The Power of Influence

Is Luxury Dead? Maybe Not.

Guess who says the following attributes are most influential in making "important purchases" today: value, price, overall quality, good design and functionality?

A clue: 84% of this group texts from cellphones; 78% use social networking; 66% use the mobile web and 57% use mobile apps.

It's not who you think it is. In fact, it's a group whose median age is 45, not 19.

According to "The New Face of Affluence," an in-depth study from Dwell Strategy and Research, San Francisco, these are the attributes that drive purchase decisions of the "New Affluents." Indeed, the median household income of the more than 1,000 survey respondents is nearly $200,000. They're the same people who have the economy and the environment top-of-mind when making these purchase decisions.

Using 2009 Mendelsohn Affluent Survey psychographic data, and with the help of DJG Marketing, New York, Dwell identified a segment of nearly 9 million Americans who have household incomes of $100,000 or higher. They represent less than half of 1% of U.S. households, spend $303 billion annually on their favorite brands and have a whole new take on what it means to be wealthy.

According to the survey respondents, "luxury" brands, per se, are no longer important to them, or even relevant; neither is "overall social status," they say. This generation of nouveau riche is shunning "conspicuous consumption" in favor of brands that represent quality, aesthetics and authenticity. These attributes, along with uniqueness, integrity, design and performance, represent today's "prestige" for these high-end consumers. And their emerging values and brand motivations make these consumers a more diverse group than one might assume.

A brand does not have to be expensive to attract New Affluents. What they're now demanding from brands is a new and different kind of relationship. And, as supported by these findings, the days of controlled, top-down brand marketing are over, especially for this sector. These wealthy and would-be elites are actually looking for brand interaction -- a dialogue -- based on integrity, authenticity and performance. And not only are they equipped for interaction, they're demanding it.

So what brands do New Affluents find meaningful, authentic and relevant? Apple, Sony, BMW and Ralph Lauren, unsurprisingly. But Crate & Barrel, Ikea, Whole Foods and Levi's, too. Porsche, Lexus, Chanel and Viking. And Target, North Face, Volkswagen and The Gap. Missing from this segment's 75 favorites list are classic luxury brands like Cadillac, Gucci, Louis Vuitton, Armani and Versace.

These New Affluents are smart (85% graduated from four-year colleges; 52% did post-graduate work) and hard working (50-plus hours per week -- both at home and in the office); their families are their No. 1 priorities (40% have children at home). And, at a median age of 45, they are well-off. But they got there through careers that for them are a means to an end (only 4% rated "career" as a No. 1 priority). Success for them is having the independence to involve themselves in family -- and their well-being. The qualities they most associate with "prestige brands" are aesthetics, innovation, integrity, originality and authenticity. They don't buy anything "to impress others."

The majority of New Affluents agreed completely that "technology is indispensable to the way I communicate." So, just like the Gen Xers so many marketers seem obsessed with, these New Affluents text, tweet and post on social networks. "They are powered by 21st century technology" -- all of which came of age when they did. It's an integral part of their lives. Google and Dell are among the most frequently cited brands as meaningful to them.

The study's takeaway will be no surprise to successful brand marketers, except perhaps that now it applies to this heretofore stratospheric source of revenue, too: Define an integrated, consistent and positive interaction that reflects your brand's values, and understand that these consumers depend on mobile connections and social networking just like their mass-audience counterparts.

In other words, cultivate a relationship, don't just sell a product. "Great brands create experiences, not products," say the majority of the study's respondents.

It may be time for more brands to consider this sector as a source of revenue. If you're authentic, functional and design-centric, and you know how to cultivate a genuine relationship between the brand and these New Affluents, then it may be time to consider some targeted, interactive communication with them. If you can generate a "personal connection" like their other top brands do, and engage them in a meaningful way, 86% are even willing to pay more for a brand they like. They are classic early adopters, and willing to embrace brands that heretofore might be considered unworthy. Some of their emerging top brands have already figured this out and are breaking new ground creatively and are using new media.

Many of their top brands eschew traditional advertising forums to focus on web outreach. Nordstrom is one of their many favored brands posting banner ads online. For some, targeted catalog distribution is a core marketing vehicle: Design Within Reach and Room & Board both distribute impressive catalogs on a regular basis, in addition to aggressive online marketing.

Other brands have maintained and even enhanced their cachet through a reliance on long-standing brand attributes that are now even more important to this sector: quality, design, functionality and innovation. These brands include BMW, Mercedes, Bosch, Nike, Hans Grohe, Volvo, Bose, Porsche, Rolex, Canon and Viking.

Even a big-box retailer has earned its way into New Affluent-favored status as one of these "authentic," "meaningful" brands: Target. In part through its bold "Expect More. Pay Less" positioning and advertising, Target has turned a seeming contradiction into a compelling design-driven platform -- one that has direct appeal to New Affluents. Target is once again realizing net earnings growth and increased margins, no doubt in part because they've added incremental appeal to a high-spending sector without losing their base. Target has successfully extended its customer relationships through ancillary programs such as "Dream in Color" and "Democracy of Design," and their many museum and theater partnerships, including the Target National Design Center at the Cooper-Hewitt Museum, New York.

Target has helped make good design accessible to everyone.

In fact Target has taken a page out of Russell Wright's mantra, "the importance of the value of good design in everything and for everyone." Wright, who preceded Martha Stewart's retailing to the masses by 50 years, extended modernist design to the masses in furniture, accessories, dishes, glassware and table linens. Now, the study shows, there are a number of collectible, retro brands that are also among the New Affluents' top choices: Herman Miller, Knoll and Eames.

So, is luxury really dead?

No. But it has been redefined by those in the category who have clearly rejected "social status" as a contributing factor to purchase decisions. They're buying fewer things of higher quality; they're shying away from disposables when they have a choice. They have replaced older values with contemporary new qualities such as the economy, sustainability, the environment and current cultural trends as top-of-mind issues affecting these decisions.

They're using new language. Attributes like uniqueness, know-how, design and performance have redefined "prestige." Now it's "self expression," not "status." The New Affluents' brand choices evidence at minimum the demand for a new dialogue with them. Don't sell them a product. Offer them a brand. Better yet, a brand experience -- just like astute marketers have been doing for years. The difference now is it's 24/7. This newly defined segment is up late, surfing the web, taking the time to learn about products and what appeals to them. And once they're in, they'll stay with you -- as long as you maintain the relationship.

The internet has created a way for people to connect at every level, and the New Affluents are taking advantage of it like everybody else. The brands that are connecting with them know it. And now these well-to-dos are attracted to many of the same brands that other segments are. They're wearing some of the same kinds of clothes, driving some of the same cars and shopping at many of the same retailers.

Got a brand that has these kinds of values but isn't on their list yet? Ask yourself, why not?

[via Advertising Age]

Twitter Predicts Box-Office Sales Better Than a Prediction Market

 

Researchers at HP Labs discover that Twitter can predict, with astonishing accuracy, how well a movie will sell.

We've all got the vague intuition that Twitter allows you track, in real-time, what people are concerned about or obsessed with. But this is a little freaky: Two researchers at HP Labs, Sitaram Asur and Bernardo Huberman, have discovered that you can actually use Twitter mentions to predict how well a movie will do in it's first couple weekends of release. What's more, the method works even better than the most accurate method currently in use, the Hollywood Stock Exchange (HSX).

Asur and Huberman started by monitoring movie mentions in 2.9 million tweets from 1.2 million users over three months. These included 24 movies in all, ranging from Avatar to Twilight: New Moon.

Then they took two different approaches, dealing with two very different performance metrics: the first weekend performance, which is largely built on buzz and the second weekend performance, which is largely built whether people actually like the movie.

To predict first weekend performance, they built a computer model, which factored in two variables: the rate of tweets around the release date and the number of theaters its released in. Lo and behold, that model was 97.3% accurate in predicting opening weekend box office. By contrast, the Hollywood Stock Exchange, which has been the gold standard for opening box-office predictions, had a 96.5% accuracy.

Meanwhile, to predict second-weekend performance, the authors created a ratio of positive tweets to negative ones. Then they blended that with the Tweet rate metric in another prediction algorithm. This time, the method was 94% accurate.

Is this B.S.? Stats guru Nate Silver, of FiveThirtyEight.com, told FastCompany.com, "There is some promise here. Twitter is going to provide a more tangible gauge of excitement and engagement than something like a traditional survey, and it's obviously much more in real time." But he added a caveat: "I imagine it would do better for more upmarket films, since its users tend to be highly educated, and for films with older audiences, since Twitter will skew a bit older relative to what are often *very* young opening weekend demos."

He has a point: Asur and Huberman didn't release correlations for individual films, and it's not clear to what extent their findings are being driven by whales such as Avatar and Twilight: New Moon.

Still, it's astonishing that the Twitter data is so basic but powerful, when compared to the teeming complexity of the HSX prediction market; there, bettors typically rely on lots of variables, such as Hollywood's voluminous exit polls and focus group results, and intuitions about past performance, which the market then aggregates.

Of course, you'll note that performance difference between the Twitter method and the HSX is tiny. You won't see any Hollywood executives running for data mining software for Twitter anytime soon. But it does suggest another use: Why not use Twitter to forecast results for sales of products, video games, and everything else? In those cases, polling data and prediction markets don't exist and Twitter might just be the best predictive data set out there. According to Huberman, "The limits are getting enough of a conversation on  topic." So just because something doesn't exist on Twitter doesn't mean it doesn't exist in the real world. (Hear that, Twitter freaks?) And in practice, only huge, buzzed about events might be open to this sort of analysis.

But what should be even more alluring to marketers: As Tech Review points out, Twitter might be more than just a mirror of mass sentiment--the service might also influence it. In other words, could you actually make a product launch far more successful with a really smart Twitter strategy?

[via Fast Company]

Running 2nd Social Media & WoM full day workshop 7th April

Back by popular demand the organiser puts it .... blush blush

Anyway - I'll running my Social Media & WoM Marketing workshop in KL again - details here Download Social Media & WoM Workshop by Ian McKee

How Much Do We Really Know About the Influencers?

Catharine P. Taylor , Thursday, March 25, 2010

Social media is a land of many holy grails - if it's not completely antithetical to have more than one - but probably none is more prized by marketers than the Influencer, that person who can sway opinion, get people to buy products and otherwise, well, influence the hearts and minds of dozens, hundreds and thousands of other people.

So far, in social media, this has been a relatively rudimentary exercise. Lots of Facebook friends? Thousands of Twitter followers? Scads of traffic to your blog? Great! Let's sign you up in the name of selling lots of product!

But two bits of intelligence I've read over the last few days show me that we still have a long way to go in understanding influence. Before I go on, here are some of the counterintuitive data points I've come across about the people that everyone wants to friend:

From ReadWriteWeb: That some of the most influential people on Twitter don't do a lot of retweeting. According to January and February data from Tableau Software and TwitterStats, @scobleizer (Robert Scoble) with more than 118,000 followers, retweets one percent of the time (though a quick look at his Twitter account indicates it may be somewhat higher); @stevecase however, retweets 28 percent of the time. He has more than 340,000 followers.

From ICOM (as reported by Mediapost): The idea of the universal influencer is a myth. Individuals can be influential in certain, siloed categories, but don't tend to have influence across all categories. Further, having influence has less to do with demographics or connections than it does with behavior. As the white paper about the study says: "No demographic similarities emerged in the data; there was no skewing toward age, gender or income. Influencers may be grandfathers or twenty-somethings, working mothers or stay-at-home dads. They could be the well to do or the up-and-coming."

What's at issue when you look at these data points is not whether the role of influencers is overplayed though that could be a knee-jerk takeaway. This data underscores it's crucial to understand the nature of influence, and only then will it be possible, as a marketer, to really influence the influencers.

Take the retweeting data above. What this should mean to a marketer is pretty straightforward: that people with true Twinfluence (that's Twitter influence, for the uninitiated) don't spend much time taking other content from the Twittersphere and sharing it. However, that data point shouldn't be extrapolated to the larger thought that they are lacking in influence and aren't worth a marketer's time. The data shows that 71 percent of @scobleizer's tweets in the first two months of the year contained an @sign. That says - and following him on Twitter bears this out -he is constantly conversing with other Twitter users. That certainly is influence; it just takes a different form than retweeting does. @stevecase's tweets contained @ signs 51 percent. Thus, his twinfluence expresses itself differently.

That loops back neatly into the ICOM data, which emphasizes how important behavior is in determining the nature of influencers, not for instance, the number of Facebook friends. Data-mining types will not like to hear the following: most influencers like to spread their influence via non-keyboard initiated word-of-mouth that can't be tracked using an algorithm. Compared to the average user, they don't even spend appreciably more time on Facebook than the average user does -- five hours per week as compared to 4.5 hours, though it, along with texting, appear to be their primary social channels.

I could throw out more data points all day long, but they would point in the same basic direction: toward the knowledge that although we seem to have gotten a pretty good bead on who influencers are, we need to know more about how they operate, in both online and offline channels if we are to truly harness their power.

Catharine P. Taylor has been covering digital media and advertising for almost 15 years. Contact her here.

Facebook and Twitter Making a Major Impact on Purchase Decisions [STATS]

A new study shows that those who are fans or followers of a brand on Facebook or Twitter, respectively, are significantly more likely to buy products and services or recommend the brand to a friend.

Specifically, the study by Chadwick Martin Bailey and iModerate Research Technologies found that consumers are 67% more likely to buy from the brands they follow on Twitter, and 51% more likely to buy from a brand they follow on Facebook. Moreover, they’re 79% more likely to recommend their Twitter follows to a friend, and 60% more likely to do the same on Facebook:

Of course, those findings might be a bit overstated — many people actively seek out the brands they’re already fans of and follow or fan them on Twitter and Facebook. But there’s still much to be said for the mindshare that engaging those existing brand enthusiasts on social media sites creates, in turn keeping them active. Plus, the study also found that many consumers across a wide variety of demographics have negative perceptions of brands that aren’t using social media.

Overall, the study is another sign that social media is becoming a competitive advantage for those that are participating, and an increasingly major weakness for those that aren’t.

[via Mashable]

Nestle in social media firestorm

What started as a PR battle with long-time nemesis Greenpeace has turned into a social media catastrophe for food manufacturer Nestle. Today, its heavy-handed reaction to online critics has been described as a “public relations nightmare”.

The trouble started when Greenpeace produced a video campaigning criticising Nestle’s use of palm oil from unsustainable sources – the oil is used in several Nestle products including KitKats. This was part of a long-running Greenpeace campaign against Nestle’s sourcing of palm oil; Communicate magazine covered its demonstration against Unilever in January 2009 (see ‘When NGOs go ape’).
Greenpeace’s latest video pastiches KitKat’s ‘Take a break’ campaign, and features a bored office worker biting into an orang-utan’s finger and smearing blood over his face.

Nestle's response was to persuade YouTube to remove the video (although it can, for the moment, still be viewed at http://vimeo.com/10236827). Armed with this free publicity, Greenpeace managed to gain coverage in several of this morning’s papers.

Cue a torrent of public criticism on Nestle’s Facebook page. Its wall was soon plastered with negative comments and requests to stop using the oil.

That’s when the social media furore really began. Nestle began to delete comments from fans who used altered Nestle logos as their profile pictures. Meanwhile, although it sought to participate in the debate, its responses – or rather those of the employee in charge of its Facebook page – began to betray a noticeably irritable tone; often getting drawn into what can only be described as bickering.

“And what part of 'Nestlé encourages breastfeeding' is not clear?” it said at one point. At other times, it mocked users’ spelling errors.

When this tone was questioned, it replied: “So, let's see, we have to be well-mannered all the time but it's perfectly acceptable to refer to us as everything from idiots right the way down to sons of Satan?”

Users were quick to leap on this. Tom Rafferty, responded: “If you genuinely feel that way, then may I respectfully suggest that you should not be working in corporate communications.” Thomas Walker said: “To the person who is speaking on behalf of nestle. STOP! You're causing yourself a public relations nightmare right now and are seriously damaging your reputation!”

Communications practitioners have expressed disbelief at Nestle’s handling of the criticism. Chris McCrudden, creative director at Speed Communications said: “Sadly, this is a textbook example of how putting the wrong communicator in charge at a difficult time can make a bad situation worse. They just left the wrong person in charge. It's not often you see a $195 billion dollar company behave like an 11-year-old during a playground brawl, but we did today. Its tactical comms response was breathtakingly bad."

Robin Grant of social media specialists WeAreSocial said: “What Nestle did in removing the video was naive. The legal recourse inflames the situation, and brands need to be aware of this. People are acting as a mob today, and the key thing is not to inflame the mob. Nestle’s stance has changed as the day has gone on. They exacerbated the situation by baiting the crowd, but have learnt as the day has progressed.”

That much seems clear. Nestle’s latest status update says: “Social media: as you can see we're learning as we go. Thanks for the comments.”

Tracy Frauzel, head of digital communications at Greenpeace, was understandably pleased. “They’ve made it so easy for us,” she said. "Nestle just don’t seem to have a good understanding as to what happens on the social space."

Nestle declined to comment.

[via Communicate Magazine]

Facebook directs more online users than Google

A big part of the Facebook experience is how friends and family share Web links to interesting news stories, photos, videos and Internet sites.

This "friend-casting" of information has helped propel Facebook into a major force in directing traffic around the Web.

According to Web measurement firm Compete Inc., Facebook has passed search-engine giant Google to become the top source for traffic to major portals like Yahoo and MSN, and is among the leaders for other types of sites.

This trend is shifting the way Web site operators approach online marketing, even as Google takes steps to move into the social-media world.

Some experts say social media could become the Internet's next search engine.

"People are spending less time navigating the Internet on their own and are now navigating the Internet based on their friends' recommendations or their friends' activities," said Dave Yovanno, chief executive of Gigya Inc., a Palo Alto firm that offers social-media services. "That's one of the big trends we started picking up on probably four or five months ago."

For years, Web content creators had to worry whether they had the proper level of search-engine optimization to make sure search engines listed them among the top results. Now, they have to consider what companies like Gigya offer - social-media optimization.

"Marketers must focus on social marketing in addition to traditional search, as customers have a multi-pronged way of finding information," said Jeremiah Owyang, a Web strategist for the Altimeter Group, a San Mateo consulting firm with clients like Gigya. "The clear-cut channels of yesteryear are now an intricate set of connections."

Using a snapshot of Web traffic from December, Compete's director of online media and search, Jessica Ong, found that 15 percent of traffic to major Web portals like Yahoo, MSN and AOL came from Facebook and MySpace. The lion's share of that traffic, 13 percent came from Facebook.

Google, which has profited handsomely from directing Web surfers to their destinations during the past decade, was third with 7 percent, just behind e-commerce site eBay, which had 7.61 percent. MySpace was fourth with just under 2 percent.

Surprise gain

The numbers proved eye-opening because Google used to dominate most Web-referral categories. "I was surprised to see Facebook has become No. 1," Ong said.

In other categories, Compete's data showed Mountain View's Google still on top, but Palo Alto's Facebook was not far behind. For example, Google accounted for 21.3 percent of referrals to sites catering to movie fans, but Facebook was second with 12.4 percent. And in a video category, Google - which owns YouTube - was first with 22.9 percent, but Facebook was next at 12.7 percent.

Facebook's meteoric growth as a Web destination was a factor. Facebook says it has 400 million active members, including about 225 million added in just the past 12 months. Its size now rivals that of major Web portals and its demographics mirror those of the Internet in general, Ong said.

"Putting all this information together, we can say that Facebook has become an integral part of the consumer Web experience, similar to how portals like Yahoo and MSN are part of most consumers' online sessions," Ong said. "So the message for the advertising industry is that more serious attention needs to be paid to social-networking sites like Facebook, and advertisers need to figure out how to leverage this traffic."

TurboTax gamble

One of Gigya's clients is financial software maker Intuit Inc. Seth Greenberg, Intuit's director of national media and digital marketing, said the company is betting on social media to draw customers to its TurboTax Web site this year. The tax preparation program generates about $1 billion in revenue in the 10 t0 15 weeks leading to April 15.

Half of TurboTax's 20 million users are on Facebook and each has an average of 150 friends. Intuit is using social media to generate more buzz about the program through the sharing of product reviews and answers to tax preparation questions.

Greenberg coined the phrase "friend-casting" to describe how Intuit is using social media.

"We actually want our customers to be our best sales force, not us," Greenberg said. "Enabling our 20 million-customer base to be a word-of-mouth army for us is much more interesting."

Strong influence

Although methods such as paid search, Web display ads and TV commercials still reach a larger audience, the "influence" tapped in social media "is a heck of a lot stronger than it is with traditional advertising," he said.

David Berkowitz, director of emerging media and client strategy for the digital marketing firm 360i of New York, said the importance of search engines isn't going away.

"But there's always been one downside to search," he said. "Consumers only spend about 5 percent of their time online searching and the other 95 percent of the time at the destination. Social media is quickly accounting for a large percentage of that 95 percent. Google's biggest acquisitions, DoubleClick and YouTube, have been all about playing a big role in the rest of consumers' Web usage."

He noted that last week Google purchased San Francisco's Aardvark, a social-media search engine for questions and answers, and then unveiled Google Buzz, which allows Gmail users to post updates, videos, photos and links, Facebook-style.

"Mobile will be another new source for search, and some of that will be incremental rather than cannibalistic," he said.

"But social media's just finding its feet and the business models are just starting to emerge. And they're evolving quickly."

[via SFGate]

Google's "Social" Search Keeps It Personal

People are more likely to trust information that comes from people they know. So, not surprisingly, the clever folks at Google have created a new type of “social” search engine that includes personal online networks.

In a tutorial on YouTube (above), Google gives the example of “wanting to know more about Zurich.” In the video, Google outlines how in past searches, one could only find information about Zurich on the usual travel sites – but with Google’s new “social” search, your friend’s Facebook, Twitter, blogs, and other social networks will pop up if they’ve mentioned “Zurich” in the past.

However, the scope of information goes far beyond simply traveling to Zurich because it is provided by acquaintances that have various levels of relationships to and experiences with Zurich. The information is as unique as the individuals. In fact, this sort of personalized information is the newest trend in social media as homogenized information continues to fall out of fashion.

Like Google, Twitter is also steering away from traditional sources of information, and is promoting a more “friendly” campaign. Studies show that while celebrities tend to have more followers, the average person is actually more interested in what their friends have to say than celebrities.

Mashable.com founder and CEO Pete Cashmore underscored this research, stating, "[D]oes Twitter really want to serve up celebrity musings and general interest news, or would it rather provide the most interesting information streams to individuals – reflecting our interests, perhaps, or helping us to connect with friends and local happenings?"

Online social networks are becoming both more secure and more connected. To participate in Google’s “social" search, users must have a profile in Google accounts. Though many fear Google’s new “social” search may allow invasions of privacy – even though Facebook has installed new privacy settings to assuage user fears – Google is just feeding the public exactly what they want: information they trust.

Social Media Revolution

Not brand new but still good!

P&G Embraces Facebook as Big Part of Its Marketing Plan

BATAVIA, Ohio (AdAge.com) -- Procter & Gamble Co. loves Facebook after all, and besides encouraging brands to develop a presence there, the world's biggest marketer has opened an office in Silicon Valley to help develop social-networking systems and digital-marketing capabilities with the website.

P&G's outlook on Facebook and social media as marketing tools appears rosier.

Those messages came in a meeting last week between P&G executives and venture capitalists, recounted by David Hornik on VentureBlog in a post that quickly picked up currency over the weekend on, of all places, Twitter.

"P&G's explicit goal for 2010 is to assure that each of its brands has a meaningful presence on Facebook, and they are willing to pay dearly for that," Mr. Hornik wrote. "And while P&G's thought leaders expressed some skepticism about the efficacy of Facebook's 'engagement ads,' they certainly view Facebook as a must-have for digital advertising and brand building. They didn't quantify what they are paying for that exposure, but it is quite clear that the numbers are very big."

Mr. Hornik contrasted the enthusiastic outlook on Facebook to a less-enthusiastic one by P&G executives toward Twitter. "They described Twitter as 'much more like television than one might think.' To P&G, Twitter is a great broadcast medium -- it is best for one-to-many communications that are short bursts of timely information," he wrote. "P&G folks do not view it as particularly relevant to what they are doing on the brand-building and advertising side. ... They do not believe that Twitter will ever approach the value they can get out of a Google or Facebook."

Mr. Hornik, after being contacted by P&G over the weekend, did backtrack on one big number -- a projection he had attributed to P&G that Facebook would reach 5 billion members globally. That 5 billion is actually the number of consumers P&G hopes to reach globally, up from the current 4 billion.

By whatever count, however, P&G's outlook on Facebook and social media as marketing tools appears rosier than Ted McConnell, general manager-interactive marketing and innovation, portrayed in a talk to a digital-marketing forum in Cincinnati in late 2008.

"What in heaven's name," he asked, "made you think you could monetize the real estate in which somebody is breaking up with their girlfriend?"

"Who said this is media?" he said. "Media is something you can buy and sell. Media contains inventory. Media contains blank spaces. Consumers weren't trying to generate media. They were trying to talk to somebody. So it just seems a bit arrogant. ... We hijack their own conversations, their own thoughts and feelings, and try to monetize it."

He went on to say, noting it was personal preference rather than company policy, "I really don't want to buy any more banner ads on Facebook."

He also expressed discomfort about the level of personalized targeting available through Facebook, though he said that Facebook applications are potentially valuable vehicles for advertisers.

In an e-mail, a P&G spokeswoman wrote that Mr. McConnell was speaking for himself, not the company, at the time. "P&G sees the value of digital and social media in consumers' lives and we want to connect with consumers in the environments where they are spending their time," she said. "For example, Facebook fan pages for brands [are] an easy way to engage with consumers in a forum where they've chosen to engage with us. (i.e. Pringles' fan page has over 2.8 million global fans). We don't have social media figured out, but we are encouraging our brands to include digital and social media into their holistic brand-building strategies."

She said the intended perspective on Twitter is that it's "a communication platform that is good for 'one-to-many' communication, similar to TV. Additionally, some of our brands are using Twitter to engage with consumers one-on-one when they have questions. We also view Twitter as a valuable listening tool."

She also clarified that what was referred to as an Innovation Center on VentureBlog is a "Connect & Develop" office near Palo Alto "to increase our presence in innovation hotspots," but is not the size of the sprawling complexes that P&G typically terms "innovation centers." Connect & Develop is a longstanding P&G program which seeks to solicit innovation from outside companies and consumers while also licensing its own technology to outside companies.