As an excellent last minute addition, Karl Long wasn’t in the schedule for the summit and delayed the release of attendees to the reception cocktail party, but it was well worth it!  I thoroughly enjoyed his presentation, titled “Employing Your Customers for Fun and Profit”, and had the pleasure of having an interesting conversation with him and some other attendees during the reception party.  So, without further ado, the presenter was:

• Karl Long, Product Manager OVI/Games, Nokia

This session was basically about utilizing social media to get your customers involved to the point where they’re even working for you!

Bullet Point Review!

• Social media is an engine in which to create value.
• Modern marketing theory comes from the last 50 years.
• Companies tend to focus on one motivation – to purchase.
• Tool: trendwatching.com
• Telling people to “pass it on” is a bit insulting to your customer’s intelligence.
• Employ your customers – have them help you create value in a very web 2.0 way.
• Make it easy to join and easy to get better.
• Reward the right behaviors.
• Recognize top performers.
• Allow exchanges.
• Provide rich feedback.
• Experiment.  Fail.  Learn.
• Now’s the time to fail – fail fast so you can succeed sooner.

Points brought up during the Q&A

• If a company can’t survive, do they warrant survival?  Some people see this as a threat – people woill eventually accept it and adopt it, like the internet in general.
• Are there companies that shouldn’t participate in social media?  If you can’t handle transparency, don’t do it.
• How do you convince your company to spend money to fail?  You have to foster the culture to experiment, it’s cheap to try anything with social media.
• Any strategy that relies on containment will fail.
• No walled garden will succeed (Blue Shirt Nation-type internal networks aside)

All in all it was a relevant and humorous presentation by Karl that really deserved better billing!  Check out his blogs at ExperienceCurve.com and Tcritic.com.

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This session took place October 1st and promised to teach those in attendance how marketers can reach very specific groups of users via behavioral targeting, niche social sites, campaigns at specific demographics, hyper targeting and more.  The panel consisted of:

• Chris Saad, Founder and CEO, DataPortability.org
• Will Moss, CEO, ConnectPlatform.com
• Ian Swanson, Founder and CEO, Sometrics

To be honest I didn’t like the unorganized nature the panelists took, but there were some decent take-home notes to be had from the session.

Bullet Point Review!

• Methods to find a niche are Google Search and Twitter Search.
• Don’t just observe, participate.
• Lots of people started with apps and then moved to a main web property.
• Find your audience – use demographics, psychographics, behavioral marketing – find them and partner up.
• Partner with fast growing niche networks or create one if it doesn’t exist yet in the niche you’re interested in.
• Experiment with creative ads with the owners of these networks.
• Advertising is yelling, marketing is having a conversation.
• Learn the social contract and participate accordingly.
• Have a process in place on how to respond and join the conversation.
• Put your money where your mouth is and allocate resources to monitor and respond in social media settings.
• There is a need for a new metric.  Keywords used to tell people, not so much anymore.
• Need for interests to be measured (APML).
• How do you target?  Try – do sample buys, experiment, do lots of little buys.
• Social networks are still cheap to advertise on because they don’t yet perform like traditional ad buys in terms of CPM.
• See what keywords people associate with your brand (quality, sucks, etc).
• Use social networking for lead generation.
• No one’s talking about your product, they’re talking about your brand – so collaborate and build a product that they’ll want to talk about.
• Use social media to saturate a niche market; brainstorm about communities of interest and participate and show your subject matter expertise.
• Use search engines to find individuals and follow them back to their communities.

Points brought up during the Q&A

• You might want to go local before going national – not all products and services scale effectively to a national audience.
• Widgets are the bumper sticker of the web.
• Develop content and specific tags (zip codes, city names, etc.) in targeting.
• Get analytics to see where your traffic is coming from.
• Keyword ads like AdWords, Facebook, MySpace are great for segmentation.
• Hyper targeting is growing in adoption.
• Open Social – create widgets that will work across multiple social networks.
• If you’re going to buy advertising on a social network, you should also participate in that network.
• Be part of that eco system in as many ways as possible.
• Using engagement to see how well ads work can also be used to see what a particular segment is interested in (e.g. how many people mouse over, click, etc.)
• Data portability will break down barriers to entry.
• Using a 3rd party metric contrasts vs. internal and lends credibility and gives you a comparison of you vs. your competitors.

Even the Q&A portion was just an extension of the session, so it was hard to really distinguish what people were asking.  It was a decent session but could have been perked up with a bit more empirical data and maybe some real-world experiences.

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This panel was done differently from the rest at the Social Media: The Marketing Summit conference at the beginning of this month.  Instead of a self-moderated panel, event organizer Lisa Picarille moderated this by grilling the two panelists from Best Buy on Blue Shirt Nation (BSN), their internal social network.  The panelists were:

• Steve Bendt, Sr. Manager Social Technology, Best Buy
• Gary Koelling, Sr. Manager Social Technology, Best Buy

These guys were hilarious AND on target – something that was supposed to help out the advertising guys with selling plasma screen televisions turned into such a great outlet for employees.

Bullet Point Review!

• Started out with a couple hundred users across the network of stores.
• For the first few months it was just a collection of jokes shared with fellow employees.
• Started in June 2006 – by October ‘06 the execs liked it and threw money at them and said, “Grow it.  Fast”.
• They actually gave some of the money back so they could take some pressure off and feel free to fail on the way to growing.
• Used the money to go to the stores around the country to get feedback from employees on what they wanted to use the BSN for.
• It no longer belonged to Steve & Gary; it belonged to the users.
• They needed to build trust – gave out t-shirts and stickers to woo the employees they talked to.
• Part of the success is relate-ability to Steve & Gary but not much.  Gary said, “We can’t be interesting for that long”.
• Members became just as important, if not more, as admins.
• Early on they identified users who had admin potential and promoted some moderators.
• In 2 years they’ve only had to moderate 3-4 posts.
• Mostly users are moderating each other pretty well.
• The average employee age for Best Buy is 22, so these are the social media generation.
• A device/mobile version is coming so execs and higher up employees who rely on these devices more than the average sales clerk can access the BSN readily.
• Have there been any outside benefits? They hosted a video contest to help boost 401-K enrollment – something they thought for sure would fail when the HR department came to them with the idea.  401-K enrollment increased 30% with 40,000 more employees nationwide enrolling.
• Does it help control the “bad stuff” that gets out there?  Not really; they do have about a 50% turnover rate, which is just the nature of retail.
• How do things get acted on?  They pass on feedback to those who need to hear it.  Example: the company was going to announce that they were going to be severely modifying the employee discount and that got leaked to the forums.  Activity skyrocketed with concerned employees who put out there all the reasons why they needed the discount to stay as good as it was.  Management listened and kept the discount unaltered because they not just saw people complaining but saw intelligent discourse on why people wanted it to stay the same, and they agreed.
• There have been a lot of smaller and medium sized issues that corporate has seen on the BSN and acted on.
• Now employees have a voice that matters.
• Has there been an impact on employee retention?  This MAY be coincidental since they have no actual data to back it up, but they did notice that before the BSN, Best Buy had about a 60% turnover rate, and as of a couple of months ago it was down to below 50% for the first time ever.
• Has the venting been positive?  What they see more often than angry venting is organic problem solving & collaboration.  Example: person at store A says they have a fixture that doesn’t look right, person at store B chimes in to tell them it’s the wrong one and who they should call to get the right one.
• They can set up user names like any other social network, but they are traceable back to their employee ID if they break the rules.
• Videos are uploaded almost every day, original music; it’s interesting to watch how people group up, whether it’s by their personal interests, departments they work in, etc.
• BSN is all internal, but one step they took towards being external is BSN Bazaar.  Vendors can set up a room & members can come look up product info.
• Also launched a universal gift registry, GifTag.com.
• Most companies aren’t built for co-creation like this; they’re built for command & control.

Points brought up during the Q&A

• There’s no immediate plan to expand the BSN to consumers.
• When an employee leaves the company, their account is blocked – it’s an HR thing.  They’d love to keep them around; maybe it’s something they can work out in the future.  If they rejoin Best Buy, their account can be reinstated.
• Has there been any correlated rise in sales?  There might be, but they really haven’t been looking at that data or concerned with it.
• Sales aren’t the point.
• Used an open source platform called Drupal to set up the network; had to kill & resurrect it several times in the early days.  Now they have a great relationship with the Drupal developers.
• There haven’t been any cases of management retribution that they know of.  The closest they could remember was that someone complained (rather clearly and thoughtfully) about a particular product line the store carried and their negative opinion of it.  Someone in purchasing, probably related to the decision to carry that line, saw it and asked them to remove all the posts.  They refused because the employee hadn’t broken any rules and they were honoring the social contract.
• Any plans to sell this to other businesses?  No, they’re not in that business.

Fascinating stuff; it’s great that the Blue Shirt Nation has stuck to the social contract of being for the employees and isn’t violating that with some evil corporate agenda.  Sounds like something more retail chains might consider doing.

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