Lets face it, the “social media revolution” has stalled
A few years ago, following the Murphy-Goode “A Really Goode Job” contest that the inimitable Hardy Wallace won, the Big News throughout wine country was wineries hiring Social Media Directors.
The idea, near as I could tell, was to bring someone onboard who was young, social media savvy, creative and hard-working, who would give the winery a strong presence on platforms like Facebook and Twitter as well as the winery’s own website. From there, the theory went, sales would soar as engagement with consumers took off.
Well, as far as theories go, it was all right–a good and necessary first step–but in retrospect I think we can all agree that the reach exceeded the grasp. Perhaps that’s why we began hearing less and less about Social Media Directors, as that function was transitioned either upward, as a rather small part of the Technology Officer’s or Human Relations manager’s duties, or downward, to a mere intern’s (or maybe a son’s or daughter’s) responsibilities.
The turnabout was to be expected. Social media arose so quickly in the U.S. that, not only did few see it coming, but even when it got here few knew how to use it. As usual, the adults thought it was just something for the kids. And the kids, well, they just liked it and didn’t over-analyze it or try to figure out how they could make money off it. (Okay, Mark Zuckerberg did, but you know what I mean.) It was like the Internet itself: when it came of age, in the 1990s, nobody knew what to make of it. Everybody said it was revolutionary and would change the world–but exactly how that was supposed to happen, no one knew. If you go back to the early and mid-1990s, you’ll remember the search for “the killer app.” It turned out to be search engine (well, actually, it was porn, but we’re not supposed to talk about that). And then after search it was social media. One-eighth of the population of the world has a Facebook account!
I suppose there could be even more “killer apps” in the future as the technology improves (keep in mind Moore’s Law), but it’s hard to wrap my mind around that, since we haven’t fully absorbed the lessons of the social media we already have. The focus so far has been on what used to be called B2C: the business-to-consumer use of social media. Given the temporary (let us hope) hiatus that so many wineries are experiencing in this area, some companies are starting to think of social media in terms of B2B (business-to-business). For example, Brian Margolies, the CIO of Allied Beverage Group, New Jersey’s largest distributor of wine and spirits, wrote last week that his company has spent the past year researching how to use social media to facilitate relationships with its clients (“liquor stores, bars, and restaurants”). As hard as they’ve worked it, Margolies writes, “[W]e’ve seen little discernible effect on sales, demand, brand awareness, usable business intelligence, or even facilitation of community.” He’s savvy enough to realize that this doesn’t necessarily mean social media is useless for B2B purposes. Maybe it was something Allied did wrong, or didn’t do right. “Have we missed something in our approach or not given the program sufficient time to evolve? Have we overlooked something obvious, or is our target community already too defined?” Good questions, and a good posture of self-examination.
That’s where the wine industry is at: the bloom is off the social media rose, but it’s impossible to shake off the feeling that it really, truly could be something incredible, if only…what? We still don’t know, which is why Margolies’s questions are so vital.