Tag: B2B marketing

B2B social media lessons from Steven Slater and Mark Hurd

August 13, 2010 by Chris Koch

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At first glance, Steven Slater seems like a total crackpot—cursing out a passenger on the intercom and snagging a few beers on the way to a fun-house exit on the inflatable emergency slide (admit it, haven’t you always wanted to slide down that thing yourself?).

But we’re in the era of social media now, so there are breadcrumbs in the forest that lead us to a fuller explanation of who Slater is and why he did what he did. Valleywag did a great piece on the trail of anguish Slater left on a social media site called Airliners.net about how airlines’ absurd baggage fees had caused an explosion in carry-on baggage that pits passengers against crew and puts everyone in danger.

Social media fills in the background to the blowup
Thanks to the site, we discover that Slater has loved flying since he was a kid. His father was an airline pilot and he waxed poetic about seeing planes take off. His posts chronicle the sweeping arc of frustration felt by a veteran flight attendant (he has been flying since 1990) over the steady decline of an industry that he clearly loves.

Following the trail of bread crumbs leads us to a caring, thoughtful person. Of course, he shouldn’t have done what he did, but it’s clear that his slide into the sunset is built on a foundation of heartfelt frustration rather than a crackpot’s whim.

Even the mighty leave a trail
From the yin of Slater we have the yang of Mark Hurd’s implosion at HP. It’s difficult to tell exactly what went on between Hurd and Jodie Fisher, but it isn’t hard to find a breadcrumb trail of what people of HP thought of him. And in the wake of his firing, that’s exactly what journalists and their audiences were interested in knowing. When the mighty fall, we all want to know what those involved really thought about the powerful icons.

You can do that on a social media site called Glassdoor. Go there and search on HP, and you can see that as of today anyway, employees are dissatisfied. And until Hurd was fired, his picture went next to that 2.4 out of 5 rating. The first review I saw listed under the search was entitled, “OK to work for, but watch your back.” Nothing like faint praise.

The data is available to pass judgment
In a piece on SiliconValley.com, they interviewed the CEO of Glassdoor, who was able to offer an assessment of Hurd’s reign based on over 1000 reviews of people who work there. As a researcher, I know that that is a pretty respectable survey sample. And since Glassdoor is a site with a higher purpose than ranting about your employer (people go there looking for job postings and to get a sense of the going salaries in their professions) it’s likely that it represents a fair cross section of HP employees, rather than just the angry ones.

The information from a social site like this changes how journalists can write about a huge company like HP. Rather than trying to craft an objective view of what HP employees thought of Hurd based on a handful of interviews with a few (possibly disgruntled) ex-employees, the reporter is able to build a credible case for the fact that, as it says on the headline, “Few HP workers shed a tear for Hurd.”

So what can we take away from all this as B2B marketing professionals? Here are a few thoughts:

  • We must monitor what’s being said about our companies online. The trajectory of Slater’s postings look a lot like the things that customers say about our complex B2B products and services, which have a much longer arc of relationship than B2C. Our customers aren’t going to do a United breaks guitars on us. They are much more likely to build a reasoned head of steam over a long period in places like message boards.
    Longtime customers look especially like Slater. They may have come on board at a time when your products and services offered more than they do now or worked differently. Like Slater, their expectations may be born of an entirely different era that they think was “better” than today. We need to keep track of the arc of sentiment and reach out to these customers before the blowup.
  • We must be able to engage with customers through social media. It isn’t enough to discover that customers are mad at us online. We need a process and people for reaching out to them. Imagine if someone at JetBlue had reached out to Slater based on his postings and asked him to talk about his growing frustrations? He certainly wouldn’t be facing federal charges and an end to a long career. Similarly, there are many ways we can intervene in our B2B customers’ frustrations. We can invite them to talk with an internal SME, create a session about the issue at the next user conference and invite to attend, etc.

What do you think? What else do we need to do?

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15 qualities of a good social media voice

August 3, 2010 by Chris Koch

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When people ask about how to use social media tools like Twitter, LinkedIn, or Facebook, I suspect that they are really asking about how they should sound in those tools.

After all, the tools themselves are dead simple. You need a second hand on your watch to track how long it takes to set up a Twitter account, for example.

But developing a social media voice is a more complicated proposition.

A good starting point is to create a social media policy for the organization. But these policies are more like guardrails than signposts. Writing style guides can also help, but who has time to plow through them? Employees and subject matters experts need active support from marketers to develop their social media voices. In ITSMA’s social media survey, 68% said that marketing is the catalyst for social media. It’s worth our time to develop a brief guide to social media voice for employees that takes into account the unique attributes of your target audience.

I humbly offer these guidelines in the spirit of the B2B marketing guild. I’d love to hear your additions, comments, rants.

Here are some of the qualities that social media voices should have:

  • Authentic. I’m loathe to use this one because it gets trotted out so often, but social media ups the ante for saying what you mean and meaning what you say at the time you’re saying it. In social media, buyers can connect synchronously with you and with their peers, they can react instantly, and they can do so through easily accessible tools like Twitter. Obfuscation used to be a way to buy time in an era when buyers had to write letters to the company president to get their complaints heard (and they had few ways to determine whether others were having the same problems). In social media, obfuscation only brings a swift, often large-scale, backlash.
  • Relevant. In social media, it isn’t just what you say; it’s the company you keep. Creating a responsive social media network means focusing on a subject that you know well and sticking to it so that people know what to expect from you. Remember that it’s as easy to disconnect from people in social media as it is to connect with them. Lack of relevance is a ticket to deletionville.
  • Empathetic. The best social media voices have a clear understanding of what it feels like to stand in their audiences’ shoes. We need to understand their experiences and offer content that fits their needs.
  • Generous. Sharing is the currency of social media. For example, Twitter updates that come with a link to something deeper to read (such as news, opinion, tips, research, and thought leadership) are more likely to be passed on, or retweeted, to others. Rarely do those links lead to paid content. Those who make their content freely available will have many more readers than those who don’t. Besides, it makes us feel good. Acts of generosity, it turns out, light up the same primitive, feel-good areas of the brain as sex and food do.
  • Responsive. Just when we think no one is listening to what we’re saying in social media, we’re likely to receive a message—often from someone we’ve never conversed with before. If we ignore these messages, we can hurt the feelings of those involved and lose opportunities to have interesting conversations that could contribute to our social media success. Blog comments, for example, should all receive a response from the blogger, even if it’s just one message thanking everyone for their time and good thoughts.
  • Helpful. Our helpful deeds in social media are often seen by many others who spread the help farther and enhance our reputation. Subject matter experts who answer questions on the Answers section of LinkedIn, for example, can grow their connections and build traffic to their blogs.
  • Original. It’s okay to link to news items or interesting blog posts, but chances are that many others have already done the same thing. The strongest social media voices are those that regularly contribute original ideas. Blogs are a great hub for creating and sharing original ideas, because readers can contribute to and refine the thinking (as I’m hoping you’ll do here!).
  • (More) Informal. Social media are designed to elicit conversation, yet most of that conversation happens in written form. That means we need a new standard for ourselves. We should make our writing sound more like the way we speak (when we’re at work). One way to judge whether you’re being too stiff (or overly casual) is to read your writing aloud before posting it. If it sounds too stuffy, overly long, or overwrought, simplify it. On the other hand, if it sounds like you aren’t old enough to have a driver’s license, put more thought into it.
  • Timely. Everybody loves a scoop. Gaining a reputation as the first with the latest news in your chosen subject area increases your relevance among others in your network and helps attract new followers. However, it helps to do a little research before sharing to make sure that the tidbit hasn’t been re-tweeted a million times already, or that there hasn’t been some change in the issue since you discovered it.
  • Persistent. Social media voices that appear and then disappear for long intervals create mistrust and apprehension. Was this just a passing fancy? Are you participating just to push messages? Do you have so little say that you needed a month off? The unwritten rule for blogs demands at least a post per week, for example. More than a month and people will begin to delete you from their RSS feeds.
  • Inspiring. As my friend Laura Nicholas points out, the best social media voices try to inspire others to action. For example, try looking at a perennial problem from an entirely different angle and asserting new ideas and thinking. You may inspire someone to share what you wrote because they see the value and want to enlighten others.
  • Grammatical. Sure, social media are more informal by default, but informal doesn’t mean you should sound like an idiot. Indeed, the more personal nature of the communications makes good skills even more important because all the misdeeds can be easily tracked back to their source. It’s okay to split an infinitive now and then, but the really obvious stuff—misspellings, misunderstood words, crappy punctuation, and internet shorthand (unless you are really short on space)—reflects poorly on the reputations of the communicators and their companies.
  • Communal. Just as we communicate differently in conversation than we do in writing, we have a different voice with groups than we do with individuals. In most cases in social media, we are speaking to a group. Depending on your reach and focus, the group can be homogenous or incredibly diverse. In B2B, it’s likely to be diverse, at least in terms of ages and backgrounds. Your voice should sound reasonable to everyone in that group.
  • Dialectal. We always hear that it’s wrong to use a lot of jargon, and in general it is, but only because most B2B marketers are usually trying to reach a general audience of both business and technical people. On the other hand, if you’re only trying to reach the techies, jargon may be expected, as marketer Jed Sundwall points out in this excellent presentation, Finding Your Social Media Voice. We need to understand the particular dialects of the audiences we’re trying to reach with social media.
  • Contextual. Social media are a lot like party conversations. Much depends on how long the conversation has been going on and what has already been said in your absence. The smartest blog comment sounds dumb if the point has already been debated in the comments section. Conversations in social media have a habit of diverging from their original course. Participants need to stop and assess the waters before plunging in.

What do you think? What are other important qualities to have in a social media voice?

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Do too many cooks spoil the blog?

July 28, 2010 by Chris Koch

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Scoble, Longhorn Evangelist
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Companies who want to add their voices the blogosphere have a decision to make: Do we allow individual employees to be the dominant force in our efforts, or do we keep the focus on the company by creating group-authored blogs?

In part, this is an issue of control. Some companies have decided to let a thousand flowers bloom—i.e., individual employees can blog as long as they adhere to the company’s social media policy. The other is to take a more controlled approach and put a blog or a handful of blogs on the corporate website.

Multi-author blog are easier for companies—but what about the audience?
It seems that most blogs that are on the corporate website are multi-author affairs. The advantage to multi-author blogs (though not necessarily to the audience’s advantage), is that the workload can be shared, reducing the dreaded gaps in posts if bloggers get really busy in their day jobs. There is also less disruption when a blogger leaves the fold. And the brand or the issue that the brand wants to promote (say cloud computing, for example) remains the focal point of the blog rather than a particular personality.

The downside to this approach is that the blog can seem muddled, with bloggers of varied interests and abilities going off in their own preferred directions, leaving the reader to wonder who’s in charge here. It’s also harder to avoid the perception that the blog is a corporate organ rather than a natural outgrowth of your employees’ passions.

Multi-author is part of traditional branding
The multi-author approach is more loyal to the traditional marketing approach that says that the brand comes before the individual. Yet there’s no question that blog readers are looking to connect with a person, much as people follow their favorite columnists in a newspaper or a favorite character on a TV show. They enjoy getting to know the blogger over time.

Increasingly, I think the multi-author approach will become old school. An interesting article this week, Brand Building, Beyond Marketing, essentially argues that the issue of brand has gotten beyond the control of marketing and is increasingly embodied in the actions of individual employees. (This is especially true for services companies, which don’t have concrete products that can do the branding for them.)

Individuals can burn out—or just leave
Now, it is possible to highlight individual contributors within a group-authored blog to give readers a better sense of connection, but for me it never works as well as when the individual takes responsibility for the whole enchilada. Individuals can’t afford to play it safe if they want to build and keep their audiences.

The downside to this approach is that individual bloggers can get burned out easily (most already have day jobs, right?). Another problem is that they may move on to another company, perhaps taking their audience and any brand cred they’ve helped you build with them (most people pick on Robert Scoble as an example of this).

I don’t think there’s a definitive answer to this question yet—at least I haven’t seen any good research comparing individual vs. multi-author blog performance.

What do you think?

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Have you created a waking dream for your customers?

July 16, 2010 by Chris Koch

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Commemorative Stamp of Abraham Lincoln, 1959 i...
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I’ve been reading through applications for ITSMA’s Marketing Excellence Awards this week and I have been blown away by the quality of innovation and creativity that’s going on out there among our members (and other B2B companies)—I mean, I’m talking about a quantum leap over what I’ve seen in the three years that I’ve been mingling with these folks.

I can’t name the specific companies because we’re still in the midst of the judging process, but it doesn’t really matter because the stuff is so innovative.

For example, in the three categories I’ve looked at so far (there are six categories altogether), we have one company using analytics to predict customer buying patterns (and this ain’t diapers or laundry detergent, ladies and gents—we’re talking six-figure jumbles of complex products and services here). Another company is using automated algorithms to seek out and deliver targeted customer and competitive intelligence to salespeople—on a daily basis!

Okay, so you might expect technology companies to do this kind of sci-fi geeky stuff (they do, in fact, employ rocket scientists, after all).

From marketing event to marketing retreat
But there is some real creative marketing thinking going on, too.

One example stands out for me. It’s an attempt to take a typical high-level executive event and transform it into something resembling a retreat. Through intense screening and prepping of attendees and a tightly managed agenda of facilitation, they take these executives out of their work lives for an entire week to think together.

Can you start to see how this would take us way past the level of the typical conference (assuming you had the clout to blast through the brick wall surrounding these peoples’ schedules) and into the I-love-you-man territory of life-altering bonding between customer and provider?

Sometimes, providing a fallow field for customers to create their own thought leadership is in itself the very highest form of thought leadership.

Why?

What is a waking dream?
Because you are helping them create a waking dream to play with.

You probably know what I mean by waking dream. For me it only happens when I’m reading a really good book (as opposed to a really good movie) because not only does time stop, I become engaged, and I stop thinking about the pyramid of human needs, but I start to create a vision—my vision—of the words that I am reading. The writer tees up characters, dialog, and plot for me, but I’m the one who realizes the scene, sees the faces, and draws the emotions.

I’m guessing this is one of the reasons that bad books sometimes make great movies; the director has that much more freedom to create that waking dream for him or herself and then build it for the rest of us.

That’s also why the best movie I’ve ever seen (for me, the Godfather) still pales next to the best book I’ve ever read (War and Peace) because I own the vision of Pierre lying on his back in the middle of a horrific battlefield and looking up to see the most beautiful blue sky imaginable. (I get to place the sounds, smells, clouds and the colors.) Coppola was just leading me by the hand through his vision of the Godfather (and I’m really grateful that he did, don’t get me wrong).

Dragging us back to marketing (sigh), this is what good thought leadership has to do. Through our events, white papers, videos, whatever, we must prepare our audience to experience that waking dream.

Can you imagine that putting some of your customer peers through a well-managed event over the course of a week could give them that kind of space? I can. Very cool.

How to create the dream
Since not all of us have the budget or ability to do that, however, let’s come up with ways that we can create waking dreams for our customers through our marketing. Here are a few ideas for that blatantly stolen from the tricks that novelists, playwrights, and directors have been using for centuries.

  • Awaken personal aspirations. Most of us say we want to have dinner with Abe Lincoln because when we see his unmistakable face it creates a waking dream in us about the kind of person we’d like to be (and how far we still have to go).
  • Create emotion. They say that true art is that which makes us feel something—anything—strongly. But all of us have the power to stir the kind of emotion that takes us out of the moment and “gets us thinking.” The trick is to do it in a way that leads to constructive thinking.
  • Use empathy. Evolution has designed us to have empathy for others. We enter waking dreams when we see the specific pictures of people in Haiti still living in the same shacks they put up six months ago when the quake first hit. We just have to design creative ways to bring it out so that it results in better relationships and ideas.

I think there must be many more than this. Can you please suggest some?

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Why serious games are a serious form of thought leadership marketing

July 9, 2010 by Chris Koch

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I’ve been looking at the growing connection between gaming and thought leadership this week. I know, I know. It’s hard to utter thought leadership in the same breath as video games, avatars, and conversation balloons, but all of these pieces have converged.

Turns out that video games have a role in making the complex (i.e., almost every B2B service ever created) explainable.

Think about it. Case studies are great for building trust, but they don’t do something that video games do by default: put the user at the center of the experience. Ask anyone forced to sit out a video game session while his (gamers are mostly guys) friends play and they’ll tell you that experience trumps observation every time.

Games destroy complexity
An example of what I’m talking about is IBM’s Innov8 online game. This game deals with two of the most complex issues in B2B technology today: business process management (BPM) and service oriented architecture (SOA).

Now in its second generation, the game is part PlayStation and part knowledge management repository. It aggregates some of the typical decision scenarios that IBM customers must make when trying to improve processes in three major areas: customer service, supply chain, and transportation.

In the customer service game for example, you learn through some earnest virtual characters that there are two big issues in BPM for customer service. First, after receiving advice from virtual characters you get three chances to map the process—i.e., how should calls flow through to our call center?—with points for picking the most logical flow. Second, you play with business rules for automating the processes you’ve just mapped—i.e., if we want to cross-sell and up sell, what percentage of calls should be routed through our most experienced call representatives vs. our less experienced (and less costly) representatives?

The connection between gaming and thought leadership
The game succeeds in a number of ways. First, it frames the discussion of BPM in a way that makes sense and that connects it to business results. Second, it establishes IBM as an expert—after all, if you developed the game, you must understand how this is done, right? Finally, as you play with the business rules and see the impact they have on revenues, you get a visual, visceral demonstration of the role that IT automation plays in business performance—which helps IBM sell its Websphere SOA software (the stuff that enables the automation).

They call these things serious games. I think they will force us to seriously rethink our approaches to thought leadership. What do you think?

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In social media, no one knows you’re an introvert

June 25, 2010 by Chris Koch

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Peter Steiner's cartoon
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Two interesting posts this week on how our personalities affect our online behavior. First, Paul Dunay (did I mention that Paul is my favorite B2B blogger yet today?) expresses shock that he turned out to be an extrovert on the Myers-Briggs personality test and wonders if you need to be an extrovert to be in social media. Then David Weinberger, big thinker, co-author of the Cluetrain Manifesto (and nice guy) proposed an interesting framework for determining our internet personalities.

Reading these got me thinking that we probably need to rethink the concepts of introversion and extroversion in social media marketing.

Since I’m a completely unqualified to comment on matters of psychology, I immediately came to certainty on Paul’s query (no!) and, of course, came up with a theory.

On the internet, nobody knows you’re a dog
And the fact that I’m writing about it here proves that you don’t need to be an extrovert to be in social media. I am an “I” with a capital I. (Though I can sometimes fake extroversion when I speak in front of a group that doesn’t know me.)

Could I have revealed all that in a casual conversation with someone I don’t know very well? Doubtful. But can I do it on my blog? Hell yeah! (I never say Hell, yeah in real life—well, hardly ever.)

I think social media turns most things we think about innate personality on its ear. Think of how people contract avatars in games that represent the person that they want to be (or are but can’t show).

But as Paul points out, that self is often lazy and fearful. Research has shown that even in lively online communities, only 10% actively contribute, and about 1-2% actively become leaders of topics and post new threads.

How can we help customers be extroverts?
Those numbers look bad, but we have to think of them from our customers’ perspectives. What if you post a thread on a topic that your company doesn’t want you talking about? What if you wind up looking like an idiot in front of your peers and embarrassing yourself and your company?

Now juxtapose that against the wild sharing that we do on personal devices and networks. Many, many people are revealing themselves in ways that they would never do in real life and on Myers-Briggs tests. Twitter is like a virtual table in the bar that everyone is dancing on.

I think for marketers, the issue is less about whether our customers will be more extroverted online—they already are. But how can we create more ways to share safely?

What do you think?

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The power of self-regulation in customer relationships

June 18, 2010 by Chris Koch

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Simple things seem to be the most powerful, don’t they? I think that’s one of the reasons that when people write about an archetypal business, they often use bicycles.

Advertisement for Columbia Bicycles from 1886.
Image via Wikipedia

Clear, simple product that everyone understands, right? Everyone knows what a bike shop does. They sell and fix bikes and they offer accessories.

The bowl of quarters
But Chris Zane thinks of this simple business model differently. He sees it entirely as a service business. And he aims to give away (as in free) as many services to his customers as possible. To bring this across, he uses a simple metaphor: a bowl full of quarters.

In this video of a conference presentation Zane did (don’t bother with the whole thing, just scroll down in the box marked “Chapters” to “Zane’s Cycles”—it’s short and sweet), he offers the bowl to people in the audience and asks them to take from the bowl. He doesn’t tell them how many to take, he just puts the bowl in front of them.

The power of self-regulation
As you might suspect, nobody digs a paw into the thing and scoops out all the quarters. They each take one. This is the power of self-regulation.

The bowl represents the lifetime value of the customer. Zane did research on the bike industry and figures that the average lifetime value of each of his customers is $12,500—from the first bike they purchase to the last, as well as all the accessories. At a 45% margin, that translates to $5600 in profit.

When Zane started out, he faced competition from much larger bike shops, so he couldn’t afford to compete on price of the product.

Can you afford to hand out quarters?
Instead, he started handing out quarters. First, it was free one-year maintenance with each bike. Then when competitors matched it, he made it two years, and then finally, lifetime.

When a customer needs something small, like a nut or bolt, Zane trains his staff (and training is important) to just give them away. If a customer tries to fix a flat himself and screws it up, they get a new tube—no questions asked. After all, what’s a $5 tube when you have $5600 to spend?

For those of us struggling with B2B marketing and all its complexities, this will help clarify some core issues.

Watch the video and you will come away inspired to rethink how you relate to your customers and what your true costs are in serving them. You may even create your own bowl of quarters.

Please say what you think of the video in the comments section.

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Integrating mobile into B2B marketing

May 27, 2010 by Chris Koch

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Great conferences have impact that lasts long after the day (or two or three) that they occur. MarketingProfs’ B2B Forum is one of those conferences. For example, the Twitter stream from this thing (#MPB2B) is still going strong weeks later. You should check it out; it’ll give you a great list of B2B marketers to follow.

Another sign of a great event is the people it attracts. I met two of my favorite B2B bloggers at the event: Christine Kerley (AKA @cksays) who writes CK’s Blog and Jeff Cohen (@jeffreylcohen) who, along with Kipp Bodnar writes the Social Media B2B blog. If you’re trying to stay on top of B2B marketing trends, you should be reading both of these blogs.

CK kicks butt and takes names. She collared me in the session I ran at the Forum on B2B mobile marketing and sat us both down with Jeff, who interviewed us about our views on the subject. CK has tons more content on B2B mobile that you should check out.

I’d love to hear your views on our interview.

B2B Mobile Marketing from Jeffrey L. Cohen on Vimeo.

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How Facebook’s privacy disasters will change B2B marketing

May 21, 2010 by Chris Koch

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Have you ever noticed that your Facebook profile page looks like one of those horrible qualification forms that we make our customers fill out? If you go to Facebook and look at your profile, your immediate reaction is going to be that it’s asking for too much information.

Social media is beginning to teach us that long qual forms are going the way of the dodo. I’m still looking to pin down incontrovertible evidence of this, but anecdotally I hear from people that when they get rid of qual forms for their content the amount of engagement increases exponentially. The question that we’re asking Facebook is the question that we should be asking ourselves in our marketing: Do we really need all this information?

Facebook has built its business model around gathering as much personal information about us as possible. And just as our traditional thinking about qual forms is failing, so will Facebook’s personal-information-as-currency model. Both Facebook and we have traditionally believed that the content services that we provide—in our case studies, white papers, webinars, etc.—come at a price. It costs us money to produce this stuff, and therefore our consumers must pay a price. That price is personal information, company information, and buying intent. For Facebook, it’s personal information that advertisers can use to target us.

Customers are less willing to give up information
Especially as social media takes off, we’re finding that prospects and customers have less and less patience for giving us that information. The expectation on Twitter is that 99.9% of the time any link that you put in a tweet is going to lead to accessible content. Twitter etiquette, at least as I observe it, is that if the information that you’re linking to is gated, you take up some of that precious 140-character real estate to inform people of that fact.

It seems that Facebook has staked its future not on the interactions that occur between people on its network but on the idea that the value is in the personal information of its participants. This is a disaster if you ask me.

Now let’s compare your profile page on Facebook with your profile page on Twitter. It’s like the difference between someone asking for your e-mail in exchange for a white paper versus them asking for your salutation, your company size, when you are going to buy, your mother’s maiden name and on and on ad nausea.

The key is the interaction—not the information
See, what I think Twitter understands that Facebook and LinkedIn and all of the other permission-based networks don’t is that the key is in the interaction, not in the information.

I admit it; I’m a Twitter bigot. I find much more value in Twitter than in any of the other social media networks. So take my comments with a grain of salt. But I will tell you that this week I attended an excellent event run by Silver pop called the B2B marketing University in Boston. Because of my Twitter interactions with people in the B2B realm, I had all the information I needed to be able to approach four people I recognized at the event (if you’re reading this, you know who you are!) and engage them in real substantive discussions—even though we had never met.

I don’t know what schools they went to, or where they worked before their current jobs, but I know what they think about B2B marketing and I have re-tweeted their stuff and I know they’re smart. Those interactions on Twitter opened up a possibility of a relationship much more easily than being able to read their profile pages on LinkedIn or Facebook. I learn about them and who they are based on my interactions with them and in sharing content that is of interest to all of us.

Viral vs. permission-based
It’s this viral relationship model of Twitter that wins in every privacy showdown between Facebook and its users. There is a cottage industry developing out there for people who want to protect you from Facebook. Reclaimprivacy.org is a small browser based program that practices a kind of benevolent vigilantism and helps you change your vulnerable privacy settings. It’s a great service, but it only reinforces the perception of Facebook as Big Brother. The privacy issues for Facebook are going to be on the cover of Time magazine next week. There’s would be joy in Twitterville this week if it didn’t seem that the founders of Twitter have none of the ego and contempt for competitors that most businesses seem to have. (Of course, it may be a little bit easier to be this way when your own business model remains rather ill defined.)

I don’t know about you, but I’m always annoyed by people whose first question is what I do or what school I went to. But that is how we’re introduced to each other on Facebook and LinkedIn. I’d rather get to know you based on knowing that I have a shared interest with you. Frankly, I can’t imagine why 300 people would subscribe to my blog every week if that weren’t the basis of our relationship.

Ask for a relationship, not information
I think that as social media becomes more integrated into our lives and our jobs were going to see that just as with our content we are going to have to get to know one another through our interactions. We need to ask people for a relationship rather than asking them for their information. What if, next time you offer a white paper or video to prospects, instead of demanding their contact information, you invite them to join your community on LinkedIn, or sign up for an event, or follow you on Twitter? This would be the basis of a much more substantive encounter—and potential relationship—just as I had with my Tweeps this week in Boston.

We should all take a lesson from Facebook and understand that getting information from people is not a zero-sum game. It’s a gradual process—the currency of which is trust and exchange of value.

What do you think?

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Six ways that marketing needs to lead the organization in social media

May 14, 2010 by Chris Koch

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Social media creates the need for marketing to lead within the organization.

At least that’s the conclusion we reached at ITSMA recently when we did our social media survey (there’s a free summary if you’re interested).

Now what do we mean when we say that? We mean that within the organization the leadership of social media is falling to marketing. We think that’s because social media is seen primarily as a tool for marketing. Therefore, the marketing group is becoming the default center of social media, right?

I’m really excited about this because it’s rare for a function like marketing to get an opportunity to lead the entire organization. But think about it. Marketers are the not the only ones who are going to be doing social media. Our subject matter experts (SMEs) are talking to customers. We’re seeing HR departments using social media for recruiting. We’re seeing companies use social media to bring customers into the product and service development processes to collaborate on new ideas and improvements. We’re seeing companies use social media for customer support. (Shameless plug here: My favorite B2B blogger Paul Dunay is going to talk about how Avaya uses social media for customer support at ITSMA’s Marketing Leadership Forum on May 25-26.) The entire organization needs to get involved in social media and marketing needs to lead that effort.

I have to say that we were pleasantly surprised and I have to admit a little shocked when we discovered that many marketers seem to get this intuitively—67% of marketers said they are taking on the responsibility of identifying the appropriate subject matter experts and assigning them to engage with their target audience and influencers in the online conversations that are happening out there.

But if marketing is truly going to be the catalyst for social media in the organization, many things are going to need to change. To be a leader, you have to have your own house in order. That means that marketers need to integrate social media with the larger marketing and business strategies. That’s why at ITSMA we’re calling 2010 The Year of Marketing Transformation (sound the bugles!—a little portentous, I know, but we really believe it and the data really shows it). And social media is the main driver behind the need for this transformation. We don’t think marketing can afford to continue doing more with less. With marketing budgets as percent of revenue being an all-time low — less than 1% — social media can’t just be another add-on to everything else that marketing is already doing.

Remember that marketing can’t do this alone. Social media gives us the opportunity to bring the rest of the organization into our efforts. But to do this effectively, we have to define new processes, roles and competencies for marketing and we have to play a large role in leading social media for others inside the organization.

So in our research and our discussions with members and influencers on social media, we’ve identified six major areas that marketers need to focus on to lead the rest of the organization effectively.

  • Research. We have to figure who we want our SMEs to talk to so they don’t waste their efforts.
  • Ideas and content. We need to create an idea engine within the organization to help SMEs come up with things to Twitter and blog about.
  • New roles. We’re seeing a role that is sort of a director of ideas and content emerge. Someone who helps identify smart ideas and people within the organization and makes decisions about how to develop them. We’re also seeing directors of community—Jeremiah Owyang tracks these people on his blog.
  • Governance. Social media policies are the foundation of social media governance. And even small companies can benefit from having a social media council. Listen to IBM’s Sandy Carter talk about how she set up a social media council in her group at IBM.
  • Training. We shouldn’t just turn employees loose without helping them learn about the tools. But we also need to teach them about the strategies for using those tools. Telstra has a cool example of social media training that anyone can watch.

What do you think? What have I left out here? Anything to add?

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