2008 tribalization of business study quantitative
DESCRIPTION
The quantitative results of the 2008 Tribalization of Business Study.TRANSCRIPT
2008 TRIBALIZATION OF BUSINESS STUDY
How to Achieve Transformational Change through Communities and Social Networks
– Results of the Quantitative Survey –(7/15/08)
A STUDY PRODUCED BY:
Deloitte (www.deloitte.com)
Beeline Labs (www.beelinelabs.com)
Society for New Communications Research (www.sncr.org)
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THE FINDINGS IN THIS PRESENTATION ARE BASED ON SURVEYS OF OVER 140 COMPANY OFFICIALS
WHO ACTIVELY USE COMMUNITIES
THE RESULTS IN THIS PRESENTATION ARE THE RESULTS FROM THE QUANTITATIVE PORTION OF
SURVEY
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0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
What is the purpose of your online community?
4
Companies are leveraging communities both to getmarket ideas and insights inside their company as wellas to get their message out in the marketplace
21%
79%
Is your community focused:
Internally
Externally
While a majority of communities are externally focusedwe interviewed a fair amount of internally focusedcommunities – primarily in support of product innovation
5
0%
10%
20%
30%
40%
50%
60%
What are your business objectives for this community?
6
A majority of community efforts are focused onimproving the top line revenue instead of reducing cost
0%
5%
10%
15%
20%
25%
30%
35%
40%
Which of your objectives have you been most successfulin achieving?
7
Communications‐related benefits seem to dominate theobjectives which are most often achieved with success
0%
5%
10%
15%
20%
25%
30%
35%
Which of your objectives have you been least successful in achieving?
8
Many community efforts are too new to decide whetheror not they did not met their business objective
0%
10%
20%
30%
40%
50%
60%
Measuring progress and success ‐ business measures
9
While the major business measures seem to be inlinewith the community business objectives, many businessmeasure are sales focused even though that was not oneof the key business goals.
0%
10%
20%
30%
40%
50%
60%
70%
Measuring progress and success – web analytics
10
There is generally a mismatch between the web statsthat companies track and the stated goals for thecommunities.
0%
10%
20%
30%
40%
50%
60%
Community features contributing the most to effectiveness
11
Leveraging the social aspects of communities seems tobe the most important factor contributing to communityeffectiveness
0%
10%
20%
30%
40%
50%
60%
The biggest obstacles to making communities work
12
Companies deploying communities seem to have aproblem in attributing value to the community lurkers
UNEXPECTED BENEFIT HAVE YOU REALIZED FROM YOUR COMMUNITY
Knowledge about customers
Reach of Word of Mouth for free
That our market really will tell us what they want ‐‐ if we just ask
Advertising Revenue
Ideas generated by communities
Lots of active users
How happy customers are with the outreach
Greater visibility
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This shows that many companies are still confused aboutwhat to expect from business communities
WHAT ONE PIECE OF ADVICE WOULD YOU GIVE
Start with the business strategy
Get commitment from top management
Participate, do not control...the community does not belong to you
Start slowly
Have an attractive and a short name
Keep activity level up
Focus on enabling community interaction
Content is king
Get professional help
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37%
17%
26%
20%
How long has your community been running?
Less than six months
Six months to one year
One to three years
More than three years
Amajority of communities are less than one year old
15
25%
4%
8%
40%
12%
4%
6%
2%
Other
Market research
Product development
Marketing
Public relations
Sales
IT
Customer Service
Which department is responsible for this community?
16
While communities spring up in every part of theorganization, they eventually tend to get consolidated inmarketing
34%
27%
13%
8%
8%
9%
< 100
101 ‐ 500
501 ‐1,000
1,001 ‐ 5,000
5,001 ‐ 10,000
More than 10,000
How many active members do you have?
17
In general there tends to be a mismatch between thesize of the communities and the goals of thecommunities relative to the size of the organizationsdeploying them
59%
32%
9%
Is the community:
Open to the public
Private
Other
18
82%
8%
10%
Do you manage the community:
Internally with our own employeesOutsource to marketing services firmOther
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34%
27%
13%
8%
8%
9%
None: part time job
One
2 ‐ 5
6 ‐ 10
More than 10
Other
How many full time people manage this community?
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There is a mismatch between the resources allocated tocommunities relative to the goals of those communitiesand the relative size of the companies setting them up
58%
24%
8%
5%
6%
< $50,000
$50,001 ‐ $200,000
$200,001 ‐ $500,000
$500,001 ‐ $1 million
More than $1 million
What is the approximate annual operating budget?
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Here again, there is a mismatch between theinvestments made in communities relative to the goalsof those communities and the relative size of thecompanies setting them up
52%44%
4%
Over the next 12 months will your investment in the community:
Increase
Stay the same
Decrease
22
Companies tend to start small and grow theircommunity efforts organically.
21%
42%
18%
19%
Executive sponsor
Community manager
Consultant/agency
Other
What is your role with the community?
23
29%
22%
14%
7%
2%
3%
23%
Under $1million
$1 ‐ $10 million
$10 ‐ $50 million
$50 ‐ $250 million
$250 ‐ $500 million
$500million to $1billion
More than $1 billion
What are your company’s annual revenues?
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43%
37%
20%
My company is best described as:
Business to business
Business to consumer
Other (i.e., healthcare, non‐profit, etc.)
25
53%
85%
48%
51%
28%
26%
8%
Conferences
Social media (blogs, communities)
Friends and colleagues
Media
Analysts
Consultants and agencies
Other
How do you learn about online community trends?
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QUESTIONS?
Contacts:
Francois Gossieaux, Beeline Labs:[email protected]
Jen McClure, Society for New Communications [email protected]
Ed Moran, Deloitte:[email protected]
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