The document defines key terms related to social media, social networking, and social business intelligence. It defines Web 2.0 as a set of web technologies that enable user interaction and collaboration online. Social media is defined as various forms of user-generated content shared online, including blogs, photos, videos, and reviews. Social networking is described as online services that focus on building social networks and relationships between users. Social business intelligence is the analysis of data collected from social media and networking sites to gain business insights.
1. Social
Speaks
Out
What
Companies
Need
to
Know
About
Social
Media,
Social
Networking
&
Social
Business
Intelligence
Stephen
J.
Andriole
Thomas
G.
Labrecque
Professor
of
Business
Technology
The
Villanova
School
of
Business
Villanova
University
Comcast
|
July
|
2014
3. Defini;ons
ü
Web
2.0
ü
Social
Media
ü
Social
Networking
ü
Social
Business
Intelligence
4. Defini;ons
ü
Web
2.0
ü
Social
Media
ü
Social
Networking
ü
Social
Business
Intelligence
5. Web
2.0
is
a
loosely
defined
intersecRon
of
web
applicaRon
technologies
that
facilitate
parRcipatory
informaRon
sharing,
interoperability,
user-‐centered
design,
and
collaboraRon
on
the
World
Wide
Web.
A
Web
2.0
technologically-‐enabled
site
allows
users
to
interact
and
collaborate
with
each
other
as
creators
(prosumers)
of
user-‐generated
content
in
a
virtual
community,
in
contrast
to
websites
where
users
(consumers)
are
limited
to
the
passive
viewing
of
content
that
was
created
for
them.
Web
2.0
technologies
power
social
networking
sites,
blogs,
wikis,
video
sharing
sites,
hosted
services,
web
applicaRons,
mashups
and
folksonomies.
Web
2.0
6. Web
2.0
can
be
described
in
3
parts:
Rich
Internet
applica;on
(RIA)
—
defines
the
experience
brought
from
desktop
to
browser
whether
it
is
from
a
graphical
point
of
view
or
usability
point
of
view.
Some
buzzwords
related
to
RIA
are
Ajax
and
Flash.
Web-‐oriented
architecture
(WOA)
—
is
a
key
piece
in
Web
2.0,
which
defines
how
Web
2.0
applicaRons
expose
their
funcRonality
so
that
other
applicaRons
can
leverage
and
integrate
the
funcRonality
providing
a
set
of
much
richer
applicaRons
(examples
are:
Feeds,
RSS,
Web
Services,
Mash-‐ups)
Social
Web
—
defines
how
Web
2.0
tends
to
interact
much
more
with
the
end
user
and
make
the
end-‐user
an
integral
part.
Web
2.0
7. Defini;ons
ü
Web
2.0
ü
Social
Media
ü
Social
Networking
ü
Social
Business
Intelligence
8. Social
media
takes
on
many
different
forms
including
magazines,
Internet
forums,
weblogs,
social
blogs,
micro-‐blogging,
wikis,
podcasts,
photo-‐graphs
or
pictures,
video,
raRng
and
social
bookmarking.
There
are
six
different
types
of
social
media:
collabora;ve
projects
(e.g.,
Wikipedia),
blogs
and
microblogs
(e.g.,
TwiTer),
content
communi;es
(e.g.,
YouTube),
social
networking
sites
(e.g.,
Facebook),
virtual
game
worlds
(e.g.,
World
of
WarcraW),
and
virtual
social
worlds
(e.g.
Second
Life).
Social
media
includes:
blogs,
picture-‐sharing,
vlogs,
wall-‐posRngs,
email,
instant
messaging,
music-‐sharing,
crowdsourcing
and
voice
over
IP,
to
name
a
few.
Social
Media
9. Defini;ons
ü
Web
2.0
ü
Social
Media
ü
Social
Networking
ü
Social
Business
Intelligence
10. Social
networking
is
an
online
service,
pla_orm,
or
site
that
focuses
on
building
and
reflec;ng
of
social
networks
or
social
rela;ons
among
people,
who,
for
example,
share
interests
and/or
ac;vi;es
and
people
with
similar
or
somewhat
similar
interests,
backgrounds
and/or
ac;vi;es
make
their
own
communi;es.
A
social
network
consists
of
a
representaRon
of
each
user
(o`en
a
profile),
his/her
social
links,
and
a
variety
of
addiRonal
services.
Most
social
network
services
are
web-‐based
and
provide
means
for
users
to
interact
over
the
Internet,
such
as
e-‐mail
and
instant
messaging.
Social
networking
allows
users
to
share
ideas,
ac;vi;es,
events,
and
interests
within
their
individual
networks.
Social
Networking
11. Defini;ons
ü
Web
2.0
ü
Social
Media
ü
Social
Networking
ü
Social
Business
Intelligence
12. Social
Business
Intelligence
is
the
analysis
of
social
media
data,
informa;on
&
knowledge
collected
from
various
social
media
and
social
networking
sites.
Social
business
intelligence
analysts
store
data
and
analyze
social
data
sets.
The
datasets
are
proprietary
or
accessible
to
other
analysts.
Users
can
create
new
and
interesRng
dashboards/
analyses
as
well
as
associated
insight
from
the
same
data
sets.
This
is
a
new
slant
on
business
intelligence
(BI)
where
the
explora-‐
Ron
of
social
data
can
lead
to
serious
analysis
and
important
insight
that
the
iniRaRng
user
did
not
envisage/explore/anRcipate.
Social
Business
Intelligence
13. Rela;onships
Among
the
Areas
Web
2.0
(Technologies)
Social
Media
(CollaboraRon
&
Sharing)
Social
Networking
(B2B,
B2C,
C2C,
E2E)
Social
Business
Intelligence
(Analysis
of
Social
Data)
14. So
What
are
We
Taking
About?
Social
Speaks
Out
15. Blogs:
Blogger,
LiveJournal,
Open
Diary,
TypePad,
WordPress,
Vox,
ExpressionEngine,
Xanga
Micro-‐Blogging/Presence
Applica;ons:
fmylife,
Jaiku,
Plurk,
Twifer,
Tumblr,
Posterous,
Yammer
Social
Networking:
Bebo,
BigTent,
Elgg,
Facebook,
Geni.com,
GovLoop,
Hi5,
LinkedIn,
MySpace,
Ning,
Orkut,
Skyrock,
Plaxo,
Spoke,
Twifer
Social
Network
Aggrega;on:
NutshellMail,
FriendFeed
Events:
Upcoming,
Even_ul,
Meetup.com
Wikis:
Wikipedia,
PBwiki,
wetpaint
The
Range
of
Social
16.
Social
Bookmarking:
Delicious,
StumbleUpon,
Google
Reader,
CiteULike
Social
News:
Digg,
Mixx,
Reddit,
NowPublic
Opinion
Sites:
epinions,
Yelp
Photo
Sharing:
Flickr,
Zooomr,
Photobucket,
SmugMug,
Picasa
Video
Sharing:
YouTube,
Viddler,
Vimeo,
sevenload
Crowdsourcing:
NineSigma,
InnocenRve
The
Range
of
Social
17. Social
News:
Digg,
Mixx,
Reddit,
NowPublic
Opinion
Sites:
epinions,
Yelp
Photo
Sharing:
Flickr,
Zooomr,
Photobucket,
SmugMug,
Picasa
Video
Sharing:
YouTube,
Viddler,
Vimeo,
sevenload
Crowdsourcing:
NineSigma,
InnocenRve
Livecas;ng:
Ustream.tv,
JusRn.tv,
SRckam,
Skype
Audio
&
Music
Sharing:
imeem,
The
Hype
Machine,
Last.fm,
ccMixter,
ShareTheMusic
The
Range
of
Social
18. Product
Reviews:
epinions.com,
MouthShut.com
Business
Reviews:
Customer
Lobby,
yelp.com
Community
Q&A:
Yahoo!
Answers,
WikiAnswers,
Askville,
Google
Answers
Media
&
Entertainment
Pla_orms:
Cisco
Eos
Virtual
Worlds:
Second
Life,
The
Sims
Online,
Forterra
Game
Sharing:
Miniclip,
Kongregate
Informa;on
Aggregators:
Netvibes,
Twine
The
Range
of
Social
21. The
first
reason
is
reach:
Facebook
has
more
than
1,000,000,000
users
and
Twifer
has
over
400,000,000.
Almost
700,000,000
use
YouTube
monthly.
Facebook
is
sRll
growing,
and
Twifer
is
growing
even
faster.
In
addiRon
to
these
pla_orms
are
thousands
of
others
that
have
specific
missions
(like
travel,
sports,
poliRcs,
etc.).
The
second
reason
is
credibility:
we
know
that
just
about
everyone
believes
what
their
friends
tell
them
versus
what
a
paid
talking
head
tells
anyone.
Why
is
“Social”
So
Powerful?
22. The
third
reason
is
ubiquity
and
pervasiveness:
the
stage
is
set
for
conRnuous
listening
–
and
the
analysis
of
what
we
hear.
We've
never
had
such
access
to
customers,
suppliers,
employees
and
compeRtors.
"Release-‐and-‐listen"
is
the
new
product/service
development
strategy.
"Listen-‐or-‐die"
is
the
new
customer
service
mantra.
The
fourth
reason
is
volume:
where
no
one
would
want
to
develop
a
corporate
strategy
based
on
a
few
posts
on
a
few
social
media
sites,
when
there
are
hundreds
of
thousands
of
posts
on
major
(and
minor)
brands,
products
and
services,
it's
easy
to
infer
senRment
and
trajectory
and
then
cra`
reacRve
and
proacRve
responses.
Why
is
“Social”
So
Powerful?
23.
The
fi`h
reason
is
demographics:
while
social
media
has
been
embraced
by
all
age
groups,
generaRons
X
and
Y
are
major
parRcipants
and
will
conRnue
to
parRcipate
throughout
their
lives.
GeneraRon
Z
will
not
differenRate
social
media
from
media
of
any
kind
and
will
fully
and
seamlessly
integrate
social
media-‐based
communicaRon
and
collaboraRon
into
their
personal
and
professional
lives.
Put
another
way,
the
future
is
about
social
media,
just
as
the
past
was
about
transacRonal
Web
sites,
email
and
–
way
back
when
–
paper.
Why
is
“Social”
So
Powerful?
24.
Myth
Reality:
Scope
Myth:
Social
is
(Only)
Facebook
&
Twifer
Reality:
Social
is
a
Wide
&
Deep
Internal
&
External
CommunicaRons
Channel:
Social
Media/Networking
Myths
Crowdsourcing
LivecasRng
Audio
&
Music
Sharing
Product
Reviews
Business
Reviews
Community
Q&A
Media
&
Entertainment
Virtual
Worlds
Game
Sharing
InformaRon
Aggregators
Blogs/Micro-‐Blogging
Social
Networking
Social
Network
AggregaRon
Events
Wikis
Social
Bookmarking
Social
News
Opinion
Sites
Photo
Sharing
Video
Sharing
25.
Myth
Reality:
Par;cipants
Myth:
Social
is
for
Kids
Having
Fun
Reality:
Social
is
for
Everyone:
The
Average
Social
Network
User
is
37
Years
Old
The
Average
LinkedIn
User
is
44
The
Average
Twifer
User
is
39
The
Average
Facebook
User
is
38
The
Most
Engaged
Social
Media-‐ites
are
18
-‐
34
90%
of
Consumers
Online
Trust
RecommendaRons
From
People
They
Know
44%
of
Moms
Use
Social
Media
for
Product
Recommenda(ons
73%
Trust
Online
RecommendaRons
85%
of
Consumers
Look
for
an
Independent
Review
Online
Before
Purchasing
Only
14%
of
People
Trust
AdverRsing
Social
Media/Networking
Myths
26.
Myth
Reality:
Purpose
Myth:
Social
Data
Has
Nothing
to
Do
With
Business
Reality:
Social
Media/Networking
is
a
Powerful
New
Business
Channel
Deep
Market
Research
Brand
and
MarkeRng
Intelligence
CompeRRve
Intelligence
Product
InnovaRon
&
Life
Cycle
Management
Customer
Service
&
Social
Customer
RelaRonship
Management
ReputaRon
Management
Threat
Tracking
...
Social
Media/Networking
Myths
27.
Social
@
Work
Deep
Ver;cal
Market
Research
What
are
the
Social
Market
Research
Ques9ons
Social
Business
Intelligence
Can
Answer?
ü
What
are
the
product
&
service
trends
in
my
industry?
ü
Where
does
my
company
stand
in
the
marketplace?
ü
What
does
the
compeRRve
landscape
look
like?
ü
What
are
the
major
regulatory
issues
I
face?
ü
What
do
people
love/hate
about
our
industry?
ü
How
should
I
respond
in
real-‐(me
(in
and
beyond
social),
near-‐real-‐(me
&
longer-‐term?
28.
Social
@
Work
Brand/Marke;ng
Intelligence
What
are
the
Brand
&
Marke9ng
Intelligence
Ques9ons
Social
Analysis
Can
Answer?
ü
What
are
they
saying
about
our
products
&
services?
ü
What
products
do
they
love/hate?
Why?
ü
What
are
they
saying
about
our
company?
ü
Has
senRment
changed
over
Rme?
ü
Why
do
customers
buy
from
us?
ü
How
should
I
respond
in
real-‐(me,
near-‐real-‐(me
&
longer-‐term?
29.
Social
@
Work
Compe;;ve
Intelligence
What
are
the
Compe99ve
Research
Ques9ons
Social
Analysis
Can
Help
Answer?
ü
Who
are
our
major
and
minor
compeRtors?
ü
What
are
our
customers
saying
about
them?
ü
What
are
they
saying
about
us?
ü
Who
are
we
compared
to?
ü
Who's
number
1?
Why?
ü
How
should
I
respond
in
real-‐(me,
near-‐real-‐(me
&
longer-‐term?
30.
Social
@
Work
Internal
Efficiencies
How
Can
Internal
Efficiencies
Be
Improved
with
Social?
ü
What
do
employees
think
about
the
company,
its
leadership,
brand,
compeRRveness
&
strategy?
ü
What
do
partners
&
suppliers
think
about
the
company’s
leadership,
brand,
compeRRveness
&
strategy?
ü
What
best
pracRces
can
be
discussed
&
documented
among
supply
chain
parRcipants
&
corporate
partners?
ü
What
best
pracRces
can
be
discussed
&
documented
among
employees?
31.
Social
@
Work
Product
Innova;on
&
Life
Cycle
Management
What
are
the
Product
Innova9on
&
Life
Cycle
Management
Ques9ons
Social
Data
Analysis
Can
Help
Answer?
ü
Which
new
products
have
excited
our
customers?
ü
Which
features
work
for
them?
Which
do
not?
ü
Which
features
should
we
introduce
first?
ü
What
new
products
do
our
customers
want?
ü
Which
do
they
hate?
ü
How
should
I
respond
in
real-‐(me,
near-‐real-‐(me
&
longer-‐term?
32.
Social
@
Work
Customer
Service
&
Customer
Rela;onship
Management
(CRM)
What
are
the
Social
Customer
Service
Ques9ons
Social
Analysis
Can
Help
Answer?
ü
What
do
our
customers
like
about
our
customer
service?
ü
What
services
do
they
like
the
least?
ü
What
are
the
"standard"
complaints
about
our
service?
ü
What
are
customer
service
"best
pracRces"?
ü
What
do
they
like
most
about
our
compeRtors
customer
s
service?
ü
How
should
I
respond
in
real-‐(me,
near-‐real-‐(me
&
longer-‐
term?
33.
Social
@
Work
Reputa;on
Management
&
Threat
Analysis
What
Threats
Should
Your
Company
Track?
ü
What
complaints
are
appearing
over
and
over
again?
ü
What
are
Moms
threatening
to
do
to
us?
ü
What
are
the
greatest
threats
we
face?
ü
What
will
the
government
do
next?
ü
What
crises
are
likely
to
explode?
ü
How
should
I
respond
in
real-‐(me,
near-‐real-‐(me
&
longer-‐term?
34.
10
Things
About
Social
Data
#1
All
Social
Data
is
Not
Created
Equal
ü
Huge
Signal/Noise
Problem
(1,000,000
to
10,000)
ü
Most
Consultants
Only
Sample
Social
Data
ü
“Good”
Social
Data
is
Filtered
According
Age,
Gender,
LocaRon,
Etc.
ü
Social
Data
Should
Be
Structured
for
AddiRonal
Use
ü
Authors
Should
Be
Profiled
by
Influence
…
35.
10
Things
About
Social
Data
#2
Social
Data
Must
Integrate
ü
Social
Data
Must
Be
Structured
for
IntegraRon
ü
IntegraRon
Targets
Include
Customer
RelaRonship
Manage-‐
ment
(CRM),
Business
Intelligence
(BI),
Enterprise
Resource
Planning
(ERP)
and
Other
Pla_orms
ü
IntegraRon
Also
Assumes
Process
IntegraRon
…
36.
10
Things
About
Social
Media
#3
Social
Data
Can
Be
Modeled
ü
Social
Data
Can
Predict
Events
&
CondiRons
Ø
Corporate
Performance
Ø
Epidemics
Ø
ElecRons
Ø
Revenue
Ø
Crises
…
37.
10
Things
About
Social
Media
#3
Social
Data
Can
Be
Modeled
ü
Social
Data
Can
Predict
Events
&
CondiRons
Ø
Corporate
Performance
Ø
Epidemics
Ø
ElecRons
Ø
Revenue
Ø
Crises
…
38.
10
Things
About
Social
Data
Tweets
have
already
been
used
to
measure
movie
senRment
and
box-‐office
revenue
with
amazing
accuracy.
Note
the
work
of
Asur
and
Bernardo
who
predicted
the
movie
“Dear
John”
would
earn
$30.71
million
at
the
box
office
on
its
opening
weekend.
It
actually
generated
$30.46
million.
For
the
movie
“The
Crazies,”
they
predicted
a
$16.8
million
opening:
it
generated
$16.07
million.
According
to
the
authors
of
the
NaRonal
Science
FoundaRon-‐supported
study,
"we
use
the
chafer
from
Twifer.com
to
forecast
box-‐office
revenues
for
movies.
We
show
that
a
simple
model
built
from
the
rate
at
which
tweets
are
created
about
par;cular
topics
can
outperform
market-‐based
predictors.”
39.
10
Things
About
Social
Data
#4
Social
Deriva;ves
ü
Social
Data
Can
Provide
1st,
2nd
&
Nth
Order
Insight
ü
Cosmopolitan
Magazine
ü
Involved
Viewer
RaRngs
…
40.
10
Things
About
Social
Data
#5
Social
is
Internal/External/Ac;ve/Passive
Engaging
with
Employees,
Suppliers
&
Partners
Engaging
with
Customers
&
CompeRtors
Listening
to
Employees,
Suppliers
&
Partners
Listening
to
Customers
&
CompeRtors
Internal
External
Passive
Ac;ve
41.
10
Things
About
Social
Data
#6
Social
Data
&
Real-‐Time
ü
Real-‐Time
is
Important
to
Selected
Listening
ObjecRves,
Like
Threat
Alerts
&
Crisis
Management
ü
But
Real-‐Time
Requires
Powerful
Technology
–
that
Most
Social
Data
Analysts
Do
Not
Have
42.
10
Things
About
Social
Data
#7
Man/Machine
Synergism
ü
Social
Data
Needs
InterpretaRon
Around
VerRcal
Contexts
ü
Machines
Can
Learn
&
Improve
–
But
Not
Replace
Subject
Mafer
Experts
(SMEs)
43.
10
Things
About
Social
Data
#8
Acquisi;on
&
Sourcing
44.
10
Things
About
Social
Data
#8
Acquisi;on
&
Sourcing
45.
10
Things
About
Social
Data
#9
Measurement
ü
Social
Pilots
Need
to
Be
Measured
for
TCO
&
ROI
ü
DisRnguish
Between
Short-‐Term
&
Longer-‐Term
TCO
and
ROI
Metrics
&
Adapt
CalculaRons
to
IniRal
Social
IniRaRves
&
Longer-‐Term
ConRnuous
Listening/Engagement
Requirements
as
the
Social
Channel
Inevitably
Becomes
Permanent
46.
10
Things
About
Social
Data
#10
Strategy
ü
IdenRfy
the
Business
ObjecRves
&
Requirements
Wide
&
Deep
Enough
to
Support
the
Development
of
a
Viable
Social
Investment
Strategy
ü
IdenRfy
the
QuesRons
Whose
Answers
ConsRtute
a
Strategy
ü
Adapt
the
Strategy
to
Investment
Results
50. Prescrip;ons
ü
“Social”
is
About
Listening
&
Engaging
Employees,
Suppliers,
Partners
&
Clients
Through
a
New
Communica;ons
&
Collabora;on
Channel
51. Prescrip;ons:
Internal
Vs
External
Engaging
with
Employees,
Suppliers
&
Partners
Engaging
with
Customers
&
CompeRtors
Listening
to
Employees,
Suppliers
&
Partners
Listening
to
Customers
&
CompeRtors
Internal
External
Passive
Ac;ve
Social
is
Internal/External/Ac;ve/Passive
52.
Engaging
with
Employees,
Suppliers
&
Partners
Engaging
with
Customers
&
CompeRtors
Listening
to
Employees,
Suppliers
&
Partners
Listening
to
Customers
&
CompeRtors
Internal
External
Passive
Ac;ve
Where
Should
Companies
Invest
in
SBI?
Prescrip;ons:
Internal
Vs
External
53.
Engaging
with
Employees,
Suppliers
&
Partners
Engaging
with
Customers
&
CompeRtors
Listening
to
Employees,
Suppliers
&
Partners
Listening
to
Customers
&
CompeRtors
Internal
External
Passive
Ac;ve
Prescrip;ons:
Internal
Vs
External
Where
Should
Companies
Invest
in
SBI?
54.
Prescrip;ons
–
Pilots
Requirements
Strategy
&
Tac;cs
Implementa;on
Pilot
Projects
à
SpecificaRon
of
Social
Requirements
…
SpecificaRon
of
Social
Investment
ObjecRves
&
IniRal
TCO
&
ROI
Metrics
IdenRficaRon
&
PrioriRzaRon
of
Candidate
Pilot
Projects
Objec;ves
&
Metrics
à
Develop
Selected
Project
Plans
à
DescripRon
of
IniRal
Social
Strategy
&
Social
TacRcs
as
Principles
&
Projects
à
à
55. Social
Speaks
Out
What
Companies
Need
to
Know
About
Social
Media,
Social
Networking
&
Social
Business
Intelligence
Stephen
J.
Andriole
Thomas
G.
Labrecque
Professor
of
Business
Technology
The
Villanova
School
of
Business
Villanova
University
Comcast
|
July
|
2014