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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	
  
Agenda	
  
ü 	
  	
  Some:	
  	
  
Ø 	
  	
  Defini;ons	
  
Ø 	
  	
  Capabili;es	
  
Ø 	
  	
  Examples	
  
Ø 	
  	
  Prescrip;ons	
  
	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  With	
  Ac(ve	
  Discussion	
  	
  
Defini;ons	
  
ü 	
  	
  Web	
  2.0	
  	
  
ü 	
  	
  Social	
  Media	
  
ü 	
  	
  Social	
  Networking	
  
ü 	
  	
  Social	
  Business	
  Intelligence	
  
Defini;ons	
  
ü 	
  	
  Web	
  2.0	
  	
  
ü 	
  	
  Social	
  Media	
  
ü 	
  	
  Social	
  Networking	
  
ü 	
  	
  Social	
  Business	
  Intelligence	
  
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	
  
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	
  
Defini;ons	
  
ü 	
  	
  Web	
  2.0	
  	
  
ü 	
  	
  Social	
  Media	
  
ü 	
  	
  Social	
  Networking	
  
ü 	
  	
  Social	
  Business	
  Intelligence	
  
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	
  
Defini;ons	
  
ü 	
  	
  Web	
  2.0	
  	
  
ü 	
  	
  Social	
  Media	
  
ü 	
  	
  Social	
  Networking	
  
ü 	
  	
  Social	
  Business	
  Intelligence	
  
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	
  
Defini;ons	
  
ü 	
  	
  Web	
  2.0	
  	
  
ü 	
  	
  Social	
  Media	
  
ü 	
  	
  Social	
  Networking	
  
ü 	
  	
  Social	
  Business	
  Intelligence	
  
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	
  
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)	
  
So	
  What	
  are	
  We	
  Taking	
  About?	
  
Social	
  Speaks	
  Out	
  
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	
  
 	
  
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	
  
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	
  
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	
  
Social Media Speaks Out - July 2014
Agenda	
  
ü 	
  	
  Some:	
  	
  
Ø 	
  	
  Defini;ons	
  
Ø 	
  	
  Capabili;es	
  
Ø 	
  	
  Examples	
  
Ø 	
  	
  Prescrip;ons	
  
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?	
  
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?	
  
 
	
  	
  
	
  
	
  	
  
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?	
  
 
	
  
	
  
	
  
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	
  	
  
	
  
 
	
  
	
  
	
  
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	
  
 
	
  
	
  
	
  
	
  
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	
  
 
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  	
  
	
  
	
  
	
  	
  
	
  
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?	
  	
  
 
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  	
  
	
  
	
  
	
  	
  
	
  
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?	
  
 
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  	
  
	
  
	
  
	
  	
  
	
  
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?	
  
 
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  	
  
	
  
	
  
	
  	
  
	
  
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?	
  
 
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  	
  
	
  
	
  
	
  	
  
	
  
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?	
  
	
  
 
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  	
  
	
  
	
  
	
  	
  
	
  
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?	
  
 
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  	
  
	
  
	
  
	
  	
  
	
  
	
  	
  
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?	
  
	
  
 
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  	
  
	
  
	
  
	
  	
  
	
  
	
  	
  
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	
  …	
  
 
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  	
  
	
  
	
  
	
  	
  
	
  
	
  	
  
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	
  …	
  
 
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  	
  
	
  
	
  
	
  	
  
	
  
	
  	
  
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	
  …	
  
 
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  	
  
	
  
	
  
	
  	
  
	
  
	
  	
  
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	
  …	
  
 
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  	
  
	
  
	
  
	
  	
  
	
  
	
  	
  
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.”	
  
 
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  	
  
	
  
	
  
	
  	
  
	
  
	
  	
  
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	
  …	
  
 
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  	
  
	
  
	
  
	
  	
  
	
  
	
  	
  
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	
  
 
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  	
  
	
  
	
  
	
  	
  
	
  
	
  	
  
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	
  
 
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  	
  
	
  
	
  
	
  	
  
	
  
	
  	
  
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)	
  
 
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  	
  
	
  
	
  
	
  	
  
	
  
	
  	
  
10	
  Things	
  About	
  Social	
  Data	
  
#8	
  	
  Acquisi;on	
  &	
  Sourcing	
  
 
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  	
  
	
  
	
  
	
  	
  
	
  
	
  	
  
10	
  Things	
  About	
  Social	
  Data	
  
#8	
  	
  Acquisi;on	
  &	
  Sourcing	
  
 
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  	
  
	
  
	
  
	
  	
  
	
  
	
  	
  
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	
  
 
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  	
  
	
  
	
  
	
  	
  
	
  
	
  	
  
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	
  
Agenda	
  
ü 	
  	
  Some:	
  	
  
Ø 	
  	
  Defini;ons	
  
Ø 	
  	
  Capabili;es	
  
Ø 	
  	
  Examples	
  
Ø 	
  	
  Prescrip;ons	
  
Examples	
  	
  
ü 	
  	
  Apple	
  
ü 	
  	
  Diabetes	
  
ü 	
  	
  Aetna	
  
ü 	
  	
  Coca	
  Cola	
  
ü 	
  	
  IVR	
  …	
  	
  
Agenda	
  
ü 	
  	
  Some:	
  	
  
Ø 	
  	
  Defini;ons	
  
Ø 	
  	
  Capabili;es	
  
Ø 	
  	
  Examples	
  
Ø 	
  	
  Prescrip;ons	
  
Prescrip;ons	
  
ü 	
  	
  “Social”	
  is	
  About	
  Listening	
  &	
  	
  
	
  	
  	
  	
  	
  Engaging	
  Employees,	
  Suppliers,	
  	
  
	
  	
  	
  	
  	
  Partners	
  &	
  Clients	
  Through	
  a	
  New	
  	
  
	
  	
  	
  	
  	
  Communica;ons	
  &	
  Collabora;on	
  	
  
	
  	
  	
  	
  	
  Channel	
  
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	
  
 
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  	
  
	
  
	
  
	
  	
  
	
  
	
  	
  
	
  
	
  
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	
  
 
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  	
  
	
  
	
  
	
  	
  
	
  
	
  	
  
	
  
	
  
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?	
  
 
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  	
  
	
  
	
  
	
  	
  
	
  
	
  	
  
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	
  
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	
  

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Social Media Speaks Out - July 2014

  • 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  
  • 2. Agenda   ü     Some:     Ø     Defini;ons   Ø     Capabili;es   Ø     Examples   Ø     Prescrip;ons                        With  Ac(ve  Discussion    
  • 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  
  • 20. Agenda   ü     Some:     Ø     Defini;ons   Ø     Capabili;es   Ø     Examples   Ø     Prescrip;ons  
  • 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  
  • 47. Agenda   ü     Some:     Ø     Defini;ons   Ø     Capabili;es   Ø     Examples   Ø     Prescrip;ons  
  • 48. Examples     ü     Apple   ü     Diabetes   ü     Aetna   ü     Coca  Cola   ü     IVR  …    
  • 49. Agenda   ü     Some:     Ø     Defini;ons   Ø     Capabili;es   Ø     Examples   Ø     Prescrip;ons  
  • 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