The major shake up at Ning last week has drawn new attention to this sector and to this start-up.  Unlike Ning and many others, the focus of the Zingzam platform is on increasing member productivity in communities focused on skills and knowledge, rather on purely social or fan/hobbyist engagement.    Examples include developer communities; communities of channel partners, or buyers and customers; professional organizations; internal coordination and communication; community groups; registered charities; and educational institutions, among others.

Zingzam combines discussion, wiki, blogs, reporting, and other tools into a straightforward hosted solution for a fixed monthly fee o£ 79 / € 99 / $ 109.  (See the note below for a 30-day free trial.)  Communities can carry the brand and URL of the sponsor, and they can be open to all or only to members.

In the coming weeks, Zingzam will announce initial customers, including a well-known organization that selected Zingzam for their developer program after evaluating a long list of alternatives.  And in the months ahead there will be announcements of new feature sets aligned with the needs of specific verticals.

As we look ahead to the launch next week, a thank you to Marc Nager, co-CEO of Startup Weekend, whose months-long experience selecting and implementing a community platform helped inform the Zingzam product design.

Tip: If you’ve not attended a Startup Weekend, you should.  You can get an idea of the experience by reading the posts and viewing the video from the event in Boston several months ago.  And if you’re in or near Boston, you can register for the event coming up in June.

And to Kate Dickman, an early innovator in social media and a long-time community manager.  Today she manages Panasonic’s Living in HD community and her experiences with a variety of major platforms helped refine the Zingzam feature set.

If you’re at Internet World in Earls Court next week—exhibit hall passes are available free if you register in advance–stop by Booth E8150.  If you’re interested in learning more, sign up for the announcement e-mail list or get an advance look at the Zingzam brochure to be distributed at the show.

There is 30-day free trial.  No credit card or contract required.  If you check out the platform, please send feedback and suggestions for the product roadmap.

Innolux was founded six years ago by Terry Gou, who also founded and is chairman of Hon Hai Precision Industry, the world’s largest ( by revenue) contract manufacturing firm.   Among their customers are Sony, Apple, Motorola, and Nokia.   (This excellent August 2007 Wall Street Journal article profiles Gou and his company.)

How did Hon Hai get it’s start?  By “making knobs for black-and-white TV sets.”

One model of Nokian boots offered today.

One of those customers, Nokia, got it’s start in wood pulp in 1865, and later made a name for itself in rubber boots and tires.  It wasn’t until the 1990s that Nokia began to focus on telecom.  In 1990  the rubber boots business was spun out as Nokian.  Two years later Nokia released their first GSM phone.

One of the biggest challenges facing any leader is determining the company’s direction and allocating the resources across many different opportunities.

In the case of these two companies, both multi-billion dollar global firms, the earlier decisions—to give up tires and knobs and focus on telecom and electronics—seem obvious.  That’s seldom the case when you’re in the midst of making those decisions.

Today, faced with a rapidly-changing landscape, the management team at Nokia has reorganized (more than once), acquired several companies, and launched new services in an effort to better compete in this new world.  Whether Nokia can remake itself this time, as they’ve done many times over their long history, is far from clear.

The Hub from Verizon

When the Hub was launched nine months ago, their press release claimed . . .

Only Verizon Wireless can launch a new touch screen home phone system designed to replace old-style home phones with a souped-up home communications system, bridging wireline and wireless connectivity in one simple service, that runs on any broadband connection – whether supplied by Verizon FiOS Internet or DSL or any other high-speed service provider.

Unfortunately, it was a bridge too late.

One of the biggest challenges for any company, especially one in a rapidly-evolving market, is bringing the right product at the right price to the market at the right time via the right channel.

Verizon’s Hub came to late to overcome these three factors:

• Lifestyle trends: Consumers are moving on, replacing landline service with mobile service at a rapid rate, often the result of a move.  The cohort behavior is even stronger.  Kids get mobile phone and phone number from a young age.  Once they leave college, they’re unlikely to  even consider landline service.  After all, their network of friends has their mobile phone number–their number, really–and isn’t that who their friends are trying to reach, the person, not a phone screwed to a wall in a house?
• Technological trends: Increasingly your mobile phone is more likely to be a smartphone, which means most of the capabilities of the Hub are with you wherever you go, without having to buy yet another device.  And your computer is more likely to be a laptop with a wireless connection, giving you some of the functions of the Hub along with convenient data entry and display without additional equipment.
• Consumer behavior: The Hub, a shiny new technology gadget, is most likely to appeal to early adopters, who are just the folks who are dropping their landline and using smartphones.   And for the rest, the Hub wasn’t sufficiently compelling to overcome the headaches associated with integrating it into their network and their life.

Verizon is to be commended for killing the product so soon after they launched it.

The current issue of WIRED has a great article on Netflix and the several attempts they made, starting in 2000, to create and launch a movie downloading or streaming service.  It’s a story of envisioning the future, leading a group to help create it, and killing or spinning off the effort when they believed that what they were building wasn’t sufficiently compelling.

The surprising finding, as shown in the first chart below: Not the importance of reviews or the popularity of social media–Facebook, Twitter, and the like–but the very low use of the old fashioned suggestion box.  Of those companies surveyed, only 1 in 5 has a way for people to directly make suggestions and fully 1 in 3 have no plans to add this capability in the future.  By contrast, more than 8 out of 10 have a Facebook fan page.

Now compare the expected or perceived impact on sales of social media tools with the impact of a suggestion box.  As the second chart shows, after product reviews (ranked first by 78% of respondents), the ability to supply product suggestions is thought to make a much larger contribution to sales than any of the social media tools: 41% versus 26% for Facebook Connect, 13% for a Facebook fan page, and 7% for Twitter.

Chart: Current and planned use of social media and other tools.

Chart: Social media's expected impact on sales.

What’s going on here?

Three things:

1. Keeping up: Social media is all the rage and has made the leap from tech-centric early adopters to broad adoption in society. And if the marketing folks haven’t already set something up, they’re prodded by executives who ask, “Do we have a Facebook for our company?”  (Yes, that’s the way they talk.)  Setting something up on Facebook is simple and fast, so in no time their company is using social media.  Voila!  Transformation!
2. Linking tactics to sales: In most organizations, there is no comprehensive way to link sales to marketing tactics.  (Web-based businesses have a much easier time of this than those companies sell through multiple channels.)
3. Really listening: Customers want to connect directly in meaningful ways with a company in order to get products and services that better meet their needs.

It’s this last driver that ties all of this together.

• Customer reviews: “Here’s what I think of the product/service I just bought from your company.”  And often, “I wish it . . . “
• Suggestion box: “Please make or change or do this . . .”

Facebook, Twitter, viral videos, forums, and blogs are vehicles for expressing those views.

Implications

Marketing is too often the implementation of tactics.  These survey results are a reminder that it’s the content of the communications and the intent of the parties involved that really matters.

Even marketers, in their heart of hearts, understand that customers want companies to listen to their concerns.

The never-ending challenge for marketers is getting their company to listen, and for senior executives, getting their company to respond.

…

Survey details: The e-tailing group/PowerReviews 1st Annual Community and Social Media Survey, September 2009.  (The slides are here, and oddly not on Slideshare, the social media site that has great tools for displaying, discussing, and embedding notable presentations.)