The annual siteIQ eBusiness rankings just hit the airwaves. This year’s report is a whopper. 95 pages, 108 graphs – and our usual politically incorrect take on what it all means.

Here’s how some of the 2011 rankings shake out.

Overall Performance.  IBM.com and Cisco.com share the winner’s podium.

2011 was the year that IBM.com transformed itself from a large, aging duckling into a swan to be reckoned with (at least above the water line). There’s been many a late night for the IBM.com team—and the “wow” factor inherent in its new design has gone a long way toward keeping it in the top slot this year.

It’s been many a moon since Cisco.com had its overnight makeover—but this team’s intrepid iterative design strategy keeps this site fresh and innovative season after season. Cisco.com has building a better mousetrap down to a science—and that’s why it bumped IBM.com over and shares the #1 spotlight this year.

Usability & Effectiveness | The best hold their own

It’s no surprise that the overall winners—IBM.com and Cisco.com—also aced the usability & effectiveness tests. Both teams have been busy performing some pretty substantial site facelifts over the past year—and their high wire acts paid some nice dividends.

CA.com, IBM Software Group and Symantec.com complete the top five usability roster. CA.com held its own (third place), IBM Software jumped into fourth (from 6^th), and Symantec.com — last year’s usability darling — slipped from third to fifth.

Symantec.com’s fall from grace sounds like bad news for the team, but it’s actually a bit of high praise. After all, most of the Symantec.com site hasn’t really changed much over the past 36 months. That’s a virtual lifetime in Internet years. Staying in the top five is a testament to all of the hard work that went into this site’s base design and architecture. But times are changing—and it will be interesting to see if Symantec.com can keep up.

Content, features & capabilities | The same dance continues and Dell finally gets its bragging rights.

Mirror, mirror on the wall. Which is the biggest Website of all? Once the mist in the mirror clears, you’ll be looking at HP.com. In fact, this year, HP.com succeeded in getting the top spot all to itself by bumping off its long-standing 80 pound rival gorilla IBM.com. If you squint real hard in the mirror, you’ll see Cisco.com quietly making the donuts in third place.

While IBM, HP, and Cisco executed their complex kabuki dances, Dell.com was busy thumping some other sites down the Index. This year, it took the top spot in the online support category after watching HP and IBM toss the winner’s baton back and forth. We’ve always challenged Dell.com’s self-proclaimed assertion that its support was the biggest & best in the business. Now it’s (partially) true.

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So much for conventional wisdom.

For the most part, I’d rather have a root canal than use most support Websites.

Search for information and you end up with a list of a bazillion documents with truncated descriptions that read like Sanskrit.

Want to take a different path? Try ferreting your product out of a laundry list of every product the company ever made.

Or try the “follow our logical links” scenario—where you end up drilling to China.

At the end of all of this wonderfulness is the real insult. Support content that either requires an engineering degree to understand—or a wad of general purpose instructions that dance around the problem and miss the issue by a country mile.

Finally, don’t get me started about most site’s support program content. (You know, the stuff that explains why you have to pay to play.)  First, you can’t find it. When you do, it’s packed with so many superlatives you need a dictionary to figure it out.

Honestly, you’d think support teams would get it after doodling on the Web for 16 years.

Drum Roll, Please

Given my opinion of support on the Web, I was surprised how much the 2011 support evaluations reflected my opinions of these support sites. Most of the sites we evaluated deliver half of the content, features & capabilities deployed on best-in-class support sites. With the exception of four sites—Cisco.com, Symantec.com, IBM.com and the IBM Software Group site—every site’s usability misses the Good Practice mark.

I’d probably throw a bone to Dell.com, EMC.com, and Microsoft.com for coming close—but the rest are simply not up to snuff.

I’ve just finished putting the finishing touches on our new 2011 online support rankings and ratings report which published today. Here’s some of the more interesting things in this new report.

IBM, Dell and HP have all the goodies

IBM.com’s, Dell.com’s and HP.com’s monster-size support sites handed them the top rankings this year. If you want to create a world-class support size packed with every bell and whistle, you don’t have to look much further than here. Among the players, Dell.com is the biggest, but IBM.com puts its goodies together to better effect (its usability ranks third; Dell.com ranks fifth).

This brings me to the real tail that wags the dog.

Cisco.com proves an important point

When usability is the issue, we’ve always said that small can be mighty—and Cisco.com proves the point. Cisco.com’s support site took first place usability honors—which is a testament to all of the hard work we’ve seen on the site this year. If you are a siteIntelligence Case Studies Library subscriber, you can see Cisco.com’s best-in-class innovations here: https://siteiq.centraldesktop.com/sirc/blog/1088332/view/bytag/cisco (Category: support, Tag: cisco). (Have your login info handy).

From a usability perspective, Cisco.com has the most complete roster of support information that is easy to find. To see why, take Cisco.com’s site search engine for a spin and pay attention to post search filtering capabilities. Then check out the support zone’s fly-out navigational panel. If you want to learn why these matter, check out Cisco.com’s best practice case studies here: https://siteiq.centraldesktop.com/sirc/blog/1088332/view/bytag/cisco. (You guessed it: subscription & login required.)

Finding support content on most sites is a "Where's Waldo?" moment. Only 5 sites hit the mark.

Not so fast. The winners should cancel their victory lap.

So where are the pleasant surprises? Put Brocade.com, EMC.com, and Symantec.com on that list.

• Brocade.com has the most complete & thorough support program information (a Best Practice) -– and does the best job of encouraging visitors to take the next step.
• EMC.com’s support program information is easier to find—and does the best job of providing program contact information.
• Symantec.com delivers the best support click streams, which generated the highest Good Practice rating for all of its hard work.

And what about the rest of the pack? You know, those other 13 support Websites on the evaluation list?  Let’s just say there was another interesting surprise.

Earth to enterprise: what are you thinking?

With the exception of IBM Software Group, enterprise software sites need to up their usability game. From my perspective, their rankings are downright embarrassing.

CA.com ranks 11^th, Oracle.com ranks 12^th and SAP.com brings up the back of the pack in 15^th place. The only support sites that are worse than these triplets are reseller sites (CDW.com, Insight.com and Newegg.com) –and they don’t provide much, if any, support on their sites. Yikes!

So how does IBM Software Group stay out of this industry ditch? IBM.com’s highly integrated support portal is the wind beneath its wings. To see why this portal delivers a bit of online support nirvana, check out our case study in the Library: https://siteiq.centraldesktop.com/sirc/blogentry/5334686/. (Yep, you’ll need that pesky login information).

Dell.com support is really a tale of two cities.

Finally, no analysis is complete without taking a look at the conventional wisdom corner; in this case the prevailing belief that Dell.com operates the biggest and best online support site. This may (or may not) be true behind the Dell Premier firewall—but it’s a mixed bag if you are on the public side of the equation.

When the numbers are rolled up, Dell.com’s support zone’s content, features & capabilities rank #1, but its usability slips into fifth place–right behind the IBM Software Group site. As important, it only ranks first in one out of ten usability categories (a Good Practice for support zone logic). Other than that, Dell.com persistently ranks in second and third place.

The bottom line

So there you have it. The roster of winners based on 138 things support sites should provide–plus ten ways they should help users achieve their objectives. For the top five, I send hardy congratulations. For the rest of the pack, roll up your sleeves. There’s lots of work ahead.

Kenna Dian: Don’t Bother

Intel.com’s latest redesign is like buying an exotic car. It is visually striking, can be fun to drive, and has more bells and whistles than other cars on the road. But going exotic has tradeoffs. Choosing to pass on getting the full options package can leave the driving experience far less exciting than advertised. In fact, it may even break down–always in inconvenient locations. And the unique controls and design that seems edgy and innovative in the beginning quickly become confusing and irritating.

I really want to buy Intel.com’s exotic new design. But in the end, I simply can’t afford the time, effort and resources I need to invest to make it work. Some of my biggest gripes are:

The product content is like a Chinese dinner. There’s a nice selection of information available, but it is difficult to find anything really substantial in a single location.

Too many things that make you go “huh?” This site presents links, link summaries, and even images, that make no sense, are meaningless, or–at best–make the visitor work to know what they’re for.

Content below the fold is often invisible. Design misfires can make the page appear to be only one screen load when in fact there is much more. Unfortunately, this invisible content is some of the most critical for visitors wanting to buy Intel’s products.

All Flash, no pan. One thing quickly becomes apparent while surfing this site. If you don’t have Adobe Flash Player you won’t just have a mediocre experience—you will be missing information.

Marty:  Don’t Bother (with a couple of moments of brilliance)

I hate to say this Kenna, but my vote is split on the new Intel.com Website. On the plus side, this new design does a great job of pushing the whole negative design, smart search, ubiquitous videos, and mega menu balls down the field. It also had more doodads than a gourmet kitchen. On other hand, it’s also the poster child for some design decisions that should send smart teams right back to the drawing board.

When all of these pros and cons were added up and weighted, I ended up on the “Danger Will Robinson” side of the ledger. Here’s three reasons why.

Intel.com joins HP.com at the forefront of a very tricky (and IMHO dangerous) design trend—flexible designs. These layouts adjust to different screen sizes and resolutions so Websites can adapt to a potpourri of different user devices and platforms. The laptop. The desktop. The tablet. The phone.  Instead of designing a Website for each platform—why not use a flexible design that can act as a “one-size-fits-all” solution? Well, one reason is that it doesn’t always work. [There's more on why in the complete review published in our Case Studies Library--see the link below].

The name of this game is Apple, and it plays by its own rules. Here, the problem lies in the fact that Intel.com’s cool new tools rely on Flash—which is a non-starter on Apple devices.  That means Intel.com is about 150 million devices short of a Happy Meal.

This site is harder to crack than Fort Knox.  Intel.com’s new home page is a pluperfect example of a new genre. Visual.  Edgy.  Spare. Out of the norm. Unfortunately, it also seems to operate under the premise that most visitors want to start their journey by searching for the content located inside the site. I don’t know about you, but conducting a “hail Mary” search without any road signs is my activity of last resort.  Sorry Intel. D-

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Other Stuff to do:

Learn about how IBM.com is changing up the rules in the Visions of IBM.com’s grand redesign emerge blog post.

Overall: IBM.com
Usability: IBM.com
Content, Features & Capabilities: HP.com

But the siteIQ eBusiness Index is always about more than just rankings, ratings, and numbers. So what’s the story about what happened over the past 12 months? Here’s the rundown from first place to last:

1. IBM.com lost sole ownership of its first place position–and with that some bragging rights. Although they added another “Best Practice” rating under their belt, they lost three “Good Practice” ratings due to HP.com’s massive site footprint—which only got larger over the past year. Nevertheless, IBM.com still holds its own—albeit by a margin that is half of what it used to be.
2. Believe it or not, HP.com has a lot to crow about. It garnered a first place ranking for Content, Features & Capabilities, making it the most robust enterprise systems site on the siteIQ Index. It also added another “Best Practice” rating in eCommerce, bringing its total up from two to three. However these accolades can’t hide a dismal ranking in site usability, which just happens to be what really counts this year. Just goes to show, just because your site is big doesn’t mean its usable.
3. Not surprisingly, Dell.com spent the last 12 months focused on core marketing and selling requirements: product marketing, online communities, call to action, and eCommerce. This has always been its tactical modus operandi. Overall improvements in corporate marketing areas are also evident—the most notable being a massive increase in its investor relations.
4. Oracle.com added site content and features across every area of the site—except support. Meanwhile usability scores stayed flat. However, the scoring trend shows that Oracle.com tends to do a more with less. In general, areas that had fewer content additions showed stronger usability scores than zones that went through major overhauls.
5. EMC.com’s story of the past year is largely one of treading water. With the exception of its tanking online support scores, all other areas received minor investments in content and features that resulted in minor upticks in its usability scores. Corporate and product marketing areas got the most attention. Corporate blogs made the biggest splash—from being a no-show in 2010 to a score of almost 60% in 2011.
6. In the past 12 months Intel.com introduced the barest glimmer of an eCommerce facility and corporate blogs area. These two additions alone are responsible for virtually all of Intel.com’s scoring increases over the past year. Most other categories registered less than 1% change in content or usability scoring. (1)

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(1) At the time of this post, Intel.com introduced a new Website that had not been launched before the siteIQ eBusiness Index Enterprise Systems evaluations. siteIQ Best Practice Case Studies detailing the Intel.com redesign launch will be available in the Best Practice Case Study Library.

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2011 is turning out to be the age of the home page. We’re seeing updates in record numbers– and some designs are actually breaking new ground. On the other hand, few of these designs are actually making it down to lower levels of the site—which is a big no-no in our book.

I’ll leave that point for a future rant. Meanwhile, let’s take a look at who’s producing these new home pages, the important design points and strategies they bring to the party—and explore the age-old question: why only the home page?

I’ll start with the “who” and “how” and leave my humble opinions for the end.

Juniper.net: An end-to-end refresh, plus a savvy F1. Design-wise, Juniper.net’s boasting a more monochromatic color palette these days that’s carried across the entire site. This attention to detail isn’t much of a surprise.  Juniper.net is one of few sites that is persistently refreshed from top to bottom and end to end.

But the real feather in Juniper.net’s cap is its deft F1 feature, which features its CTO in a series of inline videos discussing the issues and questions important to potential buyers. Think of it as the first home page that actually tells a complete story.

Level3.com: A top to bottom redo–but the home page is a bridge too far.  Level3.com’s claim to fame is actually a complete Website redesign—different layout, colors, and content approach.

Like Juniper.net, the new Level3.com home page F1 centers on addressing common questions—with a huge focus on differentiating Level3 from its competitors.  How it achieves this, however, is different. Instead of using execs or employees (a la Juniper.net) Level3.com opts for three fictitious characters who step in to discuss questions selected by the visitor. The feature is professionally done, but doesn’t feel as authentic as Juniper.net’s.

HP.com: Watching an interesting design wander off the rails. I wrote about HP.com’s new and evolving home page in our most recent Don’t Miss/Don’t Bother column, so I won’t bore you with a second rendition of who shot John.  With two Don’t Bother votes, there’s plenty to learn from HP.com’s home page launch.

SAP.com: A home page design that is as revolutionary as it is attractive. This re-design tips all the previous home page and Website architecture designs on their heads.  To learn more about this launch, read my blog about how SAP.com’s home page re-defines Website architecture. Let’s just say it’s not for the faint of heart—and will require a complete site revamp to pull it off.

IBM.com: Playing catch up, but moving in the right direction. IBM.com’s latest home page redesign is a bit like watching a launch in slow motion.  This transformation started this spring with the addition of a fat (and I mean fat) footer, a slightly darker palette, savvy graphics, and an inline mega menu that allows visitors to drill down into the Smarter Planet zone (read my POV on this great zone here).  Last week, we saw IBM.com’s take on the mega-menu revolution.  My POV?  Eh. Check our latest Don’t Miss/Don’t Bother review.

Microsoft.com: Back to the future.  Microsoft.com’s new home page is interesting. The layout has changed, but the colors remain the same—which makes it look like a lightweight redesign. It’s not.

In a turn away from the trends, all mega-menu style navigation is out—and static (pull down) navigation is in.  Also new:  site information organized in colorful decks instead of floating in space.  Not better or worse—just different.

Adobe.com: Variations on the theme clobbers consistency.  Adobe.com’s new design keeps its graphically rich heritage, but does away with the impressive flash animations. Is this a response to the recent backlash against Flash, or just Adobe.com maturing? Hard to tell.

Other changes include a darker color palette and a page shift from the left to the center. The latter may seem like no big deal, but it is affecting overall site consistency due to lower-level pages that still display a flush-left design.

The Gist

So, why are we seeing so many new home pages? Well, when you can’t afford a facelift, buy some better makeup.  But here’s the catch. A redo might give you a feel good boost and bragging rights with your execs, but if your lower-level pages are aging badly this isn’t money well spent.

Why?  Because a home page is only a fraction of the user equation.  In the real world, most of your visitors spend their quality time inside your site—wandering through those aging designs, navigation structures, and dreadful content you are ignoring.  That’s not the promise these cool new home pages are selling. Which means you just invested in an expensive game of bait and switch.

Kenna Dian | Don’t Bother

I have been watching the latest HP.com home page launch for the last three weeks with great interest—waiting to see how the new home page design would shake out. But after all this time, I am left wondering what on earth HP.com thinks it’s doing.

A short history. The cycle started about three weeks ago with a new home page, which suddenly disappeared the next day. Next, it appeared again in a rotation with the old home page. Within a week, there were 3 versions of the home page—then 4—and now we’re up to at least 5. Add two animated versions that show the visitor how to use the home page’s feature panels and navigation—and you have the whole picture.

I don’t know if HP.com will eventually settle on something—or will continue playing Russian roulette with its home page. But I do know that I’ve learned four things watching this…um…unique launch.

1. If you need to teach me how to use your home page—it’s broken. The site is currently running two versions that demonstrate how the home page works—which is a huge clue that one or more design points aren’t faring well with visitors.  My POV? If you have to demo your home page, it’s time to go back to the drawing board.
2. French Canadians are apparently dumber than the rest of the world. To see if other geos were getting the same home page launch treatment, I decided to take a trip around the world. Everyone is equal…sort of.  The U.S. got the new, static home page roughly 80% of the time. Europe got the animated demo versions first 99% of the time. After that, they got the new, static design. The Canadian—French site, however, got the demo version 2 to 3 times before the new static home page design kicked in. Sorry Quebec—looks like it’s the back of the class for you.
3. They’re watching you—or maybe not. After twenty or more visits to the HP.com site over three weeks, the site finally locked me out of its home page Olympics. Only the old home page for me. So I switched to Internet Explorer.  IE’s first page load made me wonder if my browsers were in collusion. The old home page started to load and then the site stopped and switched to the new (static) home page. I guess my reputation really does precede me.
4. A/B testing isn’t supposed to require the alphabet. I can’t quite get my head around why HP.com would use its Website visitors to bounce through 5 or more designs to see what sticks. I have to assume that there was a user testing budget in the plan—and that A/B testing was part of the mix. But 5 renditions and two demo pages for air cover? Come on guys. Next time, spend more time in the user testing lab. Your visitors are your buyers–not lab rats.

My siteIQ View | This botched launch has effectively announced that the new home page is only marginally effective, but misses the usability mark. In this world, the fix doesn’t lie in teaching visitors how to use the home page. It lies in accepting that something is seriously broken.

My message to HP—man, let it go. At this point, this approach is doing more harm than good—for HP and for the new design. It’s time to choose a design and move on—even if it’s the old one.

I’ve just posted a new “Tips & Traps” best practice case study and video that focuses on why the KISS principle would work better for HP.com. Subscribers can pick it up in the siteIntelligence Case Studies Library here (you’ll need your log in credentials).

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Marty Gruhn | Don’t Bother

I have to go with you on this one Kenna. Like you, I never quite knew what to expect when I landed on HP.com. The old page. The new page. A different new page. A demo page. A page that doesn’t work. Honestly, it’s been like watching a schizophrenic at a cocktail party. Fascinating to be sure, but ultimately a train wreck in slow motion.

But that’s not why I call this a Don’t Bother. My call is based on what happens when you move beyond the magic curtain.

Talk about a fractured user experience. Select one product family and you’ll be treated to a Madison Avenue rendition of pretty pictures, prose, and plenty of pomp and circumstance. Select another, and you’ll be unceremoniously dumped onto pages that haven’t seen a design change since 2006 (and that’s probably a gift). In this case, the home page accurately describes the reality down below.

And don’t even get me started about the navigation. It’s on the top. The bottom. The side. Sometimes it’s actually invisible. It’s like trying to drive a car with a different stick shift on every bumper.

And then there’s the cardinal sin I’m seeing more and more these days. Agency driven marketing campaigns that grab your attention with snappy phrases, but never make the connection to the right products.

A great example was HP.com’s “organized mom” feature which dumped me onto the consumer store’s home page. Not sure which product in the blizzard of options was supposed to get me organized. Big surprise. I left without dropping a dime.

These and other behaviors are clobbering HP.com and a ton of other Websites—and making some important usability scores tank. Consider some of HP.com’s new scores (download a free copy of HP.com Usability Snapshot), which are hot off the press. Innovation and interactivity are roughly on par with close competitors, but consistency, navigation, and site logic are all systemic challenges.  Spend a little quality time on this site and you’ll see why.

My siteIQ View | I hate to fault HP.com for pushing on the envelope. It’s fun to be the coolest, the hippest and happenin’ digital brand. It’s also easy to believe that edgy designs and behaviors set new standards. Create a competitive advantage. Move buyers into the checkout line.

Unfortunately, history teaches something very different. Sustainable, best practice trendsetters are a sober bunch. They are incremental performers. They know how to smooth around the edges—and then layer innovative designs.

Most importantly, they studiously avoid committing the ultimate cardinal sin: assaulting visitors with behaviors that fracture the user experience and persistently break the brand. Hard to believe, but that seems to be a lesson that HP.com has yet to learn.

I don’t talk about Oracle.com much. In fact, I speak about them so little that one would be lead to believe that I hold a grudge against them. Sure, they unceremoniously erased one of the best enterprise systems sites from the Internet–Sun.com. But, I won’t hold that against them. No, I don’t write about them much for one reason:

My Mother taught me if you don’t have something nice to say about someone, don’t say anything at all.

There’s a litany of issues I have with Oracle.com ranging from design to innovation (or rather a lack thereof). But today, my rant is about Oracle.com’s content.

With communities and social networking becoming a requirement for IT Websites, product and service marketing content is becoming more focused on visitors’ needs. The prose tells them how the company’s products and services will solve their problems and help achieve their business goals. Some connect their technologies and benefits with real-world scenarios that visitors relate to. The best of the best even make it downright engaging to read.

The new message: “It’s all about you.”

Let’s compare this content approach to that on Oracle.com. A review of over twenty hardware and software product pages showed that Oracle’s name is mentioned a whopping 5 times more often than the words “you” or “yours” on a single page*. On some that number increased to over 10 to one. Combine that with page layouts that always begin with essays about “Why Oracle” and articles about its industry leadership, and you only get one message:

“It’s all about Oracle.”

But Oracle is not alone

HP.com also suffers from the “all about me” disease. HP.com’s ratios almost perfectly mirror Oracle.com’s. Product page content often mention HP five times more often than “you”. This increases to 10 to 1 on pages that provide lists of links to its products or related documents. HP.com does have one saving grace. Its page layouts mix up the content so it’s less obvious that HP is tooting its own horn.

The Bottom Line

The fact is people buy products because they have a problem that needs solved—not because the company is (or thinks it is) fabulous. Tout the product. Relate it to visitors’ needs. If they can understand this and it solves their problem, they will buy it.

What to avoid:

• Sentences that begin with the company name: if there is more than one, there is too many
• Listing the company name before actual product names: if visitors are on the company site, they know what company made the product.
• Topics that only speak about the company: this includes “Why [insert company name]?” content that runs more than 3 sentences.

How do the other enterprise systems sites fare?

IBM.com (software and hardware products) | The ratio of the usage of “IBM” to “you” or “yours” was a surprising 1:1 on many IBM Software page. In fact, on some pages the word “you” was used twice as much as “IBM”. IBM.com’s hardware product content does not fare quite as well with a ratio of 3 to 1.

Intel.com Business | The Intel.com site did not fare quite as well as IBM.com. On average Intel’s name was mentioned 3 times more often than the word “you”.

*Navigation panels were not included. Product names and links located in the body of the page were.

The other day, I was thinking about the latest social media snafu HP.com’s Networking zone recently ran into. Its experience is an important lesson about how dangerous displaying the musings, and sometimes wrath, of the masses can be. This led me to ponder: what questions do Website teams need to ask themselves before deciding to pipe social media content onto their Website pages? Off the top of my head, four major questions come to mind:

What is the objective? Why are you planning to use social media in the first place? This isn’t to say that your Web team shouldn’t consider social media; only that you need to ask yourself some tough questions before you start. Is it to encourage conversation with customers? Generate leads? Master the wisdom of crowds? Prove your company is “with it”? If the latter is the answer, you are going down a dangerous path. On the other hand, if you are really looking for people to tell you what they think, be careful what you wish for. Expect the worst and plan accordingly.

How complex is the topic? This is where choosing the right social media tool is critical. Complex topics require two important things—character space and smart moderators.

Esoteric and incendiary topics, such as strategies, direction statements, or defense of “good ideas gone bad,” require space for participants to fully present their opinions, and for smart moderators to manage the conversation. For these discussions, blogs, forums, and FaceBook provide the best formats.

On the other hand, highly-focused topics that mention a company’s home-runs, such as what customers like best about a certain product or overwhelmingly popular Website features – or link readers to an important article or press release — will require less space and moderation since the posts will naturally be largely positive. In these cases, Twitter is a relatively safe bet.

Who will man the ramparts? Choosing and training the right moderators is the deciding factor in the success or failure of any social media engagement. Although this seems like a no brainer, the Web is littered with endless examples of interns and part-timers being sent in to do a professional’s job.

Remember this. In any social media discussion, the company’s moderators are the voice of the company—in essence, the new PR team. They are on the front lines facing the unvarnished opinions of customers, journalists, investors, general crazies – and competitors who want to spoil the soup.

This complexity means that being a moderator is a tough, and often thankless, job. It is also why it’s critical that people with the right temperament, education, and training are managing any type of social media discussion. Unprepared moderators—or none at all—allow the masses to define the company’s reputation and value proposition. Good moderators protect the company’s brand.

What is the probable (not best case) outcome? Did a product have serious glitches? Did financial projections fall woefully short? Most companies will shy away from social media to manage these events. In reality, social media is actually the perfect opportunity to set the story straight. This is where the executives rally the troops, craft their best “This is our finest hour” speeches, and moderators steel themselves to manage the damage. Planning for the best possible outcome leaves moderators flatfooted. Planning for the most realistic (or even worst) outcome gives the company the opportunity to send the right message and turn the tide of public opinion.

The cost of being cool

Although these four questions are likely to spur a multitude of other issues, one thing is clear. Social media is dangerous, wild, and highly unpredictable. That’s what makes it “cool”.

But, chasing “cool” without preparing for the real world is a costly mistake. Like all things Web, social media requires the types of complicated planning and cross-organizational coordination that can suck the excitement out of a project.

On the other hand, not doing your homework is sure to lead to a social media presence that is a nightmare for your company to manage, and a public venue for the aggravated and aggrieved. When this happens, social media ends up as a “cool” strategy that is very “un-cool” indeed.

When social networking sites hit the Internet, companies spent many, many months watching it with a wary eye. But once leading IT companies (such as Sun, Dell, and Cisco) took the leap, the race to integrate social media into a company’s marketing mix was on. This has led almost every company to declare social media as a major influence—if not the cornerstone—of its future marketing strategies.

Bold pronouncements aside, the reality is this: most companies are scared silly because they don’t have the faintest idea about how and when to use social media to their advantage.

They should be scared.

As a case in point, let’s consider how HP.com’s new “Change the rules of networking” campaign and associated Web page goes off the rails. This page launches the new face of HP Networking using the perfect combination of “hip & happenin’” content. Lightbox videos. Web 2.0 behaviors. Twitter. You name it.  With all these cool new ingredients, where could HP.com possibly go wrong?

Let us count the ways.

True to its new “voice of the market” strategy, HP.com is using Twitter feeds to create rich marketing content. Unfortunately, the “market” doesn’t seem very impressed. With so little space available for people to adequately state their case, the tweets amount to little more than insults and “happy talk” retweets by HP employees. Hardly the rich discourse and market endorsements HP had in mind.

Twitter formats make damage control difficult, if not impossible. It’s easy to hurl insults in 140 characters – and almost impossible to counter them in the same space. Twitter’s disconnected rolling dialogs also make it virtually impossible for any company to start a conversation and effectively connect the dots. The net result? A rolling critique of HP’s Network strategy on a campaign page intended to pitch HP as a change agent in the networking industry.

So much for using “the voice of the market” as the “hip & happenin’” way to create rich marketing content.

Real estate counts. Most companies practice their own forms of damage control by limiting their tweet rolls to a revolving line in the body of a main page (great for speed readers) or stuffing them in the right panel (perfect when you want to look “cool” but don’t really want visitors to read the tweets).

HP.com, in contrast, dedicates half of its page to these ongoing “conversations”. This is a perfect formula when the tweets are happy talk and kudos. Not so much when “market voices” are opining that Cisco is the better choice.

The Bottom Line | HP.com provides a cautionary tale for any company planning to use Twitter as “rich marketing content”.  Twitter is a horrible marketing platform that can slip out from under you at the drop of a hat.  Its 140 character format doesn’t allow people to fully state and justify their opinions, or allow company moderators to respond effectively. As important, these Twitter feeds demand full-time moderators. If they aren’t on your plan, consider it another reason to avoid Twitter like the plague.

And what about HP.com’s Change the Rules of Networking campaign and associated page? Think of this as a prime example of a social media hole—and why HP.com should stop digging.

Real people, real voices, real time

While the SMB & mid-size market are using social media to just get their name out to the masses, large companies are learning how to use social media & communities in tandem for a whole new purpose. And it is literally changing the face of IT.

Large IT companies don’t need to get their name out there. I mean, who doesn’t know IBM, HP, Apple, or Dell? I would bet that even your grandmother knows the name of one of these companies, even if she doesn’t know how to use a mouse. So, aside from using social media as a slick press release system, how do large companies use these outlets to their advantage?

The death of the faceless organization: For eons IBM has had the reputation of the faceless organization. In fact, it became so faceless that the phrase “blue suits” was coined to describe it. Well, those days are over—welcome the people that are IBM. Over the past 12 months, IBM.com has started publishing the names & faces of the managers & executives who steer IBM—the company, the vision, and the products.  This initiative is supported by its online communities, Facebook pages, and Twitter personas. Now IBM customers & fans can engage with IBMers real time, and hear the perspectives of IBM employees on an ongoing basis. Now IBM has many, many faces & voices—and many of them wear golf shirts.

What goes around comes around: Large companies are made of people, and people want to hear what others are saying about them. This is where the social networking part of the equation comes into play. Forums like Facebook, MySpace, and Twitter offer companies a view into the opinions, wants, and needs of its potential buyers and customers like never before. Just type IBM, HP, Dell, or Apple into the Facebook search engine and see how many pages show up. Or cruise these Websites for links back to their Facebook pages or Twitter profiles. These companies are learning that these forums are more than places to meet & greet. They are the largest-scale, lowest-cost testing forums and CSAT studies they could ever want.

To err is human to deliver spin control divine: Strategies that didn’t pan out. Products that don’t cut the mustard. Far reaching visions that never came to fruition. All the major companies have them, only now social media gives them the platforms to take wrong turns into new directions. Executives use blogs, Webcasts, and Podcasts to subtly shift their company’s visions to accommodate an ever changing business landscape. Meanwhile, product managers use blogs & forums to announce “new & improved features” (or in other words, “fixes for glitches”) in an upcoming product update—or in the worst of cases, fall on their swords. But no matter the topic, issue, or intent, all these social mediums give companies the flexibility to shift, craft, and hone their visions and image to align to current realities.

What do all of these strategies have in common? The power that social media gives people to change a company’s image, direction, and products—whether it is the company’s executives, product managers, customers, or prospects. The benefits of these strategies & forums are not limited to only the mighty few. Any company that is willing to use social media to open a dialog and listen to what people say can become the flexible and responsive organization that potential buyers and customers crave.