Posts tagged: mindset

Forget Facebook, Pshaw Pinterest, Toodaloo Twitter: Bringing Social In-house

social media thinkingDespite the pithy title of this post, I’m not actually anti social media. Nor am I in any way predicting its demise. And while I’m disclaiming, let me also say that I don’t consider myself a social commerce expert. But I have been doing retail for almost 28 years and have been involved in e-commerce for about 15 years, and I’ve learned a lot along the way.

And I don’t think we’ve been looking at social in the right way.

The numbers bandied about are spectacular and tantalizing. If Facebook was a country, it would be the third biggest in the world! Over a billion users! But if you think a little deeper about them, they don’t hold up as well. You hear over a billion users and you think that’s Super Bowl audience type numbers. But it’s really not. It’s actually more like 1 billion niche cable channels. You can’t really put a single message out and connect to all of those people in one shot.

There’s lots of talk about the average of 230+ friends each person has and an assumption that our customers will share their shopping experiences with their friends. And they do at times. But those  friends are not all equally influenced by those shares. A number of my Facebook friends are old friends from high school that I connected with once but am otherwise not highly connected. So how open are these types of friends to anything I might share?

Another of my favorites is “time on site.” The average time on Facebook exceeds Google. But what does that mean? And is that a reasonable comparison point? Google is actively trying to get people to click away from their site. That’s how they get paid.

Yet, still, there’s something there. Governments are being toppled with the aid of social media. That’s pretty powerful. So what can we do with it?

social revolution

Well, we retailers tend to be like hammers that see everything as a nail. So we want to figure out how to put a cash register on it. And we’ve seen some highly publicized Facebook stores like 1-800-Flowers and Best Buy’s various attempts. But so many of these have seemed to result in no sales.

OK. Maybe not a store. Then what?

We’ve been flailing about some trying to figure something out. We’ve asked silly questions, and people respond. We’ve tried to amp up our customer service in these channels, and that has been good for PR. We’ve tweeted lots of fun facts and tips. But Twitter is like a river, really. So much is flying past so often, I really have to wonder how much anyone really sees. We have videos on YouTube with some great content that’s fun to watch, and now we’re seeing decent action around shopping on Pinterest.

So some of the stuff we’re doing seems to have some branding value, but I’m not sure we’re making the most of it. For most retailers, orders attributed to social media as a last touch are basically non-existent. But maybe, you might say, click tracking might not really tell you about influence. OK, we asked our customers at Sur La Table. Their self-reported answers say they’re a little more influenced than click tracking would suggest, but it’s nothing to write home about.

Still, I can’t help thinking there’s a lot of power in the idea of bringing people together with the help of some social technologies.

I’m always thinking about what I call the customer engagement cycle. The last step, Referral, is really the Holy Grail. If we can get our best customers to be our best marketers and merchants, we can make that cycle much more efficient and effective. And our customers are WAY more credible than we are. A recent Gallup Honesty poll ranked Advertising practitioners BARELY higher than Members of Congress! Yikes!

Seth Godin gave an amazing speech to the music industry several years ago as the record labels were seeing their businesses tuned upside down by digital downloads – legal and illegal. People were freaking out. But he provided another avenue (one not really taken, but that’s another story) that was largely about the underlying principles of “social.”

He said, and I paraphrase:

“People don’t listen to companies, they listen to people. And, there is something magical about the connection between one person and another person.

There is a large number of people who want to be led…who want to connect…who want to join a tribe.

And you have the ability, from where you stand, to make some of those connections happen.”

So maybe the idea of social is right, but we’re just doing it wrong. Or at least we’re doing it for the wrong reasons. If we want to use social to get cash flowing into the registers, I think we need to look at the opportunity differently.

context mindset purposeI think there are three specific conditions we need to be successful: context, purpose and mindset.

I think context becomes incredibly important. All the social media channels out there have plenty of value for branding, messaging, etc. We run into trouble when we try to make them transactional. Maybe that’s not the best way to use Facebook, Twitter, Pinterest, etc. But that doesn’t mean the idea of “social” can’t benefit transactions. I think it just means we have to implement social capabilities in the right place with the right context. And our sites are different from our Facebook pages, which are different from our stores.

And that’s because each of these environments were constructed for different purposes and as a result customers have different purposes in mind when they visit each. On Facebook, it’s more about seeing what friends are up to and maybe also engaging with some favorite brands. So while people may see our new products or promotions, at the same time they’re also looking at cute babies, political rants, and embarrassing drunken photos that never should have seen the light of day. Our messages can get obscured pretty quickly.

Whereas people coming to our stores and our sites are purposely looking for products, whether to research or buy. They’re pretty open to learning about new products and they’d love to hear about promotions. They have a completely different mindset. And that attitude and inclination can make all the difference.

The mindset when using Facebook and other social media is largely about entertainment. Keeping track of friends, seeing photos, etc. is fun and entertaining. But there’s a lot going on there, and nothing really holds your attention for too terribly long. And even though there is interactivity, it’s still largely passive. But going to a retail store or site is all about shopping and checking out the products! When customers come to our stores, they are clearly much closer to a buying mode than we could expect when they’re just being entertained by social media.

So it’s that sweet spot where that the right context, purpose and mindset meet that we might have the best opportunity to unleash the power of social media. And really, we’ve already proven that some of our best conversion tactics are rooted in concepts of social. For example, customer reviews are a very effective way for people to connect to each other. According to a Nielsen study last year, 70% of people trust customer reviews, and that trust factor is on the rise. Even recommendations are basically a form of social since they’re based on what other people have done. They’re especially social and effective when we frame them as “People who viewed this also viewed” or something similar.

So how do we take these ideas to the next level?

How can we take Seth Godin’s sage advice and find ways to connect our passionate customers from across the country with each other under our brand umbrella?

At Sur La Table, we think we can do that with something we’re calling “My Collections.” The idea is that customers will be able to create – and share on SurLaTable.com – collections of our products. In a sense, it’s a bit like Pinterest on our site. We worked with our partner, 8th Bridge, to create this fun new feature that combines the credibility of customer reviews with the discovery elements of recommendations to take the power of social on our sites to a new level. And it’s really taking off. Customers have quickly created tons of collections to share with other customers, and they’re already demanding new features like the ability to comment more on their collections and the ability to more easily find other collection creators like them. Luckily, these are features we’re already working on!

We’ve also gotten our staff involved. We employ chefs in a lot of stores, and we certainly have them creating and sharing collections. We’re going to work to involve big name chefs we have relationships with. Certainly our store associates are participating. And not only do they create content, but they also benefit from the content created by others. It’s useful for them to learn how customers are putting our products together, and it helps them create ideas for their customers.

We’re really excited about where all of this is going, and I hope you are, too.

What do you think? How are your social programs generating value for your company? Have you tried anything that worked well? Did context, purpose and mindset play a role?

 

You ARE a technology company

In this day and age, pretty much every company is heavily dependent on technology to operate. But if you have an e-commerce operation (or really any sort of transaction website), you are a consumer technology company. The sooner we recognize and accept this fact, the sooner we can get on with leveraging it to our competitive advantage.

We often talk about focusing on our “core businesses” at the expense of everything else. At a conference I attended last week, I heard a number of speakers and attendees reference Amazon as a “technology company” as sort of a dismissal. They were basically saying, “Yes, Amazon has lots of great features and functionality and people rate their experience highly, but they’re a technology company. We’re retailers. We can’t compete on that level with them.” This type of statement draws the obvious retort: “So, then, on what level do you plan to compete?”

While Amazon does generate some revenue from selling technology services, the vast majority of their revenue comes from retailing products. Their financial statements look pretty much the same as most retailers (except they have much bigger numbers and growth rates). But Amazon and other pure play online retailers are not burdened with the type of legacy thinking that exists in a lot of multichannel retailers. They understand full well the value of creating a quality online experience, and they understand that technology is part of their core business.

Competing with Amazon is clearly very difficult for a variety of reasons (price being high on the list), but how many business elements can we abdicate to them before our very survival is at stake? Shifting our mindsets regarding our sites is one key way to claw back into the game.

Our websites are consumer software applications, in many ways like Microsoft Word or Quicken. And this means that online our business is technology.

People use our website applications to accomplish tasks like buying our products, learning more about our products or getting inspiration. Their perceptions about the quality of our applications can absolutely make the difference in whether or not they complete their tasks and whether or not they return to use our applications again.

And their perceptions of our brand can also be influenced by the quality of our site experiences. A study by ForeSee Results on the Internet Retailer Top 100 sites found that people who were satisfied with the online experience of a retailer were 44% more likely to purchase offline. That indicates significant value in making sure the website is a quality software experience.

Our websites are also an opportunity to differentiate from our competitors, particularly if we’re not selling proprietary products. If consumers can buy the same North Face jacket or Nikon camera from a variety of different retailers online, the quality of the online experience will be a contributing factor in the decision.

Let’s do what it takes to include the quality of our site experience in our value proposition.

Here are 3 ways to get started towards becoming a consumer technology company:

  1. Organization
    We will likely need to make organizational structure changes to support a consumer technology focus. I previously made a case for changes in E-commerce IT organization that goes into more detail, but suffice to say the technology strategy and the business strategy need to be not only aligned, but integrated.

    Furthermore, we need think about different types of roles. Software companies have product — not project — managers and product teams who are dedicated to building customer focused product strategies and life cycles. A quick check on the Amazon careers page reveals many product management positions. Do you have product management positions in your organization?

    Check out a typical set of responsibilities from Amazon’s Baby Registry product management gig and note the mix of business and technology functions and responsibilities:

    • Research and identify opportunities for Amazon to further distinguish our Baby Registry offering.
    • Define a long-term product roadmap, including technical, business development and marketing initiatives.
    • Develop new strategic partnerships ad drive day-to-day partner relationships.
    • Conduct business and financial analysis, including forecasting, monitoring, and reporting.
    • Define requirements, and drive customer experience projects and work with all relevant cross-functional areas and our technology teams to guarantee smooth, efficient implementation.
    • Manage bottlenecks, provide escalation management, anticipate and make trade-offs, balance the business needs versus technical constraints, and maximize business benefit while building great customer experiences
    • Work cross-functionally with designers, software development engineers, salespeople, product managers, and other internal partners.
  2. Budget/Investment
    How might our current budgets change if we considered ourselves  technology companies? Maybe not at all, but we should nonetheless re-examine our customer investment strategy in such a light. At the very least, we might consider revamping our budget processes to accommodate a fast moving, highly innovative competitive marketplace where the features and functionality of our website “product” are key parts of our business strategy and our ability to differentiate from our competitors.
  3. In house or outsource?
    Often we decide to outsource technology (and other elements of our businesses) because they are not “core” to our business and other people can do a better and more cost effective job. How does our thinking on outsourcing change if we consider ourselves technology companies? We might still legitimately consider outsourcing or licensing third party software, as many software companies do. However, we might also consider building up true competencies in at least some areas of software design and development because of the need to differentiate and deliver quality branded experiences for our customers.

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Recognizing and accepting the fact that developing an e-commerce operation puts us in the consumer technology business is an important first step to successfully competing in the online marketplace. Once we’ve achieved the consumer technology mindset, we’ve got to take steps to create an organizational structure that executes like a consumer technology company. Without such steps, we will fall further and further behind the companies who are leveraging their technology focus to create the positive customer engagement cycles I discussed in my previous post.

What do you think? Do you think being in e-commerce means you’re in the in consumer technology business? How is your company organized?

Photo credit: Sebastian Bergmann


Retail: Shaken Not Stirred by Kevin Ertell


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