Social Commerce Trends 2011

Social
Commerce
Trends Report
2011
Embracing Customer Centricity
through Digital Democracy

May 27, 2011

Title of the White Paper Goes Here.

Table of Contents
Use the Table of Contents Generator (under Layout), Using the edited Default TOC style.

Table of Contents
Embracing Customer Centricity through Digital Democracy ................. 3
The immediacy of social gives brands consumer insights
that drive business impact .................................................................... 4
Brands build trust, test markets with immediate social feedback .......... 5
Social initiatives based on core business goals
help convince wary executives ............................................................ 5
It’s a conversation, not a campaign ...................................................... 8
Successful Facebook results combine social networks
with consumer/brand interactions ........................................................ 9
It’s key to be relevant, be everywhere consumers are,
and be brand-consistent ................................................................... 10
Social media must scale across the organization ............................... 11
Social media starts with people and grows with collaboration ............ 12
The authentic consumer voice can have a huge impact on brands ..... 15
Social gives consumers direct input to brands, creating
wins for brands and consumers .......................................................... 15
Social – and its impact – continues to evolve...................................... 17
Your next steps ................................................................................... 17
About the experts ............................................................................... 18
About Bazaarvoice .............................................................................. 19

Embracing Customer Centricity
through Digital Democracy
now conversations happen between
the brand and the consumer, as well
as consumer to consumer. These
conversations must be tailored to the
specific needs of consumers, wherever
they happen, while remaining consistent
with the brand.

Social media must scale across
the organization. Social requires
Speakers at the Social Commerce Summit
organizational collaboration; it’s
shared their views of the future of social.
important to set up the entire
Each year, thought leaders from major organization to scale with social
brands with expertise in social gather at initiatives. Avoiding silos, establishing
the Social Commerce Summit, hosted by leadership, and helping team members
Bazaarvoice, to present the trends that participate all provide the most direct
shape best practices in social media. path to success.

These four guiding principles represent the Social gives consumers direct input
key drivers of successful social strategies: to brands, creating wins for brands
and consumers alike. Authentic
The immediacy of social gives conversations between brands and
brands consumer insights that drive consumers allow for perfect markets,
business impact. With 24/7 feedback where the needs of consumers
that social media provides, brands converge with brand offerings at
know how to improve products exactly the right time. And corporate
faster than ever before. These cultures change within companies
consumer insights, when acted when the customer voice is brought to
upon, lead to bottom-line results the forefront.
across the organization.
This paper explores these themes with
It’s a conversation, not a campaign. input from brand leaders and social
Messages no longer happen simply experts who spoke at Social Commerce
between the brand and the consumer; Summit 2011.

3

Social Commerce Trends Report 2011: Embracing Customer Centricity through Digital Democracy

The immediacy of social gives
brands consumer insights that
drive business impact.
When the needs of the brand and the product, and more than half of all
consumer converge at the same time, one-star reviews suggest an alternative
perfect markets can emerge. Until now, product. This proves the power of
brands developed products based on social conversations that brands can
focus groups or a perceived need in the now access. For brands that listen
marketplace; however, with real-time and act on what they learn, real
feedback available via social media, business impact follows.
brands can now understand exactly
what consumers want, even before they
Keys to uncovering results
create new products, rather than waiting
for products to be returned or focus Bazaarvoice Social Analytics Director Chris
groups to give opinions. This eliminates Kerns gives three key recommendations for
much of the risk for brands that take achieving measurable results.
advantage of this immediate feedback.
1. Align social goals with business goals. Digital
With social, a brand can launch a initiatives exist for a handful of reasons,
product one day and, within hours, which have already been determined for your
gather direct customer feedback that business. Social initiatives should support
can reduce the product improvement these same goals.
cycle to weeks instead of months. 2. Brands should create a technical
Then brands can take that information infrastructure to measure these goals, building
and immediately make marketing and mechanisms such as A/B testing, Google
product adjustments to improve sales analytics, or putting other tools in place to
and bottom line results. quantify results.
3. Consider and define measurement goals
Bazaarvoice research into millions
well before the launch, not at the last minute.
of customer reviews shows that more
When brands begin with the goal and metrics
than half of four-star product reviews
in mind, better programs generally result.
tell brands how to make it a five-star

4


Brands build trust, test markets Social initiatives based on core
with immediate social feedback. business goals help convince
wary executives.
Hair care brand Nexxus used social
to test the market, then successfully Many brands see major hesitation
launch their new ProMend product line, from executives when the marketing
developed to reduce split ends in just department initially proposes adding
a few uses. To test their claim on actual customer reviews to a public website.
consumers – and because Nexxus This was the case at Argos, one of the
felt consumers may be skeptical UK’s largest multichannel retailers.
about the bold claim – they began by
David Tarbuck, Multi-Channel Program
reaching out to existing Nexxus brand
and Operations Manager for Argos Ltd.,
advocates. They asked them to accept
confirms, “We thought about launching
a free sample and write an honest
reviews for 18 months before we did it.
review about their experiences, and
The major points we had to overcome
the product passed the test.
included, ‘What will customers say?,’
By the time ProMend launched, each ‘Will we be in control?,’ ‘What will we
product had more than 30 reviews with do with the information?,’ and ‘How
average ratings of 4.4 to 4.7 stars, and will we manage the content?’”
Nexxus shared these reviews across
Tarbuck and his team convinced
all advertising channels and with major
management that adding reviews
retailers’ websites. Not only did the
would provide additional information
feedback help market the product, the
for customers, increase conversion,
real-time feedback ensured that Nexxus
and allow customers to tell Argos
wouldn’t stumble on its bold claim
what they think; it was time to start
upon launch, saving them money in
the conversation.
potential product returns and ensuring
their ongoing consumer trust.

“We now have 900,00 reviews, and each week over a million customers
read reviews,” says Argos’ David Tarbuck.

5


The ability for Argos to know about They’ve also seen a 103% increase
product issues quickly has changed in site visitors looking for an agent,
several areas of their business. For indicating that reviews drive sales
example, when the Argos team receives through Nationwide’s agent channel.
negative feedback, they amend product
For Morton, gaining executive buy-in
text and images, or give feedback
began with finding one person on the
directly to manufacturers to improve
executive team to act as a champion.
products. Today more than 70 people
He explained how customer input
in the organization regularly read and
helped other industries improve online
act on reviews.
sales, and how he believed it could
“We aim to remove lower-rated items,” work to sell more auto insurance. Once
Tarbuck says. For example, the very he got the executive team’s attention,
first review of a three-piece furniture set he and his team focused on issues
was negative, so they immediately took he knew were critical to the success
action to improve the product, and now of the program.
consumers rate it highly.
“Our plan focused on five core
“Now we have 900,000 reviews, our areas that were most important to
average rating is 4.3, and each week our executives,” Morton says, which
over a million customers read reviews,” include the following:
Tarbuck says. “We use reviews across
channels to communicate, including 1. Governance. They worked out details
print, emails, an iPhone application, around regulations in social media for
and through social sharing.” their highly-regulated industry.
2. Monitoring. They explained how
Shawn Morton, Director of Mobile,
they would discover all social
Social Media and Emerging Media conversations about Nationwide.
for Nationwide Insurance, aligns
3. Engagement. Morton’s team set clear
Nationwide’s social media initiatives
parameters for how they planned to
with the business’ core goal: sell
respond, who they respond to, and
more auto insurance. After launching who responds.
reviews in 2009, they saw an average
4. Commerce. It was important to see
rating of 4.7 stars out of five, with 96%
exactly how customer reviews on
of customers recommending them.
product pages would drive sales.
By focusing on the core goal, they
have seen a 40% increase in quote 5. Measurement. No executive would
buy in without understanding the
starts and a 19% increase in quote
results expected and how they
completes, showing that customer
would be measured.
reviews drive policy growth.

6


In short, Morton and his team aligned Core metrics vary from company
their social initiatives with a core to company. For Adobe, conversion
business objective: sell more car matters, but sentiment and the quality
insurance. This plan made executives of participants are also important.
comfortable by addressing their core
“Marketers are always worried about
needs and tying the program back to
how to prove out the ROI of marketing
the main business goal.
campaigns and the predictability of
these campaigns,” says John Travis,

“ Everybody’s speed of choice
is one click away…”
Vice President Brand Marketing for
Adobe. “If I invest X, how much can
I expect to get back? From a social
– Alex Tosolini, Vice President,
Global e-Business for P&G perspective, we are putting a lot of
effort into how to measure things like
volume of conversations, sentiments,
Alex Tosolini, Vice President, Global
quality of followers and how they
e-Business for P&G, refers to business
participate, reviews, and testing
life as a “Volatile Uncertain Complex
customer comments in a headline
Ambiguous (VUCA) World.” He focuses
versus an agency-created headline.”
on putting business ownership first to
deal with these inherent issues. Before
taking on the latest social endeavor, he
recommends companies think about
the business objectives and strategies
first, and then how social can support
them. He recommends asking, “How
well do I know the broad business
challenges for this Brand?” Tosolini
works to keep common sense at the
forefront of all activities.

“Everybody’s speed of choice is one
click away,” Tosolini says. “Consumers
can make product decisions in a
click. Retailers can change their
product offerings online in an instant,
manufacturers can provide new content P&G’s Alex Tosolini focuses on putting business
ownership first when dealing with ambiguity.
in a click – all this takes weeks or
months in a store environment.”

7


It’s a conversation, not a campaign.
“It used to be that businesses talked brands. Savvy brands are learning to
to consumers, which they called listen, communicate, and share in new
advertising or marketing,” Clay Shirky, ways to ensure their message and their
author of Cognitive Surplus and social brand are represented well in the new
media consultant, says. “People are digital democracy.
getting used to the idea that consumers
This “human element” is critical for
have a voice, but the big change is
brands to keep in mind. For example,
that now people in the audience can
Keller Fay research has found that
talk directly to each other, and there is
consumers want to help other
much more of that conversation than
consumers – altruism is the main reason
between brands and consumers.”
for writing reviews, and people read
“I worry about campaigns because reviews and seek other social proof to
they cost a lot and are discrete, reduce risk in making purchases. And
finite occurrences,” Manish Mehta, with the advent of digital and social
Vice President for Social Media and media, consumers want information from
Community for Dell, says. “They need brands everywhere – it’s up to brands to
to be aligned with a bigger relationship create a consistent experience across
you want to build with a customer. It’s all channels. Taking all these factors
not a sustainable way to build loyalty into account is critical for brands to
and lifetime value of your customers.” effectively reach consumers as humans.

The evolution of social has led to “It used to be easy,” Tracy Benson,
brands and consumers getting in Senior Director, U.S. Marketing and
sync. Today, conversations happen Portable Electronics, Best Buy, says.
between the brand and consumer, as “We could control the conversation
well as between consumers and other from the brand down. We could also see
consumers, and the scale increases how that impact would play out at the
exponentially as more social tools local store. Today, media is becoming a
become mainstream, including Facebook consumption and conversation tool. The
and Twitter. Sometimes the consumer internet has become primarily a place
actually leads the conversations with people play and discover.”

8


Successful Facebook results Restaurant reservations site OpenTable
combine social networks with added the “like” button for its restaurants
consumer/brand interactions. and sees a 25% increase in reservations
and a 200% increase in member
registrations at OpenTable.com,

“ For every share that happens
on Facebook via Ticketmaster,
once the Facebook user sees the
restaurants on Facebook.
Ticketmaster generates more To gather more product reviews,
than five dollars in ticket revenue.” Benefit Cosmetics allows customers
– Dan Rose, Vice President of to add reviews on the Benefits
Partnerships and Platform Facebook page, then those reviews
Marketing for Facebook flow automatically into Benefit’s
product pages. Within two weeks,
through Facebook, they got fans to
Dan Rose, Vice President of
review 80% of their products.
Partnerships and Platform Marketing
for Facebook, encourages brands
to “take the marketing funnel with
awareness at top and action at bottom,
and turn it into a circle where you have
you and your friends at the middle.
Make it faster and easier to find and
share with friends.”

For example, Ticketmaster benefits
from the friend-focus of Facebook
because people tend to go to concerts
with someone else. They added the
capability for Ticketmaster customers
to share the news about their recent
ticket purchase with friends. For every
share that happens on Facebook via Facebook’s Dan Rose recommends turning
Ticketmaster, Ticketmaster generates marketing funnel into a circle, with the user
more than five dollars in ticket revenue, and his friends at the center.
and they track these results daily.

9


It’s key to be relevant, be “You want to be able to recognize the
everywhere consumers are, brand’s voice – it’s the hardest thing
and be brand-consistent. to get right, in my opinion, to make the
voice consistent but make it relevant
to social,” Thalberg says.

“ You want to be able to
recognize the brand’s voice –
Social also enables an “unprecedented
intimate brand relationship,” Thalberg
it’s the hardest thing to get says. “Ultimately, communications
right, in my opinion. are merging and uniting around our
– Marisa Thalberg, Vice President of consumer. She expects us to come to
Global Digital Marketing for The Estée her, so we need to foster a continuous,
Lauder Companies intimate, varied experience for her,
depending on where she is and what
At The Estée Lauder Companies, many she wants, when she wants it.
consider founder Estée Lauder the
“Brands can validate the consumer,
original social networker; her motto
but now she also validates our brands,”
was, “Telephone, telegraph, tell a
Thalberg says. “Social media enables
woman.” This core company belief
association with brands to literally
made the transition into social media a
act as badges. [Social users share]
brand-building proposition, rather than
the brands they associate themselves
just a sales campaign. The firm focuses
with, such as the bag you carry. This is
on keeping communications consistent
where brand equity is so powerful.”
within each brand and personalized by
the type of woman each brand attracts. “Social is fundamental to Adobe,”
Travis says. “We have always engaged
To Marisa Thalberg, Vice President of
with our customers – Adobe labs and
Global Digital Marketing for The Estée
forums are part of our DNA. Digital for
Lauder Companies, social media is
us is the backbone of our marketing;
the ultimate conduit to high-touch
we spend greater than 70% of our total
relationships, building on Lauder’s
marketing spend on digital. We’re trying
one-to-one selling in stores. Social
not to think of social as a media type
media lets consumers feel a sense of
– it’s a fundamental shift in our culture,
connection with the brand and with
customers want to engage with us. We
each other. On Facebook, Estée Lauder
continue to see how we can integrate
tries not to push a marketing message;
it across everything we do.”
rather, they want to be authentic in the
brand voice and make it appropriate
for social media.

10


Social media must scale across
the organization.
New social media requires new types How social organizations evolve
of organizations – and they usually
Owyang lists the organizational types that
cross departmental borders. Social
evolve with a brand’s social media efforts.
media expert Jeremiah Owyang points
out that, while social media initiatives
1. Decentralized. Anyone can do anything in
can start out being owned by one
the company in social, with no organization.
department, this one-to-one model
2. Centralized. Typically run by corporate
cannot scale.
communications; most companies start here.
Owyang recommends that organizations 3. Hub and spoke. The majority of the
who wish to pursue social move as quickly companies Owyang has interviewed fall into
as possible to the hub and spoke model, this group. There is a hub in the organization
where a core team gives guidance and that sets guidelines and gives direction, but
sets parameters that allow multiple areas actual participation takes place across the
of the organization to participate in social. organization. This is the most common type
of successful social organization today.
4. Multiple hub and spoke or dandelion. Large,
usually tech, socially-advanced brands
reach this organizational level. Owyang
recommends this model for most brands.
5. Holistic or honeycomb. Only 1.5% of
companies are here, where the entire
organization uses social media in an
organized way. This is the model with the
highest level of maturity, and it’s difficult to
achieve. A few brands that exemplify
this include Best Buy, Dell, and Zappos.

Jeremiah presented “Program Plan: The Social
Media Center of Excellence” and “Invest in Scalable
Social Business Programs” at Social Commerce
Jeremiah Owyang has worked with top
Summit 2011; you can read his recommendations
brands to develop the shares best ways
on his blog at web-strategist.com.
to scale social organizations.

11


He also recommends: consistency across these media. I’m
helping to drive that. What I’ve learned
1. Get ready internally. Focus first is that you have to start with your
on governance and process, then people first and a commitment to the
on education to emerge as a integrity of the brand, then give them
center of excellence. some kind of guidelines so they can get
2. 1:1 will never scale. Leverage the started. I’ve been fascinated looking at
crowd for the first response, then how the community evolved. When you
interact in escalation. let people go [ahead with social media],
3. Integrate social to increase relevancy they’re excited, they’re smart – have
and reduce costs on creating high aspirations where you can take
content. Use other people’s content, social – it’s really exciting to see this
such as customer reviews, to creative energy.
build credibility.
“It’s unsettling for some people in our
4. Standardize with social media
organization to feel empowered,” she
management systems, which help
you manage potentially thousands continues, “because in the past we’ve
of accounts you have for all your said ‘No, you only speak to the media
brands. Invest in this now before if you’re in PR,’ for example. Now we’re
your individual business units roll saying, ‘Anyone can speak.’ We have
out their own sites. our guidelines for developing Facebook
5. Remember the future is more than pages, Twitter handles, and lines are
social marketing; it cascades to blurring between personal and business
support, product innovation, and then online personas. We hope to empower
to the supply chain (with your partners). our sales force more to use social.”

With Best Buy’s Twelpforce – where
Social media starts with people more than 3,000 Best Buy in-store
and grows with collaboration. employees answer consumer questions
via Twitter – and other digital and social
“Several years ago, integrated initiatives, Best Buy has made the most
marketing was a big buzz,” Christa of its early-adopter clients to build
Carone, Corporate Vice President multi-way conversations that support
and Chief Marketing Officer for Xerox, their core business goals.
says. “Now we’re talking about brand

12


“[The evolution of our social strategies] and advertising. Whatever touches your
is happening fast, from an organizational consumer needs to have a consistent
perspective,” Adobe’s Travis says. tone and with a human voice; we’re
“Part of being a leader in social is focused on that.”
being genuine. We’ve reorganized our
“We try to get our marketing people
organization to be a hub and spoke,
into the call centers at least once a
not to regulate but to provide shared
year so we stay connected,” Steve
learning, a lot of dialog between the
Fuller, Senior Vice President and CMO
hub and spokes.”
for L.L.Bean, says. “It humanizes our
“We have corporate communications, customers; when customers become
but we also have call centers and so numbers, bad things happen. It also
many other touch points,” Kimberly simplifies marketing and promotion
Kadlec, Worldwide Vice President, messages. Talking to your customers
Global Marketing Group for Johnson & will often give you a very different
Johnson. “We need to start to empower perspective around a marketing
some of the areas beyond marketing effort’s effectiveness.”

Johnson & Johnson’s Kimberly Kadlec, Xerox’s Christa Carone, and Adobe’s John Travis discuss how
they put customers at the center of their brands.

13


Key social lessons from Dell to their concerns,” he says. “This will help
both parties be ready. The earlier you bring in
As an early social media adopter, Dell’s IT as a partner, the better.”
Mehta shares key lessons Dell learned in
4. Never stop innovating – ever. “When you think
creating an advanced social infrastructure.
you’re done, get paranoid,” he says. “Listening
is fundamental to Dell and we’re building
1. Integrate where customer and business
a system that lets every employee listen,
value are realized. For example, product
for example.”
development sees customer reviews and
social chatter as an early warning system and 5. There is business value in social. It’s
marketing uses social media to drive demand. measurable in many forms; there is not just
one number. “You should instrument your
“When Dell originally started with social involvement and engagement with external
media, we just saw it as a corporate communities for business value,” he says.
communications tool,” Mehta says. “Today we “The faster you start to measure, the better.”
have 18 major functions in Dell using social,
6. Campaigns are capital intensive. You cannot
though they vary in level of involvement. We’ll
buy fans and followers for life. Mehta believes
continue to innovate how to bring social to
campaigns must align with the bigger
every person in the company.”
relationship a brand wants to build
2. Chasing shiny objects is a formula for with a customer.
ridicule. He recommends not chasing every
7. Look across the entire customer lifecycle.
trend. It’s important to understand the
Social can be used everywhere – really.
expected outcomes and be willing to turn
things off quickly. “Human Resources was only using LinkedIn
before – now they are seeing how other parts
“At the end of the day it’s about pragmatic
of the social web can also benefit their part of
approaches that build the business day to
the business,” he says. “We haven’t perfected
day,” he says. “Smart business fundamentals
social in all groups, but we have proven that it
never change. Use social to apply these same
can drive value and be measured.”
business fundamentals.”
3. Make your IT organization a partner. Walk a
mile in the IT team’s shoes.
“Be clear with your objectives, why you want
to move so quickly, why you want to be
aggressive without being radical, and listen

14


Social gives consumers direct input
to brands, creating wins for brands
and consumers.
“Customer conversations are only The authentic consumer voice can
a means to an end,” L.L.Bean’s have a huge impact on brands.
Fuller says. “There’s value in these
conversations, but if you’re not acting
upon them, you’re missing it. The real
power is in the action that you take and “ Our response changed the
way customers interacted with
the change that they can facilitate.” us – they saw we were listening
“People have always had a lot of time,” and we cared.”
Shirky says. “They now prefer to use – Bert DuMars, Vice President E-Business and
their time creating and sharing – not Interactive Marketing for Newell Rubbermaid
just consuming media, like television.”
When brands join the conversations,
As consumers, “we are moving from
major transformation occurs.
the informational web to the social
web,” Facebook’s Rose says. “Your Bert DuMars, Vice President
life online is starting to mirror your life E-Business and Interactive Marketing
offline. Today what we do online feels for Newell Rubbermaid, worked with
a lot like how we live. the Rubbermaid E-Marketing team to
create a cultural shift in this 100-year-
“Over the last five years, the internet has
old brand by adding customer reviews
started to be rebuilt around people,” he
to its product pages. While brand
says “We are moving from the ‘what’
team members initially balked, getting
to the ‘who,’ moving from wisdom of
this customer input turned out to be
crowds to wisdom of friends – becoming
the most important thing that has
more social. We get our news from
happened to the brand, because now
friends and family. We find jobs from
Rubbermaid knows the “why” behind
people around us. We trust our friends
product returns and dissatisfaction,
more than we trust the critics. When I go
and can make changes immediately.
to my Facebook newsfeed, I see what my
Also, when reviewing positive reviews,
friends are doing and buying – exactly
brands can see how consumers
what I see in my real life.”

15


their sinks look better. We were able
to fix the problem before thousands
of them were returned to stores.”

“These aren’t high-priced items, but our
response changed the way customers
interacted with us – they saw we
were listening and we cared” he says.
“Once we reached out to them, we
got amazing responses, such as, ‘I
am so happy to hear that my “single
voice” may have made a difference.’ It
was a big emotional hit and a big win
to create brand advocates from this
initially negative experience.”
Newell-Rubbermaid’s Bert DuMars proves
that even low-priced products benefit from At L.L.Bean, the customer has always
customer input. been at the heart of the brand. Since
articulate their product features and 1912, the company has had a 100%
benefits, and reuse that insight in satisfaction guarantee; they have
marketing campaigns. always welcomed criticism of their
merchandise or services. Online
Rubbermaid looks for and reacts to customer reviews were a natural
one- and two-star product reviews, progression when they were added
including a recent example involving in 2008.
a sink mat.
“In 2010, we sent out over eight million
“Our Consumer Insights team outbound requests for feedback,” says
determined, based on customer L.L.Bean’s Fuller. “It’s important to
feedback and two flu outbreaks, that know what our customers are thinking.”
antibacterial products could be popular
in the market. The team then created With more than 300,000 reviews in
an antibacterial sink mat,” DuMars place on their site, the company fuels
says. “However, they were less stain its marketing programs with customer-
resistant, and consumers gave us generated content.
negative feedback. We reached out to “Our number one non-sale email had a
these consumers who told us that they customer-written headline: ‘I am in love
did not want antibacterial sink mats with this doormat,’” Fuller says.
– they wanted the sink mats to make

16


Social – and its impact – continues
to evolve.
The fourth annual Social Commerce Summit highlighted just how seriously major
brands take social programs – brands that range from highly-regulated insurance
companies to consumer packaged goods to business-to-business brands, not just
retail. While brands continue to explore new ways to implement social initiatives,
they’re focusing on finding their authentic voices and creating infrastructures that
involve their entire organizations.

Your next steps.
These insights should answer some questions, but raise even more. With direct
input on more than 1200 of the world’s top brands’ social programs, Bazaarvoice
has the knowledge to help build social equity for you.

Visit bazaarvoice.com to schedule a demo, where we’ll help you understand how to
connect to consumers, drive measurable return on investment, and gain invaluable
insights into what’s important to your customers – right now.

17


About the Experts
Speakers quoted in this paper participated in Bazaarvoice’s Social Commerce
Summit 2011, held in April 2011.

For more information on this and future events, visit socialcommercesummit.com.
Tracy Benson Jeremiah Owyang
Sr. Director, US Marketing & Portable Social Technology and Interactive
Electronics, Best Buy Marketing Expert
@mobitweet @jowyang

Christa Carone Dan Rose
Corporate Vice President and Vice President of Partnerships and
Chief Marketing Officer, Xerox Platform Marketing, Facebook
@ChristaBC @drose007
facebook.com/drose
Bert DuMars
Vice President E-Business Manish Mehta
and Interactive Marketing, Vice President for Social Media
Newell Rubbermaid and Community, Dell
@bwdumars @ManishatDell

Steve Fuller Clay Shirky
Senior Vice President & CMO, Writer and Consultant on New
L.L.Bean Technology and Social Media
@flyingpoint @cshirky

Kimberly Kadlec David Tarbuck
Worldwide Vice President, Multi-Channel Program and
Global Marketing Group, Operations Manager, Argos Ltd.
Johnson & Johnson
Marisa Thalberg
@kkadlec17
Vice President of Global Digital Marketing
Chris Kerns The Estée Lauder Companies, Inc.
Director, Social Analytics, @executivemoms
Bazaarvoice
Alex Tosolini
chris.kerns@bazaarvoice.com
Vice President, Global e-Business
Shawn Morton P&G
Director of Mobile, Social
John Travis
Media and Emerging Media,
Vice President Brand Marketing
Nationwide Insurance
Adobe
@smorty71
smorty71.com

18

About Bazaarvoice
Bazaarvoice’s Software as a Service (SaaS) social commerce solutions have
powered more than 200 billion customer conversations on more than 1200 brand
web sites like Best Buy, Blue Shield of California, Costco, Dell, Macy’s, P&G,
Panasonic, QVC, and USAA in 68 countries. The company connects organizations
to their influencers through a unique network that reaches hundreds of millions of
consumers around the globe, enabling authentic customer-powered marketing.
Through syndication, analytics, partnerships, and consulting, Bazaarvoice brings
the voice of the customer to the center of their clients’ business strategy, proving
“social” can drive measured revenue growth and cost savings for manufacturing,
retail, travel, and financial services companies. Headquartered in Austin, the
company has offices in Amsterdam, Dusseldorf, London, Paris, and Sydney.
For more information and access to client success stories, visit bazaarvoice.com,
read the blog at bazaarvoice.com/blog, and follow on Twitter
at twitter.com/bazaarvoice.

Social Commerce Trends 2011

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Social Commerce Trends 2011