The document summarizes the findings of a study on the connection between social media and enterprise business intelligence/analytics. The study examined how organizations are incorporating social data and methods into their BI strategies and analyses. It found that while enterprises are listening to social media, they have been slow to fully integrate social data and approaches into BI. However, tools are emerging to help bring social insights into enterprise decision making.

1. BeyeNETWORK
Custom Research Report
Social Media AND THE
Enterprise Business Intelligence/
Analytics Connection
THE CORPORATE-SOCIAL CONNECTION
BI AND THE SOCIAL ENTERPRISE
THE STUDY
STUDY FINDINGS
By Seth Grimes, Alta Plana Corporation
1

2. Introduction
INTRODUCTION
S
THE
CORPORATE-
SOCIAL
CONNECTION
OCIAL IS AT WORK, enterprise concerns.
in the home, and just For years, enterprises have looked
BI AND THE about everywhere else, to business intelligence (BI) tech-
SOCIAL
ENTERPRISE
literally, given the rise niques and solutions to deliver
of mobile devices and near-global insights on customer interactions
wireless telephone and Internet and corporate performance, yet
THE STUDY access. We capture experiences and mainstream business intelligence,
interactions—personal and com- designed to operate on transac-
mercial—in video, photos, and mes- tional and operational data main-
STUDY FINDINGS sages and status updates, as well as
in forms that now seem old—email,
blogs, online news, and docu-
ABOUT THE ments—and we share this electronic
Social networks contain
AUTHOR
record with contacts, extended immense business value
social networks, and often anyone for the spectrum of
who cares to look.
It is obvious that social net- enterprise concerns.
works—our connections across
social platforms such as Facebook,
Twitter, YouTube, and LinkedIn—and tained in enterprise data ware-
the messages we exchange—status houses and analytical databases, is
updates, retweets, videos, email, ill-equipped to deal with the torrent
blogs—contain immense business of enterprise-relevant social infor-
value for marketing, customer expe- mation. Tools are evolving, however,
rience, product design, quality, serv- to bring social data to enterprise
ice planning and provisioning, com- analyses; to front-line existing ana-
pliance and fraud: the spectrum of lytical data stores to support social-
COPYRIGHT © 2010 TECHTARGET P SOCIAL MEDIA AND THE ENTERPRISE BUSINESS INTELLIGENCE/ANALYTICS CONNECTION 2

3. INTRODUCTION
platform customer engagement; to with their business missions while
permit social sharing of BI and net- others appear not to have deter-
worked, collaborative BI; and even to mined a best way forward. The
expose enterprise data resources for latter point perhaps explains non-
community and partner use. In integration, to date, of social data or
short, we’re seeing a socialization of methods in BI analyses. Nonethe-
INTRODUCTION data and a socialization of business less, early enterprise social-BI
intelligence. adopters have valuable guidance
The trend is clear, toward Social BI. to share.
THE To keep up, we—users, solution
CORPORATE-
SOCIAL
providers, and industry watchers—
CONNECTION need to understand the type and Social is the fastest-
extent of adoption, to understand growing source of
recent, current, and likely future
BI AND THE market directions. To that end, this enterprise analytical
SOCIAL
ENTERPRISE
study, Social Media and the Enterprise data.
BI-Analytics Connection, was con-
ducted through TechTarget’s
THE STUDY BeyeNETWORK in July-September Social is the fastest-growing
2010. source of enterprise analytical data;
Findings provide a benchmark for social approaches are altering
STUDY FINDINGS Social BI. Individuals are using social enterprise work practices; social
platforms for both personal and pro- channels, with engagement
fessional purposes—this much is informed by analytics, are changing
ABOUT THE obvious—and enterprises, while how corporations interact with cus-
AUTHOR
they have been “listening” to social tomers and the public. BI and ana-
chatter, have been slow to build out lytics are adapting to a social world,
official social presences or to incor- creating competitive advantage for
porate social-derived data or social enterprises that embrace the Social
methods into BI analyses. Some see BI vision. Study findings suggest
little social-presence correlation how.p
COPYRIGHT © 2010 TECHTARGET P SOCIAL MEDIA AND THE ENTERPRISE BUSINESS INTELLIGENCE/ANALYTICS CONNECTION 3

4. The Corporate-Social
Connection
INTRODUCTION
T
THE
CORPORATE-
SOCIAL
CONNECTION
HE ONLINE SOCIAL encompasses employees, business
world is comprised of partners, customers, and the public,
BI AND THE networkers making con- interacting via a wide variety of tra-
SOCIAL
ENTERPRISE
nections and exchang- ditional and electronic touchpoints.
ing messages via social platforms. This is a very expansive view of the
The corporation is a social plat- social enterprise. It sees as artificial
THE STUDY form. Old-style organization charts the distinction between in-person
position the internal corporate and online customer and stake-
players while interconnections are holder interactions.
STUDY FINDINGS defined by in-person, telephone,
instant-messaging, and email
exchanges as well as by information BUSINESS INFORMATION
ABOUT THE sharing via intranets and document- AND ANALYTICS
AUTHOR
management systems and on paper. Whether interactions are facilitated
(Decades of knowledge manage- by and recorded in a customer
ment initiatives have tried and failed relationship management (CRM)
to map information holdings and system, or whether they are (often
flows, perhaps because knowledge undetected and not responded to)
management has always been online forum postings, they gener-
perceived as a cost center that has ate potentially valuable business
never been aligned with revenue- information. If the right data can be
producing activities.) recorded and produced, the busi-
Add outward-facing elements— ness information can be understood,
storefronts, websites, contact cen- and interactions and larger scale
ters, sales organizations, marketing strategy can be optimized, via
and public relations—and you have analytics.
a picture of a social enterprise that What information?
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5. THE CORPORATE-SOCIAL CONNECTION
Social participants are individuals anonymously (or close to it), for
and organizations. They may be instance, on consumer review sites.
identified by a screen name or, in the Some participation is public, on
case of online forums, they may be Twitter or open forums, while other
anonymous although potentially participation, such as text messag-
describable via clues drawn from ing, is private or narrowcast to a lim-
INTRODUCTION ited audience. Extending an old say-
ing, content is king, but context and
connections provide the power
THE Content is king, but behind the throne.
CORPORATE-
SOCIAL context and connections We have, in sum, a dynamic, ever-
evolving social graph that includes:
CONNECTION
provide the power.
pNodes: People and organizations
BI AND THE pEdges: Connections
SOCIAL
ENTERPRISE
their postings and potentially trace- pFlows: How the network is used
able, by both the social-platform pContent: The genie in the bottle,
host and third-party services, via IP the reason for, and the source of
THE STUDY addresses captured in web-server greatest business value, in social
logs, web-browser cookies, and web media
beacons embedded in viewed pages.
STUDY FINDINGS Where there’s a screen name, How do we unlock social’s busi-
there’s a greater possibility of trac- ness value?
ing social activities over time, and
ABOUT THE there’s a likelihood of access to an
AUTHOR
associated profile that may include SOCIAL BUSINESS ANALYTICS
name, age, sex, email address, and Social business analytics can be
short bio. But profile information is defined as the study of each aspect
often closely held by the platform of the social graph in an attempt to
provider and shared only with the discover business-relevant insights.
user’s social-platform friends. Social business analytics may
Some social participants want to include a number of practices.
be found, especially on platforms Search and “listening” allow busi-
designed to provide information nesses to better understand current
openly, such as Twitter, LinkedIn, and prospective customers and
public forums, and public blogs. other stakeholders. Further, by
Some social participants are selling understanding how stakeholder-
themselves and their expertise— participants are interconnected, and
think LinkedIn—while others post how messages propagate through
COPYRIGHT © 2010 TECHTARGET P SOCIAL MEDIA AND THE ENTERPRISE BUSINESS INTELLIGENCE/ANALYTICS CONNECTION 5

6. THE CORPORATE-SOCIAL CONNECTION
social networks, across social plat- formance indicators that go beyond
forms, businesses will improve their social-only quantities such as num-
ability to hear and reach stakehold- ber of friends, followers, and likes;
ers and build communities. By number of retweets, page views, and
studying social content, businesses comments; and number, nature, and
will better understand both stake- growth of online company and
INTRODUCTION holder needs and interests, and also brand mentions. These are interest-
issues and concerns. ing and useful quantities, but only in
Social business analytics allows
THE organizations to hear and respond
CORPORATE-
SOCIAL
to what’s called the voice of the cus- Social business analytics
CONNECTION tomer, complementing and extend-
ing conventional, BI-reliant tech- allows organizations to
niques that support: hear and respond to the
BI AND THE
SOCIAL voice of the customer.
ENTERPRISE pProduct design
pQuality initiatives
pCustomer service and support
THE STUDY pMarketing, advertising, and public exceptional cases do they represent
relations revenue-generating enterprise out-
pCompetitive intelligence comes. Visibility, extent of network,
STUDY FINDINGS pProspecting and lead generation and mindshare don’t generate profit:
sales and cost savings do.
Social enterprises collect and ana- Analysis of measured revenues
ABOUT THE lyze social data to support business and expenses as recorded in enter-
AUTHOR
operations and decision making, yet prise operational systems has until
operations, and customer interac- now—prior to the emergence of
tions, are rarely limited to, or even online, social computing—been the
primarily focused on, social plat- province of enterprise business
forms. For this reason, we need to intelligence initiatives. Naturally, a
consider a more complete definition next step is to extend enterprise BI
of the social enterprise and the role to encompass social interactions,
BI can and should play, and we need data, metrics, indicators, outcomes
to consider metrics and key per- and also social methods: Social BI.p
COPYRIGHT © 2010 TECHTARGET P SOCIAL MEDIA AND THE ENTERPRISE BUSINESS INTELLIGENCE/ANALYTICS CONNECTION 6

7. BI and the Social Enterprise
INTRODUCTION
E
THE
CORPORATE-
SOCIAL
CONNECTION
NTERPRISES NEAR UNI- analysis, and visualization via a vari-
versally look to busi- ety of tools that include spread-
BI AND THE ness intelligence to sheets, reports, dashboards, “cube”
SOCIAL
ENTERPRISE
support operational, views, and graphics. Conventional BI
tactical, and strategic decision mak- capabilities are delivered via desk-
ing, to optimize sales, marketing, top and web interfaces and, in
THE STUDY manufacturing and logistics, finan- recent years, by progressive solution
cial management, customer service, providers, via mobile devices.
and a host of other functions and Conventional BI has been slow,
STUDY FINDINGS initiatives. Many of these applica- however, to embrace unconven-
tions rely on information drawn tional data and sources: network
from corporate transactional and data, text and rich media, click-
ABOUT THE operational systems, information streams and other high-velocity
AUTHOR
about current and potential cus- data. Even uptake of location and
tomers, business partners, and time-series analytics—the ability to
other stakeholders, in addition to crunch geospatial and time-varying
information generated by internal data—has been slow despite rapidly
business processes. growing data availability, accelerat-
ing with the proliferation of sensors
and mobile devices.
BI BOUNDARIES The picture is changing, however,
BI draws primarily on structured as BI evolves to cover unconven-
databases and data files—on data tional data sources that enable
warehouses, data marts, operational enterprises to:
databases, and also spreadsheets
and flat files. Conventional BI sup- pBring social data to enterprise
ports data access, exploration, analyses,
COPYRIGHT © 2010 TECHTARGET P SOCIAL MEDIA AND THE ENTERPRISE BUSINESS INTELLIGENCE/ANALYTICS CONNECTION 7

8. BI AND THE SOCIAL ENTERPRISE
pFront-line existing analytical data The premise is that, for instance,
stores to support social-platform the volume and tone of online brand
customer engagement, mentions, and in particular senti-
pPermit social sharing of BI and net- ment attached to product and serv-
worked, collaborative BI, and ice features, are linked to design and
pExpose enterprise data resources quality, customer service, marketing
INTRODUCTION for community and partner use.
THE SOCIAL-ENTERPRISE
We need to understand
CORPORATE-
SOCIAL
COMMON GROUND where and how to join
CONNECTION A first step toward Social BI should analyses, creating
be to find online and enterprise
common ground. Consider the insights uniquely enabled
BI AND THE questions: What online information by an enterprise-social
SOCIAL
ENTERPRISE
can improve enterprise outcomes, bridge.
and where can that information be
found? Further, before we can
THE STUDY assess possible social-enterprise
analytical integration points, we and advertising reach and effective-
need to understand what insights ness, and other managed, data-gen-
STUDY FINDINGS organizations are already deriving erating business processes, and that
from social data. (Study readers are we can generate analytical lift—
very likely already familiar with the more complete, accurate, and useful
ABOUT THE application of BI to derive business results—when we extend analyses.
AUTHOR
insights from conventional enter- A further step, beyond data, met-
prise information sources, from data rics, and analyses, is to explore how
collected in transactional and opera- analytical methods can be improved
tional systems.) And we need to via the adoption of social practices
understand where and how to join that include sharing, collaboration,
analyses, creating insights uniquely and community building.
enabled by an enterprise-social These points, these needs, are
bridge. considered in this study.p
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9. The Study
INTRODUCTION
T
THE
CORPORATE-
SOCIAL
CONNECTION
HE BALANCE of this 5. How does your organization track
report covers the study social-media mentions of its brands,
BI AND THE done to elicit views competition, and/or concerns?
SOCIAL
ENTERPRISE
about the themes Choose [from a list of business uses].
explored to this point. The study
consisted of a survey conducted 6. How does your organization
THE STUDY between late July and mid-Septem- quantify the value of its social pres-
ber 2011. The questionnaire had ence? Choose one or more [of a list
twenty-one questions as follows. of approaches].
STUDY FINDINGS (Response options are not shown
here but will be listed in the Study 7. How important or beneficial is
Findings section that follows.) having an official, organizational
ABOUT THE social-media presence?
AUTHOR
1. Does your organization use offi-
cial corporate accounts or pages on 8. Does your organization use a
[any of a list of social platforms]? social-media listening or analytics
platform, that is, services (usually
2. Does your organization use, inter- hosted software) that, in their basic
nally, a non-public [social platform]? forms, allow you to track and com-
pute statistics for keywords men-
3. Which of the following [list of] tioned on social platforms?
public/community platforms do you,
personally, use for work purposes? 9. If your organization uses a social-
media listening or analytics plat-
4. Does your organization use social form, how useful or effective is it?
media, externally, for [any of a list of
business needs]? 10. Does your organization use web
COPYRIGHT © 2010 TECHTARGET P SOCIAL MEDIA AND THE ENTERPRISE BUSINESS INTELLIGENCE/ANALYTICS CONNECTION 9

10. THE STUDY
analytics software, that is, allowing ing, and public relations, social
you to track and compute statistics and traditional.
for use of your own websites? pOnline monitoring and analysis,
of brand mentions, for competi-
11. Does your organization use busi- tive intelligence and market
ness intelligence (BI) software, soft- research.
INTRODUCTION ware that supports analysis of opera- pAll forms of BI and analytics.
tional and transactional data to pCustomer/product support via
support business decision making? social/online platforms (“Social
THE CRM”).
CORPORATE-
SOCIAL
12. Does your organization’s BI soft- pTotal customer/product support
CONNECTION ware allow users to post BI objects— via all touchpoints.
reports, tables, charts or other visual-
izations—online to blogs, web pages? 17. What are the top three benefits
BI AND THE you see in incorporating social data
SOCIAL
ENTERPRISE
13. What “signals” would your organ- in BI analyses?
ization like to derive from social
media, or match to social-media post- 18. What are the top three biggest
THE STUDY ings, that you currently can’t? challenges you see in incorporating
social data in BI analyses?
14. Does your organization’s BI soft-
STUDY FINDINGS ware support? 19. Comments? What are the most
useful/lucrative aspects of combin-
15. Does your organization use text- ing social tools, data, and methods
ABOUT THE analytics software or services, that and BI, and what are the pitfalls?
AUTHOR
is, to automate processing and What guidance would you offer to
analysis of “natural language” or others?
“unstructured data”?
20. What is your primary job function?
16. What is your best estimate of
your organization’s July 2010 and 21. In what industry do you work?
July 2011 monthly spending (U.S.
dollars) on software, services and
staff related to: METHODOLOGY AND TOOLS
This survey should be considered
pOnline presence, e.g., websites, qualitative, for heuristic purposes,
official use of social media for an aid in a discovery process that
customer engagement. will guide organizations in their
pAll forms of marketing, advertis- social-BI implementations.
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11. THE STUDY
INTRODUCTION
THE
CORPORATE-
SOCIAL FIGURE 1: Geographic Distribution of Respondents
CONNECTION
BI AND THE The sample design was not scien- those selections is not included in
SOCIAL
ENTERPRISE
tific, not designed to provide a sta- the totals from which selection per-
tistically accurate picture of the centages are computed.
business population. No selection of The author did basic tabulations
THE STUDY respondents was conducted, and and charts in Excel and further ana-
qualifications or restrictions were lyzed survey responses with Super-
placed on responses. Responses to CROSS, a data-analysis and visuali-
STUDY FINDINGS questions about respondent back- zation tool, part of the SuperSTAR
ground will help readers in under- suite from Space-Time Research of
standing any skew seen in results. Melbourne, Australia (www.space-
ABOUT THE TechTarget conducted the survey timeresearch.com). The author is
AUTHOR
with the SurveyGizmo online tool. grateful to STR for allowing use of
There were 283 complete survey the software for this report.
responses and 261 partial The author created many of the
responses. The graphic above gives graphics in the following report sec-
an idea of the geographic distribu- tion with ManyEyes, “An experi-
tion of respondents as discerned by ment brought to you by IBM
IP address. (Clearly the projection Research and the IBM Cognos soft-
used misplaces, toward the equator, ware group” (http:/ /www-
locations with high northern or 958.ibm.com/software/data/cog-
southern latitude.) Analyses draw nos/manyeyes/visualizations/).
on all 530 responses, but not on the ManyEyes is a free online tool that
large number of abandoned survey allows the public to upload and ana-
sessions. All questions included a lyze data and share visualizations.p
“Don’t know” option; the count of
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12. Study Findings
INTRODUCTION
T
THE
CORPORATE-
SOCIAL
CONNECTION
HE FOLLOWING is a pres- cial, corporate and personal use of
entation of study find- social platforms, worded as follows
BI AND THE ings and a number of with the number of responses
SOCIAL
ENTERPRISE
conclusions. The survey (other than “Don’t Know”) in
starts with basic questions, essen- [square brackets]:
tially, Who’s using social media for
THE STUDY business purposes and for what pur- Q1: Which of the following does your
poses? Is business social-media use organization use official corporate
worthwhile? It then asks about ana- accounts or pages on? [n=507]
STUDY FINDINGS lytics use, both tied to social analy-
ses and not, and about the business Q3: Which of the following
insights that respondents (would) public/community platforms do you,
ABOUT THE look to derive from social analyses. personally, use for work purposes?
AUTHOR
The remainder of the survey is qual- [n=529] See figure 2 for chart of
itative, an exploration of top bene- responses.
fits and challenges in Social BI and SEE FIGURE 2 FOR CHART OF RESPONSES.
an invitation to respondents to pro-
vide guidance drawn from experi- Interestingly, personal business
ence. The Findings section con- blogging, Facebook, and Twitter use
cludes with charts on respondent lags official, corporate business
job function and industry. blogging, Facebook, and Twitter use.
These questions were designed to
baseline business social-platform
BUSINESS USE OF SOCIAL utilization—a majority of respon-
PLATFORMS: CORPORATE dents and of companies they repre-
AND PERSONAL sent use social platforms—in con-
A pair of questions contrasts offi- junction with a third question, which
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13. Q
STUDY FINDINGS
INTRODUCTION
THE
CORPORATE-
SOCIAL
CONNECTION
BI AND THE
SOCIAL
ENTERPRISE
FIGURE 2: Use of Social Platforms
THE STUDY
looks at internal corporate use of BUSINESS SOCIAL APPLICATIONS
social platforms: A variety of questions explore busi-
STUDY FINDINGS ness social applications, as reported
Q2: Which of the following does your in the section that follows.
organization use internally
ABOUT THE (not for public consumption)? Q4: Does your organization use
AUTHOR
[n=501] social media, externally, for …?
SEE FIGURE 3 FOR CHART OF RESPONSES. [n=482]
SEE FIGURE 4 FOR CHART OF RESPONSES.
These are not impressive rates of
internal social-platform use, but then These responses mix marketing
it is understandable by anyone who and operational use cases, ones that
has been watching enterprise “knowl- study social-media patterns and
edge management” efforts, which ones that use social media as an
after decades have not proved value engagement channel. The responses
sufficient to prompted widespread do indicate a breadth of corporate
enterprise adoption, that optional, ad social applications. That only one-
hoc (rather than organized) corporate fifth of respondents report that their
social communications would likely organizations do not use external
be the rule for enterprises. social media is encouraging.
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14. STUDY FINDINGS
INTRODUCTION
THE
CORPORATE-
SOCIAL
CONNECTION
BI AND THE
SOCIAL FIGURE 3: Internal Corporate Use of Social Platforms
ENTERPRISE
THE STUDY
STUDY FINDINGS
ABOUT THE
AUTHOR
FIGURE 4: How Organizations Use Social Media Externally
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15. STUDY FINDINGS
How do organizations use social also involve studying social post-
media? ings.) So the question arises,
pThey may study what the public or Q5: How does your organization track
stakeholders post to social plat- social-media mentions of its brands,
forms. competition, and/or concerns?
INTRODUCTION pThey may put out their own infor- [n=382]
mation and wish to know what SEE FIGURE 5 FOR A CHART OF RESPONSES.
reaction is engendered.
THE pThey may engage on a one-to-one Brand and competitive tracking
CORPORATE-
SOCIAL
basis, communicating privately should be seen as a form of busi-
CONNECTION over social channels even if not ness intelligence, even though
publicly. driven by unconventional data.
(Conventional BI is draws from
BI AND THE With 43.7% as reported in the enterprise operational and transac-
SOCIAL
ENTERPRISE
chart in Figure 4, brand/reputation tional systems.) Now we consider
management is the number one social presence, which describes
reported use according to this study. organizational use of social plat-
THE STUDY (Competitive intelligence research forms, whether for information dis-
and lead generation/prospecting semination, community building, or
STUDY FINDINGS
ABOUT THE
AUTHOR
FIGURE 5: Methods Used to Track Social-Media Mentions
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16. STUDY FINDINGS
Q
INTRODUCTION
THE
CORPORATE-
SOCIAL
CONNECTION
BI AND THE
SOCIAL
ENTERPRISE
FIGURE 6: How Social Presence is Quantified
THE STUDY
one-to-one engagement. These Further analysis shows, however,
uses are operational in nature and that if we limit to respondents who
STUDY FINDINGS the insights they generate, together currently use BI software that
with the data collection and analysis extends analyses to social data, fully
processes, should also be consid- 50% see having an official, organi-
ABOUT THE ered BI. So we ask, zation social-media presence as
AUTHOR
extremely beneficial.
Q6: How does your organization Two questions address the utiliza-
quantify the value of its social tion and perceived effectiveness of
presence? [n=397] social-media listening/analytics
SEE FIGURE 6 FOR A CHART OF RESPONSES. platforms:
Is a social-media presence—rates Q8: Does your organization use a
and applications reported in Figure social-media listening or analytics
6—important? We ask, platform, that is, services (usually
hosted software) that, in their basic
Q7: How important or beneficial is forms, allow you to track and com-
having an official, organizational pute statistics for keywords men-
social-media presence? [n=488] tioned on social platforms? [n=287]
SEE FIGURE 7 FOR A CHART OF RESPONSES. and
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17. STUDY FINDINGS
Q9: If your organization uses a 15%, and also awareness rates (over
social-media listening or analytics 201 responded “Don’t know” and
platform, how useful or effective is another hundred did not respond to
it? [n=43] this question) are low. A count of 44
SEE FIGURE 8 FOR A CHART OF RESPONSES. responded that their organization is
using a social-media listening or ana-
INTRODUCTION As can be seen from Q8 lytics platform, and 43 of those 44
responses shown in Figure 8, both responded to Q9 with no negative
utilization rates (as shown), at only experiences in their platform use.
THE
CORPORATE-
SOCIAL
CONNECTION
BI AND THE
SOCIAL
ENTERPRISE
THE STUDY
STUDY FINDINGS
FIGURE 7: Importance of Having an Official, Organizational Social-Media Presence
ABOUT THE
AUTHOR
FIGURE 8: Utilization and Perceived Effectiveness of Social-Media
S
S Listening/Analytics Platforms
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18. STUDY FINDINGS
INTRODUCTION
THE
CORPORATE-
SOCIAL
CONNECTION
FIGURE 9: Enterprise Analytics Use
BI AND THE
SOCIAL
ENTERPRISE
Of the minority of respondents support business decision making?
whose employer is using a social- [n=281]
media listening or analytics plat-
THE STUDY form, the vast majority see the plat- Fewer than half of organizations
form as at least somewhat useful or use either web analytics or BI
effective. according to responses. This figure is
STUDY FINDINGS surprising, particularly for BI, given
that survey outreach relied heavily
BUSINESS/WEB ANALYTICS on BeyeNETWORK channels.
ABOUT THE UPTAKE AND THE SOCIAL LINK
AUTHOR SEE FIGURE 9 FOR A CHART OF RESPONSES.
Two questions look at enterprise
analytics use—at web analytics and
BI—including whether analytics is
linked to social data. BI MODES
Next we look at BI modes: whether
Q10: Does your organization use web software supports online sharing,
analytics software, that is, allowing what business “signals” organiza-
you to track and compute statistics for tions (would) look for in social
use of your own websites? [n=237] sources, and the extent of support
by BI software used for extended
Q11: Does your organization use busi- information types, text analytics in
ness intelligence (BI) software, soft- particular.
ware that supports analysis of opera- The first BI modes question—and
tional and transactional data to the assumption is that respondents
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19. STUDY FINDINGS
Q
INTRODUCTION
THE
CORPORATE-
SOCIAL
CONNECTION
BI AND THE
SOCIAL
ENTERPRISE
FIGURE 10: Online Sharing of BI Objects
THE STUDY
have in mind BI on conventional do/would respondents seek in social
sources, on operational and transac- sources?
STUDY FINDINGS tional data—is:
Q13: What “signals” would your organ-
Q12: Does your organization’s BI soft- ization like to derive from social media,
ABOUT THE ware allow users to post BI objects— or match to social-media postings, that
AUTHOR
reports, tables, charts or other visual- you currently can’t? [n=295]
izations—online to blogs, web pages? SEE FIGURE 11 FOR A CHART OF RESPONSES.
[n=283]
SEE FIGURE 10 FOR A CHART OF RESPONSES. It is illuminating to look at rela-
tionship ratios, crossing Q6 (X-axis,
Forty-six percent of respondents across) and Q13 (Y-axis, down)
are uninterested in online BI sharing! responses: which desired “signals”
It is important to note that sharing is match disproportionately with
the first step in online BI collabora- which methods of quantifying social
tion, so by extension, close to half of media presence?
respondents are not interested in The graphic shown in Figure 12
online BI collaboration. was produced with the SuperCROSS
How would BI extend to online data analysis tool. Yellow cells have
information? What business drivers a higher-than-expected relationship
COPYRIGHT © 2010 TECHTARGET P SOCIAL MEDIA AND THE ENTERPRISE BUSINESS INTELLIGENCE/ANALYTICS CONNECTION 19

20. STUDY FINDINGS
INTRODUCTION
THE
CORPORATE-
SOCIAL
CONNECTION
BI AND THE
SOCIAL
ENTERPRISE
FIGURE 11: Business Drivers Sought in Social Sources
THE STUDY
T
STUDY FINDINGS
ABOUT THE
AUTHOR
FIGURE 12: Relationship Ratios
COPYRIGHT © 2010 TECHTARGET P SOCIAL MEDIA AND THE ENTERPRISE BUSINESS INTELLIGENCE/ANALYTICS CONNECTION 20

21. STUDY FINDINGS
ratio and grey cells indicate lower- again, specific transaction or offline
than-expected relationships. customer interaction.
So we see, for instance, that: pAnd tellingly, organizations that
don’t measure their social pres-
pOrganizations that measure social ences would like to start with
INTRODUCTION success by ”ability to respond to” socially posted “product or service
and “resolve customer issues” dis- issues” and are least interested in
proportionately prize being able to a more complicated signal, “spe-
THE detect product and service issues cific transaction” or “offline cus-
CORPORATE-
SOCIAL
and ability to find the specific tomer interaction.”
CONNECTION transaction or offline customer
interaction associated with a Moving on to the next question:
social posting.
BI AND THE Q14: Does your organization’s BI
SOCIAL
ENTERPRISE pOrganizations that measure social software support …? [n=378, 378,
success by “ability to personalize 380]
and localize” prioritize ability to SEE FIGURE 13 FOR A CHART OF RESPONSES.
THE STUDY find “poster’s transaction history
and lifetime value” and “product The list of BI vendors most
or service issues.” frequently cited by respondents,
STUDY FINDINGS both using solutions for social
pOrganizations that measure media analyses (SMA) [n=41] or
“response to social marketing cam- not [n=63], tabulates as shown
ABOUT THE paigns” need signals that include in Figure 14.
AUTHOR
“poster’s intent” (e.g., to make a These figures roughly track BI
purchase or product inquiry) and, vendor market shares as reported
Q
C urrently Do not us e Unknown Total
us e
Inclusion of social data in 13.5% 50.0% 36.5% 378
analyses
Social-network analysis 14.0% 51.3% 34.7% 378
Social methods such as 17.6% 47.1% 35.3% 380
collaborative development of
BI objects (reports, pivot tabl es,
charts)
FIGURE 13: Activities Supported by BI Software
COPYRIGHT © 2010 TECHTARGET P SOCIAL MEDIA AND THE ENTERPRISE BUSINESS INTELLIGENCE/ANALYTICS CONNECTION 21

22. STUDY FINDINGS
INTRODUCTION
THE
CORPORATE-
SOCIAL
CONNECTION
BI AND THE
SOCIAL
FIGURE 14: BI Vendor Solutions used for Social Media Analysis
ENTERPRISE
by analyst firm surveys. (Note that a vidual or department use of text
THE STUDY number of the Microsoft responses analytics within an organization
are for back-end SQL Server Analy- may exist unknown to others in the
T
sis Services rather than for user- organization.
STUDY FINDINGS facing BI interfaces.) So only a small The list of vendors/products pro-
proportion of BI users are currently vided by respondents, whether
bringing social data into their analy- using text analytics for social-media
ABOUT THE ses, and those who are use tools analyses or not, was not useful for
AUTHOR
from their conventional BI providers. reporting purposes.
The next question asked about
text analytics,
SPENDING SIGNALS
Q15: Does your organization use text Spending—current and planned—is
analytics software or services, that is, a strong indicator of true interest
to automate processing and analysis and intent relating to an emerging
of “natural language” or “unstruc- technology. Survey question Q16
tured data”? [n=249] effectively asked: To what extent
SEE FIGURE 15 FOR A CHART OF RESPONSES. have you “put your money where
your mouth is”?
Here, 134 out of 383 responses
were “Don’t know,” almost one- Q16: What is your best estimate
third, so clearly awareness of indi- of your organization’s July 2010 and
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23. STUDY FINDINGS
INTRODUCTION
THE
CORPORATE-
SOCIAL
CONNECTION
FIGURE 15: Use of Text Analytics Software or Services
BI AND THE
SOCIAL
ENTERPRISE
July 2011 monthly spending (U.S.
T
TOP 3 BENEFITS
dollars) on software, services, and The following survey question—
THE STUDY staff.
Q17: What are the top three benefits
Unfortunately, most of the 80 you see in incorporating social data in
STUDY FINDINGS responses were only partial, BI analyses?
addressing some but not all or even
most of Q line items, and the
the —is that first of three that looks for
ABOUT THE response characteristics render qualitative, textual responses. Our
AUTHOR
them not usable for analyses. analysis looks first at most frequently
FIGURE 16: Most Frequently Used Words
COPYRIGHT © 2010 TECHTARGET P SOCIAL MEDIA AND THE ENTERPRISE BUSINESS INTELLIGENCE/ANALYTICS CONNECTION 23

24. STUDY FINDINGS
INTRODUCTION
THE
CORPORATE-
SOCIAL
CONNECTION
BI AND THE
SOCIAL
ENTERPRISE
FIGURE 17: Words Following "Understand"
THE STUDY
used words. In the graphic shown in TOP 3 CHALLENGES
Figure 16, which was produced with We use another word cloud in Fig-
STUDY FINDINGS IBM’s ManyEyes tool, size of the ure 19 to render free-form responses
word corresponds to usage fre- to the following question:
quency. Orientation (horizontal and
ABOUT THE vertical), spatial arrangement, and Q18: What are the top three biggest
AUTHOR
font color are not relevant. challenges you see in incorporating
Another ManyEyes visualization, social data in BI analyses?
Figure 17, a word tree, shows the
words that immediately follow the Again, responses speak for them-
word “understand.” Graphical size selves. Challenges respondents see
of the following words is in propor- include information content, analyti-
tion to frequency of use: “customer” cal possibilities, cost, security, under-
appears after “understand” four standing, handling of “unstructured”
times and “what” appears three inputs, quality, value, and so on.
times. The word net graphic, shown in
Figure 18, a word net visualization Figure 20, explores concerns con-
centering on “customer,” shows a nected to “social,” with significant
network of related terms and con- subnets for “social data” and “social
cepts. media.”
COPYRIGHT © 2010 TECHTARGET P SOCIAL MEDIA AND THE ENTERPRISE BUSINESS INTELLIGENCE/ANALYTICS CONNECTION 24

25. STUDY FINDINGS
INTRODUCTION
THE
CORPORATE-
SOCIAL
CONNECTION
BI AND THE
SOCIAL
ENTERPRISE
FIGURE 18: Terms and Concepts Related to "Customer"
THE STUDY
COMMENTS AND GUIDANCE Reservations
There were many comments/ p[It’s] still early days for social
STUDY FINDINGS responses to the following questions: BI—limited market, mainly for
consumer-led apps.
Q19: Comments? What are the most pI don’t believe it is worthwhile.
ABOUT THE
AUTHOR
useful/lucrative aspects of combining pI have not come across a tool or
social tools, data, and methods and BI, set of tools that can provide the
and what are the pitfalls? What guid- functionality and quality reporting
ance would you offer to others? to social media analytics and
intelligence.
The sections that follow group p[There is] too much information
selected comments into a number sometimes.
of categories and report them ver- pIt is accurate information, only
batim, albeit edited to correct if you ask the right questions?
spelling, make them more readable, p[It is difficult to obtain] action-
and create an interpretation where able information correlating
the language was ambiguous. social-network data with actual
Vagaries in grammar were left in customer information.
where they did not make meaning pWe are adopting a “wait and see”
unclear. program, checking monthly on
COPYRIGHT © 2010 TECHTARGET P SOCIAL MEDIA AND THE ENTERPRISE BUSINESS INTELLIGENCE/ANALYTICS CONNECTION 25

26. STUDY FINDINGS
INTRODUCTION
THE
CORPORATE-
SOCIAL
CONNECTION
FIGURE 19: Biggest Challenges
BI AND THE
SOCIAL
ENTERPRISE
any new developments as they Pluses and Minuses
reflect our goals. pThe main advantage would be that
THE STUDY it gives you a full picture of inter-
No reservations! nal and external data, which can
pBeing able to reach more people. be analyzed together. The pitfall is
STUDY FINDINGS pTo be in touch with more cus- to put all this together and to filter
tomers is the most lucrative it so it can be relevant and easy to
aspects of all this process. use.
ABOUT THE
AUTHOR
p[You benefit by] extending the pCan greatly increase the personal
enterprise boundaries, the capa- level of relationship with cus-
bility to include and engage cus- tomers/prospects/partners, and
tomers and employees interac- facilitate greater understanding of
tively for service improvement. our market. Takes some of the for-
pIt is a must for today’s global mality and cost out of traditional
market. marketing. The pitfalls are in relying
pProducts [will be] more focused. on it too heavily, as these tools are
pBI can gain a lot from social tools, not in global use; you are getting
like sharing, bookmarking, “like,” just the segment that is active in
etc. Additionally, social data can these arenas. I also tend to believe
enhance BI data. that people participate more
pReaching a large audience for free, actively when they have negative
[but it is] hard to measure ROI. Go feedback, so that can skew the view
for it! of public opinion. I say take it one
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27. STUDY FINDINGS
INTRODUCTION
THE
CORPORATE-
SOCIAL
CONNECTION
BI AND THE
SOCIAL
ENTERPRISE FIGURE 20: Concerns Connected to "Social"
THE STUDY step at a time, keep active with per- estimate can be drawn based on
sonal face-to-face dialog with your historical data but can never be
market, and trust your gut. projected as it is not certain or may
STUDY FINDINGS pBetter view of activity. Pitfalls: Pri- not persist forever. The main disad-
vacy concerns. Develop a security vantage of using BI in product for
plan first. social communication and online
ABOUT THE
AUTHOR
pYou get an immediate return with- use is that we are streamlining the
out a big budget. You can experi- taste or behavior of persons or
ment new ways of reaching the groups. It means that more and
intended audience and can create more we incorporate BI analytics,
a fan following with all the alerts we will tend to not only analysis
and widgets in social networking and assist but also enhance the
sites. The pitfall is that if the indi- system to guide the community.
viduals on social networking sites When people get use to this kind of
think it is cool to do something system, they behave in an orderly
stupid they would do it just for the fashion without much variation in
fun of it. This would obviously give their communication and which
inaccurate BI results. may extend to their day to day
pThe best use of BI in social is to activity. As a software development
understand the ever changing company or research institute in BI
behavior of persons or groups. An may definitely see some major
COPYRIGHT © 2010 TECHTARGET P SOCIAL MEDIA AND THE ENTERPRISE BUSINESS INTELLIGENCE/ANALYTICS CONNECTION 27

28. STUDY FINDINGS
challenges to understand and pBetter proximity to customer,
build the system, but after some brand awareness, customer, loy-
time the scope will be diminished alty, increased sales / revenue,
to such an extent that there will be customer retention and generation
no more activity to be left to cover, etc.
since I believe in chaos you get pBeing able to assess [what grabs]
INTRODUCTION more space to explore that stag- public attention; loads of noise to
nant environment. filter through.
pMost useful is that communica- pDon’t believe all you read (verify,
THE tions becomes more routine and then trust).
CORPORATE-
SOCIAL
faster. Most concern is that it can pTo get more customers is the most
CONNECTION be impersonal and brevity may lucrative aspect of that purpose.
lead to confusion of intent or tone. To spend too much time looking
pGetting deeper demographics is for business solutions is the pitfall
BI AND THE the plus, trusting the data is the of that.
SOCIAL
ENTERPRISE
minus. pTo make direct focused campaigns.
pThe main advantage would be that Pitfalls: social acceptance of it.
it gives you a full picture of internal pResource allocation, the reliance on
THE STUDY and external data, which can be others throughout the organization
analyzed together. The pitfall is to to understand requirements, and to
put all this together and to filter it so be able to change course rapidly
STUDY FINDINGS it can be relevant and easy to use. and effectively when the need arises
pMore data is gathered so company (e.g., economy, competition, etc.)
is data rich and [has the] potential respectively.
ABOUT THE of winning more customers. Issues
AUTHOR
p[Good for] niche marketing; be
are: Metadata management, data really good at categorizing the
loading reliability, security, and answers.
data integrity. pExposure can be good for generat-
pPitfalls: In many areas, it is simply a ing leads—however *unqualified*
solution in search of a problem leads can waste a lot of time.
where one doesn’t exist. [Social pAt a guess, real time monitoring of
media use must not] be construed brand image, customer satisfac-
as an invasion of privacy/big tion and corporate following. Pit-
brother. falls, possibility of very negative
pAlign to target audience need. Pit- feedback exposed to the wider
falls: Are responses actual or market, Guidance, with industry
casual? [You] miss out many experts, risk assess mechanisms
[stakeholders who] are not using and applications in identifying,
social media. implementing and managing
COPYRIGHT © 2010 TECHTARGET P SOCIAL MEDIA AND THE ENTERPRISE BUSINESS INTELLIGENCE/ANALYTICS CONNECTION 28

29. STUDY FINDINGS
social media concepts. pWide data brings better decisions.
pPitfall is that most of the cost is pInclude unsolicited feedback.
not measured, because it’s peo- p[Compare] data trends versus
ple’s time that could be invested opinions of product users.
elsewhere. pWhy use social marketing if you
p[You are] able to get closer to the are not going to track it? You must
INTRODUCTION customer to get a better feel of invest in the proper tracking meth-
customer expectations, May be ods or you are just shooting in the
able to draw false conclusions dark.
THE from bad data pUnderstand what is being meas-
CORPORATE-
SOCIAL
pPublicity will be great, with a risk ured, attain the best tools to
CONNECTION of security. measure and get buy in for senior
management.
Guidance: Process, data & tools pHave an interdisciplinary team set
BI AND THE pKnow your market and your cus- up the tool and analyze the
SOCIAL
ENTERPRISE
tomers and don’t expect miracles. responses.
pResearch thoroughly and take rele- pNeed to have good analytics with
vant security measures. social objects and collection of
THE STUDY pRequirement gathering should be data also very important.
done accurately. pUnderstand and evaluate the
pGet the overall picture. information gained from social
STUDY FINDINGS pBuild a good action plan before media reporting BEFORE acting on
starting anything. perceived results.
pNot everyone uses social tools to pKeep it simple, get used to it.
ABOUT THE interact. Understand the demo-
AUTHOR
pJust do it!
graphics. Be patient and be willing
to train staff on how to use the
tools that you expect patrons are PROFILE OF RESPONDENTS
using. A summary profile of respondents
pKnow what you expect to gain and will help you assess findings
how you plan to achieve those reported here. We asked:
goals prior to getting “dirty”
pBe purpose orientated. Q20: What is your primary job func-
pClearly define your outcomes; oth- tion? [n=322]
erwise you could be swamped SEE FIGURE 21 FOR A CHART OF RESPONSES.
with unnecessary ‘noise.’
pFocus on other areas that bring Of those who responded to the
more bottom-line benefits. This is profile questions, over 55% work in
still peripheral and emerging. information technology, software, or
COPYRIGHT © 2010 TECHTARGET P SOCIAL MEDIA AND THE ENTERPRISE BUSINESS INTELLIGENCE/ANALYTICS CONNECTION 29

30. •
STUDY FINDINGS
data systems. Respondents do rep- Two industry categories, “Hospi-
resent a broad variety of industries tality or Travel” and “Marketing,
although information technology is Public Relations, or Communica-
overrepresented:
• tions” are notably underrepre-
sented in Q21 responses. Industries
Q21: What industry do you work in? in each of these categories are very
INTRODUCTION [n=322] heavy social-media users. Several
SEE FIGURE 22 FOR A CHART OF RESPONSES. industries in these categories are
THE
CORPORATE-
SOCIAL Count Percent
CONNECTION
Sales, marketing, or business development (executive, 72 22.4%
manager, or staff)
Human resources (executive, manager, or staff) 4 1.2%
BI AND THE Other line-of-business (executive, manager, or staff) 22 6.8%
SOCIAL Software or data-systems architect, developer, engineer, or 76 23.6%
ENTERPRISE manager
Information technology support or other IT (executive, 105 32.6%
manager, or staff)
Agency, consultant, or systems integrator 12 3.7%
THE STUDY Writer or industry analyst 6 1.9%
Other 25 7.8%
STUDY FINDINGS FIGURE 21: Primary Job Function of Respondents
ABOUT THE
AUTHOR Count Percent
Academia or Education 23 7.1%
Computing or Internet 39 12.1%
Entertainment 4 1.2%
Financial Services 27 8.4%
Government 29 9.0%
Healthcare—Clinical or Research 18 5.6%
Hospitality or Travel 1 0.3%
IT or Business Services 91 28.3%
Manufacturing, Transportation or Logistics 25 7.8%
Marketing, Public Relations or Communications 3 0.9%
Retail or Wholesale 17 5.3%
Telecom 12 3.7%
Other 33 10.2%
FIGURE 22: Respondents’ Industries
COPYRIGHT © 2010 TECHTARGET P SOCIAL MEDIA AND THE ENTERPRISE BUSINESS INTELLIGENCE/ANALYTICS CONNECTION 30

31. STUDY FINDINGS
also significant BI users, with public analytics tools that are a must for
relations and communications organizations that wish to auto-
exceptions. The author surmises mate analysis of online content and
that this survey did not reach social- enterprise feedback. Further only a
media users in these categories. minority are building social styles
into BI processes.
INTRODUCTION These statements seem pes-
CONCLUSION simistic, but as study findings they
Only a minority of organizations are in line with expectations. Social
THE are using leading social platforms BI is in its early days. There is a
CORPORATE-
SOCIAL
for business purposes, and most clear link between social participa-
CONNECTION that do are using only basic analy- tion and enterprise outcomes. BI
tical methods to track social-media will grow to encompass web and
mentions and to quantify the social analytics. The Social BI ques-
BI AND THE impact of social-platform presence tion is not If; the questions are
SOCIAL
ENTERPRISE
and engagement. A determined When and How. This study has
minority use BI tools for social sought and reported findings that
analyses, and few use the text- begin to answer these questions.p
THE STUDY
STUDY FINDINGS Seth Grimes
Report author Seth Grimes is an information technology analyst and analytics strategy
consultant. He is contributing editor at TechWeb’s Intelligent Enterprise magazine,
ABOUT THE founding chair of the Text Analytics Summit, an instructor for The Data Warehousing
AUTHOR Institute (TDWI), and text analytics channel expert at TechTarget’s BeyeNETWORK.
Seth has worked with database, BI, and decision-support applications and users for
more than 25 years. He founded Washington DC-based Alta Plana Corporation in 1997. He consults,
writes, and speaks on information-systems strategy, data management and analysis systems, industry
trends, and emerging analytical technologies. Seth can be reached at grimes@altaplana.com,
+1 301-270-0795.
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