We’re Living In The Dark Ages Of Social Media

If you believe the media and social media “experts”, we’re living in the Renaissance of social media. Novel and creative campaigns like the recent YouTube campaign from Old Spice purportedly demonstrate the power of social in marketing. Hundreds of thousands of blog posts, articles, and books are written every year about how big and small businesses can leverage social media.

If we all believe it to be true, is it true?

No.

We’re living in the Dark Ages of social media. Here are four reasons why:

we value words over substance: look at the blog posts in your RSS reader or on Twitter. Most of the posts are social media 101 posts offering ten tips to use Facebook and Twitter. Even those basic posts often contain little real substance – most of them reflect the same 10 ideas, regurgitated and republished thousands of times by thousands of bloggers and journalists. There are gems too – but those are rare exceptions.

I’m not suggesting that simple is unimportant. Learning must start somewhere. But simple in social media has become the norm, much like artistic elements in the real Dark Ages reflect use of simple geometric designs and patterns.

we reward complacency: Popular bloggers publish post after post containing basic and uninspiring ideas that get re-tweeted hundreds of times not because the posts are interesting – but because it has become important (both to be social and to increase our followers) to be seen as re-tweeting something written by another person. We do this despite study after study showing that the number of followers doesn’t correspond to influence.

Again, there are exceptions – people who create inspiring, intelligent and thought-provoking content. You know who you are – you don’t need your ego stroked by hundreds of people re-tweeting your posts (although that certainly won’t hurt).

we value harmony over debate: when was the last time you saw two people active in social media disagree about anything? It rarely happens. Why is that?

Perhaps disagreement is rare because social media is, after all, “social”. But when everyone is promoting the same concepts (and content), there’s not much room for disagreement.

More importantly, people fear failure. They’re worried about not getting mentioned in someone else’s blog post. Worried about not being invited to speak at an upcoming conference. Worried that their audience won’t buy their next book about social media. And so they stay clear of disagreement and debate – at the expense of progress and innovation. This fear of failure can be very harmful.

we don’t challenge perspectives and traditions: rather than fight to challenge and change perspectives and traditions, we settle by convincing ourselves that we’re looking at the world through a different prism, when in reality, our perpectives are only marginally different.

For example, when we push the boundaries like David Armano did in his recent post in the Harvard Business Review - Fire Your Marketing Manager and Hire A Community Manager – we miss opportunities. We should stop looking for ways to make social media work for us and our businesses, and instead look for ways that we can work with social media.

Rather than thinking in traditional organizational structures (i.e. which person should be responsible for community management), we should consider how we must change our entire organization to empower our social media activities.

Rather than embedding social media into every customer touchpoint, we should be looking for ways we can change our customer touchpoints to better leverage social media.

But surely the media and all those social media experts can’t be wrong!

They can be wrong. And they are wrong.

Ben Kunz, writing about another subject, explained Folie à deux:

Folie à deux means madness of two — a rare psychiatric syndrome in which a delusional belief, or psychosis, is passed from one person to another. There is a story of a woman named Margaret and her husband Michael who adamantly believed invisible people were living in their house spreading dust. The craziness usually starts with a dominant person, called folie imposée, who begins imposing the delusions on others … until it becomes folie à plusieurs, the madness of many.

There are plenty of reasons to believe that the Renaissance in social media is coming. We’ll have to do better than regurgitated social media 101 posts, if we want it to arrive sooner.

We’re living in the Dark Ages of social media. That’s the truth.

Social Media and Ant Colonies

Dozens of articles are written daily about ways that businesses and individuals can leverage Twitter, Facebook, YouTube, LinkedIn, MySpace, and other social networks. Many of these articles assume that one-size-fits-all when marketing on social networks. But for every individual or company that has successfully marketed on social networks, numerous others fail – even when supported by vast marketing budgets and expensive consultants. For example, Cisco tried to imitate Old Spice’s viral social media campaign and nobody noticed.

Why? And what do ant colonies have to do with social media and social networks?

Ants are fascinating insects. E.O. Wilson and Bert Hölldobler, in their 1991 Pulitzer Winning book The Ants, described an ant colony as a superogranism – a vast social network. The ants in the colony communicate with each other by following chemical trails left by other ants.

(Photo by aristeos)

In one sense, the strategy for success on social networks is not vastly different from the chemical trails that ants leave to guide other ants. Companies can leave digital “trails” by connecting users with each other and by engaging users in a dialogue with and about the brand. Old Spice successfully did this in their recent campaign.

If people were like ants and followed “chemical” trails, it would be easy to predict the success or failure of marketing efforts.

People are not like ants. People aren’t “programmed” to follow digital “trails” in the same way that ants follow the chemical trail left by other ants.

There are vast opportunities on social networks. They don’t all revolve around widgets, fan pages and viral videos. If you’re developing strategies to market on social networks, consider how you can differentiate yourself from others, not just in form, but in substance. Bring something new to the conversation. Find a different way to engage your customers. Develop a unique voice. Challenge yourself and your consultants to build new “trails” – like Old Spice did in their campaign – and not to merely recycle those left by others. Don’t feel compelled to do something merely because others are doing it.

How Often Do You Ask Why?

Why do birds fly? Why is the sky blue? Why do you drive a car? Why do I have to wear shoes? Why do I have to go to bed?

Toddlers are relentless in asking “why?” questions.  The questions are driven by sheer curiosity – they want to know about everything and it’s not unusual to hear dozens of “why” questions from a toddler – even if you think you’ve answered their question.

As toddlers become older, they stop asking “why” questions. They’re not less curious – they just assume, more often than not, that they understand “why”.

We all tend to assume – more often than not – that we understand why something happens. In delivering customer service, for example, many people try to correct a problem but rarely try to understand why the problem occurred. When a piece of code breaks, many developers implement quick fixes but often neglect to ask why the code broke (poor Q/A practices? never worked in the first place?).

Toddlers want to be heard and they want to listen. They often don’t really care that you answer their question – but they do care that you listen and they really care when you engage in a discussion with them. For example, a question: “why is the sky blue” can be answered in different ways. One could say that it’s blue because that’s the way the sky looks during the day. Or, one could take an opportunity and talk about the sky being blue on sunny days, gray on overcast days, and gray/black at night when the sun is sleeping. And sometimes, it’s orange or pink.

This is an important lesson for all of us and one we should not forget, particularly when talking to other people, and for those of us running businesses – when talking with our customers and our employees. We should never forget to ask why. If a customer or employee is unhappy and complains, asking a few “why” questions could uncover deeper problems than merely what appears to be the source for that unhappiness. When we answer questions, we should take the opportunity to explain, to probe further, and where possible, educate (if appropriate).

Our customers, employees and people around us want to know that we care about them and their problems, and that we hear them.

We can learn a lot from toddlers.

Startup Tip: Marketing One-To-One

When most people talk about marketing, they talk about broad, strategic tactics focused on large groups of customers or potential customers. Adwords, banner ads, print ads, email marketing – these are all common tactics used by many businesses to market their products and services.

It’s easy to forget that some of the most important marketing opportunities arise when you deal with customers or potential customers one-to-one. The one-to-one marketing opportunities (while providing customer service, answering email, talking with people on social networks) are sometimes far more valuable than broad marketing tactics. Here’s why:

Do you agree?

Goals, Strategies and Tactics

It’s not uncommon for young entrepreneurs to focus on tactics at the expense of also setting appropriate goals and developing core strategies. It’s easy to fall into this trap when you see someone else successfully executing a tactic – and trying to duplicate their success by doing the same thing.

It’s not enough to understand your core business. Without clear goals – and strategies to accompany those goals – tactics could prove to be futile and a waste of time. Here’s why:

If you want to read more about this subject, you might be interested in today’s post on the crowdSPRING blogNew to the world: strategic marketing for startups and small business.

Do you agree that it’s impossible to succeed without clear goals and strategies? Are tactics enough?

What is Your Core Business?

Too often, startups risk getting misdirected by the media and customers to add features and functionality to a product or service that turn out to be collateral to the core business. I believe this is happening now with Gowalla and Foursquare, among others. Both services have recently become media darlings, but neither has managed to break out beyond a relatively modest group of technology enthusiasts.

Last week while at SXSW, I tested both services and believe even more strongly now than I did before SXSW that the feature creep evident in the recent releases from both companies may do more harm than good to their ability to compete with other companies focusing on local advertising (Google, Facebook, and MANY others).

By following the media’s lead (and thirst for more “cool” releases), Gowalla and Foursquare seem to be focused on features collateral to their businesses.

Are Gowalla and Foursquare squandering their opportunities and visibility? I believe they are.

Location based marketing is important, but every website and service will soon be able to execute location based marketing strategies. Importantly, location based marketing is expected to take up a 70% share of all U.S. interactive marketing spending as soon as 2014 – $4 billion in 2015 (up from $34 million in 2009). Companies that don’t focus on their core business will cede leadership and market share to those who do.

As I discuss in this video, there’s a danger when you split your focus and forget about your core business.

Do you think that the features being introduced by Gowalla and Foursquare are critical to their location based advertising models? Why?

Buzzwords and the Credibility Problem

It’s tempting to promote a product, service or company by using popular buzzwords. The formula is simple: pick some buzzwords, string them together in a few sentences, and voila!

Buzzwords can be appropriate and convenient. But 90% of the time, they are misused.

I am growing increasingly sensitive to how I use buzzwords, because I am noticing that I react negatively when others use buzzwords in written and verbal communications. When I start hearing a parade of buzzwords, I conclude that the person isn’t communicating – they’re just stringing together a bunch of words for effect.

I suspect that you too react negatively or that like me, you start to tune out the conversation when you hear many buzzwords. That’s the rub with buzzwords – if everyone uses them, they are no longer unique. Who cares if you have a ground-breaking or viral product if every single other company claims to have a ground-breaking or viral product?

If your audience is tuning you out, your marketing or fundraising message will fall on deaf ears.

There’s an easy solution. Talk with people.

Cut the buzzwords. They are not necessary.

image credit: Zach Inglis

Not Everything That Can Be Counted Counts

It’s tempting for startups to count everything that can be counted. After all, prospective investors and the media are often influenced by numbers of followers, visitors, users, paying customers, etc.

But there are a number of challenges when trying to count everything. Relying too much on statistics can be very distracting and can lead to decision paralysis. Startups that become obsessed with metrics often lose their way.

Many entrepreneurs and business owners forget that not all metrics are important. Albert Einstein famously said:

Not everything that can be counted counts, and not everything that counts can be counted.

Wise words – and most startups (and small businesses) should take those words to heart.

We tend to rely very heavily on metrics (at my company, crowdSPRING) and therefore, are more likely than other companies to become distracted if we don’t smartly pick and choose the metrics that influence our decisions. Sometimes, we make the right decisions and focus on the right metrics. Other times, we make the wrong decisions and lose focus, paying attention to metrics that aren’t nearly as relevant as we mistakenly thought they would be. (Last week, I suggested four questions you should ask when making decisions based on metrics and statistics).

Given the wide availability of good software and plenty of data (from your internal and from many external sources), it’s pretty easy for startups to put together measurements on just about anything.

One of the lessons we’ve learned from our successes and failures: we are more likely to succeed when we spend a greater portion of our efforts discussing and debating what should be counted – and a smaller portion of our effort counting.

Numbers are good – but as Einstein correctly pointed out, everything does not need to be counted.

Do you agree?

image credit: cambodia4kidsorg

Startup Tip: Four Questions To Ask When Making Decisions Based On Metrics And Statistics

People are generally obsessed with metrics and statistics. Some on Twitter constantly talk about their number of followers or the number of lists on which they appear. Those on Facebook talk about how many friends they have. Bloggers talk about how many comments people have left in their blog or the number of times their posts have been tweeted. The media fixates on traffic to websites. Statistics and metrics are everywhere, and most people make decisions based, at least in part, on those statistics and metrics.

In an earlier video, I talked about the types of metrics and statistics that startups and small businesses should monitor. But statistics and metrics can be very misleading, and wrong. Here are four questions I always ask when making decisions based on metrics and statistics:

What questions do YOU ask before making decisions based on metrics and statistics?

Problems Are Opportunities, Not Threats

“Learn from yesterday, live for today, hope for tomorrow. The important thing is not to stop questioning.” – Albert Einstein

People learn best from experience.

Experience tempts us to accept that a particular solution to a problem is the best solution. For example, an engineer who solved a complex technical problem in a certain way might assume that similar technical problems could be solved in the same manner. A marketing person who achieved success with a viral marketing campaign might assume that when they next need to build buzz about a product or service, a viral marketing campaign would be the best way to proceed. An entrepreneur with a successful startup and exit might assume that they can repeat again by simply doing the things that made them successful in the first place.

I was reminded of this when recently talking to my engineering team about scaling crowdSPRING and the different approaches we can take to scale our site.

As we talked about a menu of options (hardware improvements, threading, database scaling, cache strategies, etc.), I was struck by this: we were all relating our personal beliefs based on our experiences with different scaling solutions as if those beliefs and our experiences were the only truth. For example, those who had negative experiences with reverse proxy solutions were critical of such solutions. Those who had good experiences with reverse proxy solutions spoke favorably about them.

Experiences can lead us to stop questioning, and that’s exactly what was happening in our discussion about scaling strategies. That’s a dangerous situation to find yourself because true innovation requires us to see problems as opportunities, not as threats.

It’s natural, when we see problems as threats, to try to solve them quickly and to solve them in ways that we successfully solved other similar problems. And that’s sometimes not unreasonable – solutions that worked for us before are sometimes the best solutions.

But if we want to see problems as opportunities – so that we can innovate and build on our experience, we all must remember to never to stop questioning.