Mindshare Report - Executive Summary - Social Media Academy

Social Media Academy – Education & Research

Mindshare Report
An Enterprise Social Media Status Report

New ways to create a better customer experience.
New ways to compete for mind & market share.

The full 220 page report is available at
http://www.socialmedia-academy.com/research1

Social Media Academy
228 Hamilton Ave.
Palo Alto, CA, 94301
(650) 384-0057
www.socialmedia-academy.com

© Social Media Academy. 2009

Mindshare Report Executive Summary

Executive Introduction

Enterprise Social Media Assessment
This report provides corporations with insight into social media
in a unique and never seen before way. It illustrates the
widespread adoption of social media by customers regardless of
a company’s level of participation in the social web. The so
called “educated purchase decision” is no longer based on the
paradigms of the past but rather on the synthesis of information
obtained from reading blogs, dialogs in social networks,
participating in online communities, forums, and other social
networking gathering places. Whether it is a high tech
investment decision, the purchase of agricultural equipment, a
consumer good or life insurance, the leading influencer is the
social web.

Tools and methodologies allow comprehensive analysis of the
social web and its constituencies including current customers,
prospects, partners and competitors. The ability to deploy a
systematic and comprehensive assessment of the social web will
have a significant impact on the success of an organization’s
social media based “go to market” strategy.

Social competition – understanding the competitor’s social
ecosystem - adds a new level of complexity but also a new
opportunity to compete more effectively in this modern highly
networked and socially connected global environment.

© Social Media Academy. 2009 2 Report


Why is this research important?
Business leaders underestimate the influence of tens of thousands
of customers writing and reading blogs, asking and answering
questions, discussing best practices and sharing product and
service experience. The cost of advertising cost of sales and cost
of marketing in general has become almost unaffordable – at the
same time its influence has reached the lowest level ever. Business
leaders need to recognize the enormous impact and the actual
effect social media has on organizations regardless of industry or
size.

What does it mean to you?
While this report is based on six randomly selected companies, it
demonstrates a way to answer some very strategic questions.
These questions are germane to all companies of any size or
industry affiliation:

· Do you know for a fact where your customers are in the social web?
· Do you know for a fact what spaces are important to your customers?
· Do you know for a fact what your customer’s issues are?
· Do you have a technique to really LISTEN to your customers?
· Do you know for a fact where your partners are within the social web?
· Do you have a strategy for socializing with your partners?
· Do you know for a fact where your brand is?
· Do you trust that your brand is well reflected in the market?
· Do you know for a fact what people say about your competitors?
· Do you know for a fact how you stand up to competition?
· Do you have an idea how your competitors are using the social web?

If you don’t know the answers, ask yourself what value would it
have to your competitors?



What you need to know about this report

PURPOSE
This study explores the opportunity social media presents to corporations as a result of
deeper insights revealed about their customer base and market. This study is not a
complete Enterprise Social Media Assessment but rather serves to illustrate the level of
customer presence and corporate engagement that currently exists in social networks for
the companies evaluated.

DATA SOURCES
All data and information used within the reports were aggregated without any dialog or
conversation with the respective company. The reports are built exclusively based on
publically available data.

COMPETITIVE THREAT
A competitive threat analysis and vulnerability report as well as recommendation to
compete are not exposed in great detail – however, we provide some insight at the end
of this report

REPORTING TOOLS
The students used a variety of different reporting tools including tools to size a
network, sentiment analysis, authority analysis and several other social media analytics
tools. As part of the education the students worked with a selection of 16 out of over
100 different reporting tools.

ASSESSMENT METHOD
The students used a 5 step methodology which encompasses assessing a company’s
social media landscape, community sentiment, brand representation, partner ecosystem
and competitive environment. A complete, in depth assessment provides the foundation
of a comprehensive social media strategy.

RESOURCES / LIMITATIONS
Conducting a comprehensive assessment of a global enterprise takes a team of 5
experienced consultants approximately 4 weeks to complete. Given the potential
competitive risk – still an investment well spent. The present study does not represent a
full scale assessment but serves as an example demonstrating what trained social media
experts can do.



The six companies of this study

TOYOTA

VODAFONE

DOW CHEMICAL

NEW YORK LIFE

JOHN DEERE

NETAPP

All reports only show some very short extracts
from the complete 220 page report.



Toyota Social Media Research

Toyota
Several hundred thousand customers of the brand are very engaged in the space. But a
significant amount of drivers seem to be very reflective to the engagement of the US
competition. A larger portion of the automobile competition is already happening in the
social web.

Janice Chai-Chang
March 2009

The full 220 page report of all six brands and a list of the used reporting and analytics
tools are available at http://www.socialmedia-academy.com/research1



4.7 MySpace

There are 739,000 results for Toyota related topics on MySpace. Several are devoted to
specific Toyota models like the Toyota Yaris below, which has almost 50,000 friends. It
is unclear if these profiles are indeed company sponsored.

Official MySpace profile of the Toyota Yaris

Sample comments from “Yaris Friends”



Partner Landscape
Toyota supports its dealer network by promoting an option prominently on its home
page that enables an individual to find a dealer in the location of their choosing.
Additionally, they have integrated a feature which provides information on special offers
and pricing available at a given dealer or city identified by the customer.

One of Toyota’s largest distributors, Southeast Toyota, has sponsored its own facebook
group aimed at promoting ideas that can help today’s drivers. The facebook link is
prominently featured on the home page of one of Southeast Toyota’s web site,
www.toyotahighway.com

“Drive Smart” Facebook Group sponsored by Southeast Toyota



Competitive Landscape
Ford significantly exceeds Toyota in Twitter followers. This could be attributed to the
difference between Ford’s Twitter implementation strategy and Toyota’s. Ford US has,
at present, 6 distinct Ford branded accounts focused on promoting specific
conversational threads whereas Toyota has only one official Toyota branded account.

Scott Monty, head of social media at Ford, is running 2 of the Ford accounts: Ford Drive
One and Ford Mustang.

It is not surprising given the level of focus on the Big 3 US automakers in the news that
Ford consistently dominated online chatter. However, Toyota’s favorable sentiment,
75% was 2 points higher than Ford’s which had 73%. Toyota’s negatives (25%) were
also slightly less than Ford’s which came in at 27%.



Vodafone Social Media Research

Vodafone
The brand has a rather engaged customer base of many thousand active and outspoken
advocates. But the company itself seems to use social media primarily as a new and
simple marketing tool – not capturing the opportunity.

Kevin Mannion
March 2009




Company snapshot
Vodafone Group Plc is the world’s largest mobile operator by revenue and has circa 70
thousand employees, 289 million customers, and operations in more than 50 countries
through subsidiaries, partners and affiliates. Group performance in 2008 shows revenue
(in GBP) of £35.5 billion, and as of 31st December a market capitalisation of £74 billion.
The Group operates under the name Vodafone through its subsidiaries, except in the
USA where it operates through its associated undertaking, Verizon Wireless.
Report conclusions
Vodafone enjoys a very strong brand and a huge customer base, and is rightly
considered a leader in high-technology services for consumers and businesses.
However, based on the research findings, it does not appear to demonstrate, in a
strategic sense, a thorough understanding of how social media can be embraced to help
both retain existing customers and win new ones through social advocacy. Vodafone
certainly has the reach and the resources to put a social media strategy into place, but
is at risk of leaving the door open for competitors.

Introduction
This report looks at Vodafone’s level of customer engagement and competitive
transparency in the world’s biggest online marketplace, social media. With an active
and highly collaborative user base of hundreds of millions of people, and growing daily,
social media networks are fast becoming the places where people make up their minds
about brands, products and services.

The research findings indicate that Vodafone has a significant brand following in social
media. However, aside from some notable activities by a small number of departments
and regions, the level of corporate engagement with customers and other influencers
was very low and did not appear to be part of an overall social media strategy.

Vodafone should be concerned that rival operators could quickly discover where millions
of Vodafone’s customers are social networking, and put into place their own programs of
competitive engagement.
The Vodafone social ecosystem
In this report you will find reference to the ‘ecosystem’. This term describes the global
collection of online places where people shared information and opinions about
Vodafone, its products and its services.
Introduction
This report is the result of a research project conducted on behalf of the Social Media
Academy (SOMA). The task was to discover the quantity and quality of information that
could be amassed concerning the level of customer presence and corporate engagement
in social networks, for any given company.

Vodafone, one of six large organizations selected by SOMA, is covered in this report.
Both the research and report were completed without any assistance from Vodafone,
used widely available research tools, and took approximately five man-days of effort.



3.3 An influencer in the ecosystem: Marion Castel

About Marion Castel



Delicious
There were 14,838 bookmarks for Vodafone related pages.

Some of the most popular bookmarks

Corporate websites and connection with social networks
www.vodafone.com is a hub website, primarily designed for people with a corporate
interest in the Vodafone Group Plc. For customers, there were links to 59 different
websites, each serving a specific country or region. The country websites were a mix of
Vodafone branded or partner branded offerings, depending on subsidiary or partner
status in a given country.

Vodafone branded sites offered forums and other online facilities for customers, and
these appeared well attended and active.

Beyond the forums, which seemed designed only for those with immediate problems,
there was no obvious place for customers to get together in a community sense. Also,
there was little evidence of interconnection between external social networks and the
corporate Vodafone websites. For the most part, corporate links back to Vodafone from
social networks took users to the home page of the country website concerned, and
there was little sign of connections from the websites themselves out to public social
networks.



Dow Chemical Social Media Research

Dow Chemical
While Dow is heavily advertising the “human factor”, the company does not live up to
the marketing message, nor has a presence in the social web while several thousand
customers discussing products and services.

Laureen Earnest
March 2009
The full 220 page report of all six brands and a list of the used reporting and analytics tools are
available at http://www.socialmedia-academy.com/research1



Corporate Social Media Highlights
Dow Connect:

The 2009 Jive Software white paper called; The Social Business Imperative discusses in
part the business urgency to embrace contributors inside and outside a corporate
firewall as part of your Social Capital. Dow implemented their software solution to
connect retirees, employees on leave, and current employees through an online
mentoring and referral network called Dow Connect. The measurable benchmark was set
at 10% active participation within one year, which was exceeded within two months of
launch hitting over 4,500 members. Peter Palme has a job description of Talent Manager
@ Dow Chemical – Switzerland. Talent Manager describes fully the transition from
Human Resources nomenclature and mind set.

A Global Review of Social Eco-System

Map Overlay:
Dow Chemical has a presence in 175 countries around the world. The 7162 blog posts
were sporadic across the USA with a concentration in PA, NJ, FL, with the highest in
California. The highest country after the USA is the United Kingdom with 105 posts
followed by Canada with 86 posts.



Students for Bhopal Group on Facebook:

1,250 members – Negative Influence - While this event occurred in 1984 the group
discussions are active and current as of Q1 2009 – twenty five years later.

Group Blogger, Sachin Jain is collecting stories in 2009 on the events from those alive during the
disaster.



Competitive Analysis

Eastman Chemical Company: www.eastmanchemical.com

Note worthy on the Eastman Home page is their Corporate Citizenship message
demonstrated through the REACH program. The objective of the REACH policy is to
determine the hazards of chemicals and to carry out risk assessments in order to
protect human health and the environment.

Their Clear Advantage -“specialty packaging” for Cosmetics profile of “See how Eastman
can bring your designs to life” is very customer centric.

The Social Mind-Set is well integrated in 2009 as evidenced by Eastman receiving the
Malcolm Baldridge National Quality Award after taking a traditional firm and reinvented
itself into a networked organization.

Eastman LinkedIn Community: 2,655 members

Karen Seeh – 500+ connections is a Consultant in the sustainable world conversations

Eastmans’ North American Sales Manager @ Johnson City, TN – name withheld and
Private Status signifies a closed approach to both the internal & external
potential of community.



New York Life Social Media Research

New York Life
Several thousand customers and life insurance agents are discussing and exploring life
insurance related topics in groups and social networks. New York Life as a company is
almost none existing.

Tim Moore
March 2009




3.1 BLOGS
Figure 1: Revealing comments in blog posts

Figure 2: (From JobVent.com – former NYL employee ratings)



Presence:

Figure 3: Yahoo! Groups seem more slanted to the Indian Market

Conversations going on in these Yahoo! New York Life groups:

More ‘recruiting’ type submissions from some of the NYL agents.

Figure 4: These give a MLM feel, not a customer value focus



Key Statistics:
An even closer examination of social conversation data regarding New York Life shows
that, while the company provides a lot of services and has a solid reputation, the below
BuzzGraph 1 shows that very little is being said about the company’s business or its
services. As you can see for the below in BuzzGraph 1, conversations are few, little is
being generated from the company and about the company. It is also noteworthy, that
key components of New York Life’s business model are failing to gain any traction,
discussion or readership. (i.e.; insured, insurer, financial) BuzzGraph 2 below, when we
take off all filters, still it shows a disjointed model.

Figure 5: This shows a dis-jointed keyword context map

1

Figure 6: For the NYL website, this shows the strongest

2

connections



John Deere Social Media Research

John Deere
Several thousand customers of heavy duty agricultural equipment are organized in
several hundred groups discussing and exploring John Deere equipment.

Tom Swift
March 2009




John Deere’s Social Eco-System
4.3 Groups

Results (344 Groups)

Central place where people who own, operate, or service John Deere tractors to meet, buy, sell, and exchange
information about them.

People, Groups and Pages

Results (500+ Groups)



John Deere on Twitter

Creative Thinking for John Deere RE: Twitter
John Deere as a company does not appear to be represented in Twitter.
However there appears to be many active conversations going on about John
Deere related items.



Sentiment Analysis



NetApp Social Media Research

NetApp

Mike Dubrall
March 2009




Social Media Presence

16 NetApp Groups, including
• Over 32,425 bookmarks 18 Groups (376 members tops)
storage mentions (3,000 members
for storage and 1,300 for NetApp
specific)
NetApp Corporate Group
13,000 people/profiles (growing
rapidly)
33 Jobs (some resellers)

Corporate account with less than Blog
1,000 followers
s

NetApp
Lots of individual tweets and
twitterers
• 5,000 + blog mentions
- mostly positive

28 Groups
11 Groups, 66,900 visits 160 videos (27,000 views)
Integrated with corporate
Integrated with corporate site Some buzz about NetApp rap video.
website
Increasingly active
Not very active



LinkedIn - NetApp
NetApp has good exposure on LinkedIn and in many groups. Linkage back to corporate
site could be stronger with articles and events in both places. The level of NetApp
related activity warrants constant monitoring and corporate interaction. Good
extension of the Dual Presence Model with executives very visible.

16 NetApp Groups, including storage mentions (3,000 members for storage and 1,300 for NetApp
specific)
NetApp Corporate Group
13,000 people/profiles (growing rapidly)
33 Jobs (some resellers)

The EMC numbers are significantly higher.



Google Groups
(All Groups) 11 Groups

Yahoo Groups 28 Groups



References, Disclosure and Copyright
References:
The information were gathered from social networks such as
Facebook.com, LinkedIn.com, Twitter.com, MySpace.com, Google.com
Yahoo.com, YouTube.com, Flickr.com, Blogger.com, Digg.com, Delicious.com, various
public blogs as well as the public websites of the respective companies we researched.
The students explored or used a variety of tools to analyze the aggregated data including
licenses or trial versions.

Several trademarks, logos or other imagery are registered or protected trademarks of the
respective companies or intellectual property owner.

Disclosure:
All data, images, conversations or any other type of content that is discussed and
exposed here are based exclusively on publicly available information. None of the
content was gathered through password protected profile access or any other technique
to search or aggregate information.

Copyright:
© Copyright 2009 by Social Media Academy. All rights reserved. No part of this
publication may be reproduced or distributed in any form, physically, electronically
or otherwise by any means, without prior written permission of the publisher.



Contributor
The former Social Media Academy students are now Certified Social Media
Consultants and collaborate with the Social Media Academy Consulting Group. For
more details and joint engagements visit the Academy

Academy:
Axel Schultze @AxelS
(Palo Alto, CA) (650) 384-0057
office@socialmedia-academy.com

The Students (now certified social media consultants)
Janice Chai-Chang @JaniceFL
(Florida) 954-778-3770
riopalmajc@yahoo.com

Kevin Mannion @KevinMannion
Mannionzig +44-20-7193-9575
(UK) kmannion@mannionzigg.com

Laureen Earnest @LaureenEarnest
ThirdCollective 843-754-4082.
(South Carolina) laureen@thirdcollective.com

Mike Dubrall @MikeDubrall
Gilwell Group 925-855-0678
(California) miked@gilwellgroup.com

Tim Moore @TimMoore
SayItSocial 910-547-7699
(Missouri) timmoore@sayitsocial.com

Tom Swift @TomSwift
Denovaco 972-523-7427
(Texas) tom.swift@denovaco.com



Social Media Academy - Methodology Overview
Method Description
Social Media Analyze and understand your market from a social point of view
Assessment One of the most important aspects to understand the social media landscape
methodology from a company point of view is an in-depth assessment. Our assessment
methodology is grouped in 5 major groups:
- Customer mapping and field assessment
- Sentiment Analysis
- Brand analysis
- Partner and alliance analysis
- Competition analysis

The NCP Model Network - Contribution - Participation
Network provides the reach
Contribution is the actual conversation over such networks
Participation is the positive or negative reflection of the contribution.
Conversation is the currency in social media. But only the reflection will tell it’s
value

Cross Functional Social Media is primarily a state of mind - not a campaign
Corporate Social The cross functional social media framework provides the understanding that a
Media Framework social media oriented corporation is actually applying a new state of mind to its
culture and processes. The framework includes all departments such as sales,
marketing, service & support, product management, HR, Logistics, and all other
groups and it’s respective teams.

Dual Presence The Social Media Brand Mechanics
Model The Dual Presence Model help corporations to bridge the gap between brand
focus and public social media groups.

Customer Integrated The Social Media Academy Strategy Model
Social Media Unlike the traditional top down corporate strategies that lead to a customer
Strategy Model behavior or influence, the new strategy model is a horizontal model that
integrates the key constituencies of a market into the strategy.

Social media ROI A financially acceptable and mathematically correct ROI calculation.
calculation method The model to calculate social media ROI is based on the above methods and
principles. Given the holistic view and deep understanding of the eco networks, it
is possible to calculate the financial ROI by taking contribution margin of
externally referred business over the investments made to manage and support a
community.



Social Media Leadership Class

In the leadership class students get a comprehensive understanding of the impact and
opportunities social media has for businesses across all industries. Students will learn
how far the main industries including Agricultural, Financial Services, Automotive, High
Tech, Pharmaceutical and others are in their social media engagement.
Purpose, Objectives & Philosophy
Students learn to understand the opportunity for corporations to develop a better
business experience for a company’s ecosystem, including customer experience. It applies
to all corporate functions including sales, marketing, service, product-development,
logistics, finance, and operations.
Assessment, strategy and planning
The leadership class includes social media assessments, developing a strategy for a
company, creating a complete plan and the launch of a social media engagement. It also
teaches methods to compete with social media and prevent competitive threats.
Methods, models, frameworks
Students will learn to apply a profound set of methods, models and frameworks for a
sustainable social media engagement.
Execution, monitoring, reporting
Students also learn and practice executing a strategy, building a corporate presence with
their teams and all constituencies of an ecosystem, learn how to monitor and report
success and progress.

Executive Circle
The Social Media Academy offers an exclusive Executive Circle for C-Level Executives
only. The Executive Circle is an online education and coaching program focusing on
high level aspects of social media such as market development, social media strategies,
social competition, board level aspects of social media and corresponding topics.

Consulting Assignments
All Social Media Academy certified consultants are accessible through the Social Media
Academy website. Consulting assignments can be made via the Social Media Academy
Consulting Group for larger assignments.



About Social Media Academy

The Social Media Academy is an education and research institute
providing education for business professionals from all industries
on how to best apply social media to their respective businesses.
The main emphasis is to help business managers and consultant
to get a comprehensive education on Social Media, including
strategy development, planning, execution, tools, resources, and
ways to report and analyze development and success and help
understand the evolutionary changes in our society. As part of
the educational development, the Social Media Academy
conducts research exploring the ongoing changes in the field and
supports the continuous learning process as well as monitor
ongoing changes in the field.

The main course is the institute’s leadership class which focuses
on how to plan, implement and engage with social media in all
business areas including marketing, sales, product development,
service & support, logistics, administration and engineering.

The Social Media Academy is based in Palo Alto, California. All
classes are help online to allow location independent education.
More info on www.socialmedia-academy.com +1-650-384-0057


Mindshare Report - Executive Summary - Social Media Academy

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Mindshare Report - Executive Summary - Social Media Academy