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2009 Tribalization of Business Study
2009 Tribalization of Business Study
2009 Tribalization of Business Study
2009 Tribalization of Business Study
2009 Tribalization of Business Study
2009 Tribalization of Business Study
2009 Tribalization of Business Study
2009 Tribalization of Business Study
2009 Tribalization of Business Study
2009 Tribalization of Business Study
2009 Tribalization of Business Study
2009 Tribalization of Business Study
2009 Tribalization of Business Study
2009 Tribalization of Business Study
2009 Tribalization of Business Study
2009 Tribalization of Business Study
2009 Tribalization of Business Study
2009 Tribalization of Business Study
2009 Tribalization of Business Study
2009 Tribalization of Business Study
2009 Tribalization of Business Study
2009 Tribalization of Business Study
2009 Tribalization of Business Study
2009 Tribalization of Business Study
2009 Tribalization of Business Study
2009 Tribalization of Business Study
2009 Tribalization of Business Study
2009 Tribalization of Business Study
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2009 Tribalization of Business Study

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Deloitte LLP’s Technology, Media & Telecommunications (TMT) practice has recently released the results of the 2009 Tribalization of Business Study, which evaluates the perceived potential of online …

Deloitte LLP’s Technology, Media & Telecommunications (TMT) practice has recently released the results of the 2009 Tribalization of Business Study, which evaluates the perceived potential of online communities* and identifies how enterprises believe they may better leverage them. Conducted in conjunction with Beeline Labs and the Society for New Communications Research, this second edition of the Tribalization of Business Study measured the responses of more than 400 companies including Fortune 100 organizations which have created and maintain online communities today.

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  • 1. 2009 Tribalization of Business Study St d Transforming companies with g p communities and social media
  • 2. Table of contents • About the 2009 Tribalization of Business Study 2 • Why social software and communities matter to business 3 • Survey demographics 4 – Type of organization 5 – Annual revenues 6 – Number of active members 7 – Length of time oldest community has been up and running 8 • Selected results – Investment in online community 11 – Lurker data 13 – E t External “ b l “ambassador” program d ” 14 – Management of communities 15 – Top business objectives of online communities 17 – Function that manages community 18 – The biggest obstacles to a successful community 20 – Partnerships 21 – Metrics used to determine success 23 • Strategic conclusions g 24 • Contact information 26 1 Copyright © 2009 Deloitte Development LLC. All rights reserved.
  • 3. About the 2009 Tribalization of Business Study • This study was conducted by Deloitte, Participating companies include: Beeline Labs and the Society for New • Computer manufacturers Communications Research • Computer networking companies • We employed an online methodology • Life science companies among 400+ companies that have • Consumer packaged goods created and maintain online companies communities • Software companies • Insurance companies • The communities ranged from fewer • Online auction companies than 100 members to more than 1 • Hotel chains million members • Media and information companies • Company revenues ranged from under $1 million to more than $40 billion • In addition to an online survey, research included in-depth interviews of select respondents As used in this document, “Deloitte” means Deloitte LLP and its subsidiaries. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. 2 Copyright © 2009 Deloitte Development LLC. All rights reserved.
  • 4. Why social software and communities matter to business • Humans are hard-wired to cooperate and share opinions • Communities can have an “amplifier effect” on marketing, customer support and other corporate functions • The positive impact of effective communities can be game-changing 3 Copyright © 2009 Deloitte Development LLC. All rights reserved.
  • 5. Survey d S demographics hi
  • 6. Type of Organization Predominantly business to business Predominantly business to consumer Non-profit N fit Other Government agency 0% 10% 20% 30% 40% 50% 60% Q. My Organization is best described as: Copyright © 2009 Deloitte Development LLC. All rights reserved. 5
  • 7. Annual Revenues Under $1 million $1 million - $9 999 999 $9,999,999 More than $1 billion $10 million - $49,999,999 $50 million - $249,999,999 $250 million - $499,999,999 $500 million to $999,999,999 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Q. What are your company's annual revenues? 6 Copyright © 2009 Deloitte Development LLC. All rights reserved.
  • 8. Number of Active Members < 100 101 - 500 1,001 - 5,000 501 - 1,000 5,001 - 10,000 10,001 - 50,000 50,001 - 100,000 100,001 - 1,000,000 More than 1,000,001 0% 5% 10% 15% 20% 25% 30% 35% 40% Q. How many active members do you have in your community? © 2009 Deloitte Touche Tohmatsu 7 Copyright © 2009 Deloitte Development LLC. All rights reserved.
  • 9. Length of time oldest community has been up and running One to three years Six months to one year More than three years Less than six months 0% 5% 10% 15% 20% 25% 30% 35% 40% Q. How long has your oldest community been up and running? 8 Copyright © 2009 Deloitte Development LLC. All rights reserved.
  • 10. Selected Results S l dR l
  • 11. Despite the perceived risks associated with participating in online communities, organizations’ contin ed organi ations’ continued and enhanced in estment in online comm nities investment communities underscores the value they provide to the enterprise.
  • 12. 94 percent of enterprises continue to invest in online communities and social media Stay the same Increase Decrease 0% 10% 20% 30% 40% 50% 60% Q. Over the next 12 months, what will happen to your investment in community? 11 Copyright © 2009 Deloitte Development LLC. All rights reserved.
  • 13. Several data points indicate continued maturation of the enterprise’s use of communities and social media: • Companies are paying close attention to non-active users or “lurkers” • Companies are beginning to adopt ambassador programs which give outsiders preferred treatment in return for being more active in the community • More f ll i people are being deployed to manage the communities M full-time l b i d l d h ii
  • 14. 32 percent of companies are capturing data on “lurkers” on their communities No Yes 0% 10% 20% 30% 40% 50% 60% 70% 80% Q. Are you actively capturing data on lurkers (i.e., people who observe online community activity but d 't b t don't participate in overt manner by posting, contributing, communicating with the members ti i t i t b ti t ib ti i ti ith th b in the community)? 13 Copyright © 2009 Deloitte Development LLC. All rights reserved.
  • 15. 20 percent of respondents have a formal external “ambassador” program No Yes 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Q. D Q Do you h have a formal external "ambassador" program? (a program in which outsiders receive f l l" b d " ?( i hi h id i preferential treatment in return for being more active in the community) 14 Copyright © 2009 Deloitte Development LLC. All rights reserved.
  • 16. More full-time people are being deployed to manage communities 2-5 None; part time job One Other More than 10 6 - 10 0% 5% 10% 15% 20% 25% 30% 35% Q. How many full time people from your company manage this community? 15 Copyright © 2009 Deloitte Development LLC. All rights reserved.
  • 17. While t Whil enterprises are effectively using these tools to engage with customers, i ff ti l i th t l t ith t partners, and employees for brand discussions and idea generation, the Tribalization Study also indicates that organizations continue to struggle with harnessing social media’s full potential. For example, of the companies surveyed, a majority agreed that increasing p p y j y g g word-of-mouth , customer loyalty and brand continue to be the top business objectives of online communities, followed by idea generation and improved customer support quality However in the majority of companies surveyed the quality. However, surveyed, marketing function continues to be the primary driver of online communities, resulting in a significant gap between community goals and the organizations’ ability t f ll l bilit to fully leverage these communities on an enterprise-wide b i th iti t i id basis.
  • 18. Increasing word-of-mouth, customer loyalty and brand awareness continue to be the top business objectives of online communities Generate more word-of-mouth Increase customer loyalty Increase product/brand awareness Bring outside ideas into organizations Improve customer support quality Increase sales Improve public relations effectiveness Improve partner relations Business model innovation Reduce customer support costs Reduce customer acquisition costs Reduce market research costs Improve new p p product success ratios Competitive response Other Prepare for crisis management Unsure 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Note: Participants could chose one or more responses Q. Which of the following business objectives does your community have? 17 Copyright © 2009 Deloitte Development LLC. All rights reserved.
  • 19. 36% of the companies state that marketing manages their communities Marketing Other Multiple departments Public relations Product development IT Sales Market research Customer Service 0% 5% 10% 15% 20% 25% 30% 35% 40% Q. Which department manages your community? 18 Copyright © 2009 Deloitte Development LLC. All rights reserved.
  • 20. While the biggest obstacles to creating a successful community include getting people to join, stay engaged, and keep returning, many companies are not taking the steps necessary to overcome these challenges such as partnering and new management practices.
  • 21. The biggest obstacles to creating successful communities are getting people to engage and participate, and getting people to keep coming back Getting people to engage and participate Attracting people Getting people to keep coming back Finding enough time to manage community Getting people to populate their profile Getting funding to add functionality Lack of community management expertise Getting funding for facilitation Management's unwillingness to share Not being able to find skilled community managers Other 0% 5% 10% 15% 20% 25% 30% 35% Q. What are the biggest obstacles to making your communities work ? 20 Copyright © 2009 Deloitte Development LLC. All rights reserved.
  • 22. 55 percent of companies that evaluated a partnership did not actually partner No Yes 0% 10% 20% 30% 40% 50% 60% Q. If you did evaluate a partnership to develop your community, did you actually partner? 21 Copyright © 2009 Deloitte Development LLC. All rights reserved.
  • 23. The survey revealed significant gaps between community goals (including generating word-of mouth, customer loyalty and brand awareness) and how success is being measured. The top analytics for measuring success continue to b participation-related rather than metrics more aligned with the stated be i i i l d h h i li d i h h d goals.
  • 24. Number of active users and how often people post/comment are the most frequently used measures of success Number of "active" users How often people post/comment Number of visitors Number of registered users Number of repeat visitors How often people visit Time on site Engagement Changes in traffic over time Page views Rate of growth Increase in search engine rank Number of people who subscribe via email Citations/links on other sites Number of RSS feeds Change/growth in RSS subscribers Other 0% 5% 10% 15% 20% 25% 30% 35% 40% Q. What analytics do you use to measuring progress and success for your community? 23 Copyright © 2009 Deloitte Development LLC. All rights reserved.
  • 25. Strategic Conclusions: • T realize th f ll b fit of social media and online communities, it is To li the full benefit f i l di d li iti i imperative that business leaders move beyond viewing them as “bolt-ons” to their companies • Companies sho ld consider integrating the ne information flows associated should new flo s with communities with those information flows that already exist within their companies • To be able to extract true business value from communities new management communities, strategies and practices will be critical, including redefining the scope and role of alliances as well as the overall boundaries of corporations
  • 26. Contact I f C Information i
  • 27. Contact us to learn more… For more information about these and other findings from the 2009 Tribalization of Business Study, please contact: Ed Moran Director of Insights & Innovation Deloitte Services LP +1 212 436 6839 emoran@deloitte.com Phil Asmundson Vice Chairman and U.S. Technology, Media & Telecommunications Leader Deloitte LLP +1 203 708 4860 pasmundson@deloitte.com Eric Openshaw Vice Chairman and U.S. Technology Leader Deloitte LLP +1 714 913 1370 eopenshaw@deloitte.com Press inquiries, contact Jonathan Gandal at jgandal@deloitte com inquiries jgandal@deloitte.com 26 Copyright © 2009 Deloitte Development LLC. All rights reserved.
  • 28. Copyright © 2009 Deloitte Development LLC. All rights reserved. Member of Deloitte Touche Tohmatsu

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