The cost-effectiveness of social media has vaulted it to the top of the list of tools used to improve customer retention. But how do you measure whether social media is affecting your ability to keep customers?

To examine this, let’s look at a case study of a company that has excelled at connecting with customers in social media spaces.

What We Can Learn From Comcast

If you’ve been following companies using social media, then you’re sure to be watching what Comcast is doing.

They were presented with a difficult challenge of dealing with a perception of poor customer service and trying to change that perception.

This is evidenced by over 6300 people who are fans of the Facebook page called “I Hate Comcast.”

They did a combination of things in order to meet their objective. Frank Eliason, who Business Week called the most famous customer service manager ever, started the @ComcastCares Twitter account (he’s since moved on). This has now expanded to multiple Twitter accounts from their digital team that all start with @Comcast, my personal favorite being @ComcastBonnie. They also have several Facebook Fan pages with the Comcast fan page being the primary channel where they provide customer service to Facebook users.

My tweet to Comcast.

In my personal experience, I had an issue with Comcast that I tweeted about and several things happened. Almost immediately, I received a reply from @ComcastBonnie asking if she could assist me. My issue was then transferred to a national response person who told me he was following up on my issue and would get back to me.

It took a few attempts but my cable got installed and I spoke to an amazing person who addressed my issue and was determined to make me happy, despite the issues I faced. So how should Comcast measure whether their efforts mattered? There are a few key metrics I recommend you examine.

#1: Customer Retention Rate

Will I stay with Comcast longer than a customer who never interacted with Comcast’s social media team? Compare the retention rate of customers who interact with social media channels versus those who don’t, whether it is through your customer service efforts and separately for any leads that have been generated.

Each month the customer stays with Comcast is worth a certain amount of revenue to the company. Assign an average dollar value to customers at different points in the life cycle and compare the value of a social media customer versus a non-social media customer based on retention rates.

#2: Decreased Operational Costs

Do customers who get assistance from the social media team tend to contact the customer service phone number more or less? It generally costs less to service a customer online than over the phone, depending on the company’s operational setup. Report how many customers were handled, the average time to resolution, the cost and the savings.

#3: Increased Usage of Self-Help Options

Do customers who interact with the social media team use the online customer service option at your website more or less? Online help centers typically facilitate customers finding answers on their own, which is certainly less expensive than a customer calling the service phone number. Report on how many social media customers went to this section of your site versus non-social media customers and show how much the company saved.

#4: Customer Saves

How many complaints were you able to turn into opportunities? I call these saves. They are customers who exhibited some key actions that can lead to a cancellation, but the customer either comes back or doesn’t cancel as a result of social media interaction. These customers are worth money to your company, so make sure to measure their value in your overall return on investment numbers.

#5: Customer Complaints Turned Into Raves

Do social media customers share their experience with others more or less than non-social media customers? What percentage of social media customers are likely to recommend your company to a friend?

Customers who interact with the company on social sites are more likely to have a “viral” tendency and love to share their positive and negative experiences with their friends, followers and fans. How many shared negative comments versus positive comments do you see? How far did they reach?

#6: Cross-sells

Are social media customers more or less likely to buy additional services? How much revenue was generated from cross-sells directly from social media compared to non-social media customers?

#7: Improved Process Innovations

How many issues handled by the social media service team led to process innovations to prevent the issue in the future? How much money will this save the company in lost customers each year? How much money will it save the company in employee time to handle the issues?

Because social media measurement is fairly new and many companies are just getting started, it’s important to measure everything against a control group so you can compare the rates of change.

For those in the early stages of their social media strategy, the numbers may not be “big” yet, but it’s the propensity of the customer to convert better, be more loyal, be more likely to use online resources and tell their friends about their experience that show the short-term and the long-term value for the company. Empowering customers and social media team members to become change agents and spearhead process improvements that will save the company time and money is priceless!

Comcast has a great story of how they’ve turned social media into a customer retention tool. We are all sad to see Frank Eliason leave Comcast, but we are looking forward to seeing great innovations from Citibank as he takes the helm as senior vice president of social media.

Related Articles:

How to Measure Social Media Return on Investment for the Complex Sale
4 Ways to Measure Social Media and Its Impact on Your Brand
How to Measure Social Media Marketing Performance

How are you measuring social media’s impact on customer retention? Did I miss any metrics that are valuable to your firm? What challenges are you facing in your ability to measure? Let us know in the box below.

Photo Source: http://www.flickr.com/photos/adriarichards/4370031554/sizes/m/in/photostream/

During this interview, you’ll learn how Seth employed new media to promote his latest book and his thoughts on marketing and social media.  Note: Be sure to listen to the complete interview at the bottom of this article.

Mike: What exactly is a “linchpin” and how do I know if I’m one?

Seth: A linchpin is the person we can’t live without—the indispensable person who does work that matters, the person who is trying to stand out as opposed to fit in, the one who’s not easily replaceable, the low-paid cog in the giant industrial machine but, in fact, the person whom we seek out.

If someone says, “We’re going to see Bruce Springsteen,” you know that it isn’t going to be someone who’s like Bruce Springsteen performing. It’s going to be “the” Bruce Springsteen.

I guess the question is, “Can someone put the word ‘the’ in front of your name?” You are “the” Michael Stelzner. There isn’t anybody else who could be doing this interview about this topic because you’re him.

Now, thanks to the Internet, Google and the way the world is changing, anybody who chooses to become a linchpin can.

Mike: Do you think most people who are linchpins know it?

Seth: I think that anyone who is at the edge of what they can be doing is doing that on purpose. They are going through the pain and the difficult work and the risk necessary to do their art, to stand out, and to not just be a noisemaker.

Mike: Do you think anyone has the potential to become a linchpin or is this something that only a small percentage of society will ever achieve?

Seth: The first four words of my book are “You are a genius.” I honestly believe that.

When you were 3 years old and painted something with fingerpaints that had never been painted before, you were a genius. You solved the problem in a way that no-one else ever had.

Everyone has the capacity in some way to do the work of genius. I am not saying that everyone can build a profitable company, that everyone can start a Google, or that everyone can fill a stadium with screaming fans.

What I am saying is if you pick the right endeavor, you ought to be able to do work that matters.

Mike: I love the fact that you regularly talk about how you could even be a linchpin in your “day-to-day” job, like the guy behind the deli counter who’s smiling and greeting the customer. You can play a linchpin role in almost any endeavor, isn’t that true?

Seth: That’s right.

I got a note yesterday from a guy who has a fast-food pizza chain. His pizza is better than any other pizza in the chain. The people who run the chain are giving him a hard time, saying, “We want it all to be the same.”

The reason they want it all to be the same is because then everyone is replaceable. Then all the power goes to the person who writes the manual.

But if you look at your job as a platform for doing art, for being generous and for making changes in people, then you’re both getting paid and stretching yourself to become indispensable. When they hire someone to take your place when you move on to the next job, the place won’t be the same, because you won’t be there.

Mike: Let’s talk about you now. When was the first moment in your life when you realized you were a linchpin?  What was the turning point where you recognized that perhaps you were unique?

Seth: It was in 1976. I was on a lake in Algonquin Park, Canada, teaching a 12-year-old girl how to paddle a 17-foot-long canoe all by herself.

As I was sitting there I realized that I had a tremendous responsibility because I could either just do my job, in which case this girl would go back to her day unchanged, or I could take a chance—I could lean forward. I could connect. I could do something that wasn’t asked of me and maybe, just maybe, I could impact her life and help her deal with her bad temper and help her see a different way of navigating through her day. I did it and it worked.

Mike: What happened next?

Seth: It was an extraordinary feeling. Joanna went from slugging people several times a day—anyone who disagreed with her, boy or girl, she would just deck them—to being somebody who was smart and generous and connected and kind and enjoying her life a lot more.

Fifteen years later, she contacted me and it had stuck. In that moment, I got the chance to matter. That’s sort of addictive.

Mike: Was there some sort of resistance going on in your head, like, “Should I do this? Is she going to snap at me? I’m just going to do this?”

Seth: In the book, I talk about the resistance, which was a term coined by Steve Pressfield in a book called The War of Art. The resistance comes from the lizard brain; the part of our brain that is afraid, that doesn’t want to get laughed at and doesn’t want to make a mistake.

If we look at the people who are reading Social Media Examiner and we look at the huge momentum to fit in and follow the standards, as soon as someone does something interesting on Facebook or Twitter, a hundred people copy it. A thousand people copy it. There’s a lot of desire to not get laughed at and to not be the one who did that thing that everyone talks about. That’s the lizard brain. That’s the part of us that wants to fit in.

What I’m arguing is that the last person in on anything happening on the Internet never profits. The people who win are the ones who figured out how to win before anyone else was even paying attention, before there was a manual, before there was a Dummies book and before it was the standard operating procedure.

Mike: Thanks Seth.  On another topic, did you promote this book any differently than your other books?

Seth: Every time I write a book, I try to take my own advice. With Permission Marketing, I set up a website, www.Permission.com, which cost $400. You give me your email address and I send you one-third of the book for free. That led to 200,000 people giving me permission, which changed everything for that book.

In initiating the Ideavirus, I gave the whole book away for free because it was a book about giving stuff away for free. If you Google the words “idea virus,” it’s still there. It’s still free.

With Linchpin, what I said was, “The mainstream media is clearly dying.” The number of book critics is diminishing.  So I’m going to ignore all those people. I’m not going to send out one piece of mail. I’m not going to send out one review copy to the mainstream media. Not one.”

Instead, I reached out to bloggers and people with followings online and said, “Let me do an interview with you, if you’re interested, because you are the new media.”

The second thing I did was go to the people I have permission to talk to, readers of my blog, and said, “If you make a donation to charity, I’ll send you a review copy of my book a month before anybody else gets it. No strings attached. Review it and share it when you’re done if you like. The only reason we’re asking you to donate money to charity is because we can’t give one to everyone. We just want to give one to people who really care.”

Almost 3,000 people took me up on that offer. The book has been reviewed online probably more than any other book I can think of. The day the book went live and Amazon opened its doors, more than 110 people gave it a review.  All of them had read it. None of them had any other incentive to review it.

The end result of this is that it was the biggest launch of any book I’ve ever done and one of the most successful book launches of the year.

Mike: I’m looking at your book right now and on the back cover, there are a thousand little pictures. Tell me what that’s about. Note: That’s me holding the back cover up…  See any subliminal messages?

Seth: Last year I put a post on my blog that said, “If there’s someone you can’t live without, someone indispensable in your life, send me their picture.”

Flickr has a feature that gives you an email address where you can email pictures to yourself and they show up in your Flickr account. I published that email address. Everyone was sending me pictures that ended up in my Flickr account.

I downloaded those pictures and put them into a mosaic. Here is a gallery of people—ordinary, everyday people like you and me—who matter. That’s the essence of the book.

Mike: I thought that was really brilliant.  In your book you talk about gifts.  Can you explain what gifts are and how social media plays into the whole gifts concept?

Seth: A gift is not a gift if you give something to someone hoping they will give you something back. That is sort of an unequal transaction. It is not a gift.

A gift is what Pablo Picasso did when he painted a painting and you get to see it in a museum. He knew you’re never going to be able to buy one of his paintings. He wanted you to see the art. The point of the art is to change people.

When you help somebody out who asks you a question on Facebook or Twitter because you hope one day they’re going to become a consulting client, you’re making a mistake. While that might be an interesting marketing strategy, it is not a gift.

My argument is that linchpins make art. Art is a generous gift that changes other people.

Mike: If I’m a marketer and my goal ultimately is to market a product or service, can I still give a gift even though my intention is to try to sell something?

Seth: I don’t want to call that a “gift.” I want to call that an opportunity to put ideas in front of people so that you can up-sell them after they trust you. That’s fine, but let’s not get confused.

There are plenty of people who read your site who are happy to respond to a pop-up window: “Welcome to my blog. Sign up for my free newsletter.” That newsletter is designed to have valuable content but also to up-sell people. That’s all good. But that’s not a gift.

What I’m talking about is somebody who gives $100 to charity and doesn’t sign his or her name to the letter. There’s no opportunity for anything to come back to the giver, except for the fact that he or she now feels closer to the mission.

Mike: At the end of your book, you mention Frank Eliason from Comcast as a great example of a linchpin. Why?

Seth: Frank works at one of the most hated companies in America, a cable TV company called Comcast.

On his own, without permission, he started searching Twitter for mentions of the word “Comcast.” If you mentioned Comcast in a tweet, he would get back to you, sometimes within five minutes.  He would tell you who he was and ask you to call him directly, or he would try to troubleshoot you right then and there so that you could get back online or back to TV.

It worked. It worked because it was so out of the box, so generous, so remarkable, so opposite of the way people felt about Comcast.

As a result, Frank’s standing at Comcast goes way up and so does his career.  That’s not why he did it. He did it because he clearly loves the company and he wants to help people. The side effect of his generosity is that he’s set for life now because he’s “the” Frank Eliason.

Comcast then hired a whole bunch of people to sit next to Frank because once the word got out that this was the shortcut to customer service, lots of people started tweeting the word “Comcast.”

The lesson from Frank is “do something that hasn’t been done before.” Do it out of sheer generosity. That’s the lesson.

Mike: One of our Twitter followers asks, “What is the catalyst or tipping point that pushes a follower to be a leader?”

Seth: The Tipping Point by Malcolm Gladwell is a great book that I recommend.  It’s about social movement. I don’t think there’s a tipping point for an individual to go from follower to leader, but I do think there are plenty of catalysts.

The real catalyst, in my experience, is no-one goes from being a follower to being president of the United States. There are lots of kinds of leaders. You can be the president of the safety patrol in fourth grade and you’re doing a little bit of leadership.

What really shifts is if you decide that you’re going to take tiny steps toward leading. Those can be leading in your family or leading in your community.

I really believe that this is a path and not an event. The path starts with leading a few people, volunteering at your local animal shelter and then leading a corps of volunteers to make a change happen.

Mike: Talk to me about your time working with Lester Wunderman. He’s the marketing guru behind the American Express Card and Columbia Record Club. What did he teach you about marketing?

Seth: Lester invented the term “direct marketing.” What Lester understood is that it’s not particularly difficult to hire people to follow the manual. His firm, Wunderman Cato Johnson, grew to be a multibillion-dollar firm, with lots of people doing direct mail and direct marketing for lots of companies.

You don’t need Lester to do that. What you need Lester to do is sit down and invent the gold box on the Columbia Record Club so they can go on TV, or invent the American Express Card as a charge card, not a credit card. These sorts of insights and innovations are what he does for a living.

It only takes a minute to come up with one. The other eight hours a day are spent going to lunch and walking around and smiling at people. But in one minute a day, he’s creating billions of dollars worth of value.

We get so hung up, particularly in a tweetified, Facebooked, blogged world where there’s always one more email to answer. We get focused on how busy we are or even how measured productive we are, as opposed to saying, “What did I do today that was important? What did I do today that no-one else can do?” If you spend a little bit more time on that work, you’ll discover that you have enough money to hire people to do the other stuff.

Mike: So what Lester taught you is to focus a little more of your time on coming up with innovations?

Seth: He helped me see that that’s my only job.

Mike: To the aspiring future linchpin, what would be the best piece of advice that you would give him or her?

Seth: Ship. Fight the lizard brain. Fight the resistance. Whatever it is you’re working on, ship it out the door. Ship often. Put things out there and fail. The more you fail, the more you learn. The person who learns the most wins.

Mike: Seth, thank you very much for your time. You’re an incredible fountain of knowledge.

Seth: It was my pleasure. Thanks for doing the great work on the site.

Listen to the rest of this interview (below) and learn a lot more about Seth and marketing…

What do you think about Seth Godin and his marketing ability? Have you read his books?  Did they leave a mark on you?  Leave your comments below.

Yet, how do you pull off “authentic” while maintaining the company brand message?

It’s tough enough for a small business. What if you’re #2 on Business Week‘s best global brands list, with nearly 400,000 employees across 170 countries?

At IBM, it’s about losing control.

“We don’t have a corporate blog or a corporate Twitter ID because we want the ‘IBMers’ in aggregate to be the corporate blog and the corporate Twitter ID,” says Adam Christensen, social media communications at IBM Corporation.

“We represent our brand online the way it always has been, which is employees first. Our brand is largely shaped by the interactions that they have with customers.”

Thousands of IBMers are the voice of the company. Such an approach might be surprising for #14 on the Fortune 500.

Edgy at 114

At 114 years old, IBM seems to be the Madonna of the corporate world, staying relevant from decade to decade. The first company to build a mainframe computer and help NASA land a man on the moon still holds more patents than any other U.S.-based technology company.

As it turns out, its decentralized social media approach is another milestone in the company’s history—driving unprecedented collaboration and innovation.

IBM lets employees talk—to each other and the public—without intervention. With a culture as diverse and distributed as IBM’s, getting employees to collaborate and share makes good business sense.

“We’re very much a knowledge-based company. It’s really the expertise of the employee that we’re hitting on,” Christensen says.

No Policing

IBM does have social media guidelines. The employee-created guidelines basically state that IBMers are individually responsible for what they create and prohibit releasing proprietary information.

But the document lacks any mention of brand messages or values.

Nor does IBM corporate regulate employee social media activity. Only three people hold social media roles at the corporate level, and oversight isn’t part of their jobs.

“We don’t police. The community’s largely self-regulating, and so there hasn’t really been a need to have someone go about and circuit these boards and blogs,” Christensen said. “Employees sort of do that themselves… And that’s worked wonderfully well.”

17,000 Inside Blogs

IBMers use tools such as Twitter and LinkedIn for external activity, but take advantage of mostly IBM tools inside the company. Internally, 100,000 employees have registered on the blogging platform to rate and comment on posts across 17,000 blogs.

In this vibrant forum, employees exchange ideas, advance conversations and do a little self-promotion of their projects.

An internal wiki serves as a hub of information, drawing well over a million page views every day. Additionally, downloads in the company’s user-generated media library now total 11 million.

An IBM tool called Dogear functions like Delicious, a social bookmarking site. Blue Twit mimics Twitter. A tool called SocialBlue acts like Facebook, helping employees stay connected with former colleagues and get to know new ones.

Like Facebook, the 53,000 or so SocialBlue members share photos and status updates. In IBM’s widely dispersed environment, family photos mimic cubicle-decor and dialogue mimics water-cooler interaction.

Thousands of Voices

Run an online search for “IBM blog” and you’ll find countless IBMers posting publicly on everything from service-oriented architecture to sales to parenthood. If you want to blog at IBM, you simply start.

IBM lists all of its blogs in a simple directory sorted by the name of the blogger.

They share thoughts, ideas, presentations, photos, videos, you name it. In 2006, the IBM mainframe blog hit the big time for posting a series of videos on YouTube that linked back to the blog. The Art of the Sale mockumentaries, in The Office style, lightheartedly poke fun at IBM and corporate sales in general.

www.youtube.com/watch?v=MSqXKp-00hM

Additionally, an estimated 200,000 employees are on LinkedIn, with another 50,000 former employees in alum networks on LinkedIn and Facebook.

The Wisdom of Crowds

Christensen ties IBM’s social media explosion to company “jams.” In 2003, IBM conducted its first jam, not unlike a band jam, bringing employees together in an online forum for three straight days.

“It was a big, online collaborative experiment,” Christensen said. “The first 8 to 10 hours, it was very negative. Over the next 12 hours, the conversation completely changed to being very constructive. By the way, there was no intervention by corporate to say, ‘Hey guys, let’s be more constructive.’ It was completely employee-led.”

“We realized we could trust employees to engage. Employees realized, ‘if we’re within reason, we’re going to be trusted’.”

A couple of months later, IBM opened blogging platforms inside the company.

IBM now includes much bigger and more diverse crowds—as many as 500,000 people in some cases. An innovation jam in 2006 brought together employees—and friends, family and clients—to discuss more than 50 research projects within the company.

From there, they voted on the 10 best, which became incubator businesses that IBM funded with $100 million, all based on “crowd” discussion.

Smarter Planet

A few incubator businesses—intelligent utility systems, smarter transportation systems and electronic health records—were the start of what is now a major IBM movement, Smarter Planet. The initiative puts IBM computing power and problem-solving toward issues like rush-hour traffic or natural disaster response.

It really began as a grassroots movement among employees.

“There are communities that, long before IBM started talking about it, had already congregated online and were talking about these areas. We are very focused on understanding where those communities are and how we can appropriately play with them.”

Christensen himself is one of several authors on the public “Building a Smarter Planet” blog, which highlights ideas and initiatives on the topic, not just within IBM.

Here is a screen shot of the Building a Smarter Planet Blog.

But all the public IBM Smarter Planet discourse is not just about amassing IBMers. Sometimes Smarter Planet projects—which can impact millions—need public support.

“There are communities that are passionate about this, and maybe we can help to amplify some of their voices and really make some of this just happen,” Christensen says. “So social media plays a big role in it.”

The Payoff

IBM invests in creating its own social media tools. But it’s earning that back by monetizing some of those as part of the IBM product portfolio. The other part of the investment equation—employees’ time—doesn’t seem to be a concern, according to Christensen.

That’s because collaboration and knowledge make IBM what it is. And that’s a company with $12.3 billion in earnings on more than $100 billion in revenue with a 44.1% gross profit margin in 2008.

Christensen says to date there’s not an effort to tag a return on investment to its social media efforts.

“I think if you’d ask any senior executive at IBM, ‘How important is it for our employees to be smarter?‘, inherently they understand that these tools can play in helping with that,” Christensen said. “I don’t see myself rarely or ever having that hard conversation on the value of engaging employees in these spaces.”

What do you think about IBM’s social media program? What level of control have you found most effective for your company’s social media efforts? What are your favorite crowd-sourcing tools?  Leave a comment below.

As Scott Monty, head of social media for Ford Motor Company, says, “U.S. brands looking to leverage social networks internationally know that while their messages need to stay consistent regardless of the region, the language, cultural reference points, platform and tactics, all need to be tailored for each market.”

He continues, “Whether it is customer service, IT, HR or product development, there are a number of uses for social media. And when you add to that all of our constituents—customers, employees, shareholders, dealers, retirees—it becomes a very complex assignment.”

Here’s a look at a few of the difficulties and how you can overcome them…

The Information Available

In the past, statistics on social media were difficult to come by and they were not always relevant.  But there are more Internet statistics available today even for social media.  McCann’s Wave 4 Power to the People report  is one resource available to gain insights into how to use social media internationally.

The trouble  with an international social media strategy, as Erik Qualman of Search Engine Watch points out, one size does not fit all. Having more relevant statistics does not get you very far.  You still need to learn how to adapt what you do on social media to effectively connect with people in other countries. And before you can do this, you need to know a bit more about what social media is like over there.

Social Media in Different Regions of the World

A good place to start is to look for general insights into the social media environment in the places you would like to reach.

The Nielsen report Global Faces and Networked Places clearly explains why localization has won the day in many countries and says, “Succeeding in China takes more than producing a translated version; it requires investment in a local infrastructure and a mentality of running a Chinese social network that understands the domestic nuances of social network behaviour rather than simply rolling out a generic social network in Chinese.”

Here are more insights from two social media players well-known in their own countries:

Have a look at this interview of Laurel Papworth in which she gives an analysis on what’s happening in social media in Australia and Southeast Asia.

www.youtube.com/watch?v=LlhEzAdyCIs

Fred Cavazza says, “The main differences in France‘s social media are based on the local offering and local players: Dailymotion, Skyblog, Viadeo, Dofus, BlogSpirit, CanalBlog, OverBlog… and there are 3 distinct groups in France around culinary, political and IT gadget blogs.”

Fred Cavazza raises a good point. Let’s have a look at the main challenges presented by local offerings and local players.  These are areas where you will need to adapt to fit in with what works in the local social media environment.

Cultural Differences in How People Respond to Social Media

Cultural differences always impact how people use social media. Here are some insights from a few culturally minded social media players.

Engagement—Jack Yan says, “There seems to be a gap between Americans and New Zealanders on Twitter usage, for instance. Kiwis, for the most part, seem to engage a bit more and there are relatively fewer accounts, proportionally, made up of automated tweets. There seems to be more of a demand on American tweeters, for instance, to provide a lot of content, and I suspect that this drives the automation. This arguably comes back to the different cultures: one historically more collaborative, the other historically more individualistic.”

Hesitation—France shares a trait with many countries: hesitation and observation before engaging in new social media. Thierry de Baillon says, “Where Anglo Saxons are prone to quickly dive into new platforms and get new habits, Frenchies stick with old ones, watching others acting while taking their time.”

Networking—Lucy Chatburn sees more networking activity on both LinkedIn and Facebook in Turkey than in the UK. “This could be because networking doesn’t come naturally to many British people. And a LinkedIn profile is definitely not seen as an essential career tool in the UK.”

Shyness—Mixi, a leading social network in Japan, added a special feature to make it easier for people to make friends.

Of course, there are many more ways cultural differences impact social media. Before you can find the right way for your business to connect with people on social media platforms in different countries, you do need to:

• Develop cultural awareness
• Do your research
• Adapt your communication and social approach

Evolution in Local Players

Other challenges in international social media are related to changes in popularity of social media platforms.  A snapshot of the social media environment in any country may not remain current for long.  Social media environments change.

Facebook’s growth has had an impact on many countries outside of North America. Orkut’s popularity in Brazil and India is changing.

This is why it is difficult for businesses to know how to:

• Anticipate where to spend time
• Identify the most relevant social media platforms for their business

Good monitoring practices and a local presence are keys to success.

Can Social Media Help Your International Business?

There are many reasons why this is a tough question to answer.  As we have seen above, statistics do not always reflect how people use social media. There are also:

• Different speeds of adopting social media
• Differences in how locals use social media
• Differences in how businesses can use social media in different countries

On the one hand, local statistics can be misleading.  Another culturally minded social media player, Martin Lindeskog points out that “The broadband/high-speed Internet connection is very common here in Sweden.” However, he also notes that “you can’t find many examples of companies that have embraced a new type of media strategy in full scale yet. There is a lot of talk about Twitter, but you don’t see many companies microblogging.”

On the other hand, although statistics only tell part of the story, a detailed view of the local social media environment can give you valuable insights.  According to Fred Cavazza, the social media market in France was evangelized long ago by local players, and this made the road to success easy to maneuver for Facebook in France.

A Source of Inspiration

In addition to connecting with business networking partners abroad, there is another good reason to keep an ear open for what is happening in international social media: there is richness in diversity.  And this can help you stay in tune with social media as it evolves for everyone.

Monitoring how businesses in other countries use social media helps you to:

• Get ideas for new things to try in your own country
• Spot new trends in other areas of the world which might, in time, affect your own industry

As different people around the world adapt social media to their own cultural tastes and the driving forces in their local markets, we are sure to see:

• More innovation
• Different uses for social media in business
• Opportunities to adapt the strategies and tools we are familiar with to new international markets

Observing these changes and understanding why they fail or succeed increase our understanding of what social media is all about.  Although North American businesses are using social media more than businesses elsewhere, there are many examples of innovation and inspiration to be found outside of North America.  This alone is why following international social media is useful to many businesses.

Now, over to you…

• What have you learned by observing social media in other countries?
• What is the most interesting difference in international social media to you?
• What anecdotes can you share about social media in different countries?

Please share your comments with us below.