Forget demographics. It’s all about the socialgraphics
Jan 26th
By Neicole Crepeau, Contributing {grow} Columnist
Traditionally, marketers have researched their customers’ demographics to have a clear idea of their age, gender, income, location, and other traits.
Marketers added psychographics to the mix, allowing them to take into account customer’s interests, values, and attitudes. A step up from the very general information that demographics provide, psychographics enable marketers to speak to customers in a way that resonates with them. Now, in the age of social media and behavioral ad targeting, we have to add another type of data to our arsenal: socialgraphics.
Socialgraphics capture the attitudes, characteristics, behavior, and, most important, motivations of customers online. Understanding an audience’s socialgraphics allows marketers to design internet marketing strategies that attract and retain customers in different online venues.
Socialgraphics helps move your message
The new world of digital marketing requires the kind of research that user experience teams routinely do, but marketers have not always accessed. Yet, it’s critical information for companies looking to deeply engage consumers and really motivate them to take the online actions crucial to the brand.
Demographics and pyschographics may have been enough when marketers were focused simply on online advertising — finding the right keywords to target an audience was enough.
But in the complex digital world of social media, content marketing, email, reviews, etc., marketers need to find ways to get online users to take specific actions, what I call social actions, such as sharing the organization’s content, recommending it to others, opening emails, writing reviews, etc. To motivate users to take action, you first have to understand what motivates them. That requires a much deeper level of knowledge about user’s psyches.
Levels of socialgraphics
To be most effective, marketers need to understand the socialgraphics of their audience at a minimum of two levels:
Audience segmentation. If your demographic segment is “college-educated working mothers of elementary-aged children,” you need to understand the general socialgraphics of this segment, too.
Platform segmentation. An audience segment may behave differently or have varying motivations in different online communities. For example, working mothers may look for emotional support and practical suggestions for balancing work and life in one forum, but be focused on career growth and networking with other professional mothers in another forum. It’s important to understand the user’s motivations within different communities in order to share the right content and engagement opportunities in each community.
The hunt for socialgraphic data
It is possible to find available data to leverage, but chances are, you’ll have to roll up your sleeves and dig deep and make your own observations through focus groups or simply immersing yourself in different groups and platforms to understand what is going on there. Some of the socialgraphic data to focus on are:
- Internet use data—Where do these users congregate online? What sites do they use? What online media do they consume? What times do they use different websites and media? How internet savvy are they?
- Mobile use data—Similarly, what are this segment’s mobile usage traits? Smartphone or not? What activities do they do on their phones? What times are they active?
- Goals and motivations—For different venues, what is the audience segment’s interest or goal in participating? What need does the community fill for this user? What does the user hope to gain?
- Behavior—How does this audience behave online, particularly in different venues? Do they create content or just consume it? Are they frequent sharers or posters? How do their patterns of creating, commenting, or sharing differ and what triggers the differences?
- Emotional and pyschological needs–What emotional needs does a given community fill? What emotional needs is the user filling by participating online? How does the user want to be perceived online or in different communities?
Socialgraphics as competitive advantage
At this point, it appears that few companies do the kind of research necessary to understand user’s socialgraphics. In fact, in a November 2011 McKinsey report surveying marketers, 38% of respondents said that their company had basic demographic data on each customer. But only 18% reported having psychographic data, such as interests or attitudes. It’s probably safe to conclude that even less had socialgraphic data.
In a noisy online world increasingly cluttered with content, understanding your customers this deeply may be the only way to create a point of differentiation for your brand in the long-term.
Does this make sense to you? Are you starting to think about customer online behaviors in your strategies?
Neicole Crepeau a blogger at Coherent Social Media and the creator of CurateXpress, a content curation tool. She works at Coherent Interactive on social media, website design, mobile apps, & marketing. Connect with Neicole on Twitter at @neicolec
This is why you’re not Seth Godin.
Jan 11th
Seth Godin is an insanely successful entrepreneur, marketing author and speaker. Is his social media model of broadcasting without engagement scalable for you too?
I recently received this inquiry from a friend:
I launched a new blog on Sunday. It’s sort of a quote of the day/micro blog for entrepreneurs. It posts each morning at 9:00 and I have it auto-tweet so people can follow it that way.
My question is: Should I begin to follow a bunch of people on that account or should I just use it as a way to have people learn about the blog? My model is Seth Godin’s blog. He has over 137,000 followers but that Twitter account follows 0.
Well, if it works for Seth, why can’t it work for you? Let’s take a look.
To be successful as a social media marketer, you have to find a way to move your content through an engaged network. To achieve this, you need a) a content strategy and b) a network strategy.
Seth certainly provides interesting, consistent, and relevant content and let’s assume my friend does too. In this way, they both have a content strategy that could attract readers.
The second critical issue is “network strategy” … we need a place for all that cool content to go.
Seth Godin is a rare commodity on the social web: A true celebrity. Like Lady Gaga or a famous athlete, Seth has an engaged network purely because of who he is.
If you are reading this blog, I’m guessing you are not a celebrity. If you are, please let me know so I can tell my mother. She doesn’t get the Tao of Twitter thing at all!
So without a built-in network, we have to earn our tribe the old-fashioned way — by actively seeking those who would be interested in us, consistently engaging with those folks, and being authentically helpful. It’s difficult to do this by auto-broadcasting blog post links from a standing start. In fact, it’s probably a recipe for failure.
People don’t want auto-tweeted ads for your blog. They want you. They want to make friends and build new business relationships. And then, maybe, just maybe, they will read your blog posts.
“Seth Godin” is not a scalable business model for new bloggers and there are no shortcuts. To build social media success from scratch, you have to work hard at it — one connection, one blog post at a time.
Right?
Sometimes not having a strategy is the best strategy
Dec 20th
The importance of strategy is woven into the fabric of every consultation and class I teach. I shout it from the mountaintops. And yet, sometimes I break my own rules … and with good reason. In a fast-changing competitive marketplace, sometimes not locking into a strategy is the best strategy.
I have an entrepreneur friend who said that his start-up company has a different direction every three months. On the surface, that may seem extreme, but when you are a small company, even something like gaining a new customer, hiring a new employee with special skills, or a sudden move by a competitor can dramatically create a course correction.
One of the most costly mistakes you can make in business is brilliantly executing an obsolete strategy.
In my particular field, the dynamics are changing tumultously. Right now, building a competency in social media marketing is barely-controlled chaos.
2011 was really a year of “wait and see” for me. And I’m glad I took this approach. It was uncomfortable in some ways but I needed to just let things unfold to see what monetization opportunities would emerge. Here’s what happened:
Although I have been teaching at the college level for several years, the demand for my services shot through the roof in 2011. I was flexible enough to embrace opportunities that didn’t exist at the beginning of the year.
My consulting business shifted dramatically from multi-million dollar companies to multi-billion dollar companies. I think this is where I am more comfortable, but it means I would have to risk more by taking on fewer, larger clients. And can I find the right resources to help me scale in this way? Some big strategic decisions will have to made for 2012.
The speaking schedule also shifted quite a bit in 2011. I evolved and matured as a public speaker and learned that I am very good at this. Do I want to grow the speaking side of the business? The trade-off with travel — is it what I want? I’ll have to bring focus to this area in the next year.
The Tao of Twitter, was released in February 2011 and was a surprise hit (at least to me!). My second book will be released by McGraw-Hill in March and the publisher is expecting big things. This is going to throw me into a new public spotlight and undoubtedly open up more writing opportunities. Should writing books be an emphasis going forward?
And then there is {grow}. Blogging is the favorite part of my job but I have done a poor job monetizing the property, at least directly. I have a new video series coming out in January and a few other ideas but I have definitely sub-optimized these opportunities.
This is a round-about way of saying that it was a very good strategy to NOT have a strategy in 2011. None of these opportunities would have been fully available if I had decided early in the year to wed myself to one defined path.
Now, I need to be clear that although my strategy was in flux, being fully aware of my core competencies and points of differentiation were not. That’s an important distinction. In a dynamic marketplace, remaining open to strategic shifts is OK but it only works if you are clear about how you uniquely create value.
So I’m going to spend a little quiet time over the next few weeks assessing my opportunities, combining them with my passions, and defining the best monetization path and focus for the next six months. Even now, I don’t think I want to lock in completely. Is there even such a thing as a long-term strategy any more?
That’s the way things are playing out for me. What is the role of strategy in your company? How has that changed with the increasing speed of business? How do balance the need to stay numble with the benefit of a strategic plan?









You’re in marketing for one reason: Grow.
Grow your company, reputation, customers, impact, profits. Grow yourself. This is a community that will help. It will stretch your mind, connect you to fascinating people, and provide some fun along the way. I am so glad you’re here.
-Mark Schaefer








