dmexco 2012 is over – the pure numbers show the trend of the digital marketing show…
Visitors: 22.200 – increase by 15% compared to 2011
Exhibitors: 578 – means over 135 exhibitors more than 2011
International attendance: 25% of visitors and 20% of exhibitors
The challenges for marketers are increasing. They have to face the explosion of data and how to make use of it in the future. They have to find clever data experts and technical specialists in order to cope with the evolution of adtechnology – or to find the right agency to manage the data for them. They have to evaluate the balanced strategy between going to market with long-term “content strategy” (community, monitoring, pull) and the short-term “campaign” (banner, SEO, push) approach – whether in local commerce, mobile or social. They have to, have to, have to… Well, I could continue this list of tweets.
However, it is better to share the tweets refering to the most tweeted keynotes from some international speakers that we had in the conference program.
…and in case someone might ask why I am still smiling. Just read this tweet and you know why… THX so much, Timo!
In my third year as a co-moderator, it was a great special pleasure to have the honour to moderate
the Women Leadership Panel with Colleen DeCourcy (Socialistic), Sarah Wood (Unruly) and Stephanie Fierman (Mediacom). Thank you ladies, you were smart and terrific!
Also, challenging the panel with the CEOs Jack Klues (Vivaki), Randall Rothenburg (IAB) and Nick Emery (Mindshare Worldwide) on the relevance of big data for the media and marketing business. Learnings? Restrict them to 5 minute intros and expect them to take 10. Allow for 140 character answer and get blog posts. Thank you gentlemen, you were brilliant in big data digging!
Looking forward to the next dmexco in Cologne, September, 18. and 19, 2013 – CU there!study conducted by WPP’s The Geppetto Group states that adults -especially Baby Boomers- are seeking brands that mirror an optimistic feeling back to them. So in some way the study suggests that Boomers have a more sustainable perspective when buying brands.
The survey polled 200 men and women (35 – 64) to find out what drives this audience towards certain brands and how this might affect the purchasing decision process. The message is: We don’t forget those brands we had when we were young. Our personalities are closely connected with these brands – especially if these brands were associated with positive messages.
“Marketers need to ask themselves if they’re missing the boat when it comes to Boomers. Are they offering them optimism and social conscience, and are they identifying with inherent qualities of their youths? Think of the impact that kind of thinking could have for sports retailers or restaurant chains for instance.” Julie Halpin, Founder and CEO, The Geppetto Group
The study sums up three major findings that are important to know for marketers…
1. 66% of adults are looking for brands that express their personality
For the GenXers and Boomers technology brands express what their personality stands for. Especially if the brands are going hand-in-hand with expressing youthful qualities. Brands like Apple, Dell, Sony and HP were good reflections of their inner selves. And also Levi Jeans are still popular for them, not so much fashion brands like Diesel or Seven for all Mankind.
2. 57% of adults are challenging brands to surprise and delight them
The study finds that Boomers get exhited about brands that for younger generation might come along as boring. For Boomers brands like Swiffer, Keurig and Under Gear can be surprising again, the study reads. On this point I would have loved to get a clearer picture of how the argumentation
3. Optimism and (corporate) social ethics are important for Boomers
Are these values becoming more and more important, the more people experience in life? Is this because you think more about life, the older you get? The study states that brands that incorporate optimism and social responsibility in their messaging score 12-13 points higher for Boomers than for the Gen Xers.
Buying brands people always want to make a statement about their personality. Some to bolster their identity, some to define their personality – some to show off. Brands play a massive role in the process of self-definition in our global value system. If Boomers purchase products we used to think that trust and reliability plays a big role in the purchase process. The study now illustrates that the messages the “In” brands spread out, don’t necessarily reach the Boomers that are more aligned with the brands of the past, and might be embracing optimistic messaging than just running after the “latest and greatest” of the younger generation. For me it also makes clear that the value system of brands needs to be reviewed.
No, the word did obviously not exist before… Or can a phrase come to live with Google not knowing about, nor finding it with their intelligent algorythm? If Google has not indexed one website with the phrase yet, can I claim the phrase as my innovation? Anyway… So, I just created the word today. Horray…
How did I come across it? Let me tell you how I thought about sales and sustainability…
In my eyes the word salestainability defines the future of a successful long-term strategy in business – especially in our social web world… Salestainability. The merger of sales and sustainability could become the formula for clever and intelligent business for the next generation C-level. For those managers who aim to get the balance right between the desire to use social web efficiency and to credit their own customer base for loyalty and advocacy.
Last week, I thought about the challenge for business decision makers to align their web-strategy with new opportunities that social media and social networks offer. And quite frankly, I can imagine that marketers might become kind of “greedy” when thinking about the latest studies. When Deloitte and ExactTarget find that customers are mainly following brands because they want to get benefits, coupons or discounts, nobody would be surprised, if brands are sending rather than understanding.
The social web tends to offer many opportunities to do conversation with our customers without “spaming” them. If customer become Facebook’s Fanpages they declare their open mind to brand activity, and are not only “Likes”, or brand advocates. If people accept Dell’s promotions and let the IT vendor generate 5 Mio. US dollars via Twitter accounts, we need to re-think our sales business and integrate it into our web-strategy to leverage the sales approach to the next level of SocialCRM if they are capable of doing it. And if customers respond to Groupons location-based promotions, they follow the studies results and motivate brands and companies to reach out to them.
Some might pick it up and use their old email tactics – often unpersonalized, uncustomized, unhuman… Feedback might not be valued the way it deserves to be recognized. Companies will start pushing promotions out to them. Why not, if they ask for it? Why not, on a daily basis? Why not challenge their current capabilities at high frequency, harness their brand feedback and hand out permanent sales offers? Why not…? Another study might tell them why…
So far, so good…
Sales is the key driver for business. Business can’t live without push, promotion and placement. Upsale is upscale. No gain, much pain. Companies love to take the money from their customers but do they really care about sustainability? But how can a company in a world of quarterly reporting, balanced scorecards and budget pressure pay attention and give credit to sustainability?
The value of sustainability in business from an executive management point of view was just highlighted in the study “Sustainability: The ‘Embracers’ Seize Advantage” from MIT Sloan Management Review and The Boston Consulting Group. Managers who take the sustainability approach as a key strategic metric to their business will improve brand reputation, claims the study. And most companies are “looking towards a world where sustainability is becoming a mainstream, if not required, part of the business strategy”. Thus, having an essential impact on their sales and web-strategy…
Salestainability is where the worlds of sales and sustainability face the competition to understand which customers are the best ones and how to embrace, hug them and treat them. Who are the best…?
Those who don’t follow/fan/like and still get emails, newsletters and direct mail and don’t unsubscribe?
Those who like the brand on Facebook and do conversation around a brand but don’t buy…?
Those who buy through Groupon, take cheap offers and are one-stop shoppers, never seen again?
Those who follow and listen through Twitter for bargains and rate them with a RT or share it?
Who knows the answer? The answer might be: Find the right salestainability!
Salestainability is not a phrase, it is a challenge. Salestainability is getting the balance right between “want” and “wish”, and thinking about diversification and respect. It is an external strategic business attitude towards training the customer on the social web capabilities around a company and brand. Internally, it is about not exhausting the business immanent SocialCRM tactics. Letting the customers breath and take their own decisions without being pushed too hard, without getting under pressure – with the approach of willing to find and give the personal touch from and to the customer. With the pleasure for social shopping leasure.
That’s what I would define as the future salesforce. That’s what I would call… salestainability!
What do you think of salestainability, it’s definition and it’s future outlook for a business that creates a powerful and still customer-centric strategy?
In 2011 marketers wil focus more and more on mobile. A recent study by the Association of National Advertisers and the Mobile Marketing Association (ANA) finds that 88% will integrate mobile activities in their marketing plans. However, marketers still seem to be sceptical about the ROI. Just 25% of marketers rate their mobile efforts “extremely” or “very successful”, 53% “somewhat successful.” Gartner predicts the market for apps will grow up to 58% in 2014.
Just found an interesting Dell best practise presentation by Kerry Bridge (kerryatdell) about their Twitter tactics (or strategy?) and how Dell works with Social Media. Their four steps approach is “Inform, Sell, Engage, Support”. As a social media strategist I would ask the question if this needs transformation into “Inform, Engage, Sell, Support” to take out the sales strategy touch. However, definitely worth sharing…
Lane Bryant offers a great case to social media and how to get from paid to earned media. And I don’t think it is just by the products they sell or the testimonials they used for their spot initially. They made people talk about the problem that TV networks refused to run this commercial. Before you watch the video, just see what happened to the brand as the result of using social media.
Tim Bernes-Lee, the founder of the WWW, last week stated that “journalists need data skills in the future”. In his speech at a panel he concluded that…
“Journalists need to be data-savvy. These are the people whose jobs are to interpret what government is doing to the people. So it used to be that you would get stories by chatting to people in bars, and it still might be that you’ll do it that way some times. But now it’s also going to be about poring over data and equipping yourself with the tools to analyse it and picking out what’s interesting. And keeping it in perspective, helping people out by really seeing where it all fits together, and what’s going on in the country.”
In my eyes, Berners-Lee’s point is that journalists need to be able to tell the story in ways which tells a story to the reader. The technical point isn’t for the readers but for the journalists. He’s basically saying that data enables new story to come up. Aggregation of content is the future and analysis of data will become more important than just quoting the data, the way journalists work today.
China has not been the main country for Social Media usage. Time is changing though. A new Ogilvy report shows some significant changes – today Social Media in China is “mainstream reality”. The main Social Networks seem to be Renren (a social network for students), kaixin, 51.com and the market leaderQQ.
Sustainability is the key to Social Media success. Companies let their social activities explode, or are getting better but most of them have don’t think about sutainable effect. Custom Communication created an index that identifies and ranks 120 companies that are using social media in sustainability communications. Obviously, the social-media innovators like Pepsi, Dell, Starbucks, IBM and Ford are leading the bunch. A very positive example for Corporate Social Responsibility (CSR) is General Electric, whose “Ecomagination challenge is raising the bar for how companies can demonstrate their commitment to society in an engaging and social manner,” says Matthew Yeomans, co-founder of Custom Communication.
The main message of the dmexco 2010 can be concluded as follows…
Marketers have to face the fast dynamics of a changing advertising industry. The new topics they will be tackling in the future are predictive behavioral targeting, multiscreen targeting, augmented reality as well as mobile device advertising and … of course Social Media.
Facing the social web challenge, this means marketers have to look for conversation with their clients, whilst still being authentic, honest, human, friendly, open, conversational, responsive. Business relevant topics are not meant to cross their minds such as contact management and generation, quantitative ROI measurement or sales-driven aspects – and I am not even talking of lead nurturing. At least from a social media user-perspective…
Respect to all marketeers who can make this challenge happen in the future!
Doing the co-moderation of the conference program was a very exhiting and interesting job. It gave me the opportunity to talk to great marketers (Sidney Mock, Spil Games and Manish Mehta, Dell Inc.), real thought-leaders of the Internet industry (Russell Buckley, AdMob Inc. and Tom Bedecarrè, AKQA) and just fabulous web personalities (Harry Huj, Pepsico Investment and Dean Donaldson, Mediamind).
As there was not much time to look around the halls and the booths, I would like to summarize the event with the 10 tweets and quotes that represent the value, the mood and the atmosphere of dmexco from my perspective.
3. Study #iPad Effects: “80 per cent use the iPad predominantly at home” #dmexco #research (translated) via tomorrowfocus
4. Sidney Mock, Spil Games, counts 650 million online gamers worldwide via dmexco (More gamers than Facebook users…).
7. Joanna Shields: “Marketing develops from a one night stand towards constant connection and ongoing conversations.” #dmexco #Facebook via dmexco
8. Dean Donaldson shows the relativity of the mobile progress, reading out a SMS he received during the Mobile Debate. It tells him how expensive roaming is and explains how ISPs limit mobile opportunities like in the AOL age some years ago.
10. Tom Bedecarré, #AKQA, is excited about #dmexco: “What a high energy event with so many people!” via dmexco
After sharing my view, I would appreciate to get your ideas and thoughts. What did you think of dmexco 2010? How did you like the conference program or the debate hall concept? What was positive and negative? Did any of you use the blogger lounge? If so, what did you like or miss? Looking forward to your feedback…
PS: Next dmexco?: Cologne, September, 21. and 22, 2011 !
Foto Credits: Horizont
Das mobile Internet hat den Durchbruch geschafft… Das sagt der BITKOM und begründt es mit einer repräsentative Forsa-Umfrage. Schließlich nutzen 10 Millionen Menschen in Deutschland regelmäßig Internetdienste via Mobiltelefon, was 17% aller Handybesitzer in Deutschland entspricht. Und 4 Millionen nutzen regelmäßig Apps als Zugang. Die anderen sehen die Massennutzung dagegen noch nicht. Noch Anfang des Jahres sagte Accenture in seiner “Mobile Web Watch” Studie eher einen Durchbruch auf Raten vorher. Als Begründung führt man an…
“Das mobile Internet hat es geschafft, sich im Alltag seiner Nutzer zu etablieren – und steht vor der nächsten großen Herausforderung, nämlich durch attraktive Preisgestaltung und durch interessante Angebote neue Nutzer für den Einstieg in das mobile Internet zu begeistern.” Dr. Nikolaus Mohr, Ann-Kathrin Sauthoff-Bloch, Partner, Communications & High Tech, Accenture
Den richtigen Durchbruch haben auch die UMTS Technologie nicht leisten können. Schließlich steht mit LTE (Long-Term-Evolution) bereits ein neue, leistungsfähigere und schnellere nächste Generation eines mobilen Netzwerks in den Startlöchern. Und auch wenn die Smartphones eine neue Ära in der mobilen Internetnutzung eingeleitet haben, scheint die Zukunft des mobilen Webs nach Meinungen von Fittkau & Maaß erst ganz am Anfang zu stehen.
Auch in dieser Studie wird deutlich, das die fragwürdige Transparenz der Kostenstruktur ein grundsätzlicher Hinderungsgrund für die zukünftige Massennutzung ausmacht. Ob der Mobile World Congress dann in München, Köln oder Barcelona stattfindet, wird das Problem der Preisfrage nicht grundsätzlich beeinflussen.
Am User hängt es also mal wieder. Er soll, aber will nicht. Und nutzt er erstmal das mobile Internet im Ausland, ist gleich alles zu spät. Da wird der Geldbeutel schnell leer. Mit dem Thema Daten-Roaming läßt Marcus Rohwetter von der ZEIT zurecht einen Appell an die “Halsabschneider” ab und kritisiert, daß die Inanspruchnahme des Versprechens der grenzenlosen Mobilität nur unter Inkaufnahme der Privatinsolvenz möglich sei. Das Gefühl habe ich auch, wenn ich im Ausland unterwegs bin und nach ein paar Minuten der Nutzung eine SMS eintrudelt. “Ihr Limit von XXEUR (je nach Anbieter und Tarif unterschiedlich) ist aufgebraucht.” Das Kostenspiel mit wenig Gegenwert nervt. Deshalb wird die Forderung laut: Wir brauchen eine globale Flatrate!
MOMENT…! Die Frage ist, ob es die mobile Internet-Flatrate überhaupt noch zukünftig geben wird… egal ob global oder lokal.
Die mobile Internetnutzung stellt die mobilen Internet-Provider nämlich vor eine Traffic-Problem. Wo früher nur wenige Kunden ein Mobiltelefon hatten, war das Datenvolumen in den Netzen der Mobilfunker überschaubar. Heute ist weltweit bereits jedes fünfte verkaufte Handy ein Smartphone-Typus (Quartal 2 2010 gingen über 60 Millionen neue Smartphones live). Die Datenabnahme wächst und die Provider stellen sich die Frage nach der Wirtschaftlichkeit. Der iPad (oder auch andere Netbooks) wird seinen nicht unerheblichen Beitrag hierzu leisten.
Und deshalb sollen jetzt die mobilen Flatrates wieder abgeschafft werden. Zumindest nach Vorstellung von 391 Managern aus der Mobilfunkbranche, die in einer Umfrage “Mobile Challenges Survey 2010″ der Kanzlei Freshfields Bruckhaus Deringer (durchgeführt von Economist Intelligence Unit) ihre Meinung kundtun durften. Wenn 55% der Manager die herkömmlichen, volumenabhängigen Preise für eine Antwort halten, muß man sich fragen, wie der Durchbruch geschafft werden soll. Die Transparenz der Festpreisangebote im Mobilfunk werden demnach weltweit an Bedeutung verlieren.
So sehen rund die Hälfte befragten Mobilfunkmanager die Entwicklung neuer Tarifmodelle als eine der wichtigsten Herausforderungen. Dem stimmen wir mal ganz feste zu. Aber nicht, indem man einen Rückschritt macht in die alte Welt der intransparenten Roaming-Abrechnung, sondern hin zu einer Tarifentwicklung, wie sie sich auch im Festnetz-Telefon durchgesetzt hat.
Die mobile Internet-Flatrate abzuschaffen, ist als wolle man den Durchbruch des mobilen Internets nicht wirklich. Und diese Entscheidung würde auch die Popularität der Smartphones und mobilen Internet-Devices schwer mindern.
Oder wie seht Ihr das?
If there are more and more people engaging with brands on the social web, the opportunity to collaborate with the social community becomes a lucrative meaning for brands – and their product strategists. These managers could open up a new “external R&D department” when they use social technology in order to increase product innovations by integrating their customers in the process of product creation and development.
A recent Forrester study of 181 consumer product strategy professionals from companies around the globe states that product strategists in companies strive for social innovations. Though Forrester makes clear that social innovation is not yet where it should be from the product strategist’s point-of-view. The study shows the familiar picture that we see in more or less all departments in companies: It is still early days also for product strategists to work with social media. And only some leverage social media in favor of social innovations.
Still it seems to be a big challenge for companies to find their way from being engaged with their customers on the social web to understanding the impacts and chances to social innovation management. This becomes clear when we see that 83% of the companies use social media to drive customer conversation but then not even half of those have product teams that influence product design, creation, or strategy by using social media.
It is also surprising for me to acknowledge that it is not the resources that are lacking. More than two-thirds of the responding product strategists have dedicated social managers or teams. On the one hand, it lacks the right technological connection bridges between the different company departments. On the other hand, when not more than one-fifth have formal policies in their companies for sharing data from social technologies with product teams, the road to succeed with social co-creation efforts seems to be long.
The best way to produce the right products for your customers is to ideally let them inspire a business. In the past, we had focus-groups which were cost-intensive, time-limited and time-consuming. The concept of social creation and social innovation can work on a day-to-day innovation platform. Just think of Dell Ideastorm, MyStarbucksidea, Adobe’s ideas lab or the IKEA Hacker approach. Nevertheless, companies should be aware that customers very often need or want some kick-back for their inspirational efforts. So, in my eyes the point of giving away some form of incentive will be necessary to get such communities started and make them sustainable.
Or will customers in the future co-create for free to receive better product-price-quality? What do you think?
Es ist ein faszinierender Report mit dem Titel “Information 2015 – Reforming the paradigm“, den Accenture da veröffentlicht hat. Das Thema ist aber nicht umsonst ein Accenture sehr nahe stehender Aspekt. Schließlich hat man in Indien das Innovation Center for Information Management und sich somit dem dem Thema Information Management verschrieben. Für die Studie hat Accenture mit der deutschen Trendagentur Z-punkt kooperiert.
Die Haupterkenntnisse werden in vier Szenarien zusammengefasst…
- Hoch-performante Unternehmen analysieren Produktivitätsdaten über Status und Vorgänge in der physischen und sozialen Welt, welche durch Sensoren und das ‘Internet der Dinge’ generiert wird.
- Social Software in andere Platformen und mobile Endgeräte integriert werden sowie sich in der physische Welt verbreiten (Augmented Social Workspace – der zukünftige Arbeitsplatz).
- Erfolgreiche Unternehmen in 2015 werden ein Netzwerk aus Experten bilden, und somit eine Angebotspalette an Kunden- und Business-Intelligenz, Vertrauenswürdigkeit und Echtzeit offerieren (Von SaaS zu Platform as a Service zu Experts as a Service)
- Persönliche Entscheidungsmaschinen werden die Fähigkeit von Firmen dramatisch verbessern, Konzepte zu erstellen und schnell und transparent Lösungen zu entwickeln (Personal Web Manager als Hybrid-Modell zwischen Mensch und Maschine?)
Es ist manchmal faszinierend, mit welchen Visionen die “große” Strategieberater aufwarten. Und liest man sich die Vorhersagen durch, vergleicht sie mit den angebotenen Beispielen aus 2005, so wird schnell klar, was möglich gewesen wäre, wenn man die heutigen Optionen vor fünf Jahren gehabt hätte. Für mich die erschreckendste Vorstellung und größte Herausforderung ist das erste Szenario. Ist sie doch auf gewisse Art und Weise ein “Big Brother is Watching You Working” -Szenario. Da dürften Betriebsräte in Deutschland Alarm schlagen. Erinnert an das IBM JamCamp und Gedanken hierzu…
Was haltet Ihr von den Accenture-Szenarien und wie realistisch seht Ihr sie?
Many companies ask themselves whether it makes sense to set up a mobile app. Now, often customers may ask themselves if their needs or the business interest of the company is the main driver for this decision. One thing is for sure: Mobile Apps and the mobile web, not just because of the iPad hype, are getting more and more attention from a business perspective – from companies and brands as well as from prosumers.
But apps are not completely undisputable as a verhicle for company content. Some people are already talking about an apps economy and argue apps are “valled gardens”, going against the ideology of the web 2.0 and provide content censorship. Others appreciate the user-friendly approach they offer. App developers -according to a study by Appcelerator- are more and more interested in Android then in iPhone or iPad development. And another study shows that the user adoption of apps is comparable for both systems.
The discussion about the relevance, necessity and sustainability of mobile apps will continue. The hype is there and cannot be mistaken. This is the main reason why companies think about setting up an app. But before companies start to set up an app, they should be thinking about the customers intention to use such apps. In the end, apps serve the brands interest to keep customers and make them happy with their products.
In the last days, I have set up 5 reasons why companies should produce an app for their brand, product or service as an important tactic for customer engagement.
Innovation is the quicksand for the future of a brand. Is a company’s strategic orientating going in the direction of an outstanding position for market development, the mobile app is expected internal and external. If the external perception by customers is similar, no company will miss the permanent access opportunity to talk communicate with their customers. Especially when the brand can offer all news to the customer any time, any place, anywhere in short and essential information flow – without any possibility of distraction that the web 2.0 offers. And, only customers that see themselves as trendsetters follow the news of a brand in real-time.
Being the first and best brand is and was always a competitive advantage – not only in the real-time web (see Starbucks, Dell, Amazon, Spreadshirt, etc.). It generates powerful PR and the wonderful buzz effect of the social web community. In a competitive market landscape brands need to have a closer look at their presence and sustainability. The omni-presence and power of a brand can be optimized with as mobile app. Especially, in a consumer engagment driven economy marketers often asked: “What’s the latest cool app?” As soon as you show it to them, the app is being downloaded, tested and gets (in most cases) feedback by reviews. It climbs up in the app ranking and gets the desired brand attention from the app economy.
As brands are becoming more and more exchangable, the prosumer is more likely to swap from brand to brand. What Facebook offers with their Facebook ad strategy (including fan pages), is the app for the mobile user. It is a closed surrounding for interaction between customers and brands, in which brands can concentrate in the customer dialogue. Customers who “like” their brands will take time for it (even flyers and catalogues are used as cross-selling products and get their awareness) and want to be the first to know. In the past, Nokia and the symbian system owned the market. The iPhone has revolutionized this market. Android followed and offers some good alternative for the future. The choice for a mobile is changing quickly. Brands who want to keep their fans need to offer an app for all systems.
Brands that want to keep their market leading position should set a standard. They can set up “rules” (standards) for industry sector processes, or may be offer those to the market. Often these lead to common sense standards which supports convergent markets and boost the brand. This applies for communication, product development and customer service. And although companies might learn from the mistakes of the competitors, the question is: Why not setting the standard for the competition? This is the idea of the web 2.0 ideology. Nothing is perfect from the beginning. if something is missing, it can be optimized, adjusted or set up anew – from the brand itself or from the community of the prosumer.
24/7 service and support is a set standard for the modern customer. The more mobile the humen being becomes -not only in terms of web usage- the more it is awaiting the ‘always-on’acces to brand service. And the quicker the prosumer finds relevant data like hotlines, the happier he/she will be. An example? OK. This week, my wife called meand said: “Hey, you have the Nespresso app. Can you tell me their service hotline? The mashine is broken…” – “Sorry Darling, I can see their latest commercial, can buy tabs, etc. – but the hotline number is nowhere here…!”. Interested to see if Nestle understands what I mean (I doubt they will reply. On XING there was no feedback for weeks when I send them a message).
37% of smartphone user have bought with their mobile in 2009 according to a Compete study. And 91% of the Americans use mobile devices for social networking. if this is not enough to see where the trend is heading to, then I maybe misunderstanding the future and necessity for apps there.