With all the discussion on what social media is, what it’s future will be like, who will control it, I often feel we fail to see the forest for the trees.

I see it as too diverse of a phenomenon to pin down with one easy definition. Its applications go far beyond the neat capsules that can be used to pick a particular department or function that should “own” it. Social media is creating, empowering, and accompanying a paradigm shift in the way we use all media.

Are we fully there yet? Of course not. These are only the early stages, part of an evolutionary process that often comes step by step. But those steps are happening and happening and soon we’ll look back and be amazed how far we’ve traveled. Then before we know it again, we’ll be stepping again and look back again and we’ll be amazed how much we’ve come from that first time we looked back.

Yes, organizations are going to have to harness social media in ways that they can benefit from, to reach ROI. This means trying to create some sort of structure for it without “siloizing” it. Very difficult indeed.

I’ve tried to lay out what I see social media as. Not from a specific definitional standpoint, but from a several miles up point of view.

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Deloitte, along with Beeline Labs and the Society of New Communications Research, has come out with a study showing the current challenges and rewards of today’s online corporate created “communities”. It’s created a decent amount of chatter, which is not surprising considering that this industry is in its nascent stages and everyone is trying to figure it out.

The survey, entitled “2008 Tribalization Survey” gathered information from more than 140 responding organizations in the business to business, business to consumer, and non-profit sectors. Some of the corporate communities have more than 10,000 members; others have less than 100. Those numbers weren’t put into context from what I can see.

I’ve looked around at the commentary on this and have been able to glean a decent amount of info. Much of what I’ve found confirms conventional thought (or at least my thoughts) with the smattering of a few surprises. Read more…

Let me first reveal that Abraham Harrison LLC, my employer and my company, is an online reputation management company — online reputation protection, promotion, defensive SEO, domain name strategy, and crisis management. That said, I could not be happier because online reputation management is apparently the new black, at least according to Techdirt, Forget Publicists, All The Cool Kids Have Online Reputation Managers:

It’s been well-documented that Google has become something of the mythical permanent record teachers warned you about as kids. There are plenty of stories about people losing jobs or discovering dubious information about dates using Google. A few years back, services popped up claiming that they could scrub your online record clean — though, how successful such services could be was certainly called into question. However, it appears that those services have morphed into a new, somewhat scary, category called online reputation management. While it’s to be expected that corporations might have people monitoring online reputations, it’s quite another thing to have individuals hire firms to do the same thing.

(Tip of the hat for the article to Scott Burns)

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The culture of participatory social media is having some surprisingly significant effects on both the way satisfied customers play a role in contributing to the marketing message development of products and services. And it is also playing an increasingly important role in defining the key touchpoints that customers use in the deciding factors one what to purchase. What makes this all the more noteworthy is that much of this is rooted in offline purchases. I’m putting this together from two recent studies…

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Polling and focus groups are like observing the behavior of the chimpanzee in captivity — you have a living, breathing, chimpanzee, but you have one that is under stress, duress, and has been partially acclimatized to appeasing its handlers — it wants to keep safe, it wants to be fed, and it wants to get out — so observing chimpanzee behavior in captivity is like observing consumer or market behavior in focus groups — you have real-live response, but you have the response of something that is beholden to you, that is wondering what’s in it for me — you have corrupted behavioral data.

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