Using Social Media to Sweeten Confectionery Industry Growth

The millions of conversations on social media provide us new ways to learn more about what matters to our customers.
Pete Healy
GyroHSR

he best businesses in any industry focus tirelessly on the ultimate driver of their success: the customer. The confectionery industry has important channel partners distributors, wholesalers, retailers who are, of course, valued customers. But the ultimate arbiter of our success is the customer we call a consumer, because this is the person who decides whether our teainfused chocolate, our carbonated chewing gum or our guacamole-flavored jelly bean is worth the money in his or her pocket today, and whether it will still be worth the price tomorrow. Understanding customers and thereby gaining their business depends largely, of course, on listening. Even when a customer isnt yet sure what he or she wants, that very uncertainty can provide us insights that lead to new opportunities to meet that customers needs and very possibly the same or similar needs of the customers friends, family or colleagues. This is true whether we sell candy, computers or carpeting. In just the last five years our ability to

listen to and understand customers for now, lets focus specifically on consumers has grown almost unimaginably through the advent of social media. By now the names of social network sites such as Facebook and LinkedIn have become familiar to many of us, but these represent just a part of the tens of millions of online conversations that also take place around the clock on blogs, forums and platforms such as Twitter. Millions of additional pieces of what has come to be known as consumer-generated content photos shared on Flickr, videos uploaded to YouTube and the like are posted daily. If our ability to capture consumer conversations five years ago was akin to overhearing occasional snatches of water-cooler conversation, it now seems that we have been transported into the middle of cacophonous crowds in Times Square on New Years Eve. And, frankly, the quality of the conversations varies as broadly as the range of topics, from the mundane to the philosophical, from politics to potato chips. We are, after

Pete Healy is VP account planning at GyroHSR LLC. Prior to this appointment he was the director of Crowbar Marketing. He previously worked at Perfetti Van Melle USA and Jelly Belly Candy Company.

The Manufacturing Confectioner June 2011 37

Social Media in the Confectionery Industry

Social media offers the confectionery industry an unprecedented opportunity to leverage the voice of the customer in developing and delivering products that can attract, engage and retain loyal consumers.
all, just plain people before were consumers, but therein lies the payoff. We are social animals, and most of us enjoy being in the know, sharing our opinions and influencing others. How good is that new restaurant? Which 4G cell phone is the best? Is that new dark chocolate candy bar as good as it looks? Like it or not, people consumers, in commercial terms are using social media to talk about our products and our brands. This is human nature, but now vastly amplified through a new-media universe thats here to stay. Do we want to listen? Do we want to learn? Do we want to converse with people who clearly are engaged enough to share their raves, complaints, suggestions and desires? Social media offers the confectionery industry an unprecedented opportunity to leverage the voice of the customer in developing and delivering products and an overall brand experience that can attract, engage and retain loyal consumers in an intensely competitive, impulse-driven category. THE CURRENT SOCIAL MEDIA LANDSCAPEXXXXXXXXXXXXX In 2008, Brian Solis, a highly regarded newmedia thought leader based in San Francisco, mapped the universe of socialmedia sites as a color wheel (Figure 1), with a spectrum that ranged from mainstream and niche social network sites (Facebook, LinkedIn) to video and music sites (YouTube, Pandora) to blog and conversation platforms (Blogger, Tumblr, Twitter). This map, which Solis entitled The Conversation Prism, also depicts dozens of other sites through which millions of people share text-based and graphic content of all types. Soliss map is an insightful snapshot of a very young universe; some of the sites listed will disappear over time, while others will grow and new ones arise. Still, the point is that people have signed on to social media at an accelerating rate, even if its only to see (or share) photos of their grandchildren on Facebook. In fact, Americans have embraced several social network sites with fervor (with one exception: MySpace, one of the first mainstream sites, now in decline as newer sites grow dramatically). Figure 2 summarizes key attributes of the current mainstream social-media sites: The social-media landscape extends, of course, beyond network sites like these. The Ning platform or metasite (www.ning. com) comprises a virtual gated community of thousands of niche-interest groups ranging from accountants to rock-climbers to devotees of Renaissance music. The site invites visitors to create and run their own social networks under the Ning umbrella for a monthly fee. Flickr is perhaps the best-known photo-

The Conversation Prism

Figure 1

38 June 2011 The Manufacturing Confectioner

Social Media in the Confectionery Industry

sharing site, containing an estimated 4.5 billion images uploaded by members into galleries of all types. Approximately 80,000 blogs are launched each day, with the total now numbering in excess of 110 million (although many have become digital flotsam, unattended by their authors). Tens of thousands of forums are maintained by people sharing interests in everything from car seats to carpentry. Fiskars is one company that has revitalized its brand of scissors by creating a forum dedicated to and administered by passionate scrapbook hobbyists (www.fiskateers.com). Of course, not everyone participates equally. In late 2007, Josh Bernoff and Charlene Li of Forrester Research introduced a social technographics ladder to represent the range of activity (Figure 3). Inactives, unsurprisingly, do not participate in social media, although they may use the internet to shop, for email or for similar Web 1.0 activities. One step up, spectators contribute no content, but read customer ratings and reviews, among other activities; even at this lowest rung of participation, social media is influencing purchase decisions on a scale far beyond traditional word of mouth. The amplification of influence was recognized by Bernoff and Li when they added conversationalists to their model in 2010. These are participants who do not generally post original content, but who actively foster discussions on blogs, forums, opinion sites and the like. At the top of the social technographics ladder are the critics and creators who, as their labels imply, regularly post product reviews and author blog entries, and upload photos, videos or other content. (Of note is the fact that videos and annotated photos are now widely used for many product reviews.) Why have millions of people gotten so involved in social media? First is the core fact that, as weve noted, human beings are

Approximately 80,000 blogs are launched each day, with the total now numbering in excess of 110 million.

Key Attributes of Current Mainstream Social Media Sites

Facebook Users (2011): Demographics: Site Character: Notes: Twitter Users (2011): Demographics: Site Character: Notes: YouTube Views (2011): Demographics: Site Character: Notes: LinkedIn Users (2011): Demographics: Site Character: Notes: MySpace Users (2011): Demographics: Site Character: Notes: Figure 2 525MM worldwide; 154MM in USA (double since 2009) 18 24 yrs = 25%; 25 34 yrs = 25%; 35 44 yrs = 20% Friends & family Average FB user is on the site 25 min per day; 71% of all U.S. internet users on FB 190MM worldwide; 90MM in USA (up from 12MM in 2009) 45% of users >35 yrs (average user age = 39) Real-time, experiential, eclectic: from the mundane to the profound Annual household income of users: 30%>$100k, 58% >$60k Two billion views per day worldwide (600MM in USA) Global Eclectic in content, multilingual, multicultural FB users in aggregate watch 46.2 years of YouTube videos per day; each auto-share tweet about a YouTube video spurs seven new YouTube user sessions 95MM worldwide; 45MM in USA 64% male; average user age = 41 Professional; networking and discussion forums Average annual household income of users: $110k 46MM (USA); down from 65MM in 2009 56% female; 44% are 18 34 yrs Bands, high school students, 30-something moms Annual household income: 46% at <$60k

The Manufacturing Confectioner June 2011 39

Social Media in the Confectionery Industry

The simultaneous development of a consumerist culture and mass communications during the 20th century fostered our tendency to connect to brands through our relationships with other people.
inherently social animals. We want to belong. Beyond our obvious survival needs, we want to voice our thoughts, exchange ideas and learn from others. Second, the simultaneous development of a consumerist culture and mass communications during the 20th century fostered our tendency to connect to brands to choose Ford over Chevy, for example through our relationships with other people. Describing the merits of the new Lexus around the water cooler, debating who makes the best golf clubs with friends at a barbecue or seeing platoons of teens at the mall all wearing Abercrombie & Fitch outfits: these all represent the role of brands in our need for self-identity, selfexpression and peer affinity. In fact, for many of us, these two emotional drivers have engendered a third, which we can call the brand/friend blur, that is, the fact that we often rely on brands for comfort, excitement or other emotional boosts much as we might expect from friends. Coffee shops were coffee shops until Starbucks came along, elevating the emotional reward of consuming coffee to a level that engendered remarkable and enduring brand loyalty. The coffeehouse chain remains a friend of sorts to countless millions around the world. Fourth and last, online social media and networks have immeasurably increased the opportunities each of us has to be a brand champion, that is, to recommend a product, a service or a brand to a far larger and widespread audience than our traditional circles of family, friends and colleagues. Of course, the same audience is available when we play the role of a brand detractor; either way, the point is that social media provides for many individuals a scope of influence unimaginable even 10 years ago. But thats not all, as some TV ads proclaim. Another wave of amplification is hitting us at this moment: the increasingly rapid diffusion of mobile technology in the form of smartphones (Figure 4). The internet marketing-research company comScore reports than one in four cell phone owners in the United States now uses a smartphone, a clear indication that were increasingly online while on the move. In fact, comScore research confirms that nearly 40 percent of smartphone owners are using internet browser functions to access news and information online, and nearly 25 percent regularly use their smart-

The Social Technographics Ladder

Figure 3

40 June 2011 The Manufacturing Confectioner

Social Media in the Confectionery Industry

phones to access social network sites. This means that the conversations that take place across the internet have even greater reach as people participate from smartphones and other mobile devices. IMPLICATIONS AND OPPORTUNITIES FOR CONFECTIONERY R&D/ PRODUCTIONNXXXXXXXXXXXXXXXXX Sociology and changes in the media landscape are well and good, but what do they matter for confectionery-industry professionals working in product development or production? The answer lies not only in how social media amplifies, but how it also accelerates conversation among consumers, and between consumers and businesses. Consider the consumer who feels she received an unhelpful response from your customer service department to her question about a possible allergen in your product. In the recent past she may have told a handful of others about her dissatisfaction. Today, she has the option of using her blog or a social network to share her discontent (or worse) with hundreds or thousands of others instantly, some of whom will likely share or echo her message with others in their own networks. This ripple effect can be astonishingly fast; and while it may dissipate just as quickly, it may also gain force as it spreads, provoking attention from reporters in mainstream media. Social Media Amplication Consider a broader issue such as the crit- The likely fact is icisms expressed by some health advocates that consumers are and consumers over the use of high-fruc- already talking tose corn syrup in food and beverage prod- about your brand ucts, including, of course, confectionery. or your business. Your company may have received no You can remain inquiries or complaints so far, but the man- silent while the ner in which social media disseminates and conversation perpetuates discussion with, arguably, a continues, or you disproportionate representation of extreme can present your opinion may at some point draw your own point of view. business into the fray. Why do you use highfructose corn syrup in your products? Why dont you label it more clearly on your packaging? When do you plan to stop using it? The risk to your companys reputation and to its brand image may be substantial. Senior corporate managers may rightfully object to the possibility of unjustified attacks or ill-informed accusations from vocal activists online. Marketing managers may fear that they will lose control of their brand if they venture into the socialmedia realm. But if you are one of those managers, the likely fact is that consumers are already talking about your brand or your business. You can remain silent while the conversation continues, or you can present your own point of view. When mom-bloggers were offended by an online ad campaign for Motrin in September 2008, they unleashed their anger quickly and vociferously on their blogs and through Twitter. McNeil Consumer Healthcare, the maker of Motrin, was further criticized for being slow and insincere in its apology. Once the apology was made, however, some mom bloggers called upon others to let the issue go, showing that a sense of fairness can prevail in social media, just as in offline communities. Returning to a positive scenario, consumers may be delighted with your new tea-infused chocolate truffles. You may dis-
The Manufacturing Confectioner June 2011 41

Figure 4

Social Media in the Confectionery Industry

Social media provides the R&D or production professional the opportunity to access the voice of the consumer almost immediately, in real time and with little effort.
cover that several prominent bloggers are generating many positive comments in response to their posts about your product. In fact, someone has set up a Facebook page where nearly a thousand fans are already sharing their ideas for new flavors; seaweed-infused truffles are winning at the moment. Of course, several aspects of these scenarios package design or new-flavor requests, for example traditionally fall within marketing or customer service. Here again, though, the rules are changing. Social media not only amplifies and accelerates, it provides even the r & d or production professional ensconced in the most remote laboratory or office the opportunity to access the voice of the consumer almost immediately, in real time and with little effort. Whether that professional scans social media to stay ahead of potential problems or to stay current with her colleagues in marketing, customer service or sales, online conversations offer a tremendous wealth of information and insights. In 2010, the semiconductor manufacturer Intel decided to ask consumers for new product ideas. The company launched a Facebook page through which consumers could submit their own ideas or comment on those submitted by others. The winner of this promotion would be named vice president of r&d for a day, with the chance to work with Intel engineers at the companys product-development center. Other prizes included notebook computers and software. The results of the 10-week event were remarkable: 53,000 participants who generated 5,000 unique ideas; 200,000 views of those ideas; 8,000 comments and 110,000 ratings; and a total of 420,000 engagements between consumers and the Intel brand. Perhaps more relevant to food-industry professionals is the example of My Starbucks Idea, an online social community the coffeehouse chain launched in the spring of 2008. The premise was straightforward, as Starbucks told visitors to the site, You know better than anyone else what you want from Starbucks. So tell us. A recent check of the site showed that more than 44,000 ideas have been submitted for food and beverage items, including flavors, blends and formulations. This figure does not include another 21,000 ideas for merchandise other than food and beverages. It also does not include thousands of suggestions related to the customer experience inside Starbucks locations. While Starbucks has the advantages of a global brand and thousands of its own storefronts, it achieved that status only by listening to its customers. The advent of social media has given the company even more opportunities to deepen the engagement and loyalty of its fans. IMPLICATIONS FOR CONSUMERDRIVEN BRAND ENGAGEMENTX If consumers increasingly regard their favorite brands as a part of their self-identity, as a platform for peer affinity and even as vehicles for self-expression, social media clearly offer new ways to project those emotional elements. Yes, that may be true for cars or clothing, one might say, but isnt it far-fetched to ascribe the same dynamics to a roll of mints or a bag of candy corn? Most marketers would agree that this is not far-fetched, since the physical product, as important as it is, constitutes only the starting point for creating a brand experience that, if positive, can grow and deepen over time. When the consumers emotional attachment is validated by positive reactions from others in his network, his engagement with the brand deepens, raising the odds that he will continue to pur-

42 June 2011 The Manufacturing Confectioner

Social Media in the Confectionery Industry

chase the product. While the relevance of product categories varies for each consumer depending on his or her needs and desires, confectionery has the advantage of being a fun, low-cost category from a consumer standpoint. The low-cost, low-risk attributes of confectionery make it an easy product to talk about. Trial based on someones recommendation is usually simple and inexpensive, and in the flat world of social media, nothing more is required to post an opinion or review. (In fact, even product trial is optional, if one chooses to dismiss an item as too weird, unhealthy or otherwise undesirable.) In broader social terms, confectionery is an easy conversation starter. Just like wandering into a neighborhood party, the first-time visitor to Twitter or another social network site uses the topic to break the ice, project some personality, establish rapport and create new acquaintances. If I like salted licorice and you like sweet, we share a starting point from which to explore. But if I like Darrell Lea licorice and you prefer Panda, then we move from category to brands, adding another dimension to the conversation. Confectionery is inherently fun, at the same time evoking childhood memories and other pleasant associations. But we can talk only so long about a product type or category in general. Brands, as we have noted, provide a springboard to do more, to project our individual personalities. Brands often serve as a means of self-expression. This is evident in consumer actions that range from the simple for example, the habitual use of a tagline from a TV ad to the elaborate, as when friends gather to drop chewy mints into bottles of soda, releasing foamy geysers and provoking boisterous amusement. In the summer of 2009 Ruiz Foods decided to give fans of their Tornados hot snacks a new way to share their enthusiasm for the brand. Without a large marketing budget, the company chose Facebook as its platform to launch a series of monthly contests and sweepstakes, each centered on sharing and rating consumer-generated content, ranging from fan videos to flavor ideas. Visitors to the Tornados Facebook page could download coupons, and win points redeemable for Tornados-branded merchandise and even a family trip to a Nascar race at Daytona by commenting on other visitors content. When the Facebook page reached 100,000 fans, Ruiz Foods committed to providing 100,000 free boxes of Tornados through downloadable buyone, get-one e-coupons. By the end of the campaign, the company had gained more than two million brand engagements with consumers online and well over 150,000 new Facebook fans. And by any measure, Ruiz Foods was successful in boosting the Tornados brand by using social media in combination with tried-and-true promotional activities to create new fans and strengthen consumer brand loyalty. By now, millions of pieces of consumergenerated content about brands (including confectionery) have been shared on blogs, Facebook and Twitter, and through videos and photos uploaded to YouTube, Flickr and similar sites. Consumers use social media to amplify their engagement. Their posts accelerate imitation and engagement by others, and marketers can access these engagements, however large or small, more easily and broadly than ever before. LEVERAGING SOCIAL MEDIA FROM CONCEPT TO CASH REGISTERXXXXX How do we turn brand engagement through social media into sales that help our businesses grow? This can be done in numerous ways through each step of the
The Manufacturing Confectioner June 2011 43

Consumers use social media to amplify their engagement. Their posts accelerate imitation and engagement by others. Marketers can access these engagements more easily and broadly than ever before.

Social Media in the Confectionery Industry

Companies that integrate social media into their culture and operations will strengthen alignment of their business and brand strategies.
process from product concept to cash register, and can be tailored to the goals and resources of any manufacturer. Corazonas Foods, a manufacturer of snack foods based in Los Angeles, is a good example. Driven by the death of her father from heart disease, ceo Ramona Cappello started the company in 2005 with the goal of creating tortilla chips and other snacks that both taste good and can actually lower cholesterol. The companys products contain plant sterols that have been clinically shown to provide this benefit, and product packaging includes the FDA-approved health claim. Corazonas Foods is another company that has chosen Facebook as their key social media platform through which to create and retain fans and customers. Much like Ruiz Foods, Corazonas offers coupons through the social network site, but also goes further with a direct Prove It challenge. A visitor can register her name and email, and then have her cholesterol tested before and after eating Corazonas snacks over a four-week period. If her cholesterol doesnt drop, the visitor will receive a refund. The company extends the brand experience, including social-media elements, all the way to the point of purchase, where shoppers can receive cholesterol screenings near Corazonas displays and in-store sampling. The company uses Twitter to announce screening schedules and itineraries for interested consumers. In general terms, then, manufacturers can leverage social media and digital tools in a number of ways to differentiate and strengthen their brands: Product concepts/product innovation Google Alerts and similar tools to scan blogs and forums for trend-focused conversations on analogous categories such as flavored beverages, baked goods or cross-cultural fusion foods.
44 June 2011 The Manufacturing Confectioner LinkedIn Groups to track conversations

on technical issues, particularly in international contexts. Marketing Facebook to engage consumers in conversation about your brands and products. Twitter and Facebook to promote and report in real time on sponsored events, roadshows, in-store demos. Flickr to share event photos, or to invite consumers to post their own photos related to their experience of your brands or products. YouTube to share event or roadshow video, or to invite consumer-generated content related to a contest or promotion. Google Analytics to understand visitor traffic to and on your brand or company website, and to integrate website and social-media consumer/brand touchpoints more effectively. Mobile applications to deliver incentives and personalized content to opt in consumers (may be triggered by shopper scans of quick response codes at point of sale). Sales/trade support LinkedIn Company or Group page(s) for distribution of value-add information to channel partners or retail trade customers. Twitter for real-time updates on in-store demos or other promotional events. Customer service/consumer affairs Addictomatic or similar low-cost tools to scan consumer sentiment or response to specific events. Twitter or Facebook to engage consumers, facilitate resolution of complaints, project responsive image for the company. INTEGRATION INTO BUSINESS STRATEGIESXXXXXXXXXXXXXX By its nature, social media is open and accessible. Conversation and collaboration replace the one-way push communications of traditional advertising and Web 1.0 corporate websites. Social media therefore challenges companies to attain higher lev-

Social Media in the Confectionery Industry

els of collaboration across corporate functions in order to compete more effectively. In fact, companies that integrate social media into their culture and operations will strengthen alignment of their business and brand strategies, in turn strengthening brand equity and brand loyalty among consumers. Like other c p g (consumer packaged goods) companies, confectionery manufacturers can integrate social media into their operations in various ways, depending on business goals, resources and internal culture. Nonetheless, the foundation must be a firm and sustained commitment by senior management to leverage social media in order to do the following: Engage consumers openly and authentically about the companys products and brands. Recognize and reward fans of the companys brands. Optimize opportunities to support and/or promote retail trade customers. Inform those interested about the companys community-focused programs or events. Represent the industry of which the company is part. With appropriate support, senior management in each functional area should evaluate and propose ways to leverage social media, and toward what objectives. Appropriate support in planning, implementation and periodic measurement can take the form of a nimble cross-functional team trained in social-media practices. (For those wondering why this would matter to accounting or hr managers, its worth noting that professionals in those fields are generally very active on social network sites such as LinkedIn and Ning.) Keep in mind that the fundamental goal is to tap social media as a new tool to gain customer insights, to innovate, to build brand loyalty that drives sales and to improve operations while reducing internal functional silos. For that reason, socialmedia team members should never be isolated in a separate department of whatever sort, called upon only when a manager wants a funny viral video. RETURN-ON-INVESTMENT CONSIDERATIONSXXXXXX

Thats all great, one may ask, but whats the bottom line? Whats the r o i (return on investment) of social media for a candy company? In these early days of this new media landscape, there is no single, simple answer. The good news is that tools of measurement abound; the big questions are what to measure, and why. Some successful business people see social media as an investment in learning more about customers through dialogue, or as a way to anticipate and leverage trends sooner and more effectively. What is the r o i on equipping your sales force with cell phones? What was the point of creating a company website 10 years ago? In fact, as more companies begin to use social media, what may have provided a competitive edge two years ago is fast becoming table stakes. But as we know, ultimately there is a cost and, therefore, a net value to any business activity. The debate over the roi of social media reflects the tension between opportunity and risk in a new marketing landscape. But it has been intensified by attempts (often by social-media proponents) to apply financial terminology to nonfinancial measures: the number of hits on a company microsite, the number of fans on a Facebook brand page, the number of views of a companys YouTube video and the like. These can be meaningful indicators, but they clearly are not financial measures.

The fundamental goal is to tap social media as a new tool to gain customer insights, to innovate, to build brand loyalty that drives sales and to improve operations while reducing internal functional silos.

The Manufacturing Confectioner June 2011 45

Social Media in the Confectionery Industry

The millions of conversations on social media can teach us new ways to learn more about what matters to our customers, including how they influence each other, and why they choose to purchase our products.
At this point the value of the sales-funnel model comes to mind. Can we evaluate and select social-media-related indicators that might lead toward conversion? Can we connect one consumer/brand touchpoint to another, and track the progression to quantifiable sales points? For example, can we launch interactive digital ads that lead viewers to our microsite, where they would receive an incentive to share with friends via Twitter or Facebook, ultimately driving new sales at nearby retailers? As mobile applications multiply, 4G cell phones with geo-location become commonplace, and quick response (q r) codes provide manufacturers with new ways to incentivize consumers all the way to the retail aisle, a social-media-driven sales funnel becomes increasingly feasible. We have discussed the rapid diffusion of smartphones, which enables increasing numbers of consumers, while standing before product displays in a store aisle, to interact with the companies that make those products. We also have discussed the opportunity to use social-media platforms in combination with each other and with traditional marketing tactics. In the case of Corazonas Foods and its cholesterol-lowering snack products, this approach has enabled them to increase their share of acv (all commodity volume) up to 40 percent in key markets, a remarkable achievement for a small company in an intensely competitive category. But in all cases, and regardless of tactics or technology, the essential nature of social media remains paramount, in the form of a willing partnership and ongoing dialogue of the consumer with the brand marketer. CONCLUSION The advent and spread of social media in hardly more than five years has transformed the relationship consumers have
Presented at the PMCA Production Conference

with brands and with the companies that produce those brands. The one-way push of traditional advertising is now joined by conversations moving in all directions. In this rapidly changing landscape, marketers fear losing control of their brands and ceos wonder whether social media can really help business. But if nothing else, we have learned that the millions of conversations on social media can teach us new ways to learn more about what matters to our customers, including how they influence each other, and why they choose to purchase or bypass our products. We can explore the new social-media landscape one step at a time, learning as we go, if were committed in that effort. This includes the clear understanding that fans on Facebook dont equal register rings, but that more fans can mean more sales, more often if we set the right goals and measures. People are talking about our brands; that is a simple reality. The question is whether we believe we can grow our businesses by ignoring or by engaging in those conversations. As new as social media still is, smart companies already know the answer. n REFERENCES
Bernoff, Josh. Empowered. Forrester Blogs. January 2010. Web: http://forrester.typepad. com/groundswell/2010/01/conversationalistsget-onto-the-ladder.html Bernoff, Josh, Charlene Li. Social Technographics Ladder. Forrester Research, 2010. Solis, Brian. The Conversation Prism v2.0. @BrianSolis blog. March 30, 2009. Web: h t t p : / / w w w. b r i a n s o l i s. c o m / 2 0 0 9 / 0 3 / conversation-prism-v20/

46 June 2011 The Manufacturing Confectioner