishing content on Facebook, all of the information provided by the user could potentially become virtually available for Facebook to be used for making profit [7].

Facebook is able to extend its data collection tentacles beyond the platform by using the free tools and widgets it provides to website owners. Examples of these widgets are Facebook sign in for the websites, "Like" button, "Share" button, user comments on pages and other widgets. The sign in facility allows the website owners to authenticate users accessing their websites. It is a convenient way of getting more users to sign in into the website because the user usually does not need to go through a lengthy registration process. Just by clicking a button and agreeing to the permissions sought by the website, the user can log in into website by using existing Facebook credentials. With advent of Facebook graph API 2.x, a very limited amount of user data is made available to the external website using Facebook sign in , but the cookies used by Facebook can gather a huge amount of contextual and analytical data because of the extent and amount of websites using such features [8].

The "Like" and "Share" buttons are even more widely implemented by website owners as compared to the sign in widget. Website owners can embed the like button in their websites and the visitors to their websites can click the Like button to promote it and indicate their preference for the website or webpage. Content providers consider it to be an important tool for their website. According to [9], whenever a user visits a page with a Like button, the code in the like button widget installs third party cookies on the user's computer irrespective of the fact that the user clicked the button or not. These cookies help Facebook keep track of the user's activities and data. Facebook can track and trace even non Facebook users by using this mechanism. This in turn means that the tracking and tracing network of Facebook extends even beyond the boundaries of its own platform. Therefore it is obvious that there are serious hidden privacy concerns. These concerns are not only hidden from the eyes of a normal user, but also from the website owners who use this feature. The overwhelming popularity of Facebook widgets for websites makes this issue more complex because this means that Facebook has some level of access to user data from visits to these websites [9] [10].

Ability to Filter User DataA major way of making money by utilizing user data collected by Facebook, is using this information for user targeted advertisements. This is an interesting and innovative use because it allows the advertisers to precisely focus on the people they want to sell to without getting direct access to the data [11]. This approach helps in reaching out to the right market segment with maximum cost efficiency because the advertiser does not need to invest huge amounts of money to target the entire population to collect overall data and filter it for the target segments. Without a tool like Facebook, it might be impossible for even very big businesses to be able to conduct focused marketing campaigns in this manner

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because of the investment and effort needed to collect worldwide data of individuals. Secondly, even if the financial aspect of the data collection is ignored, it would be virtually impossible to collect such precise and detailed data because such information would probably not be provided by people if asked for it directly [12] [13].

Facebook invests a lot on analyzing user data, on the platform, outside the platform and even offline. Facebook has partnered with companies like BlueKai, Datalogix , Acxiom and Epsilon which have user tracking and consumer data analytics as their major business strength [14]. This means that user data collection is a key aspect of the Facebook business model [10].

Current Technology LandscapeFacebook has constantly been acquiring and developing new products and services since its inception and this has allowed the company to grow in different dimensions. The most famous products owned by Facebook are Facebook website, Facebook Messenger, Instagram, Whatsapp and Atlas advertising platform. Facebook has been investing a lot on acquisition of other companies that have a large user base. While the number of companies acquired by Facebook so far is around fifty, the major acquisitions amongst these are Instagram and Whatsapp. The common denominator in both of these acquisitions and most of the other acquisitions of Facebook is the large user base of these applications [15]. The large user base coming from other platforms imply that Facebook now has access to a much larger amount of data. This data is related to more users of different applications than Facebook alone could have been able to gather. Applications running on mobile platforms like iOS and Android give further opportunities of linking the data coming from various apps and sources with the data available from Facebook. It converges them all into a very rich information bank for analytics and profiling. This strategy in turn helps Facebook immensely in becoming the most powerful data and information profiling company. If this trend continues, Facebook will continue to hold a monopoly in the field of market segment focused advertising. Facebook has recently launched its acquisition Atlas as a separate brand as a company specializing in people based advertising. This means that standing on a foundation of this large amount of real people data, the company already has the leverage that might enable it to get far ahead of the competition [16].

Critique of Facebook Acquisition StrategyTechnology acquisitions often take the form of successful and established companies purchasing promising startup companies. By doing so, new products can be introduced into the market faster and more efficiently, and in a cost effective way [17]. However, technology acquisitions are not necessarily guaranteed to be successful, and can result in large losses for the purchasing company [17]. Facebook purchased Instagram for $1 Billion, Oculus for $2 Billion, and WhatsApp for $19 Billion [18]. However, none of these companies had substantial revenue before Facebook purchased them [18]. Facebook has been criticized for acquiring these companies as a merely defensive move, “in an effort to prevent a serious competitor from threatening its core business” [18].

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SWOT AnalysisTo examine the current status of Facebook’s business characteristics, the research team decided to use a SWOT analysis tool to gain a close view of Facebook’s business model. SWOT is a basic, straightforward model. It measures what an organization can and cannot do as well as its potential opportunities and threats[19]. Using SWOT analysis the researchers were able to identify the strengths, weaknesses, opportunities and threats, while considering Facebook as a marketing utility. The method of SWOT analysis is to take the information from an environmental analysis and separate it into internal (strengths and weaknesses) and external issues (opportunities and threats). Once this is completed, SWOT analysis determines what may assist the firm in accomplishing its objectives, and what obstacles must be overcome or minimized to achieve desired results. The figure below (Figure 1) shows the original structure of the SWOT tool [20].

Figure 1. SWOT Analysis Framework

Starting from the very basic component of the SWOT and based on literature, Facebook’s business model’s strengths were examined and identified.

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StrengthsOne of the most obvious strengths of Facebook as a marketing tool is the large user base of more than 1 billion active monthly users. With that, Facebook offers a broad market reach which is very useful for establishing a digital engagement strategy in new market segments. Therefore, advertising through Facebook provides quick penetration into new geographical markets. For the marketer, Facebook offers a user friendly interface for ad creation. In addition, ads can be targeted to users via keywords and filters. Integrating with other websites is another strategy Facebook uses to provide marketer reach to other websites and applications. Additionally Facebook provides a free platform for ad support. This platform provides ad customers direct contact with the audience (face-to-face/personal). It helps facilitate a conversation with customers and forms business to customer bonds. In addition that form of marketing encourages the human factor with which the business’ brand becomes more “human” and helps build customer loyalty and raises credibility. Certainly, marketing with Facebook as social media delivers real-time customer feedback. This feedback is very valuable to a business as it allows them to react quickly to customer issues. Quick information exchange with customers helps them to understand customer’s needs and behaviors [21].

WeaknessGiven that advertisement revenue drives 90+% of total revenue (see Table 4) of Facebook business, the drop in the size of user base is very critical for the Facebook organization. Recently Facebook has received criticism on a wide range of issues, including: online privacy, child safety, hate speech, and the inability to terminate accounts. Thus, the weak protection of users’ personal information makes users vulnerable to an identity attack. From an ads customer perspective, the Low Click-Through-Rate (CTR) due to the placement of advertisements on a page is at the top of the weaknesses list for advertising on Facebook. In addition to that, missing features such as a dislike button and capability to unsubscribe from alerts explain the incapability to track user behavior. On the other hand, internal company occurrences pertaining to advertising customers are heavily exposed to external audiences and competitors, due to open social media interaction and communication. This could potentially place a company’s image or well-being at risk, as a result of possible negative feedback. Unfortunately, so far literature shows that Facebook has no solid revenue model or a plan to grow as a social media marketing tool. Therefore, different companies with similar business models could compete for a single targeted audience through the Facebook environment [21].

OpportunitiesIn general marketing on social media is a new concept that is moving forward in the advertisement business. However many more opportunities are introduced to that market while technology advances in social media. Facebook as a social media marketing tool should continue to develop applications on mobile devices and a real-time infrastructure to provide instant high resolution data for marketers. This approach will potentially increase the number of Facebook users, provide better access to customers for marketers, and

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improve CTR. However, Facebook could benefit from going beyond just serving ad customers to open a “Facebook Marketplace” as a new source of revenue in which Facebook and business customers could directly sell to an established user base. At the same time, this would introduce another form of marketing like Business-To-Business marketing. Facebook can benefit from its popularity to function as a recruitment tool for Human Resources departments. To become a superior competitive power, Facebook could exploit R&D resources to grow as a dominant search engine to offer a new advertising platform for marketers [21].

ThreatsSimilar to other forms of social media, identity theft is the number one issue which may result in liability for Facebook. Such cases could force Facebook to change their advertisement based business model. Therefore, it’s very critical to prevent negative press and negative attention which directly threatens the popularity of Facebook. Another reason that threatens the core advantage of the large user base is possible user backlash against exposure of intimate details of an individual’s life. The threats of advertisement avoidance phenomena are proven to affect the rate of advertisement response. It is also known that the online advertising response rate continues to drop over time [22]. Recently it was mentioned that Facebook “News Feed” and other social networking enhancements draw attention away from advertisements [23]. Although growth is difficult because the user base is already so large, Facebook’s rapid growth in such a short time may result in early burn out. Finally, Facebook is facing competition from major online advertisement players (i.e.: Google) [21].

Data Analysis of SWOT componentIn this section of the SWOT we managed to explore and analyze the literature output further to gain a better sight of Facebook’s marketing model. Examining each of the four SWOT sections enables us to relate their internal components and to prioritize their items in the final conclusion. The team has done this comprehensive review for each of the four sections of the SWOT. The figures below ( Figure 2, Figure 3, Figure 4, Figure 5) show the result of the attempt:

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Figure 2. SWOT Strength Analysis

S

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Figure 3. SWOT Weaknesses Analysis

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Figure 4. SWOT Opportunities Analysis

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Figure 5. SWOT Threat Analysis

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In attempt to discover positive and negative factors effecting and shaping the current state of Facebook’s business, we examined the relationship and connections between the Strength and the potential Opportunities from one side and the Weaknesses and the potential Threats from the other side. Figure 6 and Figure 7 show this effort’s results:

Figure 6. SWOT Positive Factors

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Figure 7. SWOT Negative Factors

SWOT Findings and Conclusion:In conclusion, through the SWOT analysis section we were able to summarize the findings in a number of focus areas for Facebook. The most important focus for Facebook is to grow and maintain a large user base by expanding user reach to areas that have not yet been targeted. According to the SWOT, Facebook should invest further effort to utilize Facebook as a social media marketing tool using the best available technologies and advanced algorithms. This would provide high resolution data to target appropriate market segments for different ad buying customers. In addition, Facebook should improve the access

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provided to ad customers for their appropriate market segment. Another important aspect which arose through this analysis was the need to protect and build trust with the user by enhancing user privacy. At this point, Facebook is expected to invest in R&D solutions and strategies to enhance user privacy. However, it’s very important to adjust the business model for increased capability in social media marketing without interfering with the user’s social experience. The SWOT explores many potential opportunities in marketing and business sectors for Facebook’s investment. A possible revision to the original business model might open more opportunity for marketing capability. The SWOT analysis raises the importance of investing in real-time infrastructure to gain a better understanding of Facebook users’ behavior.

RoadmappingThis project has created four Technology Roadmaps for Facebook’s ad buying customers. The purpose of this analysis is to identify business areas that Facebook currently has not entered. These areas will become necessary as ad buying customer’s needs for targeting users with precision increases. It is important for Facebook to demonstrate to their ad buying customers they are committed to maintaining Facebook as a viable advertising in the future [24]. To understand which areas of the marketplace need to be explored, the team has chosen Technology Roadmapping (TRM) [25]. The research team chose to drive this roadmap off of the data needs of the ad buying customer which will in turn allow the team to predict and identify which user facing products the company should invest in or develop.

A Literature Review of academic papers, academic journals, business websites and reports[26], and Facebook’s public records has been conducted to collect data for each of the roadmaps’ layers. Each of the levels is linked sequentially. The layers of each roadmap are as follows:

1. Advertising Data Drivers: Data which Facebook should provide as a filter to their customers

2. Product Features: Features which are required to be implemented in one or more Products which will meet the data needs of the ad buying customers

3. Products: Facebook’s current or future product lines

4. Resources: Mechanism via which Facebook will implement the linked Product

Timelines were constructed based on the literature analysis. The four roadmaps developed each focus on a different aspect of user information which may be used for marketing. The roadmaps are labeled as follows: Metadata Roadmap, Shopping Roadmap, Interests Roadmap and User Wellness Roadmap. The TRMs have identified these areas which are crucial to the Ad Buying Customers. The Metadata roadmap involves data which will be

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useful to any industry for targeting ads. Each of the three remaining roadmaps deal with industry segments which are multi-billion dollar industries such as retail, health, automotive, fitness and diet products.

The timeline of the Facebook TRM is for five years. As social media as an industry is evolving at a rapid pace, this appeared to be an appropriate timeline where the data needs could be scoped with accuracy.

The roadmapping techniques have demonstrated that Facebook needs to focus on getting closer and more personal to the user to perform increasingly private data mining. This private data such as location monitoring, purchase history specifics and health data will give its ad buying customers the targeting capabilities which they will need over the next 5 years. The implementation recommendations for Facebook are defined as red-highlighted gaps in the roadmap. These gaps include features to track transportation, food, fitness, health and purchases among others. The sensitivity of this data[27] is a threat to Facebook [28] as is seen in the SWOT analysis, and Facebook should concentrate on figuring out how to gather it without alienating the users. However, this user sensitivity analysis is not within the scope of this paper.

Advertising Data DriversAdvertising Data drivers are types of data which Facebook should provide as filters for ad marketing to their customers to meet their needs in the future. This data is collected via Facebook’s user facing applications and products. In some of these primarily web and mobile products the user is entering the data which Facebook will in turn use to determine if they should see a particular advertisement. In other cases the data is collected without user input or with an opt-out policy. In addition to the literature review as well as the Facebook Advertising Business SWOT analysis, the team collected empirical evidence. This was accomplished by creating a “Team 6 Technologies” business. Using this “business”, the team collected information about the current landscape of user filtering from the ad buying customer’s perspective. Further, the team logged into Facebook as a user and identified where existing pieces of data for filtering originate in the user view of Facebook website and other Facebook owned website properties.

The team identified a list of 11 Ad Buying Customers’ needs, which are the Data drivers. Each is defined and labeled with a code for reference. The list was prioritized based on literature review [29].

It is important to note that this layer is from the point of view of the ad buying customer, whereas the following layers are based on user facing features and products.

Data Drivers DefinitionD1 - Websites Visited Which websites has the user frequented? (i.e. can find common

purchase similarities between users that use those websites and target same sort of ads to users with similar web traffic history.)

D2 - Image Analysis Data Where was the user’s image taken? What objects are in the image? Ads can be targeted to friends of picture taker. For example, an ad

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for a similar looking sweater can be shown next to the image of “Fred” in a sweater.

D3 - Real Time Location Up to the second location of the user. (i.e. user walks by billboard and it updates with custom content. Or user walks into theater and coupon for popcorn is pushed. )

D4 - Technology Platform Information

Refers to the mobile and desktop platforms that a user owns or uses. When model is getting older then ads can be targeted for newer model. (i.e. User is using iphone 3, so can be targeted cell phone ads for newer models of all types.)

D5 - Purchases Current and past purchase information. (i.e. User purchases movie theater tickets for 5pm and gets targeted restaurant ads in the area for dinner)

D6 - Diet of Choice What food choices does the user make? fast food, paleo, soda drinker, daily coffee, etc.

D7 - Fashion Interests What labels does this person buy? (Coach, Puma, Nike) What type of style do they have? (Preppy, Boho, Trendy). Ads should be able to target similar styled clothing and accessory articles based on user interests.

D8 - Transportation Used What are frequently used modes of transportation? What models of cars do they own and how many? Is their car old? Do they own a car or just take the bus? Ad Buying Customers can target certain products to those that bike, or offer an upgraded car model when their car is older than 10 years.

D9 - Sport Profile What fitness or sport activities does this user participate in? What sports or teams does this user follow? Yoga, Soccer, little league softball, local dodgeball league, NFL, NHL, NBA, etc.

D10 - Health Care Needs Does this person live in a nursing home? Is this person a care giver for a family member? Is this person disabled? Does this person have diseases or conditions? What medical drugs does this person use? Pharmaceutical companies could target ads based on competing medications being used.

Table 5. Data Driver Definitions

FeaturesFeatures have been identified to be implemented in one or more products in order to meet the data needs of the ad buying customers. The features were identified via literature review and empirical evidence gleaned from reviewing Facebook’s products. Facebook’s user-facing products currently have many ways of collecting the user’s personal data. Facebook already collects data for the purpose of targeting advertisements for their ad buying customers as discussed previously. Facebook has a diverse portfolio of businesses, each with their specialties, but many commonalities in the feature sets. The research team identified the set of features which meet the data acquisition requirements of Facebook customers. This was accomplished through gathering empirical evidence on the features currently available in Facebook’s portfolio of websites. Further, the features were linked to the data drivers level in the TRM to identify which data could be gathered by the feature. Gaps in features were identified with a bold red color border in the TRM.

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Product Features DefinitionF1 - 3rd Party Facebook Login Existing feature. Refers to the ability for 3rd party websites to use

Facebook’s user login feature on other websites.F2 - Like Button Existing feature. Refers to the ability for users to show their

preference for a product by clicking a “like” button.F3 - Locate My Friends Existing feature. Refers to the ability to use GPS capability to locate

Facebook friends on a map.F4 - Location Monitoring Existing feature. Refers to the monitoring of user’s real time

location. Tracking is ON by default in some of the Facebook products and user must opt-out.

F5 - Image Scraping Some image scraping is done currently for identifying faces. Image upload feature which would support this is prominent on many of the Products. Refers to the ability to identify objects in pictures posted by users. Also includes pulling the image’s location metadata as set by the camera.

F6 - My Trip Profile Refers to a user’s transportation methods: car, bike, public, etc. In addition the particulars of those modes of transportation: what bus system and bus lines used? How many cars? What makes, models and years of bikes, motorcycles or cars.

F7 - My Gear Devices owned. Devices logged in to Facebook. Also devices that the user volunteers as owned items.

F8 - Pay Through Facebook Refers to the ability to pay for any item through a Facebook payment services. Currently Facebook only supports paying for in-app purchases. This feature would allow Facebook to track purchase patterns as well as individual items without needing to acquire a bank or credit service.

F9 - My Shopping List Refers to the ability of a user to keep track of the general and specific items that need to be purchased or are desired to be purchased. Combined with F8 and F10 this is valuable information for Facebook to target advertisements because they will know that the user intends to make a purchase in the short term.

F10 - My Purchases What is purchased, where it is purchased, how much spent - immediate and history. Allows a user to keep lists of purchases and sort them. (How much was spent on each family member at Christmas.)

F11 - My Plate Refers to the set of user data: Nutrition preferences, food liked, GMO preference, ethnic food likes, dietary restrictions

F12 - My Style Refers to the set of user data about fashion style type (boho, preppy, grunge) and purchased brands. Set of fashion business likes.

F13 - My Fitness Refers to the set of activities that the user does to stay active. Includes sports as well as individual activities.

F14 - My Health Medications used, Exercise habits, Injury and Illness history

Table 6. Feature Descriptions

ProductsProducts are Facebook’s current or future user-facing product lines. The team has identified the current website and mobile applications which are available to users. In the cases of

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Facebook website and Instagram, the team has separated the website from the mobile application as different products. The features differ sometimes dramatically between the web and mobile applications for the same organization. Through literature review and gathered empirical evidence, the team has also identified products which are currently unavailable in the Facebook’s business portfolio. These gaps are identified with a bold red color border in the TRM.

Each of the identified products is linked to one or more features. The link identifies which features are appropriate to include in the product for the purpose of gathering data on users for ad targeting.

Products DefinitionP1 - Facebook Integration Existing product. Refers to the ability for non-Facebook

organizations to integrate with Facebook’s framework.P2 - Messenger Mobile Existing product. Messenger is an existing application that

facilitates sending messages to the user’s contacts as well as location services.

P3 - Messenger Web Application

Existing product. Messenger is an existing application that facilitates sending messages to the user’s contacts as well as location services.

P4 - Facebook Mobile Existing product. Facebook is an existing mobile application that provides user-centric services focused on connecting the user to people, businesses and interests. The Facebook Application is also a delivery vehicle for advertising content.

P5 - Facebook Web Application Existing product. Facebook is an existing application that provides user-centric services focused on connecting the user to people, businesses and interests. The Facebook Application is also a delivery vehicle for advertising content.

P6 - Instagram Mobile Existing product. Picture sharing application with image discovery and “Friend” features

P7 - Instagram Web Application

Existing product. Picture viewing application.

P8 - WhatsApp Mobile Existing product. Group chat and messaging functionality connecting users.

P9 - Facebook Band Smart watch product with sensors, communication and processing functionality. Facebook will need to partner with an existing smart watch manufacturer and integrate with the watch.

P10 - Local Carpool List Several applications exist in the marketplace for ride sharing functionality. Team suggests that Facebook acquires an existing product and integrates the functionality into Facebook.com, Facebook Mobile and WhatsApp. Not only could this Product allow Facebook to gain insight into the user’s transportation (car models/years), but it would also show who spends time together and are therefore influencers.

P11 - Facebook Pay Refers to an application which would allow users to pay in a secure manner at any store from a virtual wallet application. The product would also allow secure money transfer between Facebook friends.

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P12 - Facebook Browser Refers to a Facebook integrated browser. Facebook already has partnerships with the Bing (Microsoft) search; its search engine is embedded within the search functionality of Facebook.com. Facebook could be integrated with all installs of Microsoft IE and gather search information from each user as well as have the My Shopping List and My Purchases feature integrated.

P13 - Shopping Rewards Cards Refers to a partnership with multiple shopping rewards companies and link profile back to the Facebook user. This Product would have the purpose of gathering data such as diet choices, health purchases, and interests.

P14 - Food Rating App Refers to an application that allows a user to rate food and diet choices, including restaurants (like Yelp), but also allowing the user to make specific “likes” of individual products, food types and brands. Team suggestion is to purchase an existing application.

Table 7. Product Definitions

ResourcesResources are the mechanism by which Facebook will implement a product line. Resources can be internal, external, or a combination of both.

After developing the first three layers of the roadmap, the team determined how each of the products could be incorporated into Facebook’s organization. Internal resources already exist within the Facebook global business or can be developed within. External resources can be business acquisitions or purchases of products. Partnerships also allow Facebook to use external resources without substantial purchase or development cost.

Each of the products was linked to one or more resources by which Facebook can obtain the product.

Resources DefinitionR1 - Facebook Company Refers to the ability to use resources already within the Facebook

CorporationR2 - R & D Refers to research, development and integration workR3 - Partnership Refers to the ability of Facebook to partner with another company

to provide the ProductR4 -Acquisition Refers to the ability of Facebook to acquire a company which

already has a core competency in the ProductTable 8. Resources

Roadmaps Each of the roadmaps below represents a segment of user data which Facebook

could gather. Each of the roadmaps has gaps highlighted with a red bold ring. Each of the roadmaps contains existing products or features which link to the data

drivers.

Metadata The Metadata Roadmap is based on the collection of data drivers which can be obtained primarily from information which the user has not explicitly given.

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The first of the three data drivers in the Metadata Roadmap is Websites Visited. This data allows an ad buying customer to target advertisements to a user based on the types of websites which they visit. For example if a user frequently visits travel sites, the advertiser could target ads towards the user with a vacation travel focus. Facebook currently has the ability to gather this data via their 3rd Party Facebook Login mechanism where they offer authentication services to other companies. From the literature and empirical evidence, the use of this data for marketing means is not currently being applied to ad targeting filtering. The 3rd Party Facebook Login is linked to the Facebook Integration product. Facebook Integration is in turn linked to both the Facebook Company and Partnership Resources.

The driver, Image Analysis Data is linked to the new Product Image Scraping. Facebook currently has technical mechanisms for facial recognition in photos. The team proposes that this technology should be taken a couple steps further to identify objects and locations in the photos. This would allow the ad buying customer to match the images with advertisements for similar objects such as hats, shirts, sunglasses or bags. This feature is linked to existing Facebook owned products such as WhatsApp and Instagram.

The final driver in this roadmap, Real-time Location is pivotal to Facebook entering into local market advertising as well as location aware advertising boards. Local market advertising would allow the ad buying customer to target advertisements to the user’s actual location. For example, at lunchtime if the user was near a deli, that deli could target sandwich advertisements and coupons. Location aware advertising boards are screens which can project a user specific advertisement, based on the proximity of a known user [30]. This data driver is mapped to the new feature, My Trip Profile. My Trip Profile is mapped to both the existing Location Monitoring Features, an acquisition of a new Local Carpool List and the Facebook Band. The Facebook Band is a smartwatch which has Facebook data gathering for location awareness. The Band is recommended to be developed with an existing smartwatch manufacturer partnership. The Carpool List is a product for allowing users to find rideshares within their Facebook Friends.

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Figure 8. Facebook Metadata Roadmap

ShoppingThe Shopping Roadmap is constructed from the data drivers with a shopping and purchasing theme.

The first data driver, Websites Visited was described in the previous section. For the purpose of shopping, this driver can be used to track what shopping sites the user visits and the advertising can be focused on by the same company or by that company’s competitors. For example, if Home Depot uses Facebook’s authentication services, they could later buy ads to target their services to those same customers. At the same time, Lowes could also target those customers as they would be known consumers of DIY products.

The second driver in this roadmap, Technology Platform Information, is to allow device manufacturers to target advertising for new devices to users who have outdated devices. Facebook could gather information on the model and year of the devices. This data can be gathered from the user volunteered information in the Facebook Application as well as metadata gathered from the mobile applications installed on the user’s various devices.

The final driver, Purchases, allows Facebook to target ads based upon user purchase history of timing, type and amount. In addition, semi-realtime purchase data could trigger ad targeting. For example, if a user uses the Facebook Pay application to buy a ticket at a movie theater, local ads for restaurants could be targeted for dinner. Purchases also includes My Shopping List management feature which allows the user to track all of the items which are on their “to buy” list. The user would be targeted with advertisements for items which they are already researching, intending to buy or dreaming of purchasing. The My Shopping List would be integrated into the partnership of a Facebook Browser. Since Facebook already has numerous partnerships with Microsoft, the team proposes that the Facebook Browser

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should be developed on the Bing Browser platform. Finally, to meet the needs for both managing a shopping list as well as tracking actual purchases, the team proposes that Facebook also partners with shopping card services to obtain access to this data.

Figure 9. Facebook Shopping Roadmap

InterestsThe third roadmap is on Interest Data drivers. These are a user’s interests which an ad buying customer can use to target products in the market of the interest.

The first data driver, Websites Visited, has had its linkages described in the previous two roadmaps. In Interests it can be similarly used to match ads to the interest websites the user has a history of visiting.

The second data driver, Diet of Choice, allows ad filtering based upon the types of food a user is eating regularly. There are various diet plans users follow which have particular foods associated. These associations can be used to target appropriate ads. For example, if a user follows a Paleo diet they should not have local advertisements targeted for processed fast food, instead a salad shop or local butcher should be targeting their advertisements to this user. This is linked to the Food Ratings App product as well as the Shopping Card product previously described. The Food Ratings App product is similar to the existing Yelp website, but goes a step further and also tracks grocery and individual food products liked.

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In addition the user can self-identify with particular food diet/programs (vegan, vegetarian, paleo, juice diet, fast food liked).

The fourth data driver, Fashion Interests, allows ad filtering on self-identified fashion style. The feature that would support this data driver is My Style which would be included in the Facebook Browser (previously described). This data would be of primary use to the fashion retail industry to target ads to users that identify with the retailer’s style.

The final data driver in this roadmap is Transportation Used. Transportation Used allows filtering based upon the user’s transportation needs and habits. For example, if a user’s car is over 10 years old, Honda could target new car ads at this user. If the user is a bike rider, similarly they could be targeted ads for bike repair stores in their local area or along their commuting route. This data driver links to the previously described My Trip Profile. In this roadmap, in addition to the previously described Local Carpool List, it also links to the Facebook Band as this would give data on the daily commuting routes.

Figure 10. Facebook Interests Roadmap

User WellnessThe User Wellness Roadmap has data drivers on the topic of health and fitness. This is appropriate for advertisers to target as this is a vast market.

The first driver is Sports Profile which allows the ad buying customer to target to a specific sports interest, team, and sport. The feature My Fitness will be partially self-identifying in the Facebook Application product, but will also be gathered from the Facebook Band product through the fitness applications.

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The second driver for this roadmap has previously been discussed, Diet of Choice. As previously described, the user’s diet choice can be mapped to a large amount of products including restaurants, fitness, specialty food, grocery and food preparation items.

The third driver is Health Care Needs. Health care data includes some medical history as well as medication usage. The medication usage filtering may be used by medical equipment providers or by rival medication manufacturers targeting alternatives. The medical history information can be used by hospitals to target treatment programs, medical equipment providers to target the latest in gadgets, and pharmaceutical providers. This data will be gathered through the user feature My Health; a collection of self-identified data that will be gathered in the configuration of the Facebook Band. Facebook Band’s health applications will use this data to provide the user with medication dosage, heart rate and other vital statistic tracking. As previously discussed, Facebook Band will be developed through R&D and Partnerships.

Figure 11. Facebook User Wellness Roadmap

ConclusionThe Roadmap findings suggest that the Facebook Company would find great benefit from partnerships, R&D, and acquisitions. Various partnerships with other companies will assist Facebook in broadening their product line and exploring different market segments. A partnership may allow potential products to develop more quickly and efficiently with the utilization of the partnering company’s assets and skillsets. For example, a partnership with Microsoft for a Facebook browser could provide extended information about user habits or shopping interests. This information will then be used to provide ad-buying customers with relevant filtering data.  Additionally, the potential vision of a Facebook fitness band may come to life while partnering with a company such as Nike or Microsoft to further user

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wellness data collection. Research and development is needed to maintain the company’s relevance throughout the market. New product implementation and development could lead to a wider market range and be of higher benefit to Facebook’s ad-buying customers. Facebook practices acquisition extensively, as it attempts to buy emerging competitors within the market.

The literature review findings conclude that Facebook’s acquisition strategy is unsustainable. Attempting to buy all competitors is not predicted to be successful in the long run; Facebook must concentrate on R&D or targeted acquisitions. Through empirical evidence it was observed that many features and initial settings are programmed to collect specific targeted data about users. Examples of these may be found in search functionality and location settings. The company was designed to be a social network, so advertising is not the ideal marketing tool fit for Facebook. The SWOT analysis shows that Facebook needs to restructure the principals of its business to match the marketing needs. Finally, the roadmapping techniques have shown that Facebook needs to focus on getting even closer to the user with increasingly private data mining such as location monitoring, purchase and health data.

Limitations experienced throughout the course of this project include restricted access to information about the algorithms, acquisitions, and survey data. The team did not have access to the Facebook algorithms that are concerned with providing targeted information about users to the ad-buying customers. Furthermore, no access was provided to the metadata of Facebook’s acquisitions. There was a lack of a survey to prioritize the data driver needs, due to limited time.  However the driver needs were found through literature review.  Future study could entail the performance of a market survey, and the evaluation of Facebook’s complete business model and suggest a marketing focused strategy.

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