Interactive/Social Media Insights

…and it’s crowdsourced! Peter Kim has a constantly-updated blog post up that lists the social media usage of major companies.

Here are a few examples:

Acura:

• Social networks: Facebook Acura TSX Connect fan page.
• Widgets: Acura RDX Traffic on Yahoo.

Acuvue.  Social networks:  Facebook "Wink" application.³

Addison Avenue.  Crowdsourcing:  Suggestion box.⁷³

Adidas.  Social networks: adidas soccer on myspace; 70% of ROI driven by pass-along, aka "never-ending friending."

Adobe. Tagging: Delicious account used to bookmark primarily tutorials.²

Airplay.  Social networks:  Baseball Gameday Challenge Facebook application.⁵⁶

Marc Danziger is attending the MW HIMSS conference October 23 -24 “Virtual Healthcare: Keeping IT Real.“ He is co-presenting with Revere customer, Florida Hospital – Setting Healthcare IT Strategy in a Web 2.0 World. In 2007 Florida Hospital engaged The Revere Group to assist in the implementation of their portal strategy and requirements. Web 2.0 in the healthcare industry is growing at an incredible momentum and is predicated on the emergence of tools that enable interaction and communication in ways that simply were not possible a few years ago. Florida Hospital is well underway in implementing Web 2.0 strategies throughout their organization. We are proud and honored to work with such an esteemed healthcare organization.

The social networking landscape is vast and limitless from networking for patients – patientslikeme.com to networking for doctors – sermo.com; and incorporating health-related videos, as some hospitals are doing, on YouTube, and the addition of podcasts, blogs and wikis on their own corporate websites as well as related healthcare sites. There are many opportunities to share, be heard and stay informed. We welcome your comments, your experience, and engaging healthcare and web 2.0 questions and insights.

One thing I regret not doing is taking screenshots of my Facebook ‘friend wheel’ (an app that arranges all your Facebook friends in a circle, then shows the links between them all) over the last year. As the circle has grown, the richness of the internal connections has grown as well.

Yesterday, I was on a blogger’s conference call with Coast Guard Commandant Thad Allen, who discussed the efforts by the Coast Guard to use social media tools both as ways to improve internal communication and management and to improve communication between the Coast Guard and it’s stakeholders.

I’ve had some exposure to the military’s adoption of commercial tools like IM, blogging and wiki within secure military networks, but it was interesting to hear the guy at the top of the command chain say things like this:

If you look at the recent coordination in our response to Hurricane Ike, I knew from my own experience as the principal federal official in Hurricane Katrina that we can only be effective to the extent that we empower our leaders on scene and make what they are doing visible to senior leaders without endless routing of information through echelons.

To that extent, we empowered Admiral Papp as the Atlantic Area commander to coordinate directly as the lead operational responder. And to the extent that he needed resources from Pacific Area, they actually coordinated that between themselves without any Coast Guard headquarters intervention, which is probably a first for a major operation.

That said, what they are doing has to be visible to us and using things like chat rooms among senior leaders at the same time we’re using conference calls to using all the modern IT tools we have within the Coast Guard suite to simultaneously make all senior leaders aware of the situation and the operational picture down there is what we’ve got to do. And we should endlessly restless and curious about new ways to do that and flatten the organization.

…it’s everywhere.

Dionne Hintchcliffe is a really smart Enterprise 2.0 thinker, and someone whose blog (at http://web2.socialcomputingmagazine.com/) you ought to be reading regularly.

He has a post up this weekend titled ‘Ten Aspects of Web 2.0 Strategy That Every CTO and CIO Should Know,‘ and you ought to read it.

And you ought to realize that I think he’s fundamentally wrong about several things he discusses.

Let’s start with his list (note: he’s got long interesting explanations of each over at his blog; I’ve brought over the lede for each and them have my own comments below each):

Read more…

So I’m in the middle of designing a set of social media tools for a small post-startup company, and it’s a very different experience for me than the usual discussions I have with clients who are large companies.

Where - in the big companies - I find myself pushing back against HR and legal, here in the small company I find myself echoing some of the concerns that I’ve had to work to resolve.

But what’s most interesting here is this: that a lot of what the tools will do is to enable processes that are already in place. The company has about 4,000 customers, and the staff - including the CEO - spends a few hours a day dealing directly with them. Which is partly why the company grew 60% this year - in the face of a horrible economy.

So where in a larger company, I’m triggering conversations with the tools, and worrying about whether there will be anyone on the company side to participate, here I’m streamlining a process that’s already going on. It’ll be a great learning experience, and I trust that the value added will pay off for the company as well.

Mashable (a blog you ought to put in your RSS reader) links to this perfect example of a company monitoring social media chatter and responding with - so to speak - a hole in one.

A user took some video screen capture of a glitch in the Tiger Woods golf title from EA showing how the ball could be played by walking over a water hazard and swinging as if the pond were dry land.

The savvy folks at EA noticed the video, then produced and posted the following as a video response.

Here’s the video on YouTube.

OK, you may not have Tiger Woods available to do a custom video in response. But watch this video a few times and marvel at the perfection of the aikido here, taking a public criticism and turning it into a viral advertisement.

They saw, understood, decided, acted.

What’s the lesson for you? Well, what will you do when a customer embarrasses you a little bit on YouTube?

One of the features of Web 2.0 is the fact that multiple applications from multiple providers may be combined into one end-user application. That’s generally considered to be a good thing. Sometimes, it’s not.

Ning is a company that provides hosted social media tolls for communities. It’s considered to be a low-cost tool with good - if generic - functionality, and has been one of the success stories in the social media space. Lots of small businesses and nonprofits use Ning, and it’s growth in the last few years has been explosive.

In the product suite we’ll talk about for our clients, it’s been just at the bottom edge, but it’s been on the list.

In response to the perception that the features are somewhat generic, several smaller companies have sprung up that offer additional features to Ning via customer widgets. The leading company in that space is a small company called Widget Laboratory.

Now I don’t have enough information to know what happened or who’s at fault, but the relationship between Ning and Widget Works collapsed, and last week - Ning turned off the functionality of all the Widget Laboratory plugins.

Here’s Techcrunch:

Ning, the build-your-own social network platform, has removed all widgets created by popular premium developer WidgetLaboratory. The news has come without warning and is being met with outrage by a number of users who have spent hundreds of dollars on the widgets to build up their social networks. WidgetLaboratory sells its widgets for around $30 a month, and has managed to become the most popular widget creator on Ning’s platform.

So the first lesson is to be alert to the fact that depending on multivendor solutions isn’t risk-free.

It’s a significant risk in hosted applications, because the vendor manages the live app, not just the codebase (i.e. if you host the vendor’s code, you can determine - in the short term - whether to upgrade your live code).

There’s another lesson, too, which is to see how these events play out in the Web 2.0 world - a world where transparency is considered to be the highest value.

Here’s what Widget Labs had to say (on their new site - their old website was a Ning social network which is no longer accessible):

As promised, here is a complete record of correspondence from August 2nd, 2008 through August 22nd, 2008 between WidgetLaboratory and Ning.

…followed by a list of correspondence.

Ning hasn’t been silent on the issue, but has been much more restrained and corporate in its public face.

…and is losing the PR war.

I can’t comment - at all - on the merits of either side’s arguments, and this post should in no way be interpreted as taking sides one way or the other. I flatly don’t have enough information to have an opinion.

But for those of us playing in the social media/Web 2.0 world - and for companies that will be doing business there - it’s important to remember that the neat things we engineer using multiple vendors, cloud hosted services, and mashed up data - well, those things need to analyzed carefully in terms of risk before you make your company’s communications dependent on them.

And most of all it’s a lesson that in the Web 2.0 market - transparency pays off.

Welcome to my first post blogging on the Revere website. I’m the National Competency Leader for Web 2.0 and Community at Revere, which means that I evangelize within Revere and to our clients about these tools, and I work with clients to strategize and deliver solutions based on them.

More of my professional background is on my LinkedIn profile.

I’ve been blogging for quite some time in my private life, and it’s an interesting thing to see it become a part of my job as well. In the last year, I’ve noted a similar inflection point as the discussions I’ve had with my colleagues and our clients has shifted from “Why would I do that?” to “How do we do that?” - which I do take to be a positive change. Read more…