Why wouldn't you YouTube?

YouTube, YouTube, YouTube. If you want to upload a video on the Internet, pretty much anyone will default to the web’s standard. And why shouldn’t they? YouTube has been the platform for viral sensations, from huge brands (Old Spice) to kid musicians (Justin Bieber).

The wisdom: “Go where the people are.” It makes YouTube tempting, especially as it continues to expand its features and reach. But there are some things that YouTube can’t do, or doesn’t do so well. There are plenty of other high-quality video platforms with competitive features or specialized markets.

Last night on Twitter I was talking to Craig and Greg Lexiphanic about YouTube, particularly in the context of Government 2.0. Mashable offer seven alternatives to YouTube - from Blip.tv to yfrog. One of the benefits of some of the suggestions is that there is less spam and trolling, which is one of the problems of YouTube. (Craig actually suggests government departments switch off comments on YouTube, because of the moderation overhead.)

This doesn't mean YouTube isn't the right place for some content. Such as Zombies...

Personally, I think the choice of YouTube should be based on the kind of engagement you expect. Content that is of interest to niche audiences, controversial or wasn't designed to be sharable or engaging (i.e. reposted public education TV adverts) may mean that YouTube isn't the right place or it shouldn't be the only place.

I thought this comment on the Mashable post was interesting:

It’s important to place your videos in multiple places, especially if you want to reach a broader audience. You never really know where people are going to discover your content. I’ve put short videos on YouTube that got very few views, but got significantly more on Flickr.

Interesting that the article didn’t mention Facebook as a place for videos. I get tons of activity when I post a video to Facebook.

BTW To Mashable's list I'd also suggest 23video, which offers a complete video site service.

Does getting loud with social media work?

the challenge for advertisers and marketers is to stand out above the general internet noise and create what the industry calls a value proposition for their brands. In this, Facebook has emerged as a crucial platform for social interaction with 750 million users worldwide, as has Twitter with 250 million. But simply having a Twitter "hashtag", which more easily identifies subjects being discussed, or "liking" something on Facebook are no longer enough.

"We are starting to move away from the mad arms race of [increasing] fans on Facebook,"

Timely article from the Guardian. There is a school of thought around social media marketing that basically calls for business and organisations to get online and then follow a strategy of what I call, "getting loud with social media". Success will follow if you can overcome your fears of the medium - you just need to be on it for this to happen.

Today I've been browsing around looking at some major Australian brands and organisations that have an active presence on Facebook. Its pretty a disappointing picture to be honest.

For one well known consumer brand, a recent Facebook post attracted well over a hundred "Likes" and about 50 comments. Sounds like a great reaction? When you look at the actual comments, the largest categories were complaints (6%) and wants (14%). The brand itself was absent in the conversation, but at least some of their fans (3.4%) did at least bother to reply to questions and comments from other people. As a potential customer looking in, there is no evidence that the brand actually cares or is listening to feedback - a missed opportunity.

Another well known and family-friendly brand has a wall full of spam posts and in appropriate comments (e.g. mentioning alcohol) in breach of their own community rules, mixed in with genuine fans/customers. However, there is evidence at least of that brand engaging with people on customer service issues. That good work in customer service and the promotions on their page is being undone by poor community management and moderation.

In another example, a major industry association has attracted about 130 "likes" in about 6 months for their page. Sure, its not harming them but its not adding much value in its current form either.

Personally, in Australia at least, I see smaller consumer-orientated companies doing a much better job of engaging but with a smaller audience. Like Frisk Espresso, who I discovered in Perth recently. They only have about 1,500 fans but the engagement is better at that scale. Its important to recognise that their fan base is probably built on an excellent customer experience in the real world and through promotion at their shop front (that's how I found them). Rather than faking it and expecting noise on social media to make their online engagement successful, they are working social media more smartly than many large (and well resourced) brands. And I'll be back at Frisk when I'm next in Perth.

However, I'm prepared to be corrected. Have you got an Australian example where getting loud with social media (i.e. getting lots of followers or likes) has worked? Or maybe you've got a horror story of where this strategy has crashed and burned?

The impact of being a good host, on enterprise microblogging networks

if a newbie gets a comment to his / her first post within the first week, he / she is 41% more likely to come back and engage again.

Interesting statistic. Welcoming and responding to new users is a well established technique, so its good to see that many of the old patterns apply today. However, the speed of microblogging stream may add an extra dimension of difficultly to the community management task.

From HBR: Six Ways to Find Value in Twitter's Noise

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A nice short article that actually shares some good advice on listening to social media. The author puts forward the following six guidelines to help you avoid making assumptions about the trends you see the data:

  1. Learn about the competitive landscape;
  2. Look for unexpected themes;
  3. Dip deeper into the stream;
  4. Look for user experiences;
  5. Learn why negative words are coming up; and
  6. Learn about conversation dominators.

These guidelines are mostly applicable across all kinds of social media and not just Twitter.

Of course when it comes to listening to social media, it helps if you target something specific like the iPad launch, which attracted over 500,000 tweets. :-)

Don't forget to design a community management model for your social innovation

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As I'm sitting here at the Community Managers' Roundtable, I'm also thinking about Social Innovation Camp coming up this weekend (and kicking off tonight).

Often when we think about this idea of social innovation enabled with Web 2.0 technology, the ideas we come up with relate to some simply Website to meet some global or broad need to collaborate, connect or simply share information. The benefit of course is that simple Web 2.0 technologies can have massive scalability (although the Twitter experience shows that if you are the top of the long tail, good architecture still counts). From small things, big things can indeed grow.

But I'm reminded again today that it is far too easy to get caught up with the lure and magic of the social technologies themselves to create a positive social outcome. But community management is something that needs to be considered in the design of that social innovation. There are a number of areas that come to mind:

  • Marketing - how will community management help you to build and maintain your user base?
  • Supporting Users - not everyone is Web savvy, so how will your help them to get the benefits of your social innovation?
  • Continuous Improvement - when you want to improve how your site works, who are you going to ask for input?
  • Risk Management - are you proactively nurturing a community, to create a positive and trust-based environment? And when issues come up, who and how will you manage them?
  • Infrastructure - what about the community of geeks who maintain your site?
  • Meta-Community Management - that is, managing other community managers (who might be volunteers) that support your site.

There are probably more issues we could list, but hopefully you get the idea that community management has an important role to play in a successful social innovation.

So if you've got a great Social Innovation Camp idea, have you thought about your community management model and how it will support the (not for profit) business model for your site or tool?

Community Management and Government 2.0

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I'm attending the Australian Community Managers' 3rd Roundtable meeting today, in Canberra.

This morning had a government focus, starting with Craig Thomler who spoke about his experiences of managing communities for the Department of Health & Ageing and then facilitated a discussion covering issues such as the use of advertising, viral and organic communities, moderation and risk management.

I then provided an overview of the community management aspects of the Project 8 Online Engagement Guidelines. As I explained this morning, community management - as a function and as a role - is central to the approach we outlined in the guidelines. So far when I've been speaking about the guidelines, I've really provided just an overview of the whole package of materials and the online engagement framework. This time I had a chance to talk about the chapters 4 and 5 from the Online Engagement Guidelines that cover:

  • Community Management How-To; and
  • Roles and Competencies (and Policies).

I then put some of this theory into context by looking at the Gov 2.0 Taskforce itself and the ALRC pilot as case studies.

Considering all the people and experience in the room today, I was very happy with the feedback to the concepts I described:

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This image licensed under Creative Commons BY-NC-ND

This afternoon, @Warlach is talking about his new role at Earth Hour (which is coming up on the 27th March) and later we'll be hearing from Venessa Paech from Lonely Planet.