On July 31 2010, Twitter passed the number of 20 billion tweets sent since the service was created in 2006. This is quite remarkable, considering that the threshold of 10 billion tweets had only been reached 5 months before, in March 2010. Currently, Twitter states that there are about 750 tweets sent per second and 65 million sent per day. From these figures it is easy to see that Twitter is even more quickly becoming a force to be reckoned with than we anticipated in our podcast on the business uses of Twitter.

Among the uses we identified was employing Twitter in PR and product announcements. The goal must be to get your message across to as many people as possible. So, having many followers is good, having many more followers is even better, meaning the more followers your Twitter-Account has, the more return on your announcements you will see. But this is only half of the truth. Even more important is the question whether your followers re-tweet, i.e. redistribute, your tweets – and in doing so spread your announcement further and attract new followers to your account. This is exactly what HP Labs Research tried to analyse in a recent study called “Influence and Passivity in Social Media”.

HP-Researchers determined that the average Twitter-user only re-tweets one out of 318 tweets he receives. However, this average does not tell the whole story, because the vast majority of users almost never redistribute messages, while a select few are very active in doing so. Now, seeing that in order to make your tweets as widespread as possible it is important to get your followers to re-tweet them, you could just measure the total amount of re-tweets you get. But if you consider the difference in activity across users, as mentioned before, such a total would be biased depending on which users follow you and their general likeliness to re-tweet messages they receive. HP’s study tries to amend this by introducing their IP-algorithm, a way to assign relative influence and passivity scores to every user. In this model, influence depends on the quantity and quality of the audience a user influences, and passivity is a measure of how difficult it is for other users to influence him. In short, HP-Researchers try to determine the degree to which a Twitter-user can get his followers to re-tweet his tweets and visit the URLs he links in those tweets – given that most users are passive by nature and not easily motivated to re-distribute or visit URLs they receive in the first place. In that sense, the attention a user gets from normally passive followers is even more valuable than that of generally active ones.

After analysing 22 million tweets with this method, HP Labs Research determined that the Twitter-account “Mashable” is the most influential one. This, as you probably know, is the account of Pete Cashmore, CEO and founder of Mashable.com, currently rated second on Technorati.com’s Top 100 blogs worldwide. Pete founded his blog in 2005 at the age of 19 and has since risen to “must-read-status” on all topics concerning technology and social media in particular.

What is his secret then? It is very good content. In a world of social communications, wisdom of the crowd and the long tail it is not enough to simply have good content. Aside from being interesting to readers, very good content not only sparks the interest of people but is also wrapped in a form that stimulates reflection and comments on the topic – and motivates readers to tell their friends about it. As a business user, you need to keep this in mind. It is not enough to send out PR and marketing material clearly identifiable as such. Instead, you need to try to talk to your customers on a personal level, engage them in an open conversation. In so doing, you will not only develop a favourable reputation with customers but will achieve referrals, too, bringing your customer’s contacts and their contacts’ contacts into the conversation. Making the information you distribute viral, as the term goes. Aside from referrals, reputation gains and ultimately ROI, there is another use in engaging your customers (and your partners and employees, for that matter): In the true spirit of crowd sourcing, it could very well be that you will be able to gain additional insight into the mind of your stakeholders, harness their knowledge and experience and ultimately develop better services and products for your customers – all based on talking to them as equals.

Doodle was created in 2003 by Swiss computer scientist Michael Näf, a graduate of the Swiss Federal Institute of Technology in Zurich (ETH). Näf was later joined by fellow ETH-graduate Paul E. Sevinç and in 2007 incorporated Doodle in Zurich. They now have 10 employees.

The company is partly funded by venture capitalist Creathor Venture, who is engaged in more than 20 companies, mainly from Germany and Switzerland. Additionally, Doodle has also received funds from the Cantonal Bank of Schwyz (Schwyzer Kantonalbank) through that bank’s innovation foundation. In terms of income, Doodle offers targeted adverts that are displayed to users of the free basic service. Users can, however, buy “Premium Doodle” for CHF 28 to get rid of the ads. Another interesting service introduced in 2009 is “Branded Doodle”, which targets business users in particular and allows for a branded, corporate Doodle instance and offers additional efficiency and security features (CHF 480 for the whole package).

Doodle has created quite a buzz in the three years since its incorporation. The service has not only been featured in several big Swiss and European print and online media, but has also been recognized across the big pond. Doodle was mentioned in well-known blogs like Techcrunch, WebWorkerDaily or CNet and has even made it onto washingtonpost.com.

Among several national and international prizes, Doodle has also won Mashable’s 2008 Open Web Award in both the Places & Events and the Blogger’s Choice categories. In 2009 the University of St.Gallen, a renowned Swiss business school, listed Doodle as the third most innovative Swiss ITC Company, trailing industry heavyweights Logitech and Swisscom.

In May 2010 Doodle reported 6 million unique monthly visitors to their website, double the numbers of 2009. In June 2010 a new calendar view option was introduced to Doodle. The company described this as a major improvement and core of the next generation of their product. The main idea was to integrate Doodle scheduling into a user’s existing calendars (e.g. Google Calendar, Lotus Notes or Outlook Calendar). This is a smart move. It eliminates the need for checking both your Doodle and your calendar separately and also converts the traditional, old fashioned table form of Doodle into a more practical calendar view that users are familiar with. Still, it remains to be seen if Doodle can turn its success in Switzerland, a relatively small market, into a global success story.

Regardless of such future developments, Doodle is a fine example of how Web 2.0 and social communications is meant to work. First of all, a service needs to be instantly understandable and usable. Even if there is quite a lot of code, servers and what not in the background, users do not want to be bothered by lengthy introductions or hand books. Secondly, Doodle facilitates daily communications by a smart, non-intrusive way. People want and need to communicate, even if a day today does not have more hours than a day 100 years ago. The solution is to communicate more effectively. And that is what Doodle is all about.

So, let me ask you again: Do you still use email CC back and forth – or do you doodle?

It all started on April 15, when the ash cloud from the eruption of the Eyjafjallajokull volcano in Iceland caused several European countries to close their air space. Consequently, Swiss International Airlines had to cancel all flights to and from the UK and Norway. Up until then, Swiss’s Facebook fan page had mostly served only as a marketing instrument. Fans, or customers if you will, were told about special offers, new destinations, corporate results or new website functions, for example. But when the volcanic ash crisis hit air traffic in Europe and the company’s hotlines had trouble coping with the amount of callers, the company’s Facebook team started to post updates and information there. And passengers took advantage of that. As increasing numbers of flights were cancelled, Facebook turned into a hub for customers unable to get information through Swiss’ temporarily overloaded website and/or telephone line.

Instead of having to tell each caller the same things (check if your flight is leaving at all and only come to the airport if you have a confirmation), the Facebook fan site served as a self-service support community. On such a community, customers profit from an accumulated knowledge base and can get help from other customers who might have had a similar problem or have other insider information. Only if this self-service support fails will the customer have to actually call a corporate hot-line. This frees up a lot of support resources and support operatives can use their time for the “serious cases” instead of having to answer the same basic questions again and again.

Dell, for example, has institutionalized this concept in their Social Community. They offer support forums, blogs with additional industry insights and IdeaStorm, an innovation community that lets customers post ideas on how to improve Dell’s products and services.

But, having a huge amount of information and knowledge available through the community doesn’t only free up support resources on the corporate level. It also improves a customer’s support experience, because even a skilled support operative can’t have an answer to every possible problem. If a problem is very specific and maybe not yet addressed in support handbooks or procedures, then other community members might be able to help instead. Of course, this only works if there are enough skilled community members. So key to a successful Social Support Community is to attract valuable members, give them incentives to participate, reward member efforts and maintain a helpful and open community culture. In creating a self-service Support Community and motivating customers to help each other, customers will get better help faster, feel valued and thus are positively inclined towards the company. So, not only can support costs be lowered, but such viral effects benefit the corporate image and ultimately sales, too. The power of Social Communities!

Ever wondered what people were doing while sitting in front of their computer? You can now! All you need is a webcam and a little site called www.chatroulette.com. 17-year-old Andrey Ternovskiy from Russia set up this simple but intriguing way of meeting total strangers. Launched in November 2009, his idea has been featured in numerous news magazines around the world, including the New York Times, The Daily Show with Jon Stewart and our very own 20min.ch here in Switzerland.

How does it work? You don’t need to register, just go the site, hit the “new game” button and chat away. If you don’t like who you see, click “next” and you get a new partner. As Robert J. Moore stated on techcrunch.com, 89% of participants are male, 11% female. There is an age restriction of 16 in place for the site, but no formal verification is conducted. This is certainly an issue, as chatroulette isn’t for minors. In fact, there are quite a few perverts taking advantage of the completely anonymous character of the service, as a sample of screenshots on tumblr.com shows.

Aside from such unfortunate encounters, which are a sad reality in cyberspace, there are a lot of  “relatively” normal people playing chatroulette as well. Compete.com shows a veritable hockey-stick-effect of pageviews for www.chatroulette.com, currently reaching nearly 1 million unique visitors, while Alexa.com ranks the site among the top1000, traffic-wise.

A quick ad hoc experiment by myself taught me one thing: The whole idea sounds quite fascinating, in theory. But after connecting to my first handful of random strangers, the whole thing started to bore me. And when my next “partner” revealed more than I ever wanted to know, I knew – this was my first and last chat roulette.

People read blogs because they are interested in the thoughts, experiences and knowledge that a blogger has. The best blogs also entertain, too. But what they do not do is paid editorial advertising - that’s for the banner ads. When a blog writer gets caught accepting payment for positive product mentions, what follows is a PR disaster, all the worse because other bloggers feel that their world has been tainted.

That’s why TechCrunch quickly made a big deal of it this week when an intern of theirs got caught being rewarded with a laptop for a post: he got fired and all his posts got wiped immediately. No names were given, and reaction seems to be that TechCrunch’s responded well and maintained their credibility. A few bloggers though, traced the guy’s identity and wondered who was willing to pay him - it’s a known rule of the game that any interests must be declared. The unfortunate thing is that innocent startups had posts about them removed and may also come under suspicion of bribery, too!

If a positive blog post is worth getting, it is prominent enough to get some scrutiny too. If the writer gets paid, the truth will comes out, readers will naturally react in three ways:

1. Not to trust the writer again
2. To assume a company paying for positive mentions could not get them any other way
3. Not to trust such a company

This is something that has not really dawned on some European companies, who see blogging as a legitimate form of paid advertising - in fact, one Swiss social media marketing company, Trigami, bases its business on getting paid blogging coverage. It will eventually dawn on their customers, I think, that this is not what social media marketing really is. The fact that their business model is not big news in the blogosphere is probably simply because they are only doing it in German - if they start with English-language ones, wait for the storm! However, regardless of language, the basic rules of SMM - be open and helpful, and network for all you are worth - may mean hard work, but they are there for a reason!

SWR3 is Germany’s favorite radio station, daily reaching 3.82 million people across the country. The program is accessible through FM, cable, the Astra satellite or web radio - so, theoretically, you can listen to your SWR3 everywhere there is internet. But that’s not all. The station also offers a social community to its listeners and fans, dubbed “SWR3land.de”, German for SWR3 country. Currently, there are 39139 members and 1246 groups online there.

Those groups are searchable by activity or by number of participants. Additionally, there are photos, forums, blogs, a chat and a studio webcam available to users. The groups are mostly topical, e.g. fan groups of certain shows and their hosts or numerous groups for lovers of cats, bbq or travel. Among the more unusual ones are one for singles, one to combat smoking and a continuous, user driven story about a character called Alfon Erbsengrill. This group actually is among the most active at the moment. It was started in June 2009 and already features 54 pages of forum posts, together making up one huge story - or fairy tale, as the original poster calls it.

This example shows the whole point of creating a social community and at the same time demonstrates what is needed for it to succeed: People need to be motivated to participate and fill the community with life - and thus be positively inclined towards the brand behind the community. Such a favorable opinion creates positive word-to-mouth advertising, or viral marketing, if you will.

Now, how to make this happen? Well, first of all the platform needs to be as open as possible, i.e. leave people room to express themselves and use the community in the way they want. Because who better to know which topics the users might be interested in than the users themselves? Nevertheless, there are certain to be some fail-safe, premier topics a company can create in order to seed activity in the community. In the case of a radio station these would obviously be fan groups of its signature shows, like SWR3’s “Wirby & Zeus” show for example. Reference the community group in your show, host “bring your own content” competitions, ask for listeners opinions and so on. Once the community gets under way, more groups will start to sprout and the users will “take over management” of the community content and activity.

What else is out there? The very popular KIIS-FM, from Los Angeles, also lets its listeners sign up online. The KIIS VIP club isn’t really a social community, though, more a straightforward means for marketing and marketing research. Users can earn points by participating in surveys, listening to the station and referring friends. Points can then be traded in for special prizes and promotions. In short, there isn’t much interactivity or user generated content. America’s most popular radio station, talk radio WABC from New York, offers a similar insider club, where people benefit from promotions and special alerts in exchange for their personal information. Additionally, WABC has an official fan site on Facebook, though only 1798 fans, which doesn’t even come close to the numbers of SWR3!

So, what can businesses learn from SWR3land.de? Well, certainly that it helps to have a positive and distinct brand to serve as a label for the community. But THE winning arguments for a community are its openness and the liberty of use it offers to users, as opposed to being “just” another marketing platform. People tend to notice this and are more inclined to participate if they feel that their efforts and opinions are genuinely appreciated. And that’s what viral marketing is all about. If people feel they are being coaxed into providing free advertisment or buying stuff, however, they won’t take part and the community won’t work.

Three weeks ago Baidu’s CEO Yanhong Li introduced the “box computing” concept at the Baidu Innovation Conference 2009. As you may know the Chinese search engine giant Baidu has already overtaken Yahoo as the world’s second-largest search engine, according to Comscore.

Now what is “box computing” and what kind of functions does it offer? Basically it’s like an input field (box) being the your interface on the PC or mobile. You key in what you want to do and then Baidu identifies the search requirements, connects to relevant services running in its backend (and probably in third party services), retrieves the result and returns it to the user. The technical framework of box computing was shown here. Box computing provides a one-stop online service by intelligently identifying clients’ demands before giving optimized treatments and responses. For example, a man who wants to buy a BlackBerry in Beijing would only have to type in the sentence “Where can I buy a BlackBerry in Beijing” and then the box engine will provide a product list attached with more detailed information. After you click on the product it may lead you onto another website to finish the payment; or you can do it with Baidu. In some way it is kind of similar to the App Store model. At first, service providers submit service programs to Baidu, after verification Baidu will embed these programs with the box computing platform. Box computing is used to transform Baidu from a pure search service provider to a much broader services provider.

It has been claimed that box computing concept is not a new technical achievement and has already been realized by other search engine companies, such as WolframAlpha, Microsoft’s BING and Google Square.

In the past three Innovation Conferences Baidu focused more on marketing activities and announcements, but this time many people got the impression that Baidu wants to deliver the message that it is a technology-driven company and leader. Other experts still think though that “box computing” is only another marketing focused activity rather than a technical revolution.

There is not much concrete information about Baidu’s box computing out there right now and even on the official website you can’t find much details. In any way it’s probably a good thing, if it’s true, since it will make Chinese internet users’ life much easier. So we have to wait and see what it really is once they open it for trials…

Four out of ten Chinese claim to read blogs at least once a week. This is a higher percentage than is known for any Western country. Three out of ten people interviewed in China are likely to be motivated to take action after reading a blog, which is significantly higher than in Japan (18%) and South Korea (19%). Many of them prefer reviewing blogs instead of news portals. Actually, blogging only started in China in 2002 and became popular in 2004. It has now become an important part of life for Chinese internet users. There are dozens of blog service providers in the market such as Qzone, Sina Blog, Baidu Space, Blogbus and Hexun Blog, who are the top five (according to statistics from Chinalabs.com in July 2009).

Compared with the vigorous development of personal blogs (the number of blog users was 181 million by the end of June 2009), the use of corporate blogs is still in the warm-up phase in China. Only a small number of enterprises have set up their own corporate blogs.

Since there are not many cases to be learnt from, many companies have taken a wait-and-see attitude and some companies who have set up a corporate blog have adopted a more conservative approach. Take the Google China Blog (Chinese: 谷歌黑板报) for example, there is no function for leaving messages or comments for readers.

Since so many Chinese people like reading or writing blogs one could draw the quick conclusion that making a profit from writing blogs in China could be quite easy. But this is actually not the case. Take keso (the most famous IT blogger) as an example. He signed an agreement with Hexun, which is the biggest finance portal in China, to put some ads on his blog. After the expiration of the contract, keso decided to not extend the contract since he made razor-thin margins from it only. Keso is already a big shot in the Chinese blogosphere but even he can’t make a good profit from advertising, so one can imagine how difficult it is for Chinese bloggers to do so.

The banking services branch of the Swiss Post, PostFinance, has recently launched “EventManager“, an educational game for kids and youths between 14 and 20. Its goal is to educate young people on how to be responsible consumers and manage their own finances. It’s designed along the latest didactic insights, conveys financial knowledge in an understandable way and is mainly meant to be used by teachers during class.

How does it work?
Students are asked to plan and run an event, real or fictional, using EventManager. In doing so, they develop knowledge and competencies related to running projects. Initially, you have to create your group or join an existing one. Then there are three different rounds of play: Budgeting, Financing, Investing. Each of these educational modules offers different clips for participants to watch, e.g. “account types“ or “my budget“. The idea is for students to work on these educational modules and clips and prepare for the event manager job. To give feedback and check on progress, there are five test questions to be answered afterwords. And then the actual game starts: Firstly, the event has to be planned by booking artists and providing infrastructure. Then the whole thing is run and, finally, the results of the job are analyzed and feedback is given.

I think that this is an interesting project, as it isn’t your typical one-size-fits-all social community.  Still, it shows the main ideas behind using social media for business purposes:

• interactivity; students budget, plan and run their own events, fictional or real
• entertainment; students are educated by guiding them through a game instead of just a textbook lesson
• benefit; educational software usually costs something while EventManager is free, making it easy to use for teachers
• viral; of course, PostFinance’s logo is there, but the game itself does not bear the typical hallmarks of a marketing campaign, giving credence to PostFinance’s claim of primarily wanting to educate young people on consumption and money.

What’s your take? Please comment here or send me a tweet.