1. Course Name: Management of Engineering and Technology
Course Code: ETM520
Instructor: Dr. Tugrul Daim
Date: December 8, 2014
Team: 6
ProjectReport: The Future of Facebookin Marketing
Team Members: Haneen Abu-Khater
NickMetzar
Mohammed Alotaibi
Zeina Boulos
Wendy Lally
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Table of Contents
EXECUTIVE SUMMARY..........................................................................................................................................4
INTRODUCTION........................................................................................................................................................6
FACEBOOK COMPANY PROFILE......................................................................................................................6
FACEBOOK SOCIAL NETWORK AND COMPANY BACKGROUND...........................................................................6
SOCIAL NETWORK GROWTH ....................................................................................................................................6
FACEBOOK INC. REVENUE SOURCES AND REVENUE GROWTH.....................................................8
ADVERTISING REVENUE ............................................................................................................................................8
REVENUE GROWTH ....................................................................................................................................................8
METHODS OF COLLECTING INFORMATION..............................................................................................9
ABILITYTO FILTER USER DATA..................................................................................................................10
CURRENT TECHNOLOGY LANDSCAPE......................................................................................................11
CRITIQUE OF FACEBOOK ACQUISITION STRATEGY............................................................................................11
SWOT ANALYSIS....................................................................................................................................................12
STRENGTHS...............................................................................................................................................................13
WEAKNESS................................................................................................................................................................13
OPPORTUNITIES.......................................................................................................................................................13
THREATS ...................................................................................................................................................................14
DATA ANALYSIS OF SWOT COMPONENT................................................................................................14
SWOT FINDINGS AND CONCLUSION:.........................................................................................................20
ROADMAPPING......................................................................................................................................................21
ADVERTISING DATA DRIVERS ...............................................................................................................................22
FEATURES..................................................................................................................................................................23
PRODUCTS.................................................................................................................................................................24
RESOURCES...............................................................................................................................................................26
ROADMAPS................................................................................................................................................................26
Metadata............................................................................................................................................................26
Shopping.............................................................................................................................................................28
Interests..............................................................................................................................................................29
User Wellness....................................................................................................................................................30
CONCLUSION...........................................................................................................................................................31
REFERENCES............................................................................................................................................................33
4. 4
Executive Summary
Social networking has increasingly become a part of everyone’s daily lives. In 2007, 1 in 12
online minutes were spent on social networking. By 2011 this time had increased to 1 in 5
minutes. Facebook, the dominant social network, was developed in 2004 as a
communication tool, but now over90% of its revenue is generated from advertising. In
2013, Facebookhad approximately $7.8 billion in total revenue, accountingfor 68% of the
online social networking market share.
This project has focused on the needs of ad buying customers who use Facebook’suser trait
filtering tools totarget advertisements to specific collections of Facebookusers.
Advertisements are the greatest revenue generator at Facebookand are critical to the
company’s future success. One intention of this project is to determine whatuser data
Facebookwill need to provide to advertising customers in the future. In addition,
recommendations will be made on which features and products should be offered by
Facebookas user connectivity solutions in order to obtain the needed target filter data for
advertising.
ProblemDefinition:WhatwillFacebook’stechnology/services be in 5 years to meet needs
of advertisement buying customers?
Methodology
Research:In addition to performing a literature survey on the topic,the team found
empirical evidence about the existing Facebookproducts and determined there is a large
body of data collectedabout users that meet many of the initially identified data drivers.
The team also set up a “Team 6” company on Facebookand determined whichfilters were
available for use by Facebook’s Ad Buying Customers.
SWOT analysis:
The team performed an in depth SWOTanalysis of the advertising side of Facebook’s
business.
Roadmapping:
Four roadmaps were developed witha 5 year timeline in the topics of:Metadata, Interests,
Shopping and User Wellness. Red highlighting was used in the roadmap to define the gaps
in Facebook’s current feature and productlines.
The layers of each roadmap are as follows:
1. Facebook’s Ad Buying Customers’ Data Needs: Data which Facebookshould provide
as a filter to their customers. The priorities and inclusion of these items were
determined via a literature survey.
2. FacebookUser Facing Features: Features whichare required to be implemented in
one or more Productswhich willmeet the data needs of the Ad Buying Customers
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3. FacebookUser Facing Products:Facebook’s current or future product lines.
4. Resources: Mechanism via which Facebookwillimplement the linked Product.
Conclusion
The result of our literature survey revealed that Facebook’s current acquisition strategy,
whichis to simply buy competitive social networking threats, is unsustainable. Facebook
must concentrate further on R&D or targeted acquisitions to meet the needs of the revenue
generating portion of the business. Facebookwas designed initially to be a social network,
not an advertising platform. Therefore advertising is not a perfect fitwithin the current
business model. The company needs to restructure the principals of its business to match
marketing needs, which is apparent through the SWOT analysis.
Finally, the roadmapping techniques have shown that Facebookneeds to focuson getting
closer and more personal to the user to perform increasingly private data mining such as
location monitoring, purchase histories, and health data in order to give its ad buying
customers the targeting capabilities which they will need over the next 5 years. The
recommendations are defined as red-highlighted gaps in the roadmap, and include features
to track transportation, food,fitness, health and purchases among others.
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Introduction
Facebookis a social networking website that has become a global phenomenon. The
website has experienced non-stop growthin its user base from the time of its college dorm
room inception in 2004, to today,with over 1 billion active users worldwide. Due to this
impressive user base growth, Facebookhas become an appealing online advertising
platform for business marketers in the 21st century trying to reach potential customers.
Because Facebookis a social network,and its users provide and share personal information,
marketers can target advertisements on Facebookto the users they believe are most
interested in their products. The targeted advertisement capability Facebookoffers to
business marketers has proven to be extremely lucrative to the company: in 2013 Facebook
generated revenue in excess of $7billion, with over90% of this coming from their
advertising platform. Technology however is always evolving,and so are the ways social
networking users interact with it. Mobile and wearable technology are becoming
increasingly popular, while more devices are gaining Internet connectivity. This report
analyzes Facebook’s current advertising and marketing capabilities. SWOTand
Roadmapping analysis determine what technologies and features Facebook should embrace
in the near term future to maintain their advertising business strength by meeting the
needs of their ad buying customers.
Facebook Company Profile
Facebook Social Network and Company Background
Facebook.comis a social networking website that allows users to form connections with
friends, coworkers,and other users with shared interests. The website is owned and
operated by Facebook Inc.,who’s stated mission is “… to make the worldmore open and
connected” [1]. The website allowsusers to create personal profile pages in whichthey can
provide information they wish to share with other Facebookusers, such as their name, age,
photo and video collections,favoritelinks, and opinions. Facebookallows users to “friend”
or link with other users. These links create broad networks that facilitate information
sharing and social contacts.
FacebookInc. was founded in 2004 [2]. The company headquarters are in Menlo Park,
California[2]. Facebookremained a privately held company until 2012, when shares of
Facebookwent on sale on the NASDAQ stockexchange (symbol: FB). As of December 31,
2013, Facebookhad 6,337 employees [3].
Social Network Growth
The Facebookwebsite was created in 2004 by then Harvard student Mark Zuckerberg, with
the help of Dustin Maskovitzand Adam D'Angelo [2]. Initially, the site’s user base was
limited exclusively to college students, but by 2006 this restriction was lifted, granting
access to everyone [4].
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There are twocommon units used to measure the number of active Facebookusers. These
are MAUs (Monthly ActiveUsers), and DAUs (Daily Active Users). Facebookdefines a
Monthly ActiveUser as “a registered Facebookuser whologged in and visited Facebook
through our website or a mobile device, or tookan action to share content or activity with
his or her Facebook friends or connections via a third-party website that is integrated with
Facebook,in the last 30 days”[5]. Likewise, a Daily ActiveUser is defined as “ a registered
Facebookuser who logged in and visited Facebookthrough our website or a mobile device,
or took an action to share content or activity with his or her Facebookfriends or
connections via a third-party website that is integrated with Facebook,on a given day”[5].
At the close of 2009, approximately 3 years after opening Facebook membership beyond
college students, Facebook claimed 360 million MAUs worldwide, and 185 million DAUs
worldwide[5]. By the end of 2010, Facebookclaimed 608 million MAUs (~69%year/year
growth) and 327 million DAUs (~43% year/year growth) worldwide[5]. The following
table details the growth of FacebookMAUs and DAUs.
Dec 31, of Year Monthly Active Users (millions) Daily Active Users (millions)
2009 360 185
2010 608 327
2011 845 483
2012 1,056 618
2013 1,228 757
Table 1. Facebook Monthly and Daily Active User Growth
Source: [5], [6]
Within the MAU and DAU statistics, Facebookalso tracks mobile-MAUs and mobile-DAUs.
Facebookdefines a mobile MAU as “a user who accessed Facebookvia a mobile application
or via mobile versions of our website such as m.facebook.com,whetheron a mobile phone
or tablet, or used our Messenger app during the period of measurement.” Likewise,
Facebookdefines a mobile DAU as “a user whoaccessed Facebookvia a mobile application
or via mobile versions of our website such as m.facebook.com,whetheron a mobile phone
or tablet, or used our Messenger app on a given day”[6]. The following table details the
growth of Facebookmobile MAUs and DAUs.
Date Mobile MAUs (millions) Mobile DAUs (millions)
Mar 31, 2012 488 266
Sep 30, 2012 604 329
Mar 31, 2013 751 425
Sep 30, 2013 874 507
Mar 31, 2014 1,008 609
Sep 30, 2014 1,124 703
Table 2. Facebook Mobile Monthly and Daily Active User Growth
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Source: [6]
As Table 1 and Table 2 indicate, the popularity of the Facebooksocial networkhas
experienced continued growth since 2012, and by 2014 Facebook had over 1 billion
monthly activeusers. This demonstrates the strength of facebook.comas a social network
and its tremendous popularity.
Facebook Inc. Revenue Sources andRevenue Growth
FacebookInc. has developed twoprimary means to generate revenue fromtheir social
network. These are (1) advertising fees and (2) fees from users purchasing virtual and
digital goods from online applications and games[2].
Advertising Revenue
Facebookgenerates revenue from marketers who pay toplace advertisements on
facebook.com,Facebookmobile applications, and Facebook affiliatedwebsites [3].
Marketers pay based upon:
● the number of clicksmade by users ( fora click-basedadvertisement)
● the number of actions taken by users (in which a user takes the action the marketer
contracted for)
● the number of advertising ‘impressions’ delivered (wherean impression is simply
an advertisement being viewedby a user)
In 2013, 88.7% of Facebook’s revenue was generated from advertising fees paid by
marketers [2].
Fee Revenue
Facebookenables software developers to create mobile and web applications that integrate
with Facebook[3]. Users may make purchases within these applications, withdebit/credit
cards, PayPal,and mobile phone payments. For each transaction Facebookreceives a fee
from the software developer.
Revenue Growth
The followingtable summarizes Facebook Inc.’s annual revenue growth from 2010 to 2013.
Year Ended Dec 31 Total Revenue ( $ millions)
2010 1,974
2011 3,711
2012 5,089
2013 7,872
Table 3. Facebook Annual Revenue Growth
Source: [5], [3]
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As Table 3 indicates, Facebookhas experienced revenue growthevery year between 2010
and 2013, demonstrating a fundamentally strong business model.
Facebook’s revenue growth has been primarily driven by growth within their advertising
business. In the quarter ending September 30, 2012, 86% of Facebook’s revenue was
derived from advertising. By the quarter ending September 30, 2014, over 92% of
Facebook’s revenue was generated from advertising. Table 4 summarizes Facebook’s
revenue, per quarter, from advertising and payment fees.
Quarter Ending Advertising
Revenue
($ millions)
Payment Fee
Revenue
($ millions)
Total Revenue
($ millions)
% Revenue from
Advertising
(approx.)
Sep 30, 2012 1,086 176 1,262 86
Dec 31, 2012 1,329 256 1,585 84
Mar 31, 2013 1,245 213 1,458 85
June 30, 2013 1,599 214 1,813 88
Sep 30, 2013 1,798 218 2,016 89
Dec 31, 2013 2,344 241 2,585 91
Mar 31, 2014 2,265 237 2,502 91
June 30, 2014 2,676 234 2,910 92
Sep 30, 2014 2,957 246 3,203 92
Table 4. Facebook Quarterly Revenue.
Source: [6]
As Table 4 indicates, advertising is the fundamental source of revenue for Facebook,and has
become increasingly criticalto their business. The revenue generated from advertising is
also growing, nearly tripling from September 30, 2012, to September 30, 2014.
Methods of Collecting Information
Facebookhas access to a huge amount of data about the millions of users that use this
platform. This has brought about a revolution in terms of audience focusedmarketing. Some
of the data is provided explicitly by the users while a large amount of data about the users is
collectedin contextual manner. Users might not be aware of the intelligence being captured
regarding their personal, professional and family lives. When using Facebookand
networking socially with others, the users unknowingly provide Facebookwith much more
information. This includes information about their financial status, business, job, family
issues, personal habits, preferences, hobbies, shopping patterns, health issues, political and
interests. Facebook can potentially use this information in twoways. The first and simple
way could be selling this information outright to third parties and the second way is using
the data to provide focused and precise services to users who need services based on
information about real people. While selling people's data can have legal implications and
10. 10
can require Facebookto obtain explicit permission from the users, there are so many fine
print terms and conditions automatically agreed to by the users by using the Facebook
service. Unless a user is very peculiar about fine tuning the privacy settings and exercises
diligence in publishing content on Facebook,all of the information provided by the user
could potentially become virtually available forFacebookto be used formaking profit [7].
Facebookis able to extend its data collectiontentacles beyond the platform by using the
free tools and widgets it provides to website owners. Examples of these widgets are
Facebooksign in forthe websites, "Like" button, "Share" button, user comments on pages
and other widgets. The sign in facility allows the website owners to authenticate users
accessing their websites. It is a convenient way of getting more users to sign in into the
website because the user usually does not need to go through a lengthy registration process.
Just by clickinga button and agreeing to the permissions sought by the website, the user can
log in into website by using existing Facebook credentials. With advent of Facebook graph
API2.x, a very limited amount of user data is made available to the external website using
Facebooksign in , but the cookiesused by Facebookcan gather a huge amount of contextual
and analytical data because of the extent and amount of websites using such features [8].
The "Like" and "Share" buttons are even more widely implemented by website owners as
compared to the sign in widget. Website owners can embed the like button in their websites
and the visitors to their websites can clickthe Like button to promote it and indicate their
preference for the website or webpage. Content providers consider it to be an important
tool fortheir website. According to [9], whenevera user visits a page with a Like button, the
code in the like button widget installs third party cookies on the user's computer
irrespective of the factthat the user clickedthe button or not. These cookies help Facebook
keep track of the user's activitiesand data. Facebookcan track and trace even non Facebook
users by using this mechanism. This in turn means that the tracking and tracing networkof
Facebookextends even beyond the boundaries of its own platform. Therefore it is obvious
that there are serious hidden privacy concerns. These concerns are not only hidden from
the eyes of a normal user, but also from the website owners who use this feature. The
overwhelming popularity of Facebookwidgets for websites makes this issue more complex
because this means that Facebookhas some level of access to user data fromvisits to these
websites [9] [10].
Ability to Filter User Data
A major way of making money by utilizing user data collectedby Facebook,is using this
information for user targeted advertisements. This is an interesting and innovative use
because it allows the advertisers to precisely focus on the people they want to sell to
without getting direct access to the data [11]. This approach helps in reaching out to the
right market segment withmaximum costefficiency because the advertiser does not need
to invest huge amounts of money to target the entire population to collectoverall data and
filter it for the target segments. Without a tool like Facebook,it might be impossible for
even very big businesses to be able to conductfocused marketing campaigns in this manner
11. 11
because of the investment and effortneeded to collectworldwide data of individuals.
Secondly, even if the financial aspect of the data collectionis ignored, it would be virtually
impossible to collectsuch precise and detailed data because such information would
probably not be provided by people if asked for it directly [12] [13].
Facebookinvests a lot on analyzing user data, on the platform, outside the platform and
even offline.Facebook has partnered withcompanies like BlueKai, Datalogix , Acxiom and
Epsilon which have user tracking and consumer data analytics as their major business
strength [14]. This means that user data collectionis a key aspect of the Facebookbusiness
model [10].
Current Technology Landscape
Facebookhas constantly been acquiring and developing new products and services since its
inception and this has allowedthe company to grow in differentdimensions. The most
famous products owned by Facebookare Facebookwebsite, Facebook Messenger,
Instagram, Whatsapp and Atlas advertising platform. Facebookhas been investing a lot on
acquisition of other companies that have a large user base. While the number of companies
acquired by Facebookso far is around fifty,the major acquisitions amongst these are
Instagram and Whatsapp. The common denominator in both of these acquisitions and most
of the other acquisitions of Facebook is the large user base of these applications [15]. The
large user base coming from other platforms imply that Facebooknow has access to a much
larger amount of data. This data is related to more users of different applications than
Facebookalone couldhave been able to gather. Applications running on mobile platforms
like iOS and Android give further opportunities of linking the data coming fromvarious
apps and sources with the data available from Facebook.It converges them all into a very
rich information bank for analytics and profiling. This strategy in turn helps Facebook
immensely in becoming the most powerfuldata and information profiling company. If this
trend continues, Facebookwill continue to hold a monopoly in the field of market segment
focused advertising. Facebookhas recently launched its acquisition Atlas as a separate
brand as a company specializing in people based advertising. This means that standing on a
foundation of this large amount of real people data, the company already has the leverage
that might enable it to get far ahead of the competition [16].
Critique of Facebook Acquisition Strategy
Technology acquisitions often take the form of successful and established companies
purchasing promising startup companies. By doing so, new products can be introduced into
the market faster and more efficiently,and in a costeffectiveway [17]. However,
technology acquisitions are not necessarily guaranteed to be successful, and can result in
large losses forthe purchasing company [17]. Facebookpurchased Instagram for $1Billion,
Oculus for$2 Billion, and WhatsApp for$19 Billion [18]. However,none of these companies
had substantial revenue beforeFacebook purchased them [18]. Facebookhas been
criticizedfor acquiring these companies as a merely defensive move, “in an effort to
prevent a serious competitor fromthreatening its core business” [18].
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SWOT Analysis
To examine the current status of Facebook’s business characteristics, the research team
decided touse a SWOTanalysis tool to gain a close view of Facebook’s business model.
SWOTis a basic, straightforward model. Itmeasures what an organization can and cannot
do as well as its potential opportunities and threats[19]. Using SWOT analysis the
researchers were able to identify the strengths, weaknesses, opportunities and threats,
while considering Facebookas a marketing utility. The method of SWOT analysis is to take
the information froman environmental analysis and separate it into internal (strengths and
weaknesses) and external issues (opportunities and threats). Oncethis is completed, SWOT
analysis determines what may assist the firm in accomplishing its objectives,and what
obstacles must be overcomeor minimized to achieve desired results. The figure below
(Figure 1) shows the original structure of the SWOTtool [20].
Figure 1. SWOT Analysis Framework
Starting from the very basic component of the SWOTand based on literature, Facebook’s
business model’s strengths were examined and identified.
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Strengths
One of the most obviousstrengths of Facebookas a marketing toolis the large user base of
more than 1 billion activemonthly users. With that, Facebookoffersa broad market reach
whichis very useful forestablishing a digital engagement strategy in new market segments.
Therefore, advertising through Facebook provides quick penetration into new geographical
markets. For the marketer, Facebookoffers a user friendly interfacefor ad creation. In
addition, ads can be targeted to users via keywordsand filters. Integrating withother
websites is another strategy Facebook uses to provide marketer reach to other websites
and applications. Additionally Facebookprovides a free platform for ad support. This
platform provides ad customers direct contactwith the audience (face-to-face/personal).It
helps facilitate a conversation with customers and forms business to customer bonds. In
addition that form of marketing encourages the human factorwith whichthe business’
brand becomes more “human” and helps build customer loyalty and raises credibility.
Certainly, marketing withFacebookas social media delivers real-time customer feedback.
This feedback is very valuable to a business as it allows them to react quickly to customer
issues. Quick information exchange withcustomers helps them to understand customer’s
needs and behaviors [21].
Weakness
Given that advertisement revenue drives 90+% of total revenue (see Table 4) of Facebook
business, the drop in the size of user base is very critical forthe Facebookorganization.
Recently Facebookhas received criticismon a wide range of issues, including: online
privacy,child safety, hate speech, and the inability to terminate accounts. Thus, the weak
protection of users’ personal information makes users vulnerable to an identity attack.
From an ads customer perspective, the Low Click-Through-Rate (CTR) due to the placement
of advertisements on a page is at the top of the weaknesses list foradvertising on Facebook.
In addition to that, missing features such as a dislike button and capability to unsubscribe
from alerts explain the incapability to track user behavior. On the other hand, internal
company occurrencespertaining to advertising customers are heavily exposed to external
audiences and competitors, due to open social media interaction and communication. This
could potentially place a company’s image or well-being at risk, as a result of possible
negative feedback.Unfortunately,so farliterature shows that Facebookhas no solid
revenue model or a plan to grow as a social media marketing tool. Therefore, different
companies withsimilar business models could compete for a single targeted audience
through the Facebookenvironment [21].
Opportunities
In general marketing on social media is a new conceptthat is moving forwardin the
advertisement business. Howevermany more opportunities are introduced to that market
while technology advances in social media. Facebookas a social media marketing tool
should continue to develop applications on mobile devices and a real-time infrastructure to
provide instant high resolution data for marketers. This approach will potentially increase
the number of Facebookusers, provide better access to customers formarketers, and
14. 14
improve CTR. However,Facebookcould benefit from going beyond just serving ad
customers to open a “FacebookMarketplace” as a new source of revenue in which Facebook
and business customers could directly sell to an established user base. At the same time,
this wouldintroduce another form of marketing like Business-To-Business marketing.
Facebookcan benefit fromits popularity to functionas a recruitment tool for Human
Resources departments. To become a superior competitivepower, Facebookcould exploit
R&D resources to grow as a dominant search engine to offera new advertising platform for
marketers [21].
Threats
Similar to other forms of social media, identity theft is the number one issue whichmay
result in liability for Facebook. Such cases could forceFacebookto change their
advertisement based business model. Therefore, it’s very critical to prevent negative press
and negative attention whichdirectly threatens the popularity of Facebook.Another reason
that threatens the core advantage of the large user base is possible user backlash against
exposure of intimate details of an individual’s life. The threats of advertisement avoidance
phenomena are proven to affectthe rate of advertisement response. It is also known that
the online advertising response rate continues to drop over time [22]. Recently it was
mentioned that Facebook“NewsFeed” and other social networking enhancements draw
attention away from advertisements [23]. Although growthis difficultbecause the user base
is already so large, Facebook’s rapid growthin such a short time may result in early burn
out. Finally, Facebookis facing competition from major online advertisement players (i.e.:
Google) [21].
Data Analysis of SWOT component
In this section of the SWOTwe managed to explore and analyze the literature output further
to gain a better sight of Facebook’s marketing model. Examining each of the four SWOT
sections enables us to relate their internal components and to prioritize their items in the
final conclusion. The team has done this comprehensive review foreach of the four sections
of the SWOT.The figures below ( Figure 2, Figure 3, Figure 4, Figure 5) show the result of
the attempt:
19. 19
In attempt to discover positive and negative factors effectingand shaping the current state
of Facebook’s business, we examined the relationship and connectionsbetween the
Strength and the potential Opportunities from one side and the Weaknesses and the
potential Threats from the other side. Figure 6 and Figure 7 show this effort’sresults:
Figure 6. SWOT Positive Factors
20. 20
Figure 7. SWOT Negative Factors
SWOT Findings and Conclusion:
In conclusion, through the SWOTanalysis section we were able to summarize the findings in
a number of focusareas for Facebook.The most important focusforFacebook is to grow
and maintain a large user base by expanding user reach to areas that have not yet been
targeted. According to the SWOT, Facebookshould invest further effortto utilize Facebook
as a social media marketing tool using the best available technologies and advanced
algorithms. This wouldprovide high resolution data to target appropriate market segments
for differentad buying customers. In addition, Facebookshould improve the access
21. 21
provided to ad customers for their appropriate market segment. Another important aspect
whicharose through this analysis was the need to protectand build trust with the user by
enhancing user privacy.At this point, Facebookis expected to invest in R&D solutions and
strategies to enhance user privacy.However,it’s very important to adjust the business
model forincreased capability in social media marketing without interfering withthe user’s
social experience. The SWOTexplores many potential opportunities in marketing and
business sectors for Facebook’sinvestment. A possible revision to the original business
model might open more opportunity for marketing capability.The SWOTanalysis raises the
importance of investing in real-time infrastructure to gain a better understanding of
Facebookusers’ behavior.
Roadmapping
This project has created four Technology Roadmaps for Facebook’s ad buying customers.
The purpose of this analysis is to identify business areas that Facebookcurrently has not
entered. These areas willbecome necessary as ad buying customer’s needs for targeting
users with precision increases. It is important for Facebookto demonstrate to their ad
buying customers they are committed to maintaining Facebook as a viable advertising in
the future [24]. Tounderstand whichareas of the marketplace need to be explored, the
team has chosen Technology Roadmapping (TRM) [25]. The research team chose to drive
this roadmap off of the data needs of the ad buying customer which willin turn allow the
team to predict and identify which user facingproducts the company should invest in or
develop.
A Literature Review of academic papers, academic journals, business websites and
reports[26], and Facebook’s public records has been conductedto collectdata foreach of
the roadmaps’ layers. Each of the levels is linked sequentially. The layers of each roadmap
are as follows:
1. AdvertisingDataDrivers:DatawhichFacebookshouldprovide as afilter to their
customers
2. Product Features:Featureswhicharerequiredto beimplementedinone ormore
Productswhich will meetthe dataneeds of the ad buyingcustomers
3. Products:Facebook’s currentor future productlines
4. Resources:MechanismviawhichFacebookwillimplementthe linkedProduct
Timelines were constructed based on the literature analysis. The fourroadmaps developed
each focuson a different aspect of user information whichmay be used formarketing. The
roadmaps are labeled as follows:Metadata Roadmap, Shopping Roadmap, Interests
Roadmap and User Wellness Roadmap. The TRMs have identified these areas which are
crucial to the Ad Buying Customers. The Metadata roadmap involves data which willbe
22. 22
useful to any industry fortargeting ads. Each of the three remaining roadmaps deal with
industry segments which are multi-billion dollar industries such as retail, health,
automotive, fitness and diet products.
The timeline of the FacebookTRM is for fiveyears. As social media as an industry is
evolvingat a rapid pace, this appeared to be an appropriate timeline where the data needs
could be scoped with accuracy.
The roadmapping techniques have demonstrated that Facebookneeds to focuson getting
closer and more personal to the user to perform increasingly private data mining. This
private data such as locationmonitoring, purchase history specifics and health data will
give its ad buying customers the targeting capabilities whichthey will need over the next 5
years. The implementation recommendations for Facebookare defined as red-highlighted
gaps in the roadmap. These gaps include features to tracktransportation, food, fitness,
health and purchases among others. The sensitivity of this data[27] is a threat to Facebook
[28] as is seen in the SWOTanalysis, and Facebookshould concentrate on figuring out how
to gather it without alienating the users. However,this user sensitivity analysis is not within
the scope of this paper.
Advertising Data Drivers
Advertising Data drivers are types of data whichFacebookshould provide as filters forad
marketing to their customers to meet their needs in the future. This data is collected via
Facebook’s user facingapplications and products. In some of these primarily web and
mobile products the user is entering the data whichFacebook willin turn use to determine
if they should see a particular advertisement. In other cases the data is collectedwithout
user input or withan opt-out policy.In addition to the literature review as well as the
FacebookAdvertising Business SWOTanalysis, the team collected empirical evidence. This
was accomplished by creating a “Team 6 Technologies” business. Using this “business”, the
team collectedinformation about the current landscape of user filtering from the ad buying
customer’s perspective. Further, the team logged into Facebookas a user and identified
where existing pieces of data for filtering originate in the user view of Facebookwebsite
and other Facebookowned website properties.
The team identified a list of 11 Ad Buying Customers’ needs, which are the Data drivers.
Eachis defined and labeled with a code for reference. The list was prioritized based on
literature review [29].
It is important to note that this layer is from the point of view of the ad buying customer,
whereas the followinglayers are based on user facing features and products.
Data Drivers Definition
D1 - Websites Visited Which websites has the user frequented? (i.e. can find common
purchase similarities between users that use those websites and
target same sort of ads to users with similar web traffic history.)
D2 - Image Analysis Data Where was the user’s image taken? What objects are in the image?
Ads can be targeted to friends of picture taker. For example, an ad
23. 23
for a similar looking sweater can be shown next to the image of
“Fred” in a sweater.
D3 - Real Time Location Up to the second location of the user. (i.e. user walks by billboard
and it updates with custom content. Or user walks into theater and
coupon for popcorn is pushed. )
D4 - Technology Platform
Information
Refers to the mobile and desktop platforms that a user owns or
uses. When model is getting older then ads can be targeted for
newer model. (i.e. User is using iphone 3, so can be targeted cell
phone ads for newer models of all types.)
D5 - Purchases Current and past purchase information. (i.e. User purchases movie
theater tickets for 5pm and gets targeted restaurant ads in the area
for dinner)
D6 - Diet of Choice What food choices does the user make? fast food, paleo, soda
drinker, daily coffee, etc.
D7 - Fashion Interests What labels does this person buy? (Coach, Puma, Nike) What type of
style do they have? (Preppy, Boho, Trendy). Ads should be able to
target similar styled clothing and accessory articles based on user
interests.
D8 - Transportation Used What are frequently used modes of transportation? What models of
cars do they own and how many? Is their car old? Do they own a car
or just take the bus? Ad Buying Customers can target certain
products to those that bike, or offer an upgraded car model when
their car is older than 10 years.
D9 - Sport Profile What fitness or sport activities does this user participate in? What
sports or teams does this user follow? Yoga, Soccer, little league
softball, local dodgeball league, NFL, NHL, NBA, etc.
D10 - Health Care Needs Does this person livein a nursing home? Is this person a care giver
for a family member? Is this person disabled? Does this person have
diseases or conditions? What medical drugs does this person use?
Pharmaceutical companies could target ads based on competing
medications being used.
Table 5. Data Driver Definitions
Features
Features have been identified to be implemented in one or more products in order to meet
the data needs of the ad buying customers. The features were identified via literature
review and empirical evidence gleaned from reviewing Facebook’sproducts. Facebook’s
user-facing products currently have many ways of collecting the user’s personal data.
Facebookalready collectsdata forthe purpose of targeting advertisements fortheir ad
buying customers as discussed previously.Facebook has a diverse portfolio of businesses,
each with their specialties, but many commonalities in the feature sets. The research team
identified the set of features whichmeet the data acquisition requirements of Facebook
customers. This was accomplished through gathering empirical evidence on the features
currently available in Facebook’s portfolio of websites. Further, the features were linked to
the data drivers levelin the TRM to identify whichdata could be gathered by the feature.
Gaps in features were identified witha bold red color border in the TRM.
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Product Features Definition
F1 - 3rd Party Facebook Login Existing feature. Refers to the ability for 3rd party websites to use
Facebook’s user login feature on other websites.
F2 - Like Button Existing feature. Refers to the ability for users to show their
preference for a product by clicking a “like” button.
F3 - Locate My Friends Existing feature. Refers to the ability to use GPS capability to locate
Facebook friends on a map.
F4 - Location Monitoring Existing feature. Refers to the monitoring of user’s real time
location. Tracking is ON by default in some of the Facebook
products and user must opt-out.
F5 - Image Scraping Some image scraping is done currently for identifying faces. Image
upload feature which would support this is prominent on many of
the Products. Refers to the ability to identify objects in pictures
posted by users. Also includes pulling the image’s location
metadata as set by the camera.
F6 - My Trip Profile Refers to a user’s transportation methods: car, bike, public, etc. In
addition the particulars of those modes of transportation: what bus
system and bus lines used? How many cars? What makes, models
and years of bikes, motorcycles or cars.
F7 - My Gear Devices owned. Devices logged in to Facebook. Also devices that
the user volunteers as owned items.
F8 - Pay Through Facebook Refers to the ability to pay for any item through a Facebook
payment services. Currently Facebook only supports paying for in-
app purchases. This feature would allow Facebook to track
purchase patterns as well as individual items without needing to
acquire a bank or credit service.
F9 - My Shopping List Refers to the ability of a user to keep track of the general and
specific items that need to be purchased or are desired to be
purchased. Combined with F8 and F10 this is valuable information
for Facebook to target advertisements because they will know that
the user intends to make a purchase in the short term.
F10 - My Purchases What is purchased, where it is purchased, how much spent -
immediate and history. Allows a user to keep lists of purchases and
sort them. (How much was spent on each family member at
Christmas.)
F11 - My Plate Refers to the set of user data: Nutrition preferences, food liked,
GMO preference, ethnic food likes, dietary restrictions
F12 - My Style Refers to the set of user data about fashion style type (boho,
preppy, grunge) and purchased brands. Set of fashion business
likes.
F13 - My Fitness Refers to the set of activities that the user does to stay active.
Includes sports as well as individual activities.
F14 - My Health Medications used, Exercise habits, Injury and Illness history
Table 6. Feature Descriptions
Products
Productsare Facebook’s current or future user-facing productlines. The team has identified
the current website and mobile applications whichare available to users. In the cases of
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Facebookwebsite and Instagram, the team has separated the website from the mobile
application as different products. The features differ sometimes dramatically between the
web and mobile applications forthe same organization. Through literature review and
gathered empirical evidence, the team has also identified products whichare currently
unavailable in the Facebook’sbusiness portfolio.These gaps are identified with a bold red
colorborder in the TRM.
Eachof the identified products is linked to one or more features. The link identifies which
features are appropriate to include in the product forthe purpose of gathering data on
users for ad targeting.
Products Definition
P1 - Facebook Integration Existing product. Refers to the ability for non-Facebook
organizations to integrate with Facebook’s framework.
P2 - Messenger Mobile Existing product. Messenger is an existing application that
facilitates sending messages to the user’s contacts as well as
location services.
P3 - Messenger Web
Application
Existing product. Messenger is an existing application that
facilitates sending messages to the user’s contacts as well as
location services.
P4 - Facebook Mobile Existing product. Facebook is an existing mobile application that
provides user-centric services focused on connecting the user to
people, businesses and interests. The Facebook Application is also
a delivery vehicle for advertising content.
P5 - Facebook Web Application Existing product. Facebook is an existing application that provides
user-centric services focused on connecting the user to people,
businesses and interests. The Facebook Application is also a
delivery vehicle for advertising content.
P6 - Instagram Mobile Existing product. Picture sharing application with image discovery
and “Friend” features
P7 - Instagram Web
Application
Existing product. Picture viewing application.
P8 - WhatsApp Mobile Existing product. Group chat and messaging functionality
connecting users.
P9 - Facebook Band Smart watch product with sensors, communication and processing
functionality. Facebook will need to partner with an existing smart
watch manufacturer and integrate with the watch.
P10 - Local Carpool List Several applications exist in the marketplace for ride sharing
functionality. Team suggests that Facebook acquires an existing
product and integrates the functionality into Facebook.com,
Facebook Mobile and WhatsApp. Not only could this Product allow
Facebook to gain insight into the user’s transportation (car
models/years), but it would also show who spends time together
and are therefore influencers.
P11 - Facebook Pay Refers to an application which would allow users to pay in a secure
manner at any store from a virtual wallet application. The product
would also allow secure money transfer between Facebook friends.
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P12 - Facebook Browser Refers to a Facebook integrated browser. Facebook already has
partnerships with the Bing (Microsoft) search; its search engine is
embedded within the search functionality of Facebook.com.
Facebook could be integrated with all installs of Microsoft IE and
gather search information from each user as well as have the My
Shopping List and My Purchases feature integrated.
P13 - Shopping Rewards Cards Refers to a partnership with multiple shopping rewards companies
and link profile back to the Facebook user. This Product would
have the purpose of gathering data such as diet choices, health
purchases, and interests.
P14 - Food Rating App Refers to an application that allows a user to rate food and diet
choices, including restaurants (like Yelp), but also allowing the user
to make specific “likes” of individual products, food types and
brands. Team suggestion is to purchase an existing application.
Table 7. Product Definitions
Resources
Resources are the mechanism by whichFacebookwill implement a product line. Resources
can be internal, external, or a combination of both.
After developing the first three layers of the roadmap, the team determined how each of the
products could be incorporated into Facebook’s organization. Internal resources already
exist within the Facebookglobal business or can be developed within. External resources
can be business acquisitions or purchases of products. Partnerships also allow Facebookto
use external resources without substantial purchase or development cost.
Eachof the products was linked to one or more resources by which Facebookcan obtain the
product.
Resources Definition
R1 - Facebook Company Refers to the ability to use resources already within the Facebook
Corporation
R2 - R & D Refers to research, development and integration work
R3 - Partnership Refers to the ability of Facebook to partner with another company
to provide the Product
R4 -Acquisition Refers to the ability of Facebook to acquire a company which
already has a core competency in the Product
Table 8. Resources
Roadmaps
Eachof the roadmaps below represents a segment of user data whichFacebook
could gather.
Eachof the roadmaps has gaps highlighted with a red bold ring.
Eachof the roadmaps contains existing products or features which link to the data
drivers.
Metadata
The Metadata Roadmap is based on the collectionof data drivers whichcan be obtained
primarily from information which the user has not explicitly given.
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The first of the three data drivers in the Metadata Roadmap is Websites Visited. This data
allows an ad buying customer to target advertisements to a user based on the types of
websites whichthey visit. For example if a user frequently visits travel sites, the advertiser
could target ads towards the user witha vacationtravel focus. Facebookcurrently has the
ability to gather this data via their 3rd Party Facebook Login mechanism where they offer
authentication services to other companies. From the literature and empirical evidence, the
use of this data formarketing means is not currently being applied to ad targeting filtering.
The 3rd Party FacebookLogin is linked to the FacebookIntegration product. Facebook
Integration is in turn linked to both the Facebook Company and Partnership Resources.
The driver, Image Analysis Data is linked to the new ProductImage Scraping. Facebook
currently has technical mechanisms forfacial recognition in photos. The team proposes that
this technology should be taken a couple steps further to identify objects and locations in
the photos. This would allow the ad buying customer to match the images with
advertisements for similar objects such as hats, shirts, sunglasses or bags. This feature is
linked to existing Facebookowned products such as WhatsApp and Instagram.
The final driver in this roadmap, Real-time Location is pivotalto Facebook entering into
local market advertising as well as location aware advertising boards. Local market
advertising would allow the ad buying customer to target advertisements to the user’s
actual location. For example, at lunchtime if the user was near a deli, that deli could target
sandwich advertisements and coupons. Location aware advertising boards are screens
whichcan project a user specific advertisement, based on the proximity of a knownuser
[30]. This data driver is mapped to the new feature, My Trip Profile.My Trip Profile is
mapped to both the existing Location Monitoring Features, an acquisition of a new Local
Carpool List and the FacebookBand. The FacebookBand is a smartwatch whichhas
Facebookdata gathering for location awareness. The Band is recommended to be developed
with an existing smartwatch manufacturer partnership. The Carpool List is a product for
allowing users to find rideshares within their FacebookFriends.
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Figure 8. Facebook Metadata Roadmap
Shopping
The Shopping Roadmap is constructed from the data drivers with a shopping and
purchasing theme.
The first data driver, Websites Visited was described in the previous section. For the
purpose of shopping, this driver can be used to track whatshopping sites the user visits and
the advertising can be focused on by the same company or by that company’s competitors.
For example, if Home Depot uses Facebook’s authentication services, they could later buy
ads to target their services to those same customers. At the same time, Lowes could also
target those customers as they would be knownconsumers of DIY products.
The second driver in this roadmap, Technology PlatformInformation, is to allow device
manufacturers to target advertising for new devices to users whohave outdated devices.
Facebookcould gather information on the model and year of the devices. This data can be
gathered from the user volunteered information in the FacebookApplication as well as
metadata gathered from the mobile applications installed on the user’s various devices.
The final driver, Purchases, allowsFacebook to target ads based upon user purchase history
of timing, type and amount. In addition, semi-realtime purchase data could trigger ad
targeting. For example, if a user uses the FacebookPay application to buy a ticketat a movie
theater, localads for restaurants couldbe targeted fordinner. Purchases also includes My
Shopping List management feature whichallows the user to track all of the items whichare
on their “tobuy” list. The user would be targeted with advertisements foritems whichthey
are already researching, intending to buy or dreaming of purchasing. The My Shopping List
would be integrated into the partnership of a FacebookBrowser. Since Facebookalready
has numerous partnerships with Microsoft,the team proposes that the FacebookBrowser
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should be developed on the Bing Browser platform. Finally, to meet the needs for both
managing a shopping list as wellas tracking actual purchases, the team proposes that
Facebookalso partners with shopping card services to obtain access to this data.
Figure 9. Facebook Shopping Roadmap
Interests
The third roadmap is on Interest Data drivers. These are a user’s interests whichan ad
buying customer can use to target products in the market of the interest.
The first data driver, Websites Visited, has had its linkages described in the previous two
roadmaps. In Interests it can be similarly used to match ads to the interest websites the user
has a history of visiting.
The second data driver, Diet of Choice, allows ad filtering based upon the types of food a
user is eating regularly. There are various diet plans users follow whichhave particular
foods associated. These associations can be used to target appropriate ads. For example, if a
user followsa Paleo diet they should not have local advertisements targeted for processed
fast food, instead a salad shop or localbutcher should be targeting their advertisements to
this user. This is linked to the Food Ratings App product as well as the Shopping Card
product previously described. The FoodRatings App product is similar to the existing Yelp
website, but goes a step further and also tracks grocery and individual foodproducts liked.
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In addition the user can self-identify withparticular fooddiet/programs (vegan, vegetarian,
paleo, juice diet, fast food liked).
The fourth data driver, Fashion Interests, allowsad filtering on self-identified fashion style.
The feature that would support this data driver is My Style whichwould be included in the
FacebookBrowser (previously described). This data wouldbe of primary use to the fashion
retail industry to target ads to users that identify with the retailer’s style.
The final data driver in this roadmap is Transportation Used. Transportation Used allows
filtering based upon the user’s transportation needs and habits. For example, if a user’s car
is over10 years old, Honda could target new car ads at this user. If the user is a bike rider,
similarly they could be targeted ads for bike repair stores in their local area or along their
commuting route. This data driver links to the previously described My Trip Profile. In this
roadmap, in addition to the previously described Local Carpool List, it also links to the
FacebookBand as this would give data on the daily commuting routes.
Figure 10. Facebook Interests Roadmap
UserWellness
The User Wellness Roadmap has data drivers on the topic of health and fitness. This is
appropriate for advertisers to target as this is a vast market.
The first driver is Sports Profilewhichallows the ad buying customer to target to a specific
sports interest, team, and sport. The feature My Fitness will be partially self-identifying in
the Facebook Application product, but will also be gathered from the FacebookBand
product through the fitness applications.
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The second driver forthis roadmap has previously been discussed, Diet of Choice. As
previously described, the user’s diet choicecan be mapped to a large amount of products
including restaurants, fitness, specialty food,grocery and foodpreparation items.
The third driver is Health Care Needs. Health care data includes some medical history as
well as medication usage. The medication usage filtering may be used by medical equipment
providers or by rival medication manufacturers targeting alternatives. The medical history
information can be used by hospitals to target treatment programs, medical equipment
providers to target the latest in gadgets, and pharmaceutical providers. This data will be
gathered through the user feature My Health; a collectionof self-identified data that will be
gathered in the configuration of the FacebookBand. FacebookBand’s health applications
will use this data to provide the user with medication dosage, heart rate and other vital
statistic tracking. As previously discussed, FacebookBand will be developed through R&D
and Partnerships.
Figure 11. Facebook User Wellness Roadmap
Conclusion
The Roadmap findings suggest that the FacebookCompany would find great benefit from
partnerships, R&D, and acquisitions. Various partnerships with other companies will assist
Facebookin broadening their product line and exploring different market segments. A
partnership may allow potential products to develop more quickly and efficiently with the
utilization of the partnering company’s assets and skillsets. For example, a partnership with
Microsoftfor a Facebookbrowser could provide extended information about user habits or
shopping interests. This information will then be used to provide ad-buying customers with
relevant filtering data. Additionally, the potential vision of a Facebookfitness band may
come to life while partnering with a company such as Nike or Microsoftto further user
32. 32
wellness data collection.Research and development is needed to maintain the company’s
relevance throughout the market. New product implementation and development could
lead to a wider market range and be of higher benefit to Facebook’s ad-buying customers.
Facebookpractices acquisition extensively, as it attempts to buy emerging competitors
within the market.
The literature review findings conclude that Facebook’s acquisition strategy is
unsustainable. Attempting to buy all competitors is not predicted to be successful in the
long run; Facebookmust concentrate on R&D or targeted acquisitions. Through empirical
evidence it was observed that many features and initial settings are programmed to collect
specific targeted data about users. Examples of these may be found in search functionality
and locationsettings. The company was designed to be a social network, so advertising is
not the ideal marketing tool fit forFacebook. The SWOTanalysis shows that Facebook
needs to restructure the principals of its business to match the marketing needs. Finally, the
roadmapping techniques have shown that Facebookneeds to focus on getting even closer to
the user with increasingly private data mining such as locationmonitoring, purchase and
health data.
Limitations experienced throughout the course of this project include restricted access to
information about the algorithms, acquisitions, and survey data. The team did not have
access to the Facebookalgorithms that are concerned with providing targeted information
about users to the ad-buying customers. Furthermore, no access was provided to the
metadata of Facebook’sacquisitions. There was a lack of a survey to prioritize the data
driver needs, due to limited time. Howeverthe driver needs were found through literature
review. Future study could entail the performance of a market survey,and the evaluation of
Facebook’s complete business model and suggest a marketing focusedstrategy.
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