Open up your mind and say, ahh...

Part of an ongoing series dedicated to small businesses

As you read this, the business landscape is shifting right under your company’s foundation. How customers make decisions, how they discover, communicate, and share, how they influence and are influenced, is evolving considerably. In fact, customer behavior is not only changing, it’s fragmenting and opening the door to new touch points. Your business will now have to compete for the customers you know and additionally, a new breed of customers that you need to know. And, to earn their attention and ultimately their loyalty, you will need to better understand the top technology trends and how they’re impacting customer behavior.

At the heart of this customer divide is technology. But this isn’t about the technology we once knew, such as PCs, laptops, iPods, ebook readers, DVRs, etc. This change in consumerism is the inevitable result of disruptive technology and how it has affected behavior and reshaped expectations. Smart phones, social networks, apps, gamified everything, Google Glasses, self-driving cars, smart appliances, the list goes on, are placing consumers at the center of their own universe connected to one another through shared experiences. This plugged-in and always-on customers are learning to see the world differently. They’re empowered and they’re entitled. As a result, disruptive technology is grooming customers to expect information and opportunities to find them.

Everything starts with surveying the landscape for how you reach customers today and how their behavior and expectations are shifting. But this is also about the people you don’t reach now. This research will help understand how to appeal to a new type of customer as well.

If you thought that having a social media strategy and presences in the most popular social networks was enough, think again. What of adding social buttons to your website or in your email blasts? Still not enough? How about developing apps for iPhone and Android platforms? Nope. That’s not the right approach.

It takes research to truly understand how customer segmentation is materializing and how new technologies introduce opportunities to engage effectively with each group. More importantly, it takes interpretation, strategy, and a culture of innovation to recognize and prioritize these new opportunities and execute against them while windows for engagement are open.

Just like customer service, sales, and marketing, technology and your ability to translate trends into opportunities, are now part of your everyday business strategy. To what extent disruptive technology impacts your customer landscape, differs from industry to industry and it is your research that reveals where to concentrate and balance your focus and investments. To help, I’ve assembled a list of 10 current trends to evaluate . But, this is just the beginning. Use this list to build a regiment of research and innovation within your business now and over time.

10 movements to review for opportunities…

1. Social Networks from Facebook to Twitter to Google+ and how they’re connecting to influencers and businesses (note: pay attention to nicheworks as well such as Path and Instagram.)

2. Geolocation check-in services such as Foursquare and Facebook location updates to share locations and earn rewards or opportunities for discounts

3. Crowdsourced discounts and deals including Groupon and LivingSocial and what’s valued and why

4. Social commerce services like Shopkick and Armadealo and how they create personalized experiences that are worth sharing

5. Referral based solutions like Yelp, Service Magic (now HomeAdvisor), and Angie’s List to make informed decisions and how shared experiences can improve your business, products, and services

6. Gamification platforms such as Badgeville and Fangager, and why rewarding engagement improves commerce and loyalty

7. How your consumers using mobile devices today and what apps they’re installing. Also, how they’re comparing options, reviewing experiences and making decisions while mobile?

8. The online presence your business produces across a variety of platforms such as tablets, smartphones, laptops and desktops. You must realize how consumers are experiencing the online presences you create and whether or not they deliver a holistic and optimized experience for each platform.

9. The consumer clickpath based on the platform consumers are using. Are you steering experiences based on the expectations of your customers? And are you taking into consideration the device or network where the clickpath begins and ends? Are you integrating Facebook F-commerce and m-commerce into the journey?

10. The expectations of connected consumers, what they value in each channel and platform, where they engage and how your business can improve experiences and make them worthy of sharing.

What would you add?

No company is too big to fail or too small to succeed. Simply knowing your customer is one thing. The connected customers does not replace your traditional customer, they simply introduce new opportunities to grow your business. How you’re marketing, selling, and servicing customers today are in many ways missing these important customers and thus limiting your ability for engagement and growth.

Understanding how connected customers make decisions informs more meaning strategies and ultimately effective and engaging programs, products, and services. Now more than ever, the future of business isn’t created, it’s co-created.

Originally published at AT&T’s Networking Exchange Blog

Chart: Shutterstock

In a nondescript central Los Angeles neighborhood sits a renovated warehouse, home to the Southern California Institute of Architecture, or Sci-Arc for short. The small graduate school, which is noted for producing architects who go on to work in highly specialized fields like digital animation, is run by a core group of LA architects who place special emphasis on advanced fabrication. The school’s new Robot House, for example, is a dedicated laboratory for students interested in, well, learning how to program robots.

Robotic arms, to be more specific. The Robot House (it’s more like a room) has five of them, Staübli-brand machines with “hands” that can be programmed to do just about anything. Initiated in spring of last year, the lab has already produced some pretty cool stuff. The latest is a complex acrylic sculpture called Hot Networks, authored by Brandon Kruysman and Jonathan Proto, the two young designers Sci-Arc appointed to run and teach the Robot House lab.

In Hot Networks, Kruysman and Proto have given each robotic arm a different task: one positions the work surface, a another picks up and places a plastic cylinder, a third heats up the plastic as it’s set into place, melting and deforming against the others. Another arm airbrushes the cooled pieces, and the fifth arm films the whole thing for posterity. It’s a bit like earlier robotic building experiments (like this one, in which an arm builds a brick wall), but about five times more complex.

The highly choreographed network is made possible by a programming language the duo wrote specifically for the Robot House. Esperant.O, as it’s cleverly called, translates MAYA’s dynamic systems (like skeletons and moving parts) into a language that the mechanical arms can understand. “Esperant.O opens up an entirely new way to engage making through industrial robotics,” write the duo on their website. MAYA, an animation and rendering software that’s typically used to make stuff move on-screen, is being used to control real-time moving parts. For anyone unfamiliar with the software, a vastly over-simplified analogy would be a cartoonist who’s invented a way to control real-life people using his pencil and paper.

It’s funny that we never really get a good look at the morphing plastic sculpture. But the ambivalence the designers seem to feel about showing off the piece plays to the concept behind Robot House. The final product might look cool, sure, but it’s just a byproduct of the real work – the programming itself.

Bing has been reinvented, offering enhanced search results that tap into the power of social media. Microsoft has done this by pulling people out of search results and putting them in their place: A right-hand social column that will eventually include Facebook, Twitter, Google+ Quora and LinkedIn integration, as well as people who may know something about your most recent Bing query. It even offers a way to ask questions on your favorite social network, directly through Bing.

It’s something of an about-face for the Number 2 search engine, which up until earlier this year has been slowly but surely integrating Facebook information (like “Likes”) directly into Bing Search results. This update is actually Phase 2 of a major overhaul. Bing quietly rolled out the first part last week. It stripped away the right column of results information (leaving a large white well) and moved a more concise “Related Searches” to a small middle column. Facebook Likes results integration remained, but appeared as a more subtle, gray thumbs-up next to the result, and there was a lot of white space on the right.

Starting today, some of Bing’s reported network of 100 million users will see a new column filling that space: The “What Your Friends May Know” social sidebar. For now, the sidebar only works with Facebook, but even with just that one network, the level of integration is quite intense. To see the new pane at work, you have to sign into Facebook and install the Bing App in Facebook. With that done, your social pane will be filled with recent Bing activity that’s also been shared on Facebook. When you enter a search query in the Bing interface on the left, the pane will also display a list of Facebook friends, and topic experts who might be able to assist with your query.

Bing Exec Derrick Connell told me the goal of the new Bing is to “surface people, not web pages.”

In the social pane, there’s also an “Ask friends…” with a small Facebook icon next to it. Here, you type a question possibly related to your search. When you click within the field, a link icon appears next to your search results on the left; click any of them to add them to your Facebook posts. You can also ask those experts and friends to assist in your search. A tiny person-plus icon appears next to each of them. Click one (or more) and they will get a notification about your query.

How does Bing build these “Friends Who Might Know” lists? Microsoft execs explained they’re leveraging as much publicly available data as possible from Facebook (for now) and soon Twitter and other networks. Inclusion in the list is not necessarily based on something you posted about the topic. The sidebar includes people you know through your social networks that have, say, posted a photo about the topic, liked a certain relevant topic or searched for a similar topic in Bing, and people you don’t know, who are, for example, known Topic Experts and Enthusiasts (identified by Bing). All of them could be considered helpful in your quest for knowledge. Conversations revolving around a query topic are viewable through the social pane — you just hover over the activity and a small box will slide out to the left with the original post. You can add comments in any conversation in the activity pane or see the conversation in the slideout.

Not all public posts on these social networks can be scrapped in, so Microsoft turned, first, to its close friend Facebook. Thanks to that close relationship, Microsoft gets “a set of public data that’s part of the fire hose deal with Facebook,” Microsoft’s Connell told me. In fact, Facebook CEO Mark Zuckerberg was, according to Microsoft, shown the project and liked it. He was even happy to see the other social networks in the mix.

Eventually the Social Sidebar will add Twitter data. Microsoft says it has access to at least 6 months of publicly-available posts.

Google+ content should make an appearance, too, though it will only be what Microsoft can scrap in. It’s unlikely Google will ever agree to share its private network data with Microsoft. Google is heavily invested in deep integration between Google+ and its own search engine, having launched Search plus Your World earlier this year.

Despite all the new guidance from friends and experts, Bing still wants to help search users with more-targeted results. So it’s taking that somewhat sparse second column and introducing “What Bing Knows” or snapshot (Get it? The first column is “What the Web Knows,” The second column is “What Bing Knows” and the third is “What Your Friends Know”). This well won’t fill up for every search — instead, Microsoft identified four key areas of where it can help: Restaurants, Hotels, Movies and Events and People. The results in this area will include action items like restaurant and hotel reservations. In People, Bing will search across multiple social networks help you find the right person. These features were not available to test at press time.

Microsoft’s goal with all these changes? One, to clean up Bing. The company admits the page was getting too cluttered — it had assumed Web pages would be getting taller and thinner, when in fact, everything is getting shorter and wider. However, one of the key reasons for the change was to “stop corrupting the search experience with people,” said a Bing exec. That might also be a subtle dig at Google and its people-populated Search plus Your World. Bing execs also repeatedly said they think users want people — not Web pages — to help them.

There was also some direct criticism of Google. Microsoft execs said the difference between Bing and Google is Microsoft’s product is open while Google’s is closed. When Google’s “Search Plus Your World” Launched, Google faced some criticism for not surfacing Twitter and Facebook results. Bolstered by Bing’s 300 million entities in its database, Microsoft execs contend that its approach is more valuable than Google’s “pure semantic-based model” because it offers pure search information, letting users get info from topic experts. Additionally, Microsoft includes structured data around core topics that are of interest to the broadest set of people.

I’ve been running the new Bing for a few days now and can report that it more or less works as advertised. First of all, the search results interface is the cleanest I’ve seen it in years. Yes, it looks almost Google-like. I tried a bunch of searches like “Barcelona,” “Tesla,” and “Broadway.” In each case, my “Friends Who Might Know” field in the Social pane filled up with people who had, for instance, posted photos of Nicola Tesla, or “Liked” the “Broadway League.” I was able to blend links and questions in the open field above and then post directly to my Facebook page, along with notifications to my individual friends and experts. No one has answered yet, but those seeing these queries were part of a fairly small beta group.

I noticed, by the way, that when I put in multi-word queries, I got few, if any, “Friends Who Might Know” results.

In Facebook, I did have to install the Bing App. It defaults to sharing your posts with Everyone. If you do a lot of searching, you may want to dial that down a bit.

If you’re usually logged into Facebook and often turn to friends for, say, travel or buying advice, this could be a useful tool for you. Microsoft contends that this is a natural way to find answers. They do not want to reinvent the web, Bing execs explained, “We don’t have to own it to surface it. The beauty of the Internet is you don’t have to be a social network to surface people, you don’t have to be a hotel to surface reservations.”

You may not see the What Your Friends Know or Social Sidebar in Bing for a while — Microsoft said it’ll be rolling this out slowly — but starting today you can visit http://www.bing.com/new to sign up for availability notification.

With this update, the competing search philosophies are clearer than ever. Google sees the world as a deep blend of data, people and activities, all of which can be mined simultaneously for a rich and useful experience. Bing sees a more structured world, where social interactions, while extremely helpful, are kept a safe distance from the core results you desire. Which approach is right? Let us know what you think in the comments.

For more details, check out the video where Microsoft explains the Bing update.

I’ve been a long-time supporter of MediaTemple’s (MT)Residence program along with Gary Vaynerchuk, Neil Patel, and many others whom I respect. I wanted to share my “8 questions to answer to become a social business” with you here..

Social Media is pervasive and is becoming the new normal in corporate marketing. Brands who get this right are starting to build their own media networks rich with customer connections numbering in the millions. Right now, Coca-Cola has over 34 million fans on Facebook, but they’re hardly alone. Disney follows just behind with 29 million fans, Starbucks boasts 25 million, and Oreo, Red Bull, and Converse play host to over 20 million fans. If we were to look at other networks such as Twitter and Youtube, we would see a recurring theme. People are connecting en masse with the businesses they support and new media represents the ability to cultivate consumer relationships in ways not possible with traditional earned or paid media.

Sounds great right? This might sound abrupt, but the truth is that we’re hardly realizing the potential of what lies before us. Everything begins with understanding not just how other brands are marketing themselves in social media, but also seeing what they’re not doing and envisioning what’s possible.

We’re already approaching the first of many crossroads that new media will present. Do we take the path of a social brand or that of a social business? What’s the difference? A social brand is just that, a business that is remodeling or retrofitting its existing marketing practices to new media. A social business is something altogether different as it embraces introspection and extrospection to reevaluate internal and external processes, systems, and opportunities to transform into a living, breathing entity that adapts to market conditions and opportunities.

It’s a tough decision to make right now especially at a time when all we read about is how much success many businesses are finding without having to answer this very question. With all of the newfound success in social networks, the truth is that we’re only just beginning to learn what’s possible and that’s where you come in. When compared to the investment in time and resources across the board, social media represents only a small part of the mix. But with your help, that’s all about to change.

The CMO Survey, an organization that disseminates the opinions of top marketers in order to predict the future of markets, recently published a report that gave credence to the fact that social media is taking off. One of the most profound takeaways from the report was this gem; “The “like button” [in Facebook] packs more customer-acquisition punch than other demand-generating activities.” With insights like this, it’s easy to see why the race to social is becoming heated.

The report also highlighted exactly where social fits in the marketing mix today and as you can see, despite all of the hype, it’s not a dominant focus yet. As of August 2011, the percentage of overall marketing budgets dedicated to social media hovered at around 7%. However, in 2012 the investment in social media will climb to 10%. And, in five years, social media is expected to represent almost 18% of the total marketing budget. Think about that for a moment. In 2016, social media will only represent 18%?

LINK: http://www.cmosurvey.org/blog/fasten-your-social-media-seatbelts-marketers-ready-for-full-take-off/

Queue the sound of a record scratching here. With businesses finding success in social networks, why are businesses failing to realize the true opportunity brought forth by the ability to listen to, connect with, and engage with customers? While there’s value in earning views, driving traffic, and building connections through the 3F’s (friends, fans and followers), success isn’t just defined simply by what really amounts to low-hanging fruit.

The truth is that businesses cannot measure what it is they don’t know to value. [LINK: http://www.briansolis.com/2011/09/whats-the-r-o-i-a-framework-for-social-analytics/] As a result, innovation in new engagement initiatives is stifled because we’re applying dated or inflexible frameworks to new paradigms. Social media isn’t owned by marketing, but instead the entire organization. This changes everything and makes your role so much more important. It’s up to you to learn how to think outside of the proverbial social media box to see what others don’t, the ability to improve customers experiences through the evolution of a social brand into a social business. Doing so will translate customer insights from what they do and don’t share in social networks into better products, services, and processes.

See, customers want something more from their favorite businesses than creative campaigns, viral content, and everyday dialogue in social networks. Customers want to be heard and they want to know that you’re listening. How businesses use social media must remind them that they’re more than just an audience, consumer, or a conduit to “trigger” a desired social effect.

Herein lies both the challenge and opportunity of social media. It’s bigger than marketing. It’s also bigger than customer service. It’s about building relationships with customers that improve experiences and more importantly, teaches businesses how to re-imagine products and internal processes to better adapt to potential crises and seize new opportunities.

When it comes down to it, Twitter, Facebook, Youtube, Foursquare, are all channels for listening, learning, and engaging. It’s what you do within each channel that builds a community around your brand. And, at the end of the day, the value of the community you build counts for everything. It’s important to understand that we cannot assume that these networks simply exist for people to lineup for our marketing messages or promotional campaigns. Nor can we assume that they’re reeling in anticipation for simple dialogue. They want value. They want recognition. They want access to exclusive information and offers. They need direction, answers and resolution.

What we’re talking about here is the multidimensional makeup of consumers and how a one-sided approach to social media forces the needs for social media to expand beyond traditional marketing to socialize the various departments, lines of business, and functions to engage based on the nature of the situation or opportunity.

In the same CMO study, [LINK http://www.cmosurvey.org/blog/a-social-media-integration-report-card/
] it was revealed that marketers believe that social media has a long way to go toward integrating into the overall company strategy. On a scale of 1-7, with one being “not integrated at all” and seven being “very integrated,” 22% chose “one.” Critical functions such as service, HR, sales, R&D, product marketing and development, IR, CSR, etc. are either not engaged or are operating social media within a silo disconnected from other efforts or possibilities. The problem is that customers don’t view a company by silo, instead they see one company, one brand, and their experience in social media forms an impression that eventually contributes to their view of your brand.

The first step here is to understand business priorities and objectives to assess how social media can be additive in achieving these goals. Additionally, surveying the landscape to determine other areas of interest as its specifically related to your business.

• Are customers seeking help or direction?

• Who are your most valuable customers and what are they sharing?

• How can you use social media to acquire and retain customers?

- What ideas are circulating and how can you harness user generated activity and content to innovate or adapt to better meet the needs of customers?

- How can you broaden a single customer view to recognize the varying needs of customers and how your organization can organize around each circumstance?

- What insights exist based on how consumers are interacting with one another? How can this intelligence inform marketing, service, products and other important business initiatives?

- How can your business extend their current efforts to deliver better customer experiences and in turn more effectively unit internal collaboration and communication?

Customer demands far exceed the capabilities of the marketing department. While creating a social brand is a necessary endeavor, building a social business is an investment in customer relevance now and over time. Beyond relevance, a social business fosters a culture of change that unites employees and customers and sets a foundation for meaningful and beneficial relationships. Innovation, communication, and creativity are the natural byproducts of engagement and transformation. As a social brand, we are competing for the moment. As a social business, we are competing the future in all that we do today.

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

The simple one-page profile platform About.me is now available on iPhones.

Since its 2010 launch and acquisition by AOL, around 1.5 million people have built a splash page, a collection of their social media handles. An About.me page consists of a background photo, as little as two or three lines of text and buttons linking to a person’s social networks.

It’s a summary of who you are online that you can attach to email signatures, attach to Twitter and now view on your phone. The personal pages are short and sweet. The sleek interface packs a punch with its analytics system. Stats include views per month, clicks, links to you, average time spent on people and more.

Now, About.me iPhone app users can make pages on-the-go as well as connect with people on the street with the mobile app. The ‘Who’s Nearby’ feature — unique to the app — is something that will appeal to people watchers, co-founder Ryan Freitas told Mashable.

“There is this ability to create an opportunity for discovery, to see the way people are literally around you in a geographical location and how they represented themselves creatively,” Freitas said. “They have done something interesting to show off who they are as a person.”

The app brings many pieces of the successful web platform to the iPhone. About.me creators say much of the website’s appeal lies in the ability for people to browse the directory, not limited to friends.

“People enjoy the people-watching we provide,” Freitas said. “Not voyeurism, but about getting additional information about the people around you.”

Privacy consistently being a controversial topic with location-based apps, About.me requires users to opt-in to become visible on the network.

The app does more than finding businesses on the go, says Freitas. It’s about finding interesting people to follow on Twitter or cool websites to visit.

“With the app, it doesn’t always need to be about utility,” Freitas said. “It can be about something as simple as finding out interesting people around you who you haven’t met yet.”

About.me is now working on apps for iPad and Android market.