In our latest research study, “The Business Impact of Online Communities,” we found that almost half (49%) of communities report revenue gains from their online community. This is an exciting proof-point, but it warranted further investigation. What enables some communities to be financially productive while others remain a cost center?
How do organizations track the impact of their online communities? How do they measure expenditures, revenue, and cost savings? How do they link the community to competitive advantage? To get answers to these critical questions, we partnered with Higher Logic and The Conference Board to conduct a survey of nearly 300 marketing and community leaders. Today, we’re pleased to share the results and our analysis in a new Leader Networks study: The Business Impact of Online Communities.
Our events were unique because they delivered something our customers, and prospective customers, couldn’t get anywhere else.
It’s that time of year again – holiday lights, sleigh bells and, of course, predictions for how the year ahead will unfold. Here’s what I see when I look into the snow globe of digital transformation:
There will be a huge shift toward selective customer intimacy.
With the rise of digital solutions, came a proliferation of corporate social engagement activities where all of a company’s customers were welcome to listen and comment online. But not all customers are created equal – and universal access didn’t translate into increased sales. Now, companies realize that hand picking select champions and giving them a differentiated experience has greater yield.
This study “The Business Impact of Online Communities” is designed for marketing and community leaders who need to answer increasingly urgent questions about their community expenditure, returns, and operations.
Digital strategies and programs can help your channel partners deliver more value.
Well-supported partners – whether they’re resellers, distributors, agencies, brokers, or advisors – drive revenue, provide customer support, and advance local relationships. But their contributions have the potential to go way beyond that.
Because they’re on the front lines with buyers, partners get a front row seat to customer demands for new products and services – as well as to customer frustrations with existing products and services. That means partners can play an essential role in resolving conflicts as well as shaping future innovations and offerings.
Partners also have a strong, unfettered understanding of your firm’s strengths and weaknesses. They understand – perhaps better then you do – your market position and where you fit in the competitive landscape. Since they partner with your company, as well as with other firms, they tacitly know who is the best fit for certain buyer situations and why.
Tapping this type of insight from your partners can advance your firm’s understanding of market and buyer needs – and can help you exceed market demand and stand out in a crowd.
The Big List of B2B Online Customer Communities is the most comprehensive list of online B2B customer communities in the world.
It includes big companies, small companies, foundations, and non-profits. We first created The Big List in 2011, featuring 94 communities …and the findings went viral. In 2014, we initiated the process again and the list grew to 126. For the 2016 edition, we are pleased to note that identifying new communities is no longer a challenge! In fact, online communities are now a mainstay of competitive advantage for many B2B firms. So, rather than create a database this year, we analyzed the list of 126 to see how they have changed over time.
Social media has evolved from a broadcast marketing opportunity to something that can be leveraged to serve customers, inform product and service innovations, reduce costs, and boost shareholder value.
Inclusive Marketing strives to create a visual culture that is more representative. Inclusion is different than diversity. Diversity has become an empty term in most organizations, often denoting little more than the checking of boxes and meeting of quotas. It depends on making one group—say men, or white people—the default and everyone else the other. Conversely, inclusion speaks to the quality of experience, where multiple perspectives are sought out and treated equitably.
The first step to becoming an effective social seller is to understand that social selling is a complement to traditional sales methods—not a revolutionary approach that replaces them.