Community as a Resource


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By John Schroeter

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Learn how to capture and harness the energy and influence of your constituents to outmarket, outpace, and outperform your competition. Community as a Resource provides a much-needed roadmap to discovering how best to captivate and engage the attention of your market, and in the process connect your social strategies to the outcome that matters most—your sales.

John Schroeter is Director of Marketing at Conenza, Inc.

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Community as a Resource

  1. 1. $ COMMUNITY AS A RESOURCE how to capture By and harness the energy John and Influence of your constituents to Schroeter outmarket, outpace, and outperform your competition
  2. 2. tABLe of contentS table of contents Introduction •••••••••••••••••••••••••••••••••••••••••••• 3 1 • exposing the Disconnect Between Sales and your Social Strategy • • • • • • • • • • • • • • • • • • •5 2 • Is your company’s Website on Life Support? • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •9 3 • the evolution of Pr into Advocate Marketing • • • • • • • • • • • • • • • • • • • • • • • • • • • • •13 4 • community as a resource •••••••••••••••••••••• 18 5 • It’s the Data, Stupid ••••••••••••••••••••••••••••• 22 6 • content Marketing •••••••••••••••••••••••••••••• 25 7 • conclusion •••••••••••••••••••••••••••••••••••••••• 30 About the Author • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •32ShAre thIS eBook Copyright © 2012 by Conenza, Inc. All rights reserved. Conenza and Community 2 as a Resource are trademarks or registered trademarks of Conenza, Inc.
  3. 3. IntroDuctIon Introduction this eBook provides a roadmap to cultivating an engaged con- stituency around your brand so that you can grow your business. In exposing the weaknesses of conventional marketing approaches, as well as the many fundamentally flawed practices in navigating a socially- connected digital age, we’ll bring to light the enormous opportunity you have right now to build brand loyalty, reinforce your competi- tive position, and dramatically increase your bottom line. The old models—traditional methods of lead generation and websites dependent on fragmented social media being foremost among them—are simply not working anymore. And yet the solution is hiding in plain sight. Ironically, the answer is found not so much in technology—although technology is cer- tainly a vital component. Rather, it’s a matter of getting back to basics. By basics, I mean the human touch—observing and respecting the simple fact that business is driven by people who build relationships through earned trust—the sorts of values every company tries to instill in its brands, but now increasingly struggles to realize in a world whose bound- aries and channels have been shattered by virtual social connectedness. When a company gets back to basics, it can build, or rebuild, its con- stituency—a company’s ultimate and enduring, sustainable business value. And when done well, that constituency is “sticky”; it remains even when the technology changes. And the technology will most certainly change. As you work your way through this short volume, you might gain the sense of urgency that accompanies rare opportunities for a significantShAre thIS eBook competitive leg up. Such windows don’t stay open for long—especially 3
  4. 4. IntroDuctIonwhen the stakes are nothing short of a company’s market position in aworld of total connectedness. And the spoils of first-mover advantageare the attention of your market—the resource most increasingly in shortsupply. As you know, nothing happens until you first have someone’sattention. And because developing the sustained levels of attention yourbusiness will require in order to prosper will also require planning, time,and a bit of your own attention, starting sooner is vastly and strategicallypreferable to starting later. There is certainly plenty to gain here. But what will it cost in terms ofchange? Surprisingly, not much! Because the approach described heredoes not upend your enterprise operations, it won’t, from a technologyintegration standpoint, involve much more than tweaking your existingcompany website and social media operations. It won’t even require anew budget item—you’ll simply reallocate your existing spend, shiftingthe current marketing activities yielding diminishing returns to thosethat will reverse those trends. Interestingly, the more significant changeswill involve the way you look at, and respond to, the rapidly evolving land-scape of your market. And in this sense, change you must. To quote a for-mer Army Chief of Staff, “If you don’t like change, you’re going to likeirrelevance even less.” That’s really what this is all about—the fight forrelevance and attention in an increasingly noisy, fragmented, and dis-tracted business world. This little book will show you how. But first, weneed to understand what’s not working. “ When a company gets back to basics, it can build, or rebuild, its constituency—a company’s ultimate and enduring, sustainable business value. ” 4
  5. 5. 1 • SALeS AnD SocIAL StrAtegy DISconnect 1 •exposing the Disconnect Between Sales and your Social Strategy there is no shortage of business challenges that pre- clude or otherwise interfere with your efforts to win. Many such factors, though, are actually within your control (weak positioning in a crowded market, difficulty in converting leads, wan- ing customer loyalty), while others you can only hope to navigate bet- ter than the next guy (the economy, regulatory policies, the weather). In both cases the lists are long, with recurrent concerns including: • Erosion of trust • Building awareness • Loss of brand control • Increased competition • Difficulty of differentiation • Poverty of time and resources • Standing out in a crowded market • Resistance to traditional marketing • Finding and qualifying new business • Identifying and reaching decision makers • Recruiting, motivating, and retaining top talent • Difficulty in assessing ROI of marketing initiatives And so on. Nothing new here—it’s all business as usual. In fact, with nearly all businesses facing the same set of challenges it’s practically a level play- ing field—that is, if it weren’t a mountain! But let’s focus instead on one conspicuously absent challenge, the mastering of which could actuallyShAre thIS eBook reverse the downward course of all the others. It’s this: discovering how 5
  6. 6. 1 • SALeS AnD SocIAL StrAtegy DISconnectbest to capture and engage the time and attention of your market. Gethold of this and the conventional mountain of concerns and challengeswill gradually disappear in your rearview mirror. If you’re guessing this idea has something to do with “social,” you’reright. And if you also believe you already have a robust social businesspractice under way, you might be surprised to learn how much of theenergy of your conventional social initiatives—even those adhering toso-called best practices—is actually lost in heat versus producing real,meaningful, and profitable work. Let me explain. In a recent report on social media marketing, there are some trulyastounding—and surprisingly typical—findings that reveal just howupside-down the prevailing “best practices” are. Let’s take a look at oneparticularly pithy excerpt on the measure of ROI from the annual surveypublished by Awareness: In 2011, the primary measure [of social media ROI] was reach: 76% of respon- dents used the number of new fans and followers as a proxy for progress. For two-thirds, the desired outcome was to drive traffic to owned media: 67% measured traffic from social channels to Web properties as an indication of success. Engagement came in third: 53% reported using social mentions of their brand across platforms, and 40% measured share of social conversa- tions. A little over one third made further links to ROI: 38% of marketers monitored and reported on lead generation activities.Let’s put this data into a graph—you don’t want to miss the gravity ofthese results, nor the opportunity they represent for your business: Primary Measures of Social Media roI Number of fans and followers 76% Traffic driven to the company website 67% Engagement with constituents 53% Share of social conversations 40% Lead generation 38% Sales 26% 6
  7. 7. 1 • SALeS AnD SocIAL StrAtegy DISconnect Now, I’ll venture that there are three possible responses to these findings: –––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– 1•Alarm - If your priorities are aligned with this mix, then you’ve either got the greatest, easiest product in the world to sell (in which case, we should all be reading your eBook) or you’ve just realized that your marketing practice is completely on its head. There is no middle ground here. The number of respondents who put lead generation at the top of their list is exactly half that of those who most value fans and followers. Sales finishes dead last. And people complain about ROI? Can you say, “You’re fired!”? –––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– 2•Elation - The second possible response is one of pure delight at the opportunity you have to make a major play in your market. I don’t know about you, but I’ll take leads and sales to fans and followers any day of the week. Just think of it—the majority of your competitors are asleep at the wheel! –––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– 3•Meh - If these findings evoke neither panic nor joy, then you’re simply not paying attention. Prepare to be displaced by your newly awakened and/or elated competitors. –––––––––––––––––––––––––––––––––––––––––––––––––––––––––––– Call this Audit Point No. 1, because, as social media guru Peter Shankman points out, “…if you’re using [social media] for your business, and not using it to generate revenue, either by creating additional users/buyers/customers, or solving problems with it before it costs you revenue, then you’re doing it wrong.” There is other information in these findings that is perhaps even more intriguing. It’s the significant emphasis on winning fans and followers on social properties that a company does not own or control—withM arketing expert Jeffrey hazylett , speaking onsocial media adoption, breaks the expressed objective of driving site traffic—over those that it does own or control, e.g., the company’s own website. In other words, the ends and the means are absolutely inverted! And rightit down like this: “A third of in the middle of all this, between the fans and the sales, the objec-the businesses get it right tive of engagement as a priority is essentially lost. And this bearsaway; a third eventually get it; out in the well-documented ever-declining levels of engagementand a third will never get it.” happening on the company pages of the open social networks. Worse, this approach to social business engagement severely com- 7
  8. 8. 1 • SALeS AnD SocIAL StrAtegy DISconnect “ promises the role, relevance, and effectiveness of the asset—the one key player—that should be at the center of your social strategy: your website. The number of Now take a look at the top areas of corporate social marketing invest- respondents who ment noted in the same study: put lead generation Increased presence across social media platforms 70% at the top of their Increased frequency of content publishing 59% list is exactly half More robust social marketing management 50% that of those who More robust social media monitoring 45% most value fans Again, this is astounding. All that social media spend and you still and followers. Sales don’t host your own constituency. Nor do you have the on-demand means finishes dead last. to harvest all the data that goes with it. You still haven’t provided a venueAnd people complain for engaging directly with your greatest social asset—if not your greatest about ROI? company asset—your advocates. And people are still ignoring your web- ” site. In fact, while Facebook has gained a $100B valuation through the traffic and data you’ve help generate for them, your website’s value to your business has been reduced to a very expensive rounding error. Whether attributable to complacency or capitulation, the company website is in trouble. In fact, it’s broken. Now, it turns out that there are myriad reasons for this state of affairs—none of which are good—but all of which are reversible. —• The most profitable social media strategy is one that enables a company to discover how key tAkeAWAyS best to capture and engage the time and attention of its market. —• Social media should be used to generate revenue or solve problems that might otherwise result in lost opportunities. —• Businesses place disproportionate emphasis on winning fans and followers on social properties they don’t own or control, e.g., facebook, LinkedIn, and twitter—and do so at the expense of the company website and the surrendering of valuable data. —• Many “best practices” in social marketing are upside down. A chasm exists between current social media marketing strategies and revenue results, with corporate social marketers looking too frequently at the wrong metrics. —• A company’s website should be the kingpin in social business strategy, instead of being resigned to shunting prized brand advocates away to other social media sites. 8
  9. 9. 2 • WeBSIte on LIfe SuPPort? 2 • Is your company’s Website on Life Support? remember yogi Berra’s observation, “nobody goes there any- more—it’s too crowded”? Well, with the company website, it’s exactly like that, minus the part about being too crowded. Nobody goes there anymore because most company websites are nothing more than outlets for hyped-up, one-way brochureware—anathema to visitors who are seeking meaningful engagement with trusted sources. What’s more, it’s likely that your social media policy is actually working to reinforce your website’s irrelevance. How so? It happens every time you send visitors away via those “follow/friend/like us” buttons that litter your home page. In effect, what you’re doing is saying to your visitors, “Don’t expect to engage with us here, on our turf. Go away, out to Facebook or Twitter instead.” Now, how much time, effort, and expense did you go through to attract that visitor, only to immediately suggest they leave? Do you see something wrong with this picture? We’ll talk about ROI a little later, but here’s where any discussion of return on the marketing and media spend begins to appear duplicitous, if not hypocritical. How much are you spending right now on managing a web- site that is not only becoming increasingly irrelevant, but has also per- fected the art of driving traffic away? I can tell you. According to a recent MarketingSherpa report, B2B marketing budget allocations averaged across the 1,700-plus companies surveyed put the company website right behind the trade show spend—the top budget item. But when you combine the website budget with the allocations forShAre thIS eBook paid search and SEO, it’s actually the number one marketing spend. And 9
  10. 10. 2 • WeBSIte on LIfe SuPPort? that website sends people away. Not only does the typicalAdditional resources: company website not offer visitors compelling reasons to come, stay, and engage, it actually and overtly sends them away. This makes no sense. In fact, it’s nuts. In the event you’re still not convinced, the Marketing- Sherpa research also found that B2B website effectiveness (measured by quantity and quality of leads generated) showed a dramatic, nearly 20% decline from 2010 to 2011. This should come as no surprise, as the increasinglyyour Website, sophisticated B2B buyer—Customer 2.0—researches pur-obsolete and out chasing decisions online and engages with key influencersof the Loop along the way long before he engages with your sales organization, let alone visits your website. In other words, unless you’re engaging directly with those key influencers— and their extended networks—in a sustained and mean- ingful way, you may never know that the many missed business opportunities even existed! The fact that your website is out of the loop certainly doesn’t help. The oppor- tunity cost alone might easily swamp what you’re already7 reasons for paying to maintain your conventional site.rethinking your So where do we go from here? Well, if the grand prize infacebook Strategy your space is the largest collection of anonymous and ephemeral fans and followers in what is essentially a noisy, leaky rented hall (aka Facebook), then you’ve got a well- greased path—and plenty of industry encouragement behind you. Just stay put. Keep doing what you’re doing. Continue to send your visitors there and let the Facebooks and LinkedIns of the world own all the data and sell your traffic to your competitors. But if the prize is building a loyal and engaged constituency around your brand to yield real business intelligence, an army of engaged brand champions, competitive advan- tage, more quality leads, steadily growing sales—and ultimately the dom- ination of your vertical—then you’ll need to follow a different path altogether. And that’s where we’re headed. 10
  11. 11. 2 • WeBSIte on LIfe SuPPort? “ The Secret Weapon You Already Have I’m reminded of an old single-frame comic that depicted a medieval sol- And because vocal dier engaged in fierce battle using a catapult and other archaic weapons. brand owners are When an arms dealer laden with advanced semiautomatic weapons taps inherently more him on the shoulder, he’s brushed off. “Don’t bother me now,” says the sol- dier. “Can’t you see I’ve got a war on my hands?” trustworthy, their Okay, we’ve all been there. So what’s the new secret weapon in the the- opinions carry ater of marketing warfare? A Google+ page? Marketing automation soft- considerable weight. ware? Maybe sentiment measurement tools? If you’ve sought the Holy What’s more, they Grail in any of the myriad marketing and social media conferences anddon’t wait to be asked. tradeshows, then you’re well acquainted with being inundated with hun- ” dreds of budget-busting versions of every permutation of the latest and trendiest marketingware. And what about the new crop of CRM tools? Will they solve your biggest marketing challenges? Perhaps you can relate to this trend: have you noticed the steady creeping of what’s traditionally been a primary sales function into the marketing domain? I’m talking about lead con- version, which, in many companies, has, in terms of priority, usurped the ole “Four Ps.” This is due, in part, to the painfully waning effectiveness of conventional Web and email marketing tactics (prospects have now pushed engagement with sales to the end of the buying process), which in turn has opened the floodgates of new CRM and marketing automa- tion vendors seeking to take up the slack. There is no question that mar- keting automation tools bring much-welcomed rigor and measurable results to the lead management, scoring, and nurturing processes. But far too many companies end up simply automating a fundamentally bro- ken process: customers, prospects, and suspects still remain isolated and insulated from one another within the heavily compartmentalized rooms of CRM databases. If one such captured prospect knew a fellow seeker occupied the next room, she might even try tapping and scratch- ing out messages to him through the cold, stony walls. What’s most illuminating here is an understanding of the massive gap that’s been exposed between social media on one end of the spectrum 11
  12. 12. 2 • WeBSIte on LIfe SuPPort? and sales on the other. Remember the disparity we highlighted in the measurement of social media ROI? Closing this gap ought to be 2012’s top priority, and one shared by marketing, sales, and business develop- ment organizations—three organizations where increasing levels of col- laboration and common points of view are absolutely essential. Desirable as automation solutions clearly are, they alone won’t get you there. Clos- ing the gap requires a more powerful force multiplier than any conven- tional CRM or automation solution can deliver. And it’s standing on the sidelines. It’s the brand advocate. According to research published in the Harvard Business Journal, an investment in cultivating this strategic resource will yield a return in the range of 12X—well above and beyond paid search and other marketing initiatives on which you’re likely spending far more. —• By sending website visitors away to facebook, LinkedIn, and twitter, many companies’key tAkeAWAyS social media policies are actually working to reinforce their sites’ growing irrelevance. —• Ironically, corporate websites are still the number one marketing spend, even while many companies’ social media strategies sabotage them. —• It’s time to rethink the website’s role in leveraging brand advocates to close the gap between social media strategy and revenue. capturing, cultivating, and properly channeling this essential resource will yield a substantial return. “ Not only does the typical company website not offer visitors compelling reasons to come, stay, and engage, it actually and overtly sends them away. This makes no sense. In fact, it’s nuts. ” 12
  13. 13. 3 • evoLutIon to ADvocAte MArketIng 3 • the evolution of Pr into Advocate Marketing In just the way that marketing communications organizations are shifting their focus from traditional Pr channels to influencer outreach, organizations would do well to continue the momen- tum of that shift to their brand advocates. Just as journalists look to your customers to vet and add credibility to your story, you, too, should be looking to your most passionate constituents to shape and amplify your mes- sage. Once again, numbers help put this in greater perspective. As pointed out by Christopher Frank and Paul Magnone in their book, Drinking from the Fire Hose, “According to most industry sources, the share of very satisfied customers ranges from 15 to 35 percent of the market. Dissatisfied customers, on the other hand, average only 10 percent. Undecided (true neutral) customers, therefore, account for 55 to 75 percent of all customers.” These are your “swing voters,” and they make up the majority of your market, and therefore, your opportunity. They’re also the very people on whom you want to turn loose your advo- cates. But just who are these people, your brand advocates? Inside the Mind of a Brand Advocate If you haven’t read Malcolm Gladwell, start with his groundbreaking 2000 title, The Tipping Point. In it, he notes that ideas, products, messages, and behaviors spread in much the same manner as viruses. He then goes on to profile the three personas generally behind all that viral activity:ShAre thIS eBook connectors, mavens, and salesmen—any of which can, if aligned with your 13
  14. 14. 3 • evoLutIon to ADvocAte MArketIng brand and properly managed, prove vital to your success. Briefly, connectors are people with large social networks and a knack for bringing people together. “Their ability to span many different worlds is a function of something intrinsic to their personality,” Gladwell writes, “some combination of curiosity, self-confidence, sociability, and energy.” Mavens, on the other hand, are the information brokers, constantly connecting peo- ple with new and interesting information. And more often than not, they use and share that information to help solve other people’s problems. These are the people who start “word-of-mouth epidemics” fueled by their knowledge, social, and communication skills. Finally, salesmen are the charismatic persuaders equipped with great negotiation skills. Have you identified yourself in this mix? What about your team mem- bers? And more important, what about yourWhy your constituents Will Join your community customers? Can you identify the connectors,h ave you spoken with your advocates? Do you know specifically why they champion your brand?figure this out, and give them more of whatever that mavens, and salesmen among them? When you do, you’ll start to connect the dots on how things really work in the socialsphere. More-quality is. And keep giving it to them. When you do, over, you’ll learn who’s driving the action, andyour community will grow. And then others will follow how you can harness their energy to buildand join your community when they learn that they your brand and grow your business. It shouldcan tap the expertise of their fellow members. And be intuitively obvious that these personasthese fellow members, their peers, will provide a can help make things happen for you in notremendous resource—especially as they segment and small way, and any survey of research by theorganize themselves in ever-increasing levels likes of Deloitte, BzzAgent, Microsoft, For-of specialization in groups and forums within your rester, and others will make this even morecommunity. As a source for reliable information, tech- abundantly clear.nical support, problem solving, and expert advice such A review of the attributes of brand advo-communities are unparalleled. that your constituents cates will complete the picture on how they, versus your average customer, can be the dif-can also connect with one another, building their ference makers for your business. But first,respective networks, makes membership in such a why do they do it? Why do certain peoplecommunity all the more compelling. attach their personal brands to yours? For a great many reasons, as it turns out. For 14
  15. 15. 3 • evoLutIon to ADvocAte MArketIng starters, they simply believe in your product.D oes the notion of giving up control of your brand inspire fits of anxiety? I won’t recount theclichéd reasons why you never had control of your Its benefits resonate with them in apparently powerful ways that are in turn amplified by the attributes of their personas as connectors,brand in the first place, except to say that there is a mavens, and salesmen. When that resonancecertain Zen-like paradox in letting go in order to is coupled to their networks, they become aachieve what you most desire. the fact is, to truly most convincing, trusted, and powerful chan-capture your constituents, you’ve got to set them nel. And they enjoy that status. Advocates arefree. nichole kelly, in her excellent Social Media genuinely helpful by nature—they simply wantexaminer post, summed this up nicely when she to share the benefits they’ve derived from theirwrote, “As the social media world evolves, our cus- association with your brand, whatever thattomers will have a voice, whether we empower them might be. Moreover, they value the esteem ofor not. the question is, are you willing to provide the their peers; they enjoy being thought of asplatform to magnify your customers’ reach or are you thought leaders, subject matter experts, andgoing to wait for your competition to do it first?” reliable sources of information about your brand. But let’s dig a little deeper: Brand Advocates Wield Considerable Influence on Purchase Decisions Is this really anything new? Long before Packard’s Alvan Macauley coined the iconic slogan, “Ask the man who owns one,” companies have readily delegated brand ambassadorship to customers and others outside their corporate walls. The difference now, of course, is the unparalleled social reach of the man who owns one. And because vocal brand owners are inherently more trustworthy, their opinions carry considerable weight. What’s more, they don’t wait to be asked. Brand advocates are the ones who, on their own initiative, produce massive volumes of content about your brand. Whether it’s a review on Yelp, a Facebook update, a helpful forum post, a tweet, blog, case study, article, or book, advocates are as prolific as they are passionate. And they have audiences. Some of them big. Now imagine those audiences in the aggregate across all your brand advocates. And all along the way, they are actively guiding their respective constituencies right down ever-col- lapsing sales funnels. 15
  16. 16. 3 • evoLutIon to ADvocAte MArketIngWhat’s in it for the brand advocate?Aside from enjoying the opportunities to exercise their altruistic tenden-cies, advocates are rewarded in many other ways, not the least of whichinclude ego boosts and the privilege of exclusive benefits. Simply put,your advocates want you to love them back. They want to be recognizedby the brand they love for the value they contribute to that brand. Andthe company smart enough to recognize this fundamental need indeedrewards them by bringing them into their circle, listening carefully totheir ideas about how the brand can improve its value and relevance,providing them with inside information, extending exclusive offers, ele-vating their visibility within the community, and more. When you evan-gelize, engage, recognize, reward, and empower this special group, theresult is an army of loyal and vocal champions who will do more to growyour brand than any advertising agency or marketing campaign can everhope to do.Advocates have big expectations of the brand, tooWe again find ourselves back to basics. What is a brand if not a promisedelivered? And brother, you’d better deliver for your advocates. They’veinvested a lot of themselves, including their reputations—their socialcapital—in your brand. Consequently, it should come as no surprise thatin addition to high product expectations, they’ll also demand from youauthenticity, honesty, and transparency—the very attributes that pervadevirtually all expectations in the socialsphere.Finding your brand advocatesSo where are these people? The obvious places to start are your customerdatabase and newsletter subscribers. And if yours is a major brand, itmay well be that your advocates have already organized themselves.You’ll find them in LinkedIn groups, various forums, and possibly evenclubs. They’re the people who are out there talking about your brand everyday. You can discover them via Google alerts, RSS feeds, real-time Twitterconversations, Technorati, SocialMention, and the many powerful social 16
  17. 17. 3 • evoLutIon to ADvocAte MArketIng monitoring tools. And don’t overlook your own employees, alumni, con- tractors, consultants, and partners—and their extended networks. The journalists, bloggers, and analysts who track and write about your indus- try can also be champions for your brand, as might be the prospects you’ve captured in your CRM system. The question now is, what will you do with them now that you’ve found them? Here’s a hint: How about inviting them into your world for an experi- ence with your brand that will be truly engaging, relevant, and rewarding for them—and ultimately more profitable for you? For that, of course, you’ll need a venue—a place for this special community to come together. —• The strategic resource to catalyze social media is the engaged follower, or brandkey tAkeAWAyS advocate. Identifying and fully engaging brand advocates are keys to growing an enthusiastic constituency and ultimately, your business. Such an engagement initiative should be a primary focus of the marketing spend. —• Properly engaged, your brand advocates will bring positive influence to bear on the “undecided”—the 55 to 75 percent of all your potential customers. —• When you evangelize, engage, recognize, reward, and empower your advocates, you will do more to grow your brand than any advertising agency or marketing campaign could ever hope to do. “ The social ROI is realized only when you build a community of believers—your brand advocates who will evangelize, influence, and make believers of ever-larger numbers of people who will subscribe to your brand, generate a constituency, and grow your business. ” 17
  18. 18. 4 • coMMunIty AS A reSource 4 • community as a resource the social paradigm provides an incredible opportunity to culti- vate an engaged community around your brand and grow your business. Engagement is ultimately what “social” is sup- posed to bring about: engagement with the brand, $ engagement with each other, engagement with content, accessing the knowledge and expertise of fellow community members, sharing things of inter- est. All the things people like to do in the real world— coming together through a shared attraction, interest, value, worldview, or passion—the meeting of like-minds partici- pating in a free exchange of information and ideas and insight and dis- covery. To the extent your brand can be the catalyst for this kind of engagement—a single, trusted, relevant, and valuable rallying point— you’re going to build a constituency. As the leader of this constituency, you’ll have the opportunity to deepen the common ground—the shared idea—by feeding it, involving it, inspiring it, encouraging it—all within the context of your brand. And that’s when you can begin to truly under- stand your customers, to listen to them in new ways, to segment them for targeted, relevant messages, and, in the end, build a growing, loyal base. Your brand advocates are the catalyst for this community—the pas- sionate group of connectors, mavens, and salesmen who will be your force multipliers. And the people they invite to join them in the party around your brand will come—and stay. This is a simple fact of the new referral economy: it’s all about who shares the link, the person making the con- nection, the trusted endorsement. Numerous studies have shown that the recipients of these links will be drawn to your turf, stay longer, andShAre thIS eBook return more often. When this happens, passive members of an otherwise 18
  19. 19. 4 • coMMunIty AS A reSource vague, fragmented, disconnected audience arefruits of community as a resource transformed into active champions who will grow• growing awareness and demand your community. As the network effect of connec-• greater customer lifetime value tions and shared knowledge enriches it, the com-• reduced customer churn and deflection munity begins to create its own value, and your• Dramatically improved conversion rates business profits—but only if you provide a true• Increased word of mouth—or word of mouse, engagement venue. as the case may be• unlimited source of ideas and feedback for Building engagement innovation and product improvement What’s the arena for all this engagement? That’s• your competitors pushed down in search a great question, considering how fragmented rankings and distributed the potential online touch points• negative reviews drowned out are. In finding an answer, let’s begin with some• news of special offers shared recent research by Forrester that exposed some• Increased return visitors remarkable perceptions by marketing executives.• Questions answered and problems solved The survey revealed that the majority—nearly for prospects and fellow users alike 2/3—of interactive marketers viewed their pri- mary website as the best option for engagement.And you’ll enable them to do all this inside This compares to low single digits for Facebookand outside your community at a fraction and Twitter, which is not surprising, as neitherof the cost of traditional marketing. platform provides the means for meaningful brand engagement—that’s not what they’re for. What is surprising is that the majority of com- pany websites are not geared for engagement, either. Aside from the fact that company websites are viewed as one of the least credible sources of information, these same sites provide scant opportunity for engagement outside filling out a “Contact Us” form to be answered by a lead qualifier or appointment setter. Where, on these sites, do you find robust and active forums, groups, profiles, directories, connections, conversations, events, or unique, relevant, and timely content? You know, the basic mechanics and elements of engagement? Perception, meet reality. Marketing myopia, it turns out, is alive and well. No, the typical company website is not a constituent engagement plat- 19
  20. 20. 4 • coMMunIty AS A reSource form by any stretch. Just like Facebook and Twitter, that’sSize Matters not what it was designed for—and certainly not what it’sc ommunity size, while important to marketers, ranks in importance forthe member in the single digits. What become. As Altimeter Group’s Jeremiah Owyang pointed out in a watershed post, “The corporate website is an unbelievable collection of hyperbole, artificial branding,your constituents want is quality over and pro-corporate content. As a result, trusted decisionsquantity, more signal, less noise. So are being made on other locations on the internet.” Per-when companies ring the bells over haps an overhaul is overdue.their increasing number of facebook “But what,” you might ask, “of the traditional Web met-fans, your customers, frankly, couldn’t rics that show my numbers going up? Don’t my improv-care less. So if it’s not meaningful to ing numbers disprove your claim of irrelevance?” Thethem, then why in the world is this answer depends on what you consider important. Ametric the number one reason compa- study by Forrester argues, “Marketing complexity meansnies use social media—especially when that traditional metrics fail to capture the whole story.engagement in the generic open social Online metrics like unique visitors to a website, numbernetworks is in free fall and brands fail of pages viewed, and time spent per page mimic offlineto derive value from those so-called media metrics of reach and frequency. But these meas-relationships anyway? Isn’t it time you urements don’t indicate the engagement of an individ-did much better for your constituents— ual; they fail to capture the sentiment, opinion, andand your business? affinity a person has toward a brand as manifested in ratings, reviews, comments in blogs or discussion forums, or likelihood to recommend to a friend.” In other words, if page views, like Facebook fans, are your measure of success, then you’re still stuck back at square one—that no-man’s chasm that lies between your social media strategy and your sales objectives, that big disconnect that is returning all the wrong signals about ROI. The social ROI is realized only when you build a community of believers— your brand advocates who will evangelize, influence, and make believers of ever-larger numbers of people who will subscribe to your brand, gen- erate a constituency, and grow your business. This is what you want to capture and measure. How many new brand champions did you convert this week? What was your CPAA—the cost per acquired advocate? Who were your referral superstars? And how are you doing relative to your 20
  21. 21. 4 • coMMunIty AS A reSource competitors—that sleeping majority that still thinks the number of Facebook fans and page views are the key performance indicators? When you learn and track the metrics that actually matter to your busi- ness, you’ll immediately shift more of your marketing spend to the engagement initiative, because when you do, as a report by McKinsey shows, your revenues will increase as much as 20%. You can do that when you 1) increase the traffic to your site; 2) allow those visitors to engage with your advocates who reside there; and 3) realize the conversion per- formance that will far outstrip the conventional lead generation tactics you’re likely employing now. And not only will you do it all with less budget, you’ll also gain a treasure trove of data you can use in ways that will really light up your operations—you know, all that data you’ve been freely generating for the likes of Facebook to help them build a company with a market cap of $100B (There should be no doubt, by now, that com- munity is the new currency.) —• The current social milieu provides a remarkable opportunity to cultivate an engagedkey tAkeAWAyS community around your brand, neutralizing many marketing challenges and growing your business. —• recent forrester research revealed that 2/3 of the interactive marketers surveyed view their primary website as the best option for engagement with constituents; however, the majority of company websites aren’t geared for engagement. —• Social roI is only realized when you build a community of believers and capture the invaluable data associated with it. “ The ROI is realized time and time again when you are able to make strategic sense of all that data, cast it in the context of your ongoing business pursuits, and profitably exploit it. ” 21
  22. 22. 5 • It’S the DAtA 5 • It’s the Data, Stupid We’ve spent an awful lot of time talking about advocates, engagement, creating a constituency—in other words, the “rela- tionship thing.” Some executives might think of relationships as soft, when what’s really needed to drive business is hard data. One blogger wrote, “I always laugh when people say that social network- ing is about relationships. Maybe it was about relationships way back when but now relationships are just a happy by-product. Social net- working is about data. The data a company gleans from your con- versations, your stated interests, the content you write about. And because everyone is focused on relationships—for fun or profit—many [people] miss out on the data that can help them make deals.” Well, okay. But what we’re talking about here is data about the relationships among the people who will ultimately drive your business. The data that will unleash actionable wisdom from your company’s constituents. Data about the relationship between your brand and your market, relationships among your channel partners, the relationships among and between your employees, alumni, contrac- tors, and other stakeholders and your company. Relationships that, when properly connected, lead to new business, a great new hire, the technol- ogy partner that will complete your solution, the product insight that will provide that critical point of differentiation. When you build an engaged community around your brand, the rich storehouse of data that results will allow you to mine, discover, and pres- ent the remarkable insights it contains—on demand. The ROI is realized time and time again when you are able to make strategic sense of all that data, cast it in the context of your ongoing business pursuits, and profitably exploit it. In other words, unlock, visualize, and amplify theShAre thIS eBook operational wisdom your community can bring to your marketing, talent 22
  23. 23. 5 • It’S the DAtA acquisition, and business development efforts. ThereB ecause marketing communications is now a two-way street, it has alsobecome a new fountainhead for business are answers in the data—particularly when the data is related to your company’s network of constituents and other stakeholders across industries, companies, andintelligence, product insights, talent geographies who can bring their collective influence toacquisition, prospect nurturing, and more. bear in helping you meet your goals. This is why it is imperative to leverage an approach to social business that lets you captivate your most passionate con- stituents—and at the same time, give you a foot in the door where you want to do business. When your contacts and constituents come together inside your own community, you cultivate profound and trustworthy rela- tionships that help you recruit talent, uncover exciting new business opportunities, and amplify your message. Uncovering the hidden connec- tions between and among them—that’s the key. Moreover, your ability to know what that data is saying about all those connections will distinguish you from your competitors who are just starting to realize its value. When you own the community, you’ll be able to analyze profile data, segment your community to target specific audiences for the specific insights you seek, incorporate the “voice of the customer” via your own, captive, on- demand focus group, leverage your community’s social media channels to extend market reach, and integrate community-based social feedback into the data stream. So while you’re out there winning fans and followers, what kind of data are you leaving on the table or in the hands of companies like Facebook or LinkedIn? What rich data are you simply not harvesting to propel your business far ahead of your competitors? No question, market research can be expensive. The cost of not conduct- ing research can be even greater. But another expense associated with market research surveys goes completely unnoticed. It’s the cost of missing the true voice of the customer. Many who perform research are really only seeking validation of their own ideas or biases—which, of course, skews the questions asked, or worse, distorts what the data is really saying. In Groundswell, an essential resource for understanding social technologies, 23
  24. 24. 5 • It’S the DAtA “ authors Charlene Li and Josh Bernoff explain, “Designed carefully enough, these surveys will answer any question you can think up. But they can’t tell It’s marketing you what you never thought to ask. And what you never thought to ask by attraction. might be the most important question for your business.” And attraction Research in the social milieu requires a much more interactive and personal way of listening and engaging. Because it’s derived from a social leads to attention; source doesn’t mean the data are all qualitative, either. Through such attention gives methodologies as Quality Function Deployment (QFD), qualitative dataway to engagement; can be transmuted into some of the most potent quantitative data youengagement fosters can hope to produce. And the results go much further than conventionaladvocacy; advocacy research methodologies when that data is applied in a rigorous approach to innovation. You can learn more about this methodology here, but the yields content; point to be made, to pick up our Groundswell thread, is that “a private and so the cycle community is like a continuously running, huge, engaged focus group—a goes, the ultimate natural interaction in a setting where you can listen in.”outcome of which is Why rent a focus group when you can have your own for a fraction of highly-converting the cost—and derive vastly more value in the bargain, and do so on demand? Actionable data is one of the most valuable outputs of “com- sales leads. ” munity as a resource,” and it will yield insights your competitors can only imagine. What’s more, it will also provide a groundswell of opportunity for telling your company’s story in unique, convincing, and compelling ways by seeding and sourcing the content your communications organi- zation will exploit to great effect. —• The proper application of social networking yields data. When you build an engaged key tAkeAWAyS community around your brand, the rich storehouse of data that results will allow you to mine, discover, and exploit the remarkable insights it contains—on-demand. —• Actionable data is one of the most valuable outputs of “community as a resource” and it will produce insights your competitors can only hope to realize. 24
  25. 25. 6 • content MArketIng 6 • content Marketing–a vital key to Attracting and engaging your Market Brian halligan, in his book Inbound Marketing, observed, “the people who win really big on the Web are the media/content companies…” Well, there’s your first clue: start thinking like a publishing company! But guess what? Every company is now already a media company. If you’re in business and you’re not publishing, then you’re not winning advocates or building a con- stituency. To really drive the point, as Halligan goes on to say, “You might consider making your next full-time marketing hire be a writer/journalist, rather than a career marketer.” What?! No one told you in business school that to be a successful marketer you were also going to have to become a publisher? Why all this emphasis on content? Well, in addition to the invitations by your advocates, content will be the primary attractant of people to your community. And when great, relevant, informative, and useful con- tent is what attracts them, they’ll stay longer than if they’ve come simply for discounts. As a result, you’ll have more opportunities for engagement, to gain insight, promote your thought leadership, and cultivate new advocates. Of course, we don’t want to lose sight of our primary directive: tying all social activity directly to sales and revenue objectives. To this end, consider the heavy lifting that content marketing can do in making your sales process more efficient and effective. As prospects consume your company’s content, they advance themselves through the sales funnel.ShAre thIS eBook By the time they do contact your sales organization, they are already 25
  26. 26. 6 • content MArketIng quite qualified—and educated.valuable content Marketing resources Beyond this, content marketing works to positionBookS: your company in the mind of prospects, repositions your competitors, and brings focus to attributes of your company and your products you want most to communicate. Consequently, content marketing is one of the leading trends in marketing practice, tak- • content Marketing, ing its cue from the role content plays in driving the by rebecca Lieb Web generally. But what, exactly, is it? A concise definition, courtesy of the Content Mar- keting Institute, will help: “Content marketing is a marketing technique of creating and distributing relevant and valuable content to attract, acquire, • Managing content and engage a clearly defined and understood target Marketing, by Joe audience—with the objective of driving profitable Pulizzi and robert rose customer action.”Internet: I’ve italicized the last part of this definition to• your kick-Start guide to engaging content once again emphasize the whole point of the social business initiative. Everything you do in the social• 7 Ways to Bring your community into the space must be specifically, consciously, and delib- content creation Process erately oriented to drive sales. To this end, content plays a vital role as a mechanism for attracting and engaging prospects, advocates, and other stakeholders. Altimeter Group’s Rebecca Lieb provides an additional perspective on the definition: “Content marketing is any marketing message for which there is no media buy.” I like this one, too. Marketers have always worked with three types of media—paid, earned, and owned—and the rise of the latter, via content marketing, is redefining that traditional mix, amplify- ing the paid and enabling the earned. However you define it, the content you create, commission, and/or curate for your engagement venue must foster the objective of audience involvement, or to put it more broadly, the “user experience.” To this end, and putting content in an even larger and more insightful context, 26
  27. 27. 6 • content MArketIng Bob Knorpp, writing in AdAge, delivers one of the fewWhat a content Marketing truly cogent and holistic views of the whole affair—Strategy Will Do for your Business the social Web, engagement, and the content that• Put control of the message helps drive it all—and with a much-needed remedial in your hands twist. “We create endless blog posts and tweets and• Allow you to address your videos,” he says, “to fulfill our perceived need for con- market directly tent and call it our social-media strategy. Trouble is• yield a significant increase in it’s not really a social strategy, as much as a search- response to paid media when the engine-optimization strategy. We aren’t necessarily engaging an audience with this ‘content.’ All we are call-to-action is owned media doing is enticing them to watch and maybe share a• Drive brand awareness link. So in the end the value of most ‘content strate-• generate leads gies’ is to create inbound link traffic, which is really• nurture those leads SEO. But delving deeper, creating content often• Provide ongoing value to your means negating the one thing that the Web is prospects uniquely qualified to deliver, which is a connected and• Build traffic engaging user experience.”• Promote your thought leadership That’s a big difference. So big, in fact, that Knorpp• foster brand loyalty suggests we start looking at the Web in an entirely• equip your advocates with useful new way. And I agree. Content marketing is not a material they can—and will—share push strategy. It’s about people “tuning in” and par- ticipating within a meaningful context, as opposed to being simply interrupted. It’s marketing by attrac- tion. And attraction leads to attention; attention gives way to engage- ment; engagement fosters advocacy; advocacy yields content; and so the cycle goes, the ultimate outcome of which is highly-converting sales leads. Now, while Knorpp makes the distinction between the objectives of content that enhances a user experience and content that drives link traffic, it is certainly worth noting that SEO does benefit tremendously from content programs, and that such programs will, in fact, produce significant results for that essential part of the equation. And SEO matters not only because placement in the organic results are free, 27
  28. 28. 6 • content MArketIngbut according to MarketingSherpa, searchers click on organic resultswith much greater frequency than they do the paid results (75% to25%). Even so, it’s time to start thinking about SEO in a completely differ-ent way. For example, when someone performs an online search, it’slikely that they’re seeking an answer to a question. Think “digital Q&A.”Now here’s a question for you: Can you anticipate a prospect’s ques-tions? If so, you’ve got a powerful tool that will not only contribute toyour content stream, but also help drive your company to the top ofthe search results. When your content is of intrinsic value to your market, is instructional,answers a question, helps produce a desired business outcome, or is oth-erwise actionable, you improve your rank-worthiness—and social rele-vance—in no small way.Content CurationAnother important content resource is content curation. Curata founderPawan Deshpande describes it this way: “The definition that I like the best is the following one by Rohit Bhargava of Ogilvy: ‘A Content Curator is someone who continually finds, groups, organizes and shares the best and most relevant content on a specific issue online.’” As it turns out, content curation is inspired by real-world curationperformed by museum curators. Deshpande continues, “A museum cura-tor finds masterpieces from around the world relevant to a theme ofinterest. Then the curator organizes the artwork into different exhibits,decides in what order and how to juxtapose those pieces of artwork,annotates the paintings with descriptions, and lastly shares them to abroader audience. Your role as a content curator is similar. By selec-tively finding, creating, organizing, and sharing content online on aspecific topic, you are creating a resource that is greater than the sumof its parts.” 28
  29. 29. 6 • content MArketIng Marketers benefit from content curation by being able to provide a steady, reliable, and continuous stream of content without necessarily creating all of it themselves (the Curata platform automates much of the process). “On the flipside,” Deshpande explains, “information consumers greatly appreciate this as well. Rather than wading through the flood of content online, they can get the most relevant content in one spot. More- over, content curation is a proven strategy in the publishing world—just look at the Huffington Post or the Drudge Report. With marketers taking on the role of publishers, they are also increasingly becoming curators as well.” —• If you’re in business and not publishing content, then you’re not winning advocates key tAkeAWAyS or building a constituency. —• content advances your prospects through the sales funnel. —• relevant, informative, and useful content will be the primary attractant of people to your community—particularly when it fosters audience involvement or enhances the user experience. —• content marketing leads to engagement, which in turn promotes advocacy. —• everything you do in the social space must be specifically, consciously, and deliberately oriented to drive sales.ShAre thIS eBook 29
  30. 30. 6 • content MArketIng W hile a comprehensive how-to on content marketing is beyond our scope, a few useful guidelines here will help prime your content production pump. In any event, do not oversell your product—trust your prospects to connect the dots. Instead, put yourself in the shoes of your prospects. think about the kinds of content that will provide practical value as they navigate the myriad details of a purchase decision. Be the go-to source in your space with content through which you might: • Provide an independent analysis of a published research report • Deliver a new insight on a regulatory issue affecting your industry • Author a guide on the best practices in your space • Offer a unique observation about your market dynamics • Identify a significant problem in your industry and offer a solution • Pose a round table question to spark a discussion • Curate a collection of blog comments to expose a fallacy or support a point of view • Write a book review, identifying a few key points with which you agree or disagree • Interview the thought leaders in your space • Surprise with results of research or polls that might provide counterintuitive perspectives • Involve your customers to describe new, interesting, or even wacky applications of your product • Establish a blog—and promote your thought leadership And by all means, don’t be shy about expressing a point of view—it’s what will differ- entiate your voice and inspire, if not provoke, valuable, engaging discussion. In terms of templates, think “numbered lists”—these practically write themselves. And remember, interesting case studies, white papers, and reports are always in demand. Podcasts, Webinars, and videos count as content, too. And because volume also matters, discover, encourage, and reward the writers within your own walls. then promote all that content via the many syndication channels, rSS feeds, email, social media, and other outlets. And if your content is newsworthy, issue a press release! In the process, you’ll create unique opportunities for substantive engage- ment, as well as harvest a wealth of inbound links that will drive not only your rank- ing, but your credibility, too.ShAre thIS eBook 30
  31. 31. 7 • concLuSIon 7 • conclusion “Business as usual” has clearly entered a new era. In this era, there are new rules and there are old rules with new twists. Ultimately, however, all the rules boil down to basic human dynamics— experiences inseparable from emotions and ideas, aspirations and endeavors, intentions and ambitions, longings and dreams. And when these dynamics are comprehended in the experience of your brand, the corresponding resonance gets amplified across the connected networks. Communities form organically when people who hold certain values, pas- sions, and world views come together to share their particular enthusi- asms. From Harley Davidson to Apple to Martin Guitars, many brands are unique in the ways they symbolize and, in fact, embody those passions— and consequently, exude irresistible attraction. Your success in the new era will be determined in no small way by your strategic understanding of these dynamics. And when you draw people into the community of your brand, you’ll not only catch light- ning in a bottle, but also gain a decisive competitive advantage. But first, you’ve got to come to terms with the fact that the old mod- els don’t play in the new era. Attention and advocacy, affinity and engagement, a community of connected constituents—these are the new forms of currency that will transform a blip on the attention dashboards of your market into a steady signal, growing in amplitude. Your current con- ventional website won’t do this for you. The open social networks won’t do this for you. Email marketing, marketing automation, and CRM systems won’t do this for you. These are all the things your competitors are doing, and their returns are steadily diminishing. Will you continue to do the same? Brian Solis, in his book, The End of Business as Usual, concludes with this advice: “Benchmark not just against the competition, but against the opportunity, as it is unique to you and your business.” That’s leader- ship. Not only in your company, but in your market. In this book, I’ve mapped out the path to advancing your business inShAre thIS eBook the new social era. Following that path needn’t be difficult or expensive. 31
  32. 32. 7 • concLuSIon In fact, the approach described here will lower your overall mar-Are you measuring your keting spend while simultaneously increasing its return. The bot-LoI – Losses on Inaction? tom line is this: when people are at the heart of all you do, theA ccording to recent research by MarketingSh- objectives and strategies will follow. The application of technol- ogy—the last thing to consider in this mix—while it will certainlyerpa, even the most effective help you realize your goals, can succeed only when your businessB2B marketing tactics, such as is completely oriented to, and aligned with, people priorities. Thewebsite design, Seo, and email companies that do this will win big. It’s only saw up to a 50% So start with addressing what’s broken. Look to your con-decline in overall effective- stituents to guide your plans. Equip your advocates to champion your brand in powerful ways. And most importantly, provide theness from the previous year. central online venue where all this magic can happen—for yourWinning new prospects constituents and your business—and discover the power of “com-requires new approaches to munity as a resource” in the that turn what have The transformative effect of this approach is brought home bybecome barriers into bridges. Marketing Interactions CEO Ardath Albee as she writes, “…the biggest game changer of all may be the ability for a company to create, own, or sponsor online communities and websites that facilitate the publishing of thought leadership content to help their tar- get audiences deal with business priorities…” It’s time, indeed, to change the game. —• your success in the new social era will be determined in no small way by your strategic key tAkeAWAyS understanding of basic human dynamics. —• Attraction and advocacy, affinity and engagement, a community of connected constituents—these are the new forms of currency. —• collapsing and converging the disjointed means and ends of your website and social media strategies into a coherent “community as a resource” initiative will change the game in your market. Did you find this eBook to be helpful? If so, I encourage you to share it with yourcolleagues inside and outside your organization. In any event, I’d love to hear your thoughts—pleaseleave a comment, tweet a message, post a link. If you’d like to discuss these ideas personally, I wel-come your contact: 32
  33. 33. ABout the Author About the Author John Schroeter is Director of Marketing at conenza, where his singular mission is to inspire organizations of all kinds to envi- sion and embrace a new set of best practices in social media mar- keting that will actually help them achieve their objectives. His twenty-five years in technology, marketing, and publishing spans semi- conductor and RFID communications to consumer magazines and advanced automotive technologies. He has held senior marketing man- agement posts at Impinj (RFID), UTMC (Military & Aerospace), Seattle Silicon (custom chip design), and Fairchild Semiconductor. Highlights include: • The seminal book, Surviving the ASIC Experience [Prentice Hall], which put technology companies on the fast-track to designing new products in revolutionary ways with application-specific integrated circuits (ASICs). • His patents-pending work in defining RFID-based solutions for the pharmaceutical industry was recognized with a Frost & Sullivan “Inno- vation of the Year” award. • In the early 90s, Schroeter launched, managed, and sold a successful new category in con- sumer periodicals when he was among the first to package an audio CD with a news- stand magazine. • Widely published in many spaces, he also authored the popular book, Between the Strings—the Secret Lives of Guitars, with introduction by BB King. You can contact him at:ShAre thIS eBook 33
  34. 34. What’s the next indispensable social network for your business?Make it your company website.Your online presence is vital to the way your business engagesits market and enables its constituents to interact.Isn’t it time you took control of it? The enterprise-proven Conenza platform is the key to engaging, retaining, and inspiring your constituents in meaningful and profitable ways. Our social business solutions for Marketing Communications, Business Development, and Talent Acquisition will help you gain control of your social traffic so that you can achieve your objectives, and in the bargain, restore your website’s market relevance. Contact Conenza for a FREE ASSESSMENT of the opportunities you’ve got right now to leverage "community as a resource" and magnify both your brand and your bottom line.conenza, Inc. • 810 Third Ave., Suite 220, Seattle, WA 98104 • 206.792.4247 •