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.
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.
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.
New Research Report: Keys to Community Readiness and Growth. Of the more than 400 marketing and community practitioners who participated in the study, two-thirds are currently running a branded online community, and one-third are considering one but haven’t launched one to date. Study participants came from both business to business and business to consumer organizations and ranged in size from under 100 to over 50,000 full-time employees.
Today, we’re kicking off the Online Community Readiness and Growth Survey. This survey will focus on providing community builders the tools they need to launch successful branded online communities, examining such burning questions as:
What are the best approaches for selling the community internally and gathering executive support?
What should the focus of community strategy and operations be, and what has worked for others?
What factors go into choosing the best platform for the execution of community strategy?
How do the most successful organizations support community professionals?
What technical and tactical pieces need to be in place before launching an online community?
Your content is well-written and well-produced, engaging, even useful. But is your audience really paying attention? We all know what it’s like when someone won’t stop talking — it’s very hard to stay engaged. Have you tried listening to your audience instead?
Another summer brings a new set of Social Business Benchmark study results! For the past three years, in partnership with the Society for New Communications Research (SNCR), we at Leader Networks, conduct an ongoing study on the impact social practices are having on organizations. Unlike the other studies that focus mainly on social media marketing, we examine the social footprint across four important areas: Strategic intentions, operations, staffing, governance and organizational impact.
Who do you trust?
How do companies break through the incredibly high volume of marketing noise to sustain awareness, relevance and preference with consumers? What do consumers care about — and respond to most positively through their actions and choices — when it comes to brand engagement? If consumer loyalty and advocacy are signs of trust, what shapes trust between consumers and a company or brand? What are the characteristics and motivations of the social consumer? What moves them from likes to wants to needs to love it, gotta have it?
Our view is this: consumer choices are increasingly driven by new factors of influence which are not entirely driven by the image that a company markets or projects , but rather, through the demonstrated impact of its actions and behaviors. This is core to our hypothesis about what motivates the social consumer to act.