Open up your mind and say, ahh...

I often share my thoughts to help global brands and enterprise organizations. But with this article, I would like to talk to the broader group of business professionals without reference to the size and shape of your company. Here and in many other media outlets, networks, and blogs around the web, social media is one of the most prevalent subjects in business today. While advice is everywhere, advice is becoming a commodity. Insight however, is precious.

Let’s take this time together to share with you my thoughts on some of the most often asked questions and how your role in finding the right answers and putting them into action is more important than you may think.

While you may read success story after success story, we cannot make any great assumptions in how they’ll impact your work.

There is a great myth that a winning formula exists for success in social media; that if you deconstruct the most popular case studies, you’ll find a winning recipe for your social media strategy.

It’s easy to get caught up in the creative examples we read about. Many times however, they feed the very impressions that can work against you.

- If we can introduce the right viral content we can get more views or friends.

- If we can maintain a rhythmic editorial calendar we can spark conversations that create a social effect.

- If we can develop the most amazing app, we can rise to the top of our customer’s attention span!

- And, my personal favorite, if we get our company in social networks, we can build better relationships with our customers.

Rather than seeking shortcuts, we should see these examples as inspiration. In the end however, we each have our own question we need to answer…what do successful relationships and experiences look like in social media for our customers?

The formula for success in social media begins with first defining what success is and how it will be measured. This is one of the most important steps in any social media strategy, yet it is the first step that many businesses miss. The truth is that there is no formula for success. It requires something special for each strategy and it’s dependent on the people you’re trying to reach, their expectations, your business objectives and how this engagement ties specifically to your organization (sales, marketing, service, products, etc.)

To help, let’s put social media strategy into an approachable framework. Begin by organizing the most important themes to form what I refer to as The 5 Pillars of Social Media Strategy. This will contribute to a meaningful social media presence as long as you revisit this approach through every step of the strategy process.

1. Listen, Search, Walk a “Daily in the Life” of your customers.

Research is critical in understanding how your connected consumer makes decisions, how they’re influenced and where they engage and learn. This is the dynamic customer journey. Here, you’ll learn that your social customers are not at all like the traditional customers you know. Please note that they’re still important, but a new approach is required to expand your reach. Essentially here you discover new touch points and decision-making cycles. You’ll learn that this isn’t just about social media at all. In fact you’ll see how social, mobile, digital and other traditional channels need to work together to guide a complementary, integrated and converged journey. Think of it as customer journey optimization (CJO) or customer journey management (CJM).

2: Rethink your Vision, Mission, and Purpose.

When’s the last time you read your company’s vision or mission statements? Did it or does it speak to you? Would you Tweet it? Take this time to redesign customer experiences and articulate your vision for how you will use social media to improve customer experiences now and over time.

3. Define Your Brand Persona

Take some time to answer the following questions…What do you want people to see and appreciate? What do you want customers to hear, see, think and feel? Who are they engaging with? What do you stand for? Defining your brand persona will humanize engagement and make takeaway impressions and value consistent across every network and in every scenario.

4. Develop a Social Business Strategy.

Make your presence matter. This isn’t just about concepting the next Facebook Like or Twitter Retweet campaign. Based on the first 3 steps, develop a business-level strategy that meets the needs and expectations of your connected customers. As you’ll learn in step 1, new touch points emerge. If you are not part of the awareness stage of the decision making cycle, you will not benefit from consideration nor a decision in your favor. They key is to also tie social media back to key business objectives while investing in the necessary roles to engage customers at the functional level (service/support, sales, marketing, collaboration/innovation, etc.)

5. Build and Invest in Your Community.

Don’t just think about social media as an editorial or marketing program. That’s just table stakes.  In fact, don’t just limit this to social media at all. This is a chance to rethink the entire engagement strategy and the customer journey. Ultimately, you’re setting the stage for something more meaningful and substantive…the experience. Community isn’t defined by Likes or followers. Those are essentially “in the moment” actions. We’re talking about human beings. Community is much more than belonging to something; it’s about doing something together that makes belonging matter. Participate in the communities that you host and also the communities that host the conversations that are important to your business. That’s the secret to earning a lasting affinity the contributes to you becoming a trusted resource.

By repeating steps one through five over time will help you achieve empathy, which will inspire meaningful strategies to earn relevance. I often think of my good friend Chris Heuer’s words, “There is no box!” In the face of something, something that moves and adapts so quickly, we can only be students to learn and figure out what others take for granted. It’s important to remember is that in social media, mobile, and in the face of innovation, there is no box to think outside of. In fact, there is no box. There is only a blank slate and a series of unanswered questions that separate you from your connected customers. Seek inspiration from the examples of others, but use The 5 Pillars of Social Media Strategy to learn how to reach, engage, and enchant your connected customers now and in the future.

Originally published in AT&T’s Networking Exchange

I’m writing this post while visiting Antwerp, Belgium as part of the Social Business Sessions I’m hosting along with The Fusion Marketing Experience. While here, I had an opportunity to spend time with several Belgian journalists. One of the notable conversations was with Erik Verdonck of Pub, a local magazine focused on the advertising industry. The three themes we touched upon are not only timely, but representative of the challenges that face marketers and strategists around the globe.

1. A social brand is not a social business. Please explain both concepts and the difference between them.

The path from a social brand to a social business begins with recognizing the difference between the two. A social brand engages in social media with a primary emphasis of marketing. A social business is result of internal transformation where social technologies serve as the catalyst to improve internal collaboration across functions and lines of business. A social business in effect is a confluence of technology philosophy and supporting processes and work. I like to say that a social business is not something you “do,” it’s something that you become.

2. What is the main difference between the ‘Like’ button on Facebook and other direct response triggers?

Facebook’s Like button is often confused as an “Opt In” by marketers. All too frequently people who have clicked the Like button are thought of as a captive community where customers have opted in to marketing and engagement. Likes do not represent the actual size of a community, yet many organizations confuse the overall number with actual audience size.  The difference between Like and other direct response triggers is that the Like is an act of fleeting value that must be earned over and over again. Often, it’s an “in the moment” action that expresses affinity, interest,  alignment, and sometimes endorsement. And as an expression, Likes are a form of social currency and their value goes up and down with each engagement. If we approach the spirit of community from this perspective, we can then focus on delivering higher yields for each Like and as a result, foster greater reciprocity and true social commerce. Doing so will increase overall engagement and the responsiveness of the community as a whole.

Traditional response triggers are exchanges that are rooted in what I refer to as the A.R.T. of Engagement…Actions, Reactions, and Transactions. Likes represent potential reach. But businesses cannot take or assume satisfaction in these numbers as they’re reflective of the people reached and not the people who could be reached.

Contests, campaigns, gimmicks, while effective in intermittent bursts, are not sustainable nor are they indicative of organic engagement. They generate numbers but not true engagement. Facebook represents a tremendous opportunity to design and steer customer experiences. Whether it’s for marketing, service, sales, co-creation or collaborative engagement, Facebook is a social hub where the various needs, expectations and roles of customers can be met by a fully engaged social business, not just a social brand or social marketing initiative.

3. How would you measure the return of social media campaigns? What should marketers look at?

Part of the problem with social media measurement is that the metrics used to determine success are only indicative of activity and not progress or change. For example, many businesses place value on Likes, Retweets, comments, and reach. I see these as raw numbers and not as indicators for progress or change. While this activity is reflective of real-time interaction, it’s only part of a larger swathe that envelopes social media success.

I think of Euripides…”A bad ending follows a bad beginning.” Or said another way, a successful outcome follows a successful beginning. To do this, businesses must think through what success looks like and they must do so looking beyond the competition. It cannot be assumed that similar companies are thinking about Euripides. They are engaging in social media because that’s what they’re supposed to do.

In the end, we must not forget how social media ties to business objectives. We must first understand where we are and where we need to be. Developing strategies where cause and effect are the catalysts for performance inspires strategies rooted in significance whereas metrics and KPIs document real transformation. I like to think about ROI in this regard as Realization of Influence…tracking the relationship between cause and effect or the change in behavior.

As such, packaging raw numbers requires deeper consideration to demonstrate progress toward business objectives and priorities.

These can include:

- Brand Lift/Awareness
- Brand Resonance
- Advocacy
- Sales/Referrals
- Endorsements
- Sentiment/Perception Shift
- Thought Leadership
- Demand
- Trends
- Audience/Community
- Behavior
- Influence

Image Credit: Ken Murphy via BoingBoing

I recently had the privilege of presenting at the GDOL Digital Talkfest in Istanbul. The focus of the event was very much in line with my current work. GDOL tracks the new generation of consumers who do everything online and the impact they now have on popular culture, society and ultimately business. I refer to this generation as Generation-C.

Prior to my trip, I met with Capital Magazine for an in-depth interview. They asked some very important questions, questions that you may be pondering now. Not only did I answer them, I over answered them. I did so to help provide clarity and guidance for those seeking substance and not fluff, or as my colleague at Altimeter Group Charlene Li likes to say, “meaningless platitudes.”

Here’s the full interview, unabridged…Sit back. Buckle in. Let’s go for a ride.

1-What is the formula of success in social media?

There is a great myth that a winning formula exists for success in social media. If we can introduce the right viral content we can get more views or friends. If we can maintain a rhythmic editorial calendar we can spark conversations that create a social effect. If we can develop the most amazing app, we can rise to the top of our customer’s attention span! And, my personal favorite, if we get our company in social networks, we can build better relationships with our customers.

Perhaps businesses should ask another question…what do successful customer relationships and experiences look like in social media?

The formula for success in social media begins with first defining what success is and how it will be measured. This is one of the most important steps in any social media strategy, yet it is the first step that many businesses miss. The truth is that there is no formula for success. It requires something special for each strategy and it’s dependent on the people you’re trying to reach, their expectations, your business objectives and how this engagement ties specifically to your organization (sales, marketing, service, products, etc.)

To help, there are 5 Ways to develop a strategic social media presence

1. Listen, Search, Walk a “Daily in the Life” of…
2. Define Your Online Brand: What do you want people to see and appreciate?
3. Develop a Social Media Strategy: Make your presence matter and tie it back to key business objectives
4. Build and Invest in Your Community: Participate and earn affinity to become a trusted resource
5. Learn: Repeat steps 1-5 over time to stay relevant as technology and behavior evolves

2- Which companies are successful in social media in your opinion? And why?

I pay attention to any company that pays attention to their customers and stakeholders to inform social media and social business strategies. Social media is more than marketing, but it’s hard to tell when the industry celebrates campaigns, not business transformation. Real success is about developing new business models around a different type of customer and this is the point that makes finding a series of success stories difficult.

I can share an long list of companies that run amazingly clever and creative campaigns in social networks such as Nike, Red Bull or Old Spice. I can point to businesses that understand the importance of rapid customer service in social networks such as Comcast and AT&T. I can applaud advanced customer loyalty programs that employ gamification, social graph data, and connected experiences across Facebook, web sites and mobile phones such as American Express. But for the purposes of this article, I want to celebrate the companies that are looking at how social media requires a complete transformation of the business from the inside out. It is companies such as ARAMARK, Dell, and Tyco that realize that the culture of the organization, the vision of the company, the brand itself, must adapt to earn relevance among a new generation of connected customers and employees.

The headline literally translates to “Follow Generation C!”

3-Where do you think companies are mistaken in their social media applications? What should be taken into consideration to not make mistakes in social media?

I believe that most businesses are actually anti-social in their social media approaches today. Anti-social is defined as anything that goes against the norms of a society and certainly Twitter, Facebook, Google+ and every social network out there created more than just engaging platforms, each host a unique culture thus becoming a unique digital society.

Many businesses are still broadcasting. Even though they’re active in some of the biggest networks and building notable communities within each, they really are taking old school marketing techniques and dressing them up in new “social” disguises. Customers are only intrigued now because all of this is so new. But, we’re already starting to see the beginning of great unlike and unfollow movements where customers are opting out of brand engagement because there is no value in keeping the connection. In fact, not only is there no value, customers can’t run away fast enough. Remember, they joined social networks to get away from the spam that plagued their inboxes or traditional mailboxes. And, they’re starting to realize this…

A majority of social media efforts are already siloed in the marketing department. As such, businesses are placing an inordinate investment in campaigns and not necessarily in orchestrated efforts to improve customer service, experiences or sentiment across multiple fronts. The new consumer journey is not relegated to a traditional funnel. The customer journey is now dynamic and it introduces new touchpoints that social and mobile media can now reach—and it’s constant. It’s what we put into these channels, it’s how we listen, how we learn, and how we adapt to meet or exceed customer needs and expectations that defines how customers make decisions for or against us. It also defines the role customers play in shaping and steering the decisions of other customers.

The Dynamic Customer Journey

4- Before, there was neither Facebook nor Twitter in our lives. What could be the most important social media channels in the future?

I think we need to take a step back and figure out the need to ask and answer this question. I receive questions now about what social strategy should look like for Pinterest, Highlight, and every other new network that generates buzz. The reality is that you only need to be in the networks where you can earn a notable return based on the concentration of your customers, prospects and stakeholders.

Now that’s not to say that new networks aren’t important. Your social media strategy will of course evolve. Networks or their value will shift. It’s critical that you embrace innovation as part of the culture of your organization. The goal is to have a process and a supporting system for recognizing opportunities and piloting them as they arise. The trick is to understand the difference between emerging and disruptive technology to only focus on those that will deliver and not distract.

5-Many companies publish social media guidelines for their employees. And among them there are companies, even media companies, that ban the individual use of social media. Why do some prefer to ban it?

Most companies have a history of undervaluing new technology as it relates to employee productivity. For example, over the years, the telephone, PC, email, the Web, cell phones, were all at one point either banned or significantly restricted. Social media is just the new kid on the block. As in every technology that’s come before it, studies show that providing access actually increases productivity rather than hinders it.

Social media guidelines and policies serve as a good start. People can benefit from a formal set of guardrails and do’s and don’ts to frame engagement, what to say and what not to say, and also how to use these tools to do their job better. The key is for leadership to define how to use these tools to improve customer and employee experiences and relationships. That takes a vision for doing so and thus sets the stage for a new era of engaged and connected businesses…but it starts with a new vision.

6-How can social media activity increase the revenues and profitability of a company? 

I’m a firm believer that everything begins with the end in mind. This means that if increasing revenues and profitability is important to your social media strategy, then it should be designed into the program. However, attempts to sell directly in social media is not without its risks. It requires a delicate balance of value, exclusivity, and relevance. No one wants to be sold. But, people are willing to engage with businesses in transactional relationships if there are benefits in doing so.

To activate social commerce requires that you define an experience around the transaction where the outcome is of course the sale, but the journey is in its own way engaging and fulfilling. Here you must define a click path from a social network to a destination that facilitates a transaction but is also in alignment with the expectations of a social consumer. Too often, businesses take the customer experience for granted, without intention, because it’s easier to group all digital consumers together. However, with a social consumer, they’ve made it clear that they do not prefer to go to websites. Yet, studying many social media initiatives, businesses tend to not provide a “click to action” where consumers are provided with an experiential click path toward a desirable outcome. And when they do provide a click path, it leads to a static or undesirable landing page that’s not optimized for social or mobile. It’s time to think of the connected customer as a different breed of customer. And nothing in your arsenal today, not even social networks, will have an impact with them unless you can design a complete end-to-end experience that captivates and guides them to a mutually beneficial result.

7- What is the future of social media? Do you think it will pull ahead of classical media?

Social media has given birth to a different type of customer, the connected customer or otherwise what I refer to as Generation-C where “C” represents “connected.” Gen-C is not bound by age. They’re not defined by income or education. They live the digital lifestyle and traverse across all demographics. These consumers do not surf the web like other customers. They don’t learn nor make decisions like that of their traditional counterparts. They live and breathe in social networks and rely on smartphones or tablets as their windows to the world. And, when you compare the size of the market for traditional consumers vs. Generation C, only one of the two segments is growing while the other is shrinking over time.

If you had to invest in the future of your business to earn attention and ultimately relevance, the greatest ROI is tied to the connected customer. So, you ask, what is the future of social media. Right now it’s about a balance between reaching the traditional and the connected consumer. And, that balance right now is different for every company. Traditional customers still find value in classical media. However, social or connected customers want a more engaged, enriching, and efficient relationship. You must design for both and monitor the performance of each for optimization and also insights. Eventually, new media will become the new classical media with something new arising that will eventually disrupt it.

8- What kind of a social media strategy should be designed in different social channels? Why does a certain strategy work in Twitter’ but doesn’t work in Facebook?

I like to think of Facebook as the web site for the social web and Twitter as the pulse of the business. Facebook serves the role of a dedicated presence with a hosted community that offers a digital archive of the company’s activity in one central repository. The timeline within a brand page is there for those who appreciate going back in time or to provide customers with greater context. Facebook allows for richer, more interactive experiences hosted within the confines of a branded and captive environment. The more interaction you can spur, Likes, Shares, comments, app installations, etc., the more your business can benefit from the social effect.

Twitter is a bit more fleeting in design, but no less valuable as it serves as a your window to real-time relevance. It’s just different as it boasts a unique culture and also requires a divergent set of rules of engagement. Its brilliance lies in the ability to listen to conversations involving your business or your industry in general to translate that activity into intelligence and ultimately actionable insights.

This is why I often say that social media is about social science and not technology. We must first study customer behavior in each network to get an idea of what they’re saying, what they expect, how they communicate and connect, and why. At a minimum however, we can assume three basic roles for connected customers in Twitter, Facebook and perhaps even Google+. The roles typically span 1) Marketing, 2) Sales, and 3) Service. How you execute these strategies within each network is different though.

What’s common across the board is that your business requires an infrastructure that can support each initiative within the respective network. Meaning, that you must design inputs, outputs and supporting systems and processes that connect people within the organization to customers on the outside to efficiently deliver solutions, experiences, and mutually beneficial outcomes. To do this however, takes more than technology, workflow and guidelines. It starts with reexamining the view of the customer and a vision of what the ideal customer experience and relationship looks like in these new networks.

Finally, only a culture of true customer-centricity will allow the business to connect with customers in a meaningful way and in turn, earn support and loyalty as a result.

The headline calls attention to everything that’s wrong with how businesses measure engagement in social media today. Businesses that invest any level of marketing resources in networks such as Facebook, Twitter, Google+ and the like (get it?) are being groomed to focus on soft metrics instead of the relevant activity that signals the strength and worth of a community. By weighing conversations, interactions, and views, businesses are fed raw numbers that demonstrate KPIs but they do not offer the insights necessary to glean ROI or deep understanding of what people do and do not want, need, or value. And that’s part of the problem as marketers and developers are focusing on stimulating movement, which by default becomes a game of competing for attention, moment by moment.

A recent study published by Ehrenberg-Bass Institute, an Australia-based research group found that less than 1-percent of Facebook “Fans” actually engage with brands. Researchers looked at the top 200 brands using Facebook’s “People Talking About This” metric as a proportion of overall fan growth over a six-week period in October 2011. As a result, the team discovered that the percentage of People Talking About This compared to overall fans was only 1.3%.  While this metric and approach is only one way to measure supposed engagement, the truth is that even by Facebook’s own standards of measurement, marketers are already boxed into a reporting process where each report serves as a benchmark for future activity. That’s the problem though. Engagement is confused with incidents and not outcomes or influence, the ability to cause desired effect or change behavior.

Businesses Take a Medium’alistic Approach

Brands and their marketers suffer from what I refer to as medium’alsim, a condition where inordinate value and weight is placed on the technology of any medium rather than amplifying platform strengths and ideas to deliver desired and beneficial experiences and outcomes.  Said another way, businesses are developing for the sake of development and establishing supporting presences without regard for how someone feels, thinks, or acts as a result. In doing so, “engagement” programs are calculated, brought to life in the form of an editorial calendar that, by its very nature, isn’t not designed to really engage people at all.

See, engagement is not defined through likes, comments, shares, RTs or impressions. This activity is simply a result of engagement.  Focusing on soft metrics is at the detriment of the customer experience and is potentially a distraction away from developing more meaningful connections and relationships. Engagement is by design. And, this is why businesses that are attempting to drive engagement numbers are benchmarking against lower standards. Instead of benchmarking against themselves, marketers and developers should consider benchmarking against the opportunity. Doing so is far more ambitious and as such, aspirational in the development of future strategies.

For example, I ran a quick experiment with a global beer brand to prove a point. We looked at the 1-percent engagement rate and decided to run a non-scientific experiment to not only debunk the value of the engagement number as defined, but also demonstrate the need to think through desired actions and outcomes. In the middle of a business day, I posted a picture of a frosty mug filled with said beer with an ocean view in the distance. I added one word to the post, “cheers.” Within minutes that 1-percent engagement rate was eclipsed with people uploading pictures of their favorite moments while enjoying their favorite beer. Along with comments, Likes, Shares, etc., the marketing and digital teams were temporarily elated but quickly realized that the engagement they witnessed was only fleeting. While a simple example, the lesson is that engagement must mean something more to groom the community toward desired sentiment, outcomes, or to simply serve the needs of the community based on stated expectations or desires.

Redefining Engagement to be More Engaging

It starts with redefining engagement as we know it today to ultimately improve experiences tomorrow. I spent some time exploring existing definitions and I was surprised to find a lack clarity around such an important word. Since we spent so much time talking about what engagement is not, I invested time in researching the best practices of brands that were clearly driving communities in a particular direction through digital, social, and mobile channels. Those companies include Virgin America, Dell, TOMS, Whole Foods, Giant Nerd, among others. As a result, a working definition for engagement came into view…

Engagement is defined by how a brand and consumer connect and interact within their networks of relevance.

Simple. But, it’s also incomplete. It’s not just about the moment or competing for attention, it’s about the aftereffect.

Engagement is measured by takeaway value, sentiment or feelings, and resulting actions following the exchange.

If we look at the nature of the community in which brands are investing today, editorial programming, contests, gimmicks, campaigns, etc. lend to only one of the multifaceted sides to customer engagement.  Community is much more than belonging to something, it’s about doing something together that makes belonging matter. This is why businesses must think about investing engagement by defining experiences, journeys, feelings and outcomes. Without doing so, they by default introduce experience divides that disrupt flow, hinder sentiment, and obstruct clicks to action.

Redefined engagement opens the door to new strategies and resulting metrics that lend to meaningful experiences and results. By designing more meaningful initiatives, businesses can now focus on causing effect, changing behavior, or reinforcing value where previous engagement metrics can now document the progress of progress. The ultimate measure however is now something more substantial, such as…

- Shift in sentiment
- Satisfaction
- Acquisition
- Referrals
- Conversion
- Leads
- Brand integrity/Reputation

Thinking through experiences, journeys, outcomes, and sentiment will at the very least improve the number of customer interactions and overall allegiance. It is in the relentless delivery of value that extends moments beyond merely competing for attention. Engagement is about cultivating community behavior against a defined vision, mission and most importantly, purpose. Step back to gain perspective and to see new possibilities that your competitors are missing. You are an architect of experiences and as such, you must begin with the end in mind. Then, reverse engineer the outcomes and experiences your community will value and in turn, your management will value as well.

Please consider ordering The End of Business as Usual today…

Via Brian Solis: http://www.briansolis.com

Social media is a global phenomenon indeed. Certainly Facebook, Twitter, Google+, in their own way, each make the world a much smaller place. The distance between any two people is shrinking as the number of network connections continues to proliferate. I’m sure you’ve heard at one point or another, that the distance between two people in an offline world is six degrees. In a recent Facebook study for example, the average degree of separation between two people in the network is only 4.74. When focused on one country specifically, such as the U.S., Sweden, or Italy, among others, the number of hops between two people further shrinks to 3.74.

Social networking is the new normal. No matter where you are in the world, there are social networks that only continue to bring us together. In January 2012, comScore published an interesting report, “It’s a Social World,” which opened a window into the world of social networking. The report contained several key findings, which aren’t a surprise to you or me, but they will deliver a wake-up call to the captains of industry who may be on a wrong course toward the future of customer relevance.

According to comScore, numbers show that social networking is the most popular online activity worldwide.  As you can see in the image below, social networking is a global phenomenon. Social networks for many, are the hub for their entire online experience. They introduce the need for any organization with a content strategy to rethink what they create, when, where and how. In October 2011, 1.2 billion users around the world visited social networking sites, which account for 82% of the world’s population. Most notably, nearly 1 in every 5 minutes is now spent in social networks. Within each network, attention is focused on interaction within the social graph where the 5C’s of Engagement must now account for those who at varying levels create, connect, consume, communicate, and contribute.

But social networking is only part of the story as platforms count for everything. Mobile devices are also fueling social addiction. comScore looked at individuals aged 13 and above and as a result, they believe that mobile social networking is going to be the wave of the future.

For businesses developing country-specific programs, comScore also provided a glimpse into the top 10 engaged markets for social networking. This should factor into your prioritization discussions.

1. Israel
2. Argentina
3. Russia
4. Turkey
5. Chile
6. Philippines
7. Columbia
8. Peru
9. Venezuela
10. Canada

As alluded to earlier, while demographics are important, try to also think beyond Boomers, Generation-X, or Generation-Y. Think Generation-C as those who live the connected lifestyle are injecting digital into their DNA. As you can see here, social networking growth is pervasive across the board.

Nielsen also released a report on the “State of Social Media.” While it mostly focuses on the impact of Social and Mobile technology in the United States, there is useful breakout of the Top 10 Web Brands by unique audience around the world.  I believe that this information should be considered in any social and web strategy. Here are the top 10 sites by country in no particular order…

United States

1. Google
2. Facebook
3. Yahoo!
4. MSN/Windows Live/Bing
5. Youtube
6. Microsoft
7. AOL Media Network
8. Wikipedia
9. Apple
10. Ask

Japan

1. Yahoo!
2. Google
3. FC2
4. Youtube
5. Rakuten
6. Wikipedia
7. Microsoft
8. goo
9. Ameba
10. Amazon

Spain

1. Google
2. MSN/WindowsLive/Bing
3. Facebook
4. Youtube
5. Microsoft
6. Blogger
7. Yahoo!
8. Wikipedia
9. Elmundo.es
10. WordPress.com

United Kingdom

1. Google
2. Facebook
3. MSN/WindowsLive/Bing
4. BBC
5. Youtube
6. Yahoo!
7. Amazon
8. eBay
9. Microsoft
10. Wikipedia

Australia

1. Google
2. Facebook
3. NineMSN/MSN
4. Youtube
5. Microsoft
6. Yahoo!7
7. Wikipedia
8. Apple
9. eBay
10. Blogger

France

1. Google
2. Facebook
3. MSN/WindowsLive/Bing
4. Microsoft
5. Youtube
6. Orange
7. Wikipedia
8. Free
9. PagesJaunes
10.Yahoo!

Italy

1. Google
2. Facebook
3. Youtube
4. MSN/WindowsLive/Bing
5. Virgilio
6. Libero
7. Microsoft
8. Yahoo!
9. Wikipedia
10. Blogger

Germany

1. Google
2. Facebook
3. Youtube
4. eBay
5. Microsoft
6. Amazon
7. MSN/WindowsLive/Bing
8. Wikipedia
9. T-Online
10. Web.de

Brazil

1. Google
2. MSN/WindowsLive/Bing
3. Facebook
4. UOL
5. Youtube
6. Microsoft
7. Terra
8. Globo.com
9. Orkut
10. Yahoo!

Switzerland

1. Google
2. Facebook
3. Youtube
4. MSN/WindowsLive/Bing
5. Microsoft
6. Bluewin
7. Wikipedia
8. Aple
9. Local.ch
10. search.ch

Some interesting findings emerge out of these numbers. First, Google is the top Web brand in each country except Japan according to Nielsen. Second, Youtube is a top 10 online destination in each of these countries. Lastly, Facebook is among the top 3 sites in every country except Japan. FC2 and Ameba are the country’s top 2 social networks.

Revisiting the comScore report for a moment, we can see the overall Internet and Social Networking growth is imminent. As you develop content and engagement strategies for Web, social and mobile channels, consider this…the behavior on the Internet, social networks and on mobile devices is unique to each platform. There is no universal strategy that will cut across all platforms for every community you’re hoping to reach.

This.is.important.

Take a look at the graphic below. The top line in blue represents Internet growth. The bottom line in orange represents the overall of social networks. By reading between the lines, we can actually see a difference in the mindset of customers. The blue line represents the destination Web, i.e. websites, search engines, etc. The orange line symbolizes what I call the Egosystem, a Web experience where information finds people through the connections they make. It is in the understanding of how information travels and how it’s discovered in popular channels and platforms as well as comprehending customer behavior in the destination web and the Egosystem that reveal the keys to meaningful engagement.

So why is this important? In the social economy, there are no strangers, only friends you haven’t followed or haven’t followed you yet.

For global businesses considering any social and web strategies to improve customer experiences and engagement, going global starts within going local. This is not about taking one campaign and broadcasting it around the world from central headquarters—even if it’s translated. This is about localization and true engagement with those who define social networking at the local level. In social networks people do not create an idle global or country-specific “audience,” nor do they anxiously anticipate the next big marketing campaign. This is Generation-C (connected) after all, and they’re connected and among the most discerning groups of customers your business has ever faced. Here, they are the network and organizations, your business, are the guests.

Before you go, I’ve assembled a list with top line thoughts to help guide you in the development of your global, and local, new media strategy…

The Top 9 Reasons to Go Local with Your Global Social and Web Strategies

1. Social Media is the new “normal,” and it is literally making the world a much smaller place
2. Employing a Global Strategy establishes a unified brand
3. Investing in a local presence builds a bridge between the brand and customers
4. Localizing and contextualizing content increases relevance, engagement, and resonance
5. Investing in the 5’s of community completes the last mile to improve customer experiences, increase commerce and promote advocacy
6. Global languages and cultures are extending your opportunity for commerce and community, but localization is the key to engagement
7. Prioritize each opportunity based on local markets that track toward business objectives and language opportunities
8. Think channel experiences and design local experiences to thrive on each platform (mobile, Facebook, web, etc.)
9. Finally, because your local customers and country managers want it that way

As comScore notes in its report, “Social networking behavior both transcends and reflects regional differences around the world.”

Via Brian Solis: http://www.briansolis.com