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KEYS TO COMMUNITY
READINESS AND GROWTH
Research and Analysis by Leader Networks
Written and Distributed by CMX
Sponsored b...
STUDY SCOPE
Focus of the study:
This research study seeks to develop an Online Community Readiness Index for any organizat...
SEGMENTATIONS
All Customer results were analyzed by the following segments.
Significant differencesare notedon the relevan...
KEY FINDINGS
86% of organizations believe that having a branded online communitywill positively impact core operations, (8...
KEY FINDINGS CONTINUED
Executive sponsorship and identifying keybusiness drivers are critical successfactorsin launching a...
6
KEY FINDINGS CONTINUED
There are some significant differences betweenB2B
online communities and consumer focused ones. B...
Community Definition
DEFINING COMMUNITY: THE KEY CHARACTERISTICS
8
4%
23%
49%
51%
54%
66%
67%
67%
68%
Other
Have an executive sponsor
Have a ce...
7 IN 10 RESPONDENTS HAVE AN ONLINE BRANDED COMMUNITY
9
DOES YOUR ORGANIZATION HAVEAN ONLINE BRANDED COMMUNITY?
“Keys to Co...
Have Online Branded Community
ORGANIZATIONS LAUNCH ONLINE COMMUNITY TO IMPACT
CUSTOMER SATISFACTION AND RETENTION
11
25%
5%
5%
7%
8%
8%
13%
14%
19%
27%
...
CUSTOMER SATISFACTION AND FUELING FUTURE INNOVATION
ARE THE MOST IMPORTANT DRIVERS OF COMMUNITY
12
2%
1%
3%
4%
3%
4%
5%
6%...
BEST TWO WAYS TO GAIN FUNDING: COMMUNITY SOLVES A
BUSINESS NEED & EXECUTIVE BUY-IN
13
8%
13%
14%
17%
29%
39%
45%
56%
Other...
FREQUENTIDEA SHARING & CUSTOMER PRODUCT FEEDBACK =
SIGNS OF COMMUNITY READINESS
14
10%
15%
31%
31%
34%
38%
46%
53%
54%
Oth...
LENGTH OF COMMUNITY EXISTENCE
15
13%
12%
22%
25%
26%
2%
Less than 6 months 6-11months 1-2 years 3-5 years More than 5 year...
SIZE AND GROWTH OF COMMUNITY
Question: How many total membersare in your community?
16
Under 100
8%
100-499
11%
500-999
7%...
MANY METHODS ARE USED TO TRY TO GROW COMMUNITY, BUT
THERE IS NO MAGIC BULLET
17
23%
2%
18%
19%
20%
29%
32%
37%
37%
58%
Oth...
SOCIAL MEDIA MARKETING AND AUTOMATIC ONBOARDING YIELDS
THE MOST NEW MEMBERS
18
19%
1%
1%
3%
6%
9%
10%
11%
18%
23%
Other
Pu...
ONLY 4 IN 10 ORGS RESEARCHED PLATFORMS RIGOROUSLY, VERY
SUCCESSFUL COMMUNITIES DEVOTE MORE EFFORT TO THE
SELECTION PROCESS...
THE WEB WAS THE MOST COMMON METHOD OF RESEARCHING A
COMMUNITY SOFTWARE PLATFORM
20
22%
14%
19%
22%
36%
41%
46%
58%
Other
I...
ALMOST ALL COMMUNITIES HAVE A COMMUNITY MANAGER
Question: Is your community staffed with a dedicated Community Manager?
21...
TOP THREE CHALLENGES FACED: INTERNAL AWARENESS, LONG-
TERM STRATEGY, AND METRICS
22
2%
6%
11%
13%
13%
14%
18%
18%
20%
22%
...
ORGANIZATIONS VALUE UGC & COMMUNITY SIZE ABOVE ALL ELSE
23
19%
7%
17%
17%
36%
37%
46%
53%
Other
None, we do not track outc...
9 IN 10 CALL THEIR COMMUNITY A SUCCESS, HOWEVER ONLY
26% REPORT THEIR COMMUNITY IS VERY SUCCESSFUL
24
Very successful
26%
...
TRUST & CLEAR STRATEGY: THE PREDOMINANT REASONS FOR
COMMUNITY SUCCESS
WHAT IS THE PRIMARY REASON THAT YOUR ORGANIZATION’S ...
COMMUNITIES MOST LIKELY TO FAIL WHEN NOT GIVEN
ADEQUATE SUPPORT AND RESOURCES
WHAT IS THE PRIMARY REASON THAT YOUR ORGANIZ...
WHAT MAKES FOR A VERY SUCCESSFUL COMMUNITY
Question: How successful is your community?
27
Overall Very Successful= 26%
Tho...
28
Organizations Considering
A Community
CUSTOMER SATISFACTION AND RETENTION IS THE MAIN REASON
COMMUNITY IS CONSIDERED
29
10%
1%
2%
5%
9%
9%
10%
15%
15%
20%
37%
5...
SHARING IDEAS & AMPLIFYING BRAND MESSAGE ARE VIEWED AS
THE MOST IMPORTANT ACTIVITIES AMONG ORGS CONSIDERING
A COMMUNITY
30...
COMMUNITIES OF THE FUTURE WILL BE BUILT ON A STRONG
BUSINESS FOUNDATION
31
1%
13%
25%
28%
31%
46%
48%
50%
8%
13%
14%
17%
2...
TWO-THIRDS OF ORGANIZATIONS CONSIDERING COMMUNITY
PLAN TO STAFF IT IN-HOUSE
Question: Does your organization plan to staff...
CUSTOMER TRUST IN BRAND EXPERTISE IS PRIMARY DRIVER FOR
CONSIDERING LAUNCHING AN ONLINE COMMUNITY
33
7%
5%
6%
12%
18%
24%
...
ORGANIZATIONS PERCEIVE A VARIETY OF OBSTACLES TO
LAUNCHING AN ONLINE COMMUNITY
34
18%
8%
10%
13%
20%
33%
38%
41%
41%
57%
O...
LACK OF VIBRANCY IS THE BIGGEST CONCERN SHARED BY
ORGANIZATIONS CONSIDERING AN ONLINE COMMUNITY
35
15%
2%
2%
3%
4%
7%
9%
9...
36
Have Or Considering A Community
GAINING TRUST, IMPROVING CUSTOMER SERVICE AND CORE
OPERATIONS ARE VIEWED AS BIGGEST BENEFITS COMMUNITY
HAS TO OFFER
37
7%
...
8 IN 10 CONSIDER INTEGRATING CORE BUSINESS PROCESSES INTO
COMMUNITY TO BE IMPORTANT
Very important
46%
Somewhat
important
...
39
Firmographics
ORGANIZATION SIZE AND FOCUS
Question: What is the size of your organization (number of employees)?
40
Both businessto
busi...
MANY RESPONDENTS FROM COMMUNITY AND MARKETING
BUSINESS UNITS
Question: What Department are you in?
41
18%
0%
0%
0%
3%
6%
8...
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[Slides] Keys to Community Readiness and Growth Study

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These are the data slides in support of the Keys to Community Readiness and Growth Study.

In order to help branded online communities understand the critical success factors, Leader Networks and CMX collaborated on this study. The research examines the organizational people, processes, and technology scenarios that fuel existing or future community initiatives. The result is a data-driven portrait of characteristics that can be used to predict the potential business impact of an online community. Based on the trends of communities deemed “very successful,” this portrait offers an inside look at what separates these communities from the pack and provides a strategic and operational model to emulate.

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[Slides] Keys to Community Readiness and Growth Study

  1. 1. KEYS TO COMMUNITY READINESS AND GROWTH Research and Analysis by Leader Networks Written and Distributed by CMX Sponsored by: Study sponsored by Salesforce, Jive and Vanilla.
  2. 2. STUDY SCOPE Focus of the study: This research study seeks to develop an Online Community Readiness Index for any organization that has or plans to develop an online community. Using a mixed methods study approach, the study examines the organizational people, process and technology scenarios that fuel their existing or future community initiatives. The study outcomes are a data-driven portrait of the characteristics that can be used to predict the potential business impact of an online community upon an organization. Sample composition: • The survey was administered online to 414 participants who completed it between 10/15/15 and 11/20/15. • Seventy-six percent of participants were located in the United States. • Survey participation was primarily driven by marketing and community management professionals. Survey takers were gathered via social channels, email, and peer referral. Sections: Separate results are presented for those Having a Community (285), and those who Do Not Have a Community [but may be considering one] (129). 2
  3. 3. SEGMENTATIONS All Customer results were analyzed by the following segments. Significant differencesare notedon the relevant slide* • Community Size – Under 1,000 members(n=73) vs. 1,000 to Under 10,000 members(n=89) vs. 10,000 members or more (n=118) • Age of Community – Less than a year (n=69) vs. 1-2 years (n=62) vs. 3-5 years (n=71) vs. More than 5 years (n=73) • Focus of Organization – B2B and B2C (n=107) vs. B2B (n=131) vs. B2C (n=69) vs. Other (n=35) • Size of Organization – 1-50 members (n=113) vs. 51-500 members (n=94) vs. 501-5,000 members(n=62) vs. More than 5,000 members(n=50) • Success of Community – Very Successful (n=69) vs. Other responses (n=194) *Note: Overall sample sizes differ based upon which respondents were presented with each of the segmentation items 3
  4. 4. KEY FINDINGS 86% of organizations believe that having a branded online communitywill positively impact core operations, (85%) improve the customer journeyand (85%) increase trust. The reasons brands launch online communities are shifting to become more strategicallyfocused on supporting the customer journey. • The focus on communities as a cost reduction strategy (#3 top reason why those who have an online community launched one) is significantly less important among those that are considering launching one. Their 3rd most frequent reason is to support brand champions. Cost reduction fell to 10% from 31%. Communities are becoming a strategic initiative rather than an operational effort like in the past. Brands who have online communities are driven to build them to help ensure competitive advantage by focusing on customer satisfaction and retention(61%) and gathering ideas to fuel future innovation (48%). • B2B firms more likely to launch community to reduce support costs. • Primary motivations for launching a community included customer satisfaction/retention (61%) and gathering ideas to fuel future products and services (48%). • After communities launched, the majority of respondents (53%) reported user-generated content as highly valued by their organization. 4
  5. 5. KEY FINDINGS CONTINUED Executive sponsorship and identifying keybusiness drivers are critical successfactorsin launching a successful online community. • When launching a branded online community, 56% found it important to determine a business need, 45% relied on executive support and 39% built a business case. Maintaining communityengagement and growthis an ongoing challenge for most, yet it is oftena leading indicator of success for very successful communities. • More than half of respondents are concerned that the community will fail to be vibrant. And the fears are warranted as lack of support and low engagement are the primary reasons why communities fail long-term. While having a strong communitystrategy and business case is at the forefront of success, the software platform can also strongly influence the long-term community success. • Respondents who consider their communities very successful and those from larger organizations are more likely to report that their organization expended “high” effort in selecting a software program. • Surprisingly, only 1 in 4 organizations are rigorous in their approach to the vendor selection process. Organizations considering launching an online communityoftenunderestimate staffing requirements. • The majority (91%) of brands that have a community report at least one dedicated community manager, and dedicate more staff to larger communities. However, only 2 out of 3 brands considering a community plan to have a dedicated resource. 5
  6. 6. 6 KEY FINDINGS CONTINUED There are some significant differences betweenB2B online communities and consumer focused ones. B2B communities are: • Believe that community will improve the customer journey, reduce costs, generate indirect revenue, and streamline the supply chain. • More likely to define community as “members who develop relationships with each other on a platform.” • Their top triggers for new member acquisition are: onboarding all customers or employees and refer- a-peer programs. • Expend a lot of effort in selecting community software • Most likely to have a full-time manager and more likely to have multiple managers. • More likely to report that "Gathering and organizing product feedback” is a top challenge. • Highly value new product ideas or feedback. Community Readiness and SuccessMarkersfor very successful communities: • More likely to seek and find an executive sponsor prior to launch • More likely to be motivated by cost reduction as a business driver • More likely to see strong off-line eventsas an indicator for community readiness • Among those considering launching a community, they are more likely to indicate that “solving problems by accessing experts and FAQs” and “self- serve through videos and how-to tutorials” would be main member activities.
  7. 7. Community Definition
  8. 8. DEFINING COMMUNITY: THE KEY CHARACTERISTICS 8 4% 23% 49% 51% 54% 66% 67% 67% 68% Other Have an executive sponsor Have a central gathering place Is a line of business or a strategic initiative for the organization Have measurable goals and objectives Have a dedicated community manager Common set of people with mutual interest who convene online Have members who interact on a branded platform with the brand Have members who develop relationships with each other on a dedicated platform 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Those with a B2B focusand those in larger organizations are more likelyto indicate that an “online branded communityhasan executive sponsor.” Those who considertheir communityverysuccessful are more likelyto indicate that an online branded communityis definedby having“memberswho developrelationships with each other on a platform.” The relationships members form among peers and brands on a dedicated platform are the primary differentiations for an online community. HOW DO YOU DEFINE AN ONLINE BRANDED COMMUNITY IN YOUR ORGANIZATION? [SELECT ALL THAT APPLY] “Keys to Community Readiness and Growth" by Leader Networks and CMX, 2016
  9. 9. 7 IN 10 RESPONDENTS HAVE AN ONLINE BRANDED COMMUNITY 9 DOES YOUR ORGANIZATION HAVEAN ONLINE BRANDED COMMUNITY? “Keys to Community Readiness and Growth" by Leader Networks and CMX, 2016
  10. 10. Have Online Branded Community
  11. 11. ORGANIZATIONS LAUNCH ONLINE COMMUNITY TO IMPACT CUSTOMER SATISFACTION AND RETENTION 11 25% 5% 5% 7% 8% 8% 13% 14% 19% 27% 31% 48% 61% Other Customer dissatisfaction Because our competitors have one To influence NPS scores Executive mandate Market forces to compete Replace or supplement in-person events Customer requests Generate revenue To support brand champions Reduce support costs To gather ideas to fuel future products and services Customer satisfaction / retention 0% 20% 40% 60% 80% 100% Organizations witha B2B focus andthose withmore than50 employees aremore likelyto identify“reducingsupport costs”as a primary driver of their online community. The most commonother responses were: creating space for collaboration, UGC and the organization identifying as a community itself. WHAT WERE THE PRIMARY DRIVERS BEHIND YOUR ORGANIZATION’S LAUNCH OF AN ONLINE COMMUNITY? [SELECT UP TO THREE] “Keys to Community Readiness and Growth" by Leader Networks and CMX, 2016
  12. 12. CUSTOMER SATISFACTION AND FUELING FUTURE INNOVATION ARE THE MOST IMPORTANT DRIVERS OF COMMUNITY 12 2% 1% 3% 4% 3% 4% 5% 6% 4% 10% 7% 18% 9% 4% 2% 1% 2% 4% 3% 4% 5% 5% 10% 9% 17% 23% 18% 1% 1% 1% 1% 1% 3% 3% 9% 6% 14% 12% 25% Other Deflect customer dissatisfaction Because our competitors have one Influence NPSscores Executive mandate Market forces to compete Replace or supplementin-person events Customer requests Generate revenue Support brandchampions Reduce support costs Gather ideas to fuel future products & services Customer satisfaction/retention 0% 10% 20% 30% 40% 50% 60% 3rd 2nd 1st PLEASE RANK YOUR DRIVERS FOR AN ONLINE COMMUNITY FROM MOST TO LEAST IMPORTANT. “Keys to Community Readiness and Growth" by Leader Networks and CMX, 2016
  13. 13. BEST TWO WAYS TO GAIN FUNDING: COMMUNITY SOLVES A BUSINESS NEED & EXECUTIVE BUY-IN 13 8% 13% 14% 17% 29% 39% 45% 56% Other Conducted customer journey mapping Built a financial model for community returns Purchased a platform for an online community Cited customer requests/used customer data Developed a business case Found strong executive support Identified business needs community could help with 0% 20% 40% 60% 80% 100% • More than half of respondents reported that they gained funding by identifying business needs that the community could help with • Slightly less than half reported that they relied on strong executive support WHAT HAS BEEN YOUR MOST SUCCESSFUL APPROACH TO GAIN FUNDING FOR THE BRANDED ONLINE COMMUNITY? [SELECT UP TO 3] “Keys to Community Readiness and Growth" by Leader Networks and CMX, 2016
  14. 14. FREQUENTIDEA SHARING & CUSTOMER PRODUCT FEEDBACK = SIGNS OF COMMUNITY READINESS 14 10% 15% 31% 31% 34% 38% 46% 53% 54% Other We didn’t look for signs to validate They asked for online community They build things independently& wanted to build together We have successful offline events We help solve complex issues, so there is a lot to discuss They trust and want to engage our expertise They frequently reached out for answers to their questions They frequently give us product feedback or ideas 0% 20% 40% 60% 80% 100% • Respondents with largercommunities were morelikelyto indicate that users “reachedoutto get answersto their questions.” • Organizations witha B2C focus were less likelyto “report successful offline events.” • The majority of organizations surveyedwho have an online community sought to validate the need for community with their customers WHAT WERE SOME SIGNS THAT YOUR CUSTOMERS WANTED A BRANDED ONLINE COMMUNITY? (SELECT ALL THAT APPLY) “Keys to Community Readiness and Growth" by Leader Networks and CMX, 2016
  15. 15. LENGTH OF COMMUNITY EXISTENCE 15 13% 12% 22% 25% 26% 2% Less than 6 months 6-11months 1-2 years 3-5 years More than 5 years Not Sure/Do Not Know 0% 5% 10% 15% 20% 25% 30% • 26% indicate that their community has existed for over 5 years, which represents a surprising maturity given the relative newness of community to businesses. HOW LONG HAS YOUR BRANDED ONLINE COMMUNITY EXISTED? “Keys to Community Readiness and Growth" by Leader Networks and CMX, 2016
  16. 16. SIZE AND GROWTH OF COMMUNITY Question: How many total membersare in your community? 16 Under 100 8% 100-499 11% 500-999 7% 1,000-4,999 21% 5,000-9,999 10% 10,000- 50,000 12% Greater than 50,000 31% • Over 3 in 10 respondents report communities larger than 50,000 members • Close to a quarter indicate that their community has at least doubled in the past year • Younger Communities were smaller and reported more rapid growth. It has declined 5% Has not changed 8% Grown 1%to 9% 18% Grown 10% to 25% 23% Grown 26% to 50% 14% Grown 51% to 75% 6% Grown 76% to 99% 3% Grown 100% (doubled) or more 23% TOTAL MEMBERS GROWTH IN PAST YEAR Question: What has the growth in your community been over the past year? “Keys to Community Readiness and Growth" by Leader Networks and CMX, 2016
  17. 17. MANY METHODS ARE USED TO TRY TO GROW COMMUNITY, BUT THERE IS NO MAGIC BULLET 17 23% 2% 18% 19% 20% 29% 32% 37% 37% 58% Other Purchase lists Share an online tour of the community Refer-a-peer programs Offer incentives andgiveaways Onboard allcustomersor employees to the community Develop personalizedoutreachto prospectivemembers Email invitationsfrom our organizations list Run events Use social mediamarketingto raise awareness 0% 20% 40% 60% 80% 100% • Communities most commonly try to attract new members through social media marketing and events. • Respondents with smaller communities and younger communities were more likely to use email invitations. • Organizations with B2C Focus were more likely to offer incentivesand giveaways. Multipleother responses cited “word of mouth” and “product support.” HOW DO YOU ATTRACT NEW MEMBERS TO JOIN THE COMMUNITY? (SELECT ALL THAT APPLY) “Keys to Community Readiness and Growth" by Leader Networks and CMX, 2016
  18. 18. SOCIAL MEDIA MARKETING AND AUTOMATIC ONBOARDING YIELDS THE MOST NEW MEMBERS 18 19% 1% 1% 3% 6% 9% 10% 11% 18% 23% Other Purchase lists Share a publically available online tour of the community Offer incentives andgiveaways Refer-a-peer programs Run events Email invitationsfrom our organizations list Develop high-touchpersonalizedoutreach to prospective new members Onboard allcustomersor employees to the communitybydefault Use social mediamarketingto raise awarenessabout our community and drive traffic to it 0% 20% 40% 60% 80% 100% • A wide variety of approaches are used to attract new members and no one proves to be highly successful overall. Successful new member acquisition methods seem to be based on community profiles. • Respondents who consider their communities very successful are more likely to report that “onboarding all customers or employees” and “refer-a-peerprograms” are top triggers to new memberacquisition. There were no themes in the other responses. AMONG THE ACTIVITIES YOU USE TO ATTRACT NEW MEMBERSHIP TO YOUR COMMUNITY, WHICH ONE HAS BEEN THE MOST SUCCESSFUL IN CONVERTING NEW MEMBERS? “Keys to Community Readiness and Growth" by Leader Networks and CMX, 2016
  19. 19. ONLY 4 IN 10 ORGS RESEARCHED PLATFORMS RIGOROUSLY, VERY SUCCESSFUL COMMUNITIES DEVOTE MORE EFFORT TO THE SELECTION PROCESS THAN OTHERS 19 High 39% Medium 18% Low 21% Not Sure/Don't Know 22% Respondents who consider their communities very successfulandthose from larger organizations are more likely to reportthat their organization expended“high” effort in selecting a software program. HOW WOULD YOU RATE THE LEVEL OF RESEARCH EFFORT THAT YOUR ORGANIZATION DEVOTED TO SELECT A SOFTWARE PLATFORM? “Keys to Community Readiness and Growth" by Leader Networks and CMX, 2016
  20. 20. THE WEB WAS THE MOST COMMON METHOD OF RESEARCHING A COMMUNITY SOFTWARE PLATFORM 20 22% 14% 19% 22% 36% 41% 46% 58% Other Issued an RFP Attended vendor conferences or meetups Attended webinars Peer referral Conducted demos Developeda business and technical requirements checklist Web-based research 0% 20% 40% 60% 80% 100% The most commonother responses were “built our own” and“not sure.” Respondentsfromlarger organizationswere more likelyto indicatethat theirorganizationdevelopeda requirements checklist, issuedan RFP, andconducteddemos. WHAT TACTICS DID YOU USE TO RESEARCH A COMMUNITY SOFTWARE PLATFORM? [SELECT ALL THAT APPLY] “Keys to Community Readiness and Growth" by Leader Networks and CMX, 2016
  21. 21. ALMOST ALL COMMUNITIES HAVE A COMMUNITY MANAGER Question: Is your community staffed with a dedicated Community Manager? 21 Yes – Full time 68% Yes – Part time 22% Yes – Outsourced 2% No 8% • More than 9 in 10 respondents indicate that they have a manager. Half of those have a single manager. 1 50%2 to 5 40% 6 to 10 5% More than 10 5% HAVE MANAGER NUMBER MANAGERS Question: How many community managers does your community have? IF YES Larger, older, and very successful communities are more likelyto have a full-time manager andmore likelyto have multiple managers. “Keys to Community Readiness and Growth" by Leader Networks and CMX, 2016
  22. 22. TOP THREE CHALLENGES FACED: INTERNAL AWARENESS, LONG- TERM STRATEGY, AND METRICS 22 2% 6% 11% 13% 13% 14% 18% 18% 20% 22% 27% 31% 37% 44% Managinga team ofcommunitymanagers Outreach to other communitiesin your industry Gathering andorganizingproduct feedback Serving as the voice of users in business meetings Budgeting Managingcommunityambassador program Managingoffline and/or online communityengagementprograms Generate revenue Buildingrelationships withusers Integrate withother linesof business(e.g.customer support) Creating and executingon content strategy Managingbusiness/communitymetrics Buildinglong-termcommunitystrategy Internal awarenessof the value of community 0% 20% 40% 60% 80% 100% • Internal awareness of the value of the community is identified as a top challenge by close to half of respondents. • Respondents who considertheir communities verysuccessfulare less likelyto report “buildingrelationships with users” as a top challenge andmore likely to report “gatheringandorganizingproduct feedback” as a challenge. • Larger organizations are more likelyto identify“integrationwithother linesof business”and“internal awareness ofthe value of community” as topchallenges. PLEASEIDENTIFY THE TOP CHALLENGES YOU FACE AS A COMMUNITY BUILDER (SELECT UP TO 3) “Keys to Community Readiness and Growth" by Leader Networks and CMX, 2016
  23. 23. ORGANIZATIONS VALUE UGC & COMMUNITY SIZE ABOVE ALL ELSE 23 19% 7% 17% 17% 36% 37% 46% 53% Other None, we do not track outcomesof our community. Revenue generatedfrom the online community via adsandsponsorships Social shares New product ideas or feedbackon existing products andservices Customer or user testimonials Number of members User created content 0% 20% 40% 60% 80% 100% Respondentswhoconsider their communities very successful are more likelyto value “new product ideas or feedback.” Top Other Responses: Support Deflection: 16 Engagement: 13 Satisfaction/Retention: 11 WHAT COMMUNITY OUTCOMES ARE MOST VALUED BY YOUR ORGANIZATION? (SELECT UP TO 3) “Keys to Community Readiness and Growth" by Leader Networks and CMX, 2016
  24. 24. 9 IN 10 CALL THEIR COMMUNITY A SUCCESS, HOWEVER ONLY 26% REPORT THEIR COMMUNITY IS VERY SUCCESSFUL 24 Very successful 26% Moderately successful 59% Moderately unsuccessful 12% Unsuccessful 3% HOW SUCCESSFUL IS YOUR COMMUNITY? “Keys to Community Readiness and Growth" by Leader Networks and CMX, 2016
  25. 25. TRUST & CLEAR STRATEGY: THE PREDOMINANT REASONS FOR COMMUNITY SUCCESS WHAT IS THE PRIMARY REASON THAT YOUR ORGANIZATION’S BRANDED ONLINE COMMUNITY IS A SUCCESS? Our members are engaged/trust community, 33% Clear business strategy, 22% Excellent community management, 14% Community solves problems for members, 14% Great content, 8% Strong community growth & retention, 8% Other, 4% 25 “Keys to Community Readiness and Growth" by Leader Networks and CMX, 2016
  26. 26. COMMUNITIES MOST LIKELY TO FAIL WHEN NOT GIVEN ADEQUATE SUPPORT AND RESOURCES WHAT IS THE PRIMARY REASON THAT YOUR ORGANIZATION’S BRANDED ONLINE COMMUNITY WAS NOT SUCCESSFUL? Lack of internal support and resources, 31% Not enough engagement, 24% Doesn’t address member needs, 17% Other, 14% Poor community management, 7% Problems with platform, 7% 26 “Keys to Community Readiness and Growth" by Leader Networks and CMX, 2016
  27. 27. WHAT MAKES FOR A VERY SUCCESSFUL COMMUNITY Question: How successful is your community? 27 Overall Very Successful= 26% Those respondents who report high community growth and “new product ideas or feedback on existing products” as their most valued community outcome are almost twice as likely as others to state that their community is very successful. “Keys to Community Readiness and Growth" by Leader Networks and CMX, 2016
  28. 28. 28 Organizations Considering A Community
  29. 29. CUSTOMER SATISFACTION AND RETENTION IS THE MAIN REASON COMMUNITY IS CONSIDERED 29 10% 1% 2% 5% 9% 9% 10% 15% 15% 20% 37% 52% 67% Other Customer dissatisfaction Executive mandate Because our competitors have one To influence NPS scores Market forces to compete Reduce support costs Customer requests Generate revenue Replace or supplement in-person events To support brand champions To gather ideas to fuel future products and services Customer satisfaction / retention 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% There were no consistent themes among the other responses. WHAT ARE THE PRIMARY REASONS YOU ARE CONSIDERING LAUNCHING AN ONLINE BRANDED COMMUNITY? (SELECT UP TO 3) “Keys to Community Readiness and Growth" by Leader Networks and CMX, 2016
  30. 30. SHARING IDEAS & AMPLIFYING BRAND MESSAGE ARE VIEWED AS THE MOST IMPORTANT ACTIVITIES AMONG ORGS CONSIDERING A COMMUNITY 30 1% 5% 7% 7% 11% 15% 13% 13% 2% 3% 8% 17% 12% 15% 14% 13% 3% 4% 5% 8% 10% 7% 15% 37% Other Participate in researchactivities Self-serve through videosandhow-to tutorials Create user generatedcontent to reduce our content developmentburden Get product support from eachother Solve problems byaccessingexperts and FAQs Amplify our message, member advocacy programs Share ideas /support each other 0% 10% 20% 30% 40% 50% 60% 3rd 2nd 1st Organizations witha B2B Focus are more likelyto indicatethat “[solving] problems byaccessingexpertsandFAQs” and“self-serve through videos andhow-totutorials”wouldbe mainactivities. IF YOU WERE TO LAUNCH AN ONLINE COMMUNITY, WHAT WOULD BE THE MAIN ACTIVITIES OF THE MEMBERS? “Keys to Community Readiness and Growth" by Leader Networks and CMX, 2016
  31. 31. COMMUNITIES OF THE FUTURE WILL BE BUILT ON A STRONG BUSINESS FOUNDATION 31 1% 13% 25% 28% 31% 46% 48% 50% 8% 13% 14% 17% 29% 39% 45% 56% 0% 10% 20% 30% 40% 50% 60% Other Purchase platformfor an online communitythenbuilda plan Build a financial modelfor community returns Conduct customer journeymapping Cite customer requests/usedcustomer data Develop a business case Identify business needs communitycould help with Found strongexecutivesupport Have an online community Consideringan online community METHODS FOR GAINING FUNDING FOR AN ONLINE COMMUNITY “Keys to Community Readiness and Growth" by Leader Networks and CMX, 2016
  32. 32. TWO-THIRDS OF ORGANIZATIONS CONSIDERING COMMUNITY PLAN TO STAFF IT IN-HOUSE Question: Does your organization plan to staff the online community with a dedicated community manager? 32 Yes - In House 64% Yes - Outsourced 5% No 5% We’re not sure 23% I don’t know 3% “Keys to Community Readiness and Growth" by Leader Networks and CMX, 2016
  33. 33. CUSTOMER TRUST IN BRAND EXPERTISE IS PRIMARY DRIVER FOR CONSIDERING LAUNCHING AN ONLINE COMMUNITY 33 7% 5% 6% 12% 18% 24% 29% Other Our customers or users asked for an online community None, we didn’t weighwhether we wouldbe successfulor not. We had the abilityto create successfuloffline events with customers or users Our users frequently outreachedto us to get answers to their questions Our organizationhelps solvecomplexissues so there is a lot for our members to discuss Our customers or users trust us and want to engage withour expertise 0% 10% 20% 30% 40% 50% 60% WHAT IS THE MAIN REASON YOUR ORGANIZATION BELIEVES MEMBERS WOULD PARTICIPATE IN AN ONLINE BRANDED COMMUNITY? “Keys to Community Readiness and Growth" by Leader Networks and CMX, 2016
  34. 34. ORGANIZATIONS PERCEIVE A VARIETY OF OBSTACLES TO LAUNCHING AN ONLINE COMMUNITY 34 18% 8% 10% 13% 20% 33% 38% 41% 41% 57% Other We are in a regulated industry Legal concerns We don’t have executive support Members will criticize our companyor say thingsonline that we don’t support We don’t have the staff or expertise to runan online community Creating newcontent ongoingis a burden We don’t understand theoperational impact of running a branded online community We don’t understand all the costsassociatedwiththis initiative long term/it may be tooexpensive. The communitywillfail to bevibrant 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Several other respondents identifiedtime as an issue. WHAT ARE YOUR ORGANIZATION'S BIGGEST CONCERNS ABOUT LAUNCHING AN ONLINE BRANDED COMMUNITY? [SELECT ALL THAT APPLY] “Keys to Community Readiness and Growth" by Leader Networks and CMX, 2016
  35. 35. LACK OF VIBRANCY IS THE BIGGEST CONCERN SHARED BY ORGANIZATIONS CONSIDERING AN ONLINE COMMUNITY 35 15% 2% 2% 3% 4% 7% 9% 9% 14% 35% Other We are in a regulated industry Legal concerns We don’t have executive support Members will criticize our companyor say thingsonline that we don’t support Creating newcontent ongoingis a burden We don’t have the staff or expertise to runan online community We don’t understand all the costsassociatedwiththisinitiative long term/it may be too expensive. We don’t understand theoperational impact of running a branded online community The communitywillfail to bevibrant 0% 10% 20% 30% 40% 50% 60% Various others includingstaff time/bandwidthandlackbusiness case WHAT IS YOUR ORGANIZATION'S MOST IMPORTANT CONCERN ABOUT LAUNCHING AN ONLINE BRANDED COMMUNITY? “Keys to Community Readiness and Growth" by Leader Networks and CMX, 2016
  36. 36. 36 Have Or Considering A Community
  37. 37. GAINING TRUST, IMPROVING CUSTOMER SERVICE AND CORE OPERATIONS ARE VIEWED AS BIGGEST BENEFITS COMMUNITY HAS TO OFFER 37 7% 11% 4% 2% 18% 17% 18% 5% 2% 4% 2% 2% 49% 37% 33% 29% 12% 10% 14% 13% 17% 24% 32% 40% 43% 40% 36% 35% 9% 11% 13% 24% 42% 46% 47% 50% 0% 20% 40% 60% 80% 100% Streamline the supply chain Generate direct revenue Reduce costs Generate indirect revenue Improve the “customer journey” Yield feedback to improve core operations Provide better customer service Enable greater trust with your organization Definitely Will Not Probably Will Not May or May Not Probably Will Definitely Will Those who consider their community very successful are more likely to believe that a community will improve the customer journey, reduce costs, generate direct revenue, and streamline the supply chain. USING THE SCALEBELOW PLEASEINDICATE TO WHAT DEGREE DO YOU BELIEVE A BRANDED ONLINE COMMUNITY WILL DO EACH OF THE FOLLOWING. “Keys to Community Readiness and Growth" by Leader Networks and CMX, 2016
  38. 38. 8 IN 10 CONSIDER INTEGRATING CORE BUSINESS PROCESSES INTO COMMUNITY TO BE IMPORTANT Very important 46% Somewhat important 37% Somewhat unimportant 12% Very unimportant 5% HOW IMPORTANT IS IT TO INTEGRATE CORE BUSINESS PROCESSES SUCH AS E-COMMERCE OR CUSTOMER RELATIONSHIP MANAGEMENT INTO YOUR COMMUNITY? 38 “Keys to Community Readiness and Growth" by Leader Networks and CMX, 2016
  39. 39. 39 Firmographics
  40. 40. ORGANIZATION SIZE AND FOCUS Question: What is the size of your organization (number of employees)? 40 Both businessto businessand businessto consumer 31% Business to business 37% Business to consumer 21% Association or membership organization 7% Other 4% ALL ORGANIZATION SIZES WERE REPRESENTED, AS WERE A VARIETY OF ORGANIZATIONAL FOCI. 35% 20% 9% 15% 4% 4% 12% 0 0.05 0.1 0.15 0.2 0.25 0.3 0.35 0.4 Question: What is the focus of your organization? SIZE FOCUS Most “Other” respondents were nonprofits or education “Keys to Community Readiness and Growth" by Leader Networks and CMX, 2016
  41. 41. MANY RESPONDENTS FROM COMMUNITY AND MARKETING BUSINESS UNITS Question: What Department are you in? 41 18% 0% 0% 0% 3% 6% 8% 8% 23% 32% Other Legal HR Finance Sales Strategy Communications Product development Marketing Community 0% 10% 20% 30% 40% 50% 60% Over half of respondents are inthe Communityor Marketing Departments Top Other Responses: Support: 19 IT: 7 Executive: 7 “Keys to Community Readiness and Growth" by Leader Networks and CMX, 2016

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