Posts Tagged ‘Twitter’

That’s Not What Twitter’s For

Monday, February 1st, 2010

I ran across an amusing little incident (via MetaFilter) that happened recently in San Francisco, and I felt I needed to share. Members of the Fred Phelps-led Westboro Baptist Church gathered recently for a protest outside the offices of Twitter. I’m going to be smart and stay well clear of discussing the ministry, its protest signs, or the counter-protest to their small rally—you can read and see more of that at either of these not-safe-for-work links—but I have to address what one of the protesters was reported to have said. To quote the Asylum article by Harmon Leon:

As the verbal assault continued, I raised my hand and asked the obvious: “Why Twitter? Does God hate Twitter?”

“We have not quarrels with Twitter. Twitter is a great platform,” stated a gray-haired WBC woman juggling several signs that could be interpreted as funny and ironic if they were actually funny and ironic. Gesturing to one of the younger WBC women, she added, “Meagan, she’s Twittering right now.”

But she explained the reason behind the protest: “Twitter should be used to tell the punks of doomed America that God hates you!”

As a staunch advocate of the use of social media, I have to say this shows a complete misunderstanding of how Twitter works, and reveals the difference between the old and new schools of mass communication. Protesting at the Twitter offices to get the platform to be used in one way or another presupposes that Twitter is a one-way channel that controls all the messages sent through it. It’s like seeing a soda can on the ground next to a recycling bin and complaining that the bin doesn’t reach out and pick up the can.

The new model of social engagement starts with interested parties reaching out to other interested parties. The correct action to take if you want Twitter to “tell the punks of doomed America that God hates you” is to start telling them yourself via Twitter.

Of course, that’s going to be somewhat problematic, since Twitter doesn’t work by telepathy. You can spout all the hate you want (subject to Twitter’s terms of service) but if nobody’s following you, you won’t be heard. The punks of doomed America aren’t going to follow these people to receive daily reminders of how a fringe group thinks they’re damned—well, the masochistic ones might—so the message dies. That’s how it is with social: If you want to reach people, you must have something worthwhile to say.

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Summing Up the Dreamforce Keynote

Wednesday, November 18th, 2009

I was planning to put this in my other post (see previous), but I was forced to clutter that space with live updates when I reached my Twitter limit. I’m not the only person who hit that particular wall–friend and respected blogger Esteban Kolsky got locked out as well, and I’m sure a number of others were as well. Look for Esteban’s post on why this is a bad thing, coming soon to a link near you once he posts it (and I update my blogroll–I’ve been a bit lax).

By now you’ve likely heard a fair amount about today’s biggest news, Salesforce Chatter. To sum it up nice and tight, Chatter is a new, more collaborative and intuitive interface for business applications. It’s the Collaboration Cloud. If Facebook and Twitter had a child, and that child grew up and got an MBA, it would be Salesforce Chatter. Feeds, status updates, groups, messaging–it’s all there, along with the dashboards and everything else we’ve come to expect from good CRM. Chatter can integrate social contacts from customers into the mix and provide context for it all. Even better, Chatter will be standard on all editions of Salesforce.com, Force.com, and related products. Outsiders can acquire access for $50 per user, per month.

At least, that’s what Chatter will be. It’s not due until the end of 2010, which is a long way off. Chairman and CEO Marc Benioff went out of his way to point out the portion of Salesforce.com’s safe harbor statement that says the company is not responsible for what might be vaporware. That’s out of character for Marc, who usually waves his hand in the general direction of the statement and makes a joke.

But the other thing that was out of character was the level of energy Marc brought to the event. This is not to say he’s usually laid back when presenting–far from it. Today’s level of bombast, though, was one step beyond. Either Marc Benioff is very excited about his new Collaboration Cloud (which is likely), or he wants us to believe he’s very excited about it (which is also likely, CEOs having certain responsibilities and whatnot). Chatter is a big deal, and it will change the way business gets done, once it’s released.

I asked about just how Chatter will change business processes, but Marc’s take on the situation is that business is already changing to accept this model, and Chatter is the first tool that allows companies to do so securely, in an orderly manner, and with scalability. However, as Kraig Swensrud (SVP of product marketing) said in a followup interview, Chatter is not Twitter or Facebook. Just as we use business email and personal email differently, the internal and external feeds of Chatter will have their own character. Surfing the Web was once a workplace taboo; now it’s how many of us do our jobs. Salesforce.com hopes that Chatter will be the same.

There’s plenty more to say about this Collaboration Cloud thing, but there’s also plenty more for me to learn before I go further. My next post will probably deal with Salesforce.com’s messaging, not its applications.

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Chattering about Salesforce.com

Wednesday, November 18th, 2009

As usual, my patented, trademarked, hermetically sealed and hypoallergenic live coverage of this morning’s event (Dreamforce 09) will be appearing in the Twitter stream to your right. Follow @Lager if you don’t already, and I will be adding my analysis afterward in this space.

If you’re wondering why I don’t just liveblog it here, the answer is simple: I like words, and the temptation to editorialize is much easier to manage at 140 characters a pop.

UPDATE 11:40 am PST: Tweetdeck just crapped out on me, with the “recipient not following you” error message. I’m over my limit.

11:44 am PST: Generally speaking, Salesforce Chatter looks a whole lot like Facebook. There’s also Twitter embedded. It’s a secure social business interface. I want a lot of demo time with this.

11:48 am PST: Marc is wrapping up now. Force.com has been modified so you can build collaboration apps. Chatter collaboration cloud is an attempt to change the way we work and make it more like … well, how we kill time at work when we should be working. Your coworkers are now your community, with the closer contact that implies. The biz apps, dashboards, and workflows are still there, but social networking is now built in instead of layered on.

11:53 am PST: For those of you who are worried about security, Chatter is as secure as Salesforce.com in general. You can pull in info and interactions from outside the enterprise, but I assume that once it’s there it is shielded from malfeasance.

11:55 am PST: Sales Cloud 2 is built on Chatter. Service Cloud 2 has been rebuilt for Chatter (that two rebuilds of Service Cloud). It’s all mobile capable.

12:01 pm PST: True to social form, content can be followed or broadcast automatically–you don’t have to go into a group and post to it. Your content, your apps, and your people are all talking to you. And, to judge by this demo, they’re all talking about how bad Sharepoint is.

12:04 pm PST: Demo is over, now announcing pricing. Available early 2010 in all editions of Salesforce.com and Force.com–standard in all editions. If you want to bring outsiders into Chatter, there’s a $50/user/month product. Very nice, and a welcome departure. We’ve got Jason Goldman, from the board of directors of Twitter. @goldman if you want to know.

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Keeping Busy with RightNow Technology

Wednesday, October 28th, 2009

I’ve just spent (and am still spending) a busy and informative demi-week at the RightNow Summit in lovely Colorado Springs, and I’m glad I came. Greg Gianforte and company are doing some very smart things.I’ve dinged RightNow in the past for sometimes lacking in effective media/analyst outreach, but that appears to no longer be the case, and the timing is excellent.

The reason for my enthusiasm is that RightNow’s message of customer experience is now a product and a strategy, CX. The social CRM and SaaS stars are finally in alignment, and the RightNow CX customer experience suite that Greg G. announced on Tuesday was born under those auspices. My tweets from that morning’s general session will give you some idea of what RightNow CX is all about, but I’ll summarize it here in a more coherent fashion. I’ve got to rely on text because I’m having trouble getting slides to work, but bullet lists are clear enough.

From the ground up, there are five main components of RightNow CX, each containing part of the package. RightNow CX Platform is the technology that supports the traditional CRM functions of RightNow Engage, which in turn supports the three customer experience components (Web Experience, Social Experience, and Contact Center Experience). Thus,

RightNow CX Platform

  • Knowledge management
  • Integration
  • Mission-critical SaaS (more about this later)

RightNow Engage

  • Marketing
  • Voice of the Customer
  • Sales
  • Analytics

RightNow Web Experience

  • Customer Portal (including Web self-service and mobile)
  • Chat and Co-Browse
  • Email Management
  • Web Experience Design

RightNow Social Experience

  • Support communities
  • Innovation communities
  • Cloud monitoring
  • Social experience design

RightNow Contact Center Experience

  • Phone and multichannel interaction management
  • Case management
  • Voice automation
  • Contact center experience design (including desktop workflow, agent scripting, and contextual workspaces)

Mission-critical SaaS includes something the company is calling Invisible Updates, with elimination of downtime as the goal. The concept appears similar to Salesforce.com’s 5-minute upgrades, but RightNow is aiming for true seamlessness. It also prides itself on having always provided service level agreements with teeth—the company cuts checks for its customers when downtime exceeds what’s spelled out in the SLA. It’ll be fun to see how the two rivals stack up in this matter.

A lot of the new customer experience functionality, especially the knowledge base and Social Experience parts, are the fruit of RightNow’s acquisition of HiveLive in September of this year, followed by what must be the fastest assimilation of technology since Star Trek introduced the Borg. A six-week turnaround from acquisition to deployment was unheard of before this, as far as I know.

RightNow takes the position that customer experience is everything, and is making “ridding the world of bad experiences” its goal. The path to achieving this leads through the contact center, and recognizes the power of the customer to make or break a business no matter how good the products might be. Numbers from the 2009 Customer Experience Impact Report (commissioned by RightNow from Harris Interactive) back this up:

  • 86% of consumers will never go back to a company after a bad customer experience
  • 60% will always or often pay more for a better customer experience (up from 58% in 2008)
  • 82% who had a bad customer experience told others about it (up from 67% in 2006)
  • 53% will recommend a company to someone else because they provide outstanding service

To illustrate the potential impact of one bad experience, we were treated to one more showing of the “United Breaks Guitars” video—but with a twist, because Dave Carroll (the creator) took the stage partway through to finish out the song and give us a first-hand account of his experiences. As he finished up, he revealed what I’d call PR gold for him and RightNow: Carroll’s only option for getting to the conference was to fly United, and the airline lost his luggage. If you listen carefully, you can hear United’s market capitalization dropping even further than the $180 million attributed to the initial incident.

If RightNow CX Platform is as good as it looks, and the company is true to its word, 2010 could very well be RightNow’s year. Every single one of Greg G’s customer visits in the past three to four months (he’s done more than 300 customer visits in the past 18 months) has had social CRM as a focus—driven by the customers, pulling RightNow into the conversation. That’s encouraging to me, since I’d hate to have established a practice in a field nobody cares about. :-)

You’ll also be glad to know that I am now officially Huge On Twitter, at least as far as the PR team from Horn Group and RightNow Technology is concerned. I hope to continue living up to the accolade.

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About to Go Live at RightNow Summit 09

Tuesday, October 27th, 2009

Hey folks: I’m at a conference with functioning WiFi! It’s RightNow Summit ‘09, and we’re just a few minutes away from the opening address. Look for my live updates on Twitter, and a full account of the news later today. Anything I don’t get, you should be able to learn from Christopher Musico of CRM magazine, Esteban Kolsky, or Forrester Research’s Dr. Natalie Petouhoff.

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Oracle Open World 2009, Day One

Tuesday, October 13th, 2009

It’s Tuesday, thus time for Monday’s bloggery. I pretty much failed to liveblog Oracle Open World’s keynote, but at least it wasn’t through my incompetence; spotty WiFi and simultaneous Twitter overloads and outages conspired to keep me mostly silent, and the rest of the day had me on the move too much to post for you.

So many things happened Monday at oracle open world, though to be honest I think the day needed to accelerate before it got really good. The morning keynote led by Charles Phillips and Safra Catz was fairly sedate, as it felt like there was no binding force between the many segments. To be fair, I missed the Sunday night keynote due to personal burnout, so it’s entirely possible that Larry Ellison–a man I’ve never heard speak in person–really did the setting of tone last night and Monday was the start of the “business” part of the conference. Esteban Kolsky pointed out that there was an undercurrent of unrest in the room (something you never want when there are more than 10,000 people), and his tweets really captured the flow of the morning. He had much beter WiFi connectivity than I did, and seemed less affected by the problems experienced by Twitter, so I recommend checking out @ekolsky to see all the stuff I wanted to liveblog. Props to Esteban.

There were two stand-out segments, though. One was with Anthony Lye, which (and whom) I’ll come back to in a moment. The other dealt with retail, particularly “fast fashion” as implemented by H&M.

I have no use for the store or its brand, but I must say that the way H&M is using Oracle technology to change the way the apparel industry works. Any apparel business can (and should) use CRM and ERP technologies to make their purchases more efficient, but that still uses the antique method of basing inventory decisions solely on the debut of fashion “seasons” that might be nine months ahead of actual time. Fast fashion is a step beyond. Presenter Duncan Angove and an associate whose name I missed explained how H&M uses it to spot current trends and new products and act on them every month, perhaps even sooner. Combined with dashboards linked to regional maps, this means H&M can put what items will be most likely to sell well in each individual store, change out stock efficiently, and entice customers with promotions as needed to keep sales coming. Smart business and satisfied customers.

Now to Anthony Lye, who gets the other allotment of props for Monday. His part of the keynote delivered what the entire session should have done: a real tactical and strategic sense of how enterprise apps (like CRM) fit into a company’s efforts to increase efficiency and profitability, but without ever forgetting that it’s all about the customers and what you can do to make them not just content to do business with you, but happy enough from doing so that they encourage others to do the same. He didn’t stop there, either; he led two sessions later in the day that drilled even deeper into modern customer engagement strategy, and both were spot-on. His first had him and his team demonstrating how the Siebel CRM family is helping Oracle customers find their way in social CRM via cross-channel, experience-driven business practices. Very sharp. Then he put two powerhouses–Paul Greenberg and Denis Pombriant–together to discuss social CRM and cloud computing. A session with either Denis or Paul is always worth the time; both of them plus Anthony is more than most can hope for. The conversation was lively, though Anthony’s questions did seem (understandably) to support Oracle’s mostly-on-premises model. Regardless, Anthony Lye is everything Oracle needs in a CRM exec: he’s sharp, relatable, works well with the rest of his team, knows the industry, never forgets the customer, and is a pleasure to speak with. This man needs a raise.

More to come after today’s happenings, and I’ll try to post my thoughts in a more timely maner. No promises though; I still owe you my impressions of a great social CRM dinner I attended with Tealeaf last week revealing its latest customer experience survey results. Great stuff, and I want to do it justice, but I feel funny about the time delay.

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Not the Best Buy

Monday, September 21st, 2009

It’s time for me to take out some of my rage and indignation on a retailer. It’s one of my favorite pastimes. To be fair, I must say that the company in question—Best Buy, in case you couldn’t figure it out from the title of this post—provided the product as requested, at the expected price, with a minimum of delay once the problems I’m about to describe were cleared. The problems encountered will probably not prevent me from buying from Best Buy again. That said, the customer experience left a lot to be desired, and here’s why.

I found myself in the market for a new notebook PC—the first one I’ve personally owned, as I’m a desktop aficionado and always received laptops from employers. My ability to travel to industry events and client sites (and do anything useful once there) would be seriously curtailed by not having portable computing power. Not wanting to spend a fortune, but neither wanting an incomplete machine (netbooks aren’t my thing), I researched the best balance of power and price. I found this, the Asus K50IJ-RX05. The only place to acquire one at the $499 price point was Best Buy.

Problem 1: finding the product. I consulted Bestbuy.com to see if either of the two “local” stores (local meaning 20-30 minutes on a bus) had my machine in stock. Neither one did, of course, so I called the first and asked whether it would be restocked soon or if I could order one. Five minutes later (after being placed on hold twice) I was told that I couldn’t, with no explanation why. A call to the second had the same result, but with some added info: The one I wanted had been discontinued—or so they said; it’s still listed on the Asus site—and the service person didn’t know what model had replaced it. She suggested I try asking around at the stores in the Bronx because they might have one or two in stock. No offer to check for me; no offer to ship the unit to her store.

Of the two Bronx locations, one was nearly twice the travel time, so I naturally chose the nearer one. I called the store. No answer. I’m not talking about no answer after pressing 3 to speak to a sales rep; no pick up at all, like they didn’t have an IVR installed. That’s inexcusable. In a moment of desperation, I tried to contact the horribly-named Twelpforce, Best Buy’s assistance line on Twitter. By the time I heard back from a twelper, or whatever they call themselves, I’d already figured out how to order online for in-store pickup—significant because the first few attempts failed, since the function doesn’t work properly unless you start from the right place on the site—and decided to bite the bullet and go to the Bronx store.

Problem 2: verifying quality. Jump forward to my arrival at the in-store pickup counter, skipping over the time spent waiting for not one but two confirmation emails (both of which I was told were necessary), the 45 minutes or so on the subway, and the difficulty navigating a horribly designed suburban mall. The store was not busy, probably the emptiest I’ve ever seen a Best Buy, but there was still a waiting line at the service desk. Fair enough, just bad luck on my part.

The difficulty came in trying to figure out whether the computer—with Windows Vista installed—was qualified for the free upgrade to the new Windows 7 operating system when it becomes available in October. I wanted to be absolutely sure what I was getting myself into, because while I have learned from long experience to never use the first release of a new OS if I can avoid it, I have no desire to use Vista; dealing with it for a few weeks or a month is acceptable if I get the free upgrade, otherwise I’d dump the whole thing in favor of a Linux distro. The in-store display said yes, the salesperson said no. It took a further 10 minutes of delay before a Geek Squad guy walked over and opened the box, revealing the upgrade offer within like Charlie’s golden ticket.

Problem 3: taking the survey. So in the end, I got home with the computer, a carrying case, and a mouse. All over, right? Wrong. This morning I got the follow-up email asking me to take a brief online survey about my in-store pickup experience. Fine by me; I don’t mind answering surveys about products or services I’ve used, at least within reason.

The brief survey turned out to be 32 questions long, actually longer because a yes or no in the right place would insert one or more conditional questions to clarify the answer. The survey tech was provided by ForeSee Results, but I’m willing to bet they had nothing to do with designing the survey itself. First of all, I’ve spoken with ForeSee people before, and they’re the first to tell you that the value of a customer experience survey decreases with length.

They’ll also tell you that, to assess customer satisfaction, you should ask relevant questions. There were some, but plenty that weren’t. If the survey is specifically for in-store pickups, why bother rating my opinion of the shipping costs? How is “Please rate the degree to which the order received matched the order placed” a different question from “Please rate the accuracy of your order”? If you’ve already had me rate the degree to which the experience matched my expectation on a scale of 1 to 1o, is there a point in asking the same question in yes/no format later? By the time I reached the bottom of the survey page, I was starting to regret taking it. None of the questions addressed how I felt about the experience, or asked what I’d change. In short, there was nothing that captured the voice of the customer in a way that will affect anybody’s shopping experience.

Was I satisfied with my overall Best Buy experience? Well, I got the item I wanted at the price I expected, and found some accessories to go along with it, so in that sense I was satisfied. But it was clear that I was nothing but a source of revenue for the company; I was not treated like I mattered for anything but the numbers on my credit card. Poor-to-nonexistent integration between store locations, marginally helpful staff, and a useless survey left me flat. I’ll use Best Buy again, but mainly because it is the only real choice nearby for consumer electronics. I wasn’t a lover of Circuit City, but at least when it was still operating there was a choice, and the hint of competition made both stores try harder.

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All Quiet on the Social Front

Thursday, August 6th, 2009

I had some other topics lined up for today—my thoughts on what applications like Scanaroo are doing for social CRM, for one—but it looks like there’s some breaking news on broken social tools that must take precedence.

Today saw a massive denial-of-service (DOS) attack against popular social networking sites, most notably Twitter, Facebook, and LinkedIn. I won’t link to them directly right now—they’re the Big Three so you know how to find them, and they also have enough traffic trouble at the moment—but I’ll cheap out and give you the New York Times coverage here.

Social media like these have quickly changed the way we go about our daily lives, so it’s all the more painful when we info addicts get cut off at the source. I was really looking forward to seeing what was happening in my personal Twitosphere today, not to mention driving some traffic to my site and those of my allies. Twitter has been hit hardest, and despite claims that the problems have been fixed, many users (myself included) still have no access. Facebook has been unreliable as well, so my Mafia Wars conquests are on hold for now. LinkedIn is more of a tactical asset for me—I use it when I need it, but don’t stay connected for long—so I haven’t seen the extent of the damage there, but you can be sure that some important business connections didn’t get made today.

The optimist in me says that when irresponsible scriptkiddies with a surplus of free time and a dearth of creativity launch attacks like this, it ultimately strengthens the sites they attack. But the inner optimist is very small, and not nearly as vocal as the rage-filled monster who wants to make an example of these jackholes with a blowtorch and a pair of pliers, Marcellus Wallace-style. I suppose I’ll have to settle for the criminal justice system, but that will do.

This moment of Ahab-vs.-Moby-Fail also reminds us that social networking and customer engagement aren’t new phenomena. We still have phones, and the ability to go to bricks-and-mortar establishments. Most of the Internet still works, too, so it’s not like the engines of enterprise have shut down altogether. Social CRM is a strategy, and the online component is not the only component.

/rant

In other news, I’ll be guest-blogging for my friends Paul Greenberg and Brent Leary, the CRM Playaz. My piece isn’t live yet, but when it is I’ll have the honor of being their first post. Along with that, I’ll also be chatting with them on their next podcast, recording tomorrow. I can’t get enough of these guys—they combine insight with humor, whether separately or working together. They also show exceptional taste in guests. :-)

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Social media or high society?

Monday, June 29th, 2009

Thanks to Metafilter (by way of my girlfriend), I found out about a case involving the apparent power of social media. I would have missed it entirely because of the other recent social media event surrounding Michael Jackson’s death. It involves another celebrity, Adam Savage of MythBusters.

Briefly, the situation as reported in the Vancouver Sun is this: Savage got hit with $11,000 in connectivity charges from AT&T for what amounted to a few hours of use over a period of five days. The company shut off his phone as a result. Savage turned an assistant loose on the provider to try and straighten out the charges, but it appears that the real work was accomplished with a few tweets. (No disrespect intended to the assistant, of course.)

Your first reaction to this story might be, “Aha, the power of social media in action!” (It was my second, right after, “Those guys have the best job ever, and I love that show.”) But if you look deeper—not just in the MeFi comments but read Adam’s own words—you’ll see another thing at work: the power of celebrity.

“A lot of people on Twitter are saying, ‘Well it’s great that it worked for you, because you’ve got 50,000 followers, but what about the rest of us?’ ” Savage said. “And I totally agree with them.”

The fact is that the power of massed customer voices is mostly a sea-change thing for the moment. One tweet, one blog, or one Facebook group typically has little power of its own; as they accumulate, they exert pressure on businesses that want to maintain good public opinion. It’s like emailing your senator or congressperson to ask them to put their weight behind a certain bill—no matter how awesome and right I think I am, my note is almost useless by itself. It’s going to take a lot of constituents to shift a legislator’s opinion, or get one to make it a pet project instead of just something to vote on.

The squeaky wheel gets the grease, and Adam Savage is capable of a much louder squeak than most of us. Kudos to him for acknowledging this.  The typical customer would have spent days or weeks sorting this mess out, or might just eat the charge if it was small enough. You’d better believe that if AT&T hit me with $11-grand in charges I’d become an instant sensation on Cursebird (NSFW).

The change we’re all hoping for is that businesses don’t just use social media as an alarm system directing them to fires which must be put out. If somebody goes to the trouble of starting a social networking group founded on the premise that your company is run by thieves and/or morons, or makes a public-message complaint that is echoed by others, it doesn’t just mean some customers are unhappy—it means you’re doing something wrong. Fix the damage first, put out the fire, but if your next step isn’t taking a hard look at the policies that caused the fire, you’re missing the point of listening and are a fire hazard.

Also, congratulations to MythBusters cohost Kari Byron (no, she doesn’t know me) on successfully completing her pregnancy internship. Good luck in your new role as Doctor of Momology.

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The King (of Pop) is dead. But Jeff Goldblum is fine.

Saturday, June 27th, 2009

OK, first a disclaimer and personal note: I don’t intend to minimize, ensnarkify, or otherwise make bones on the death of Michael Jackson. It will probably happen anyway, because I have the self control of a cracked-out hummingbird. Let me just say that, while I’d never have described myself as a fan, and Michael’s public image drifted past mockable and into pitiable a long time ago, he was a powerful force in music and entertainment. Starting with the Jackson 5, he brought some great music to the world. Thriller is still the top-selling album of all time. Oh, and could he dance—Sammy Davis Jr. and Fred Astaire (among a great many others) seriously admired Michael’s moves. Admit it, you used to try to Moonwalk because Michael did it. There’s more to Michael Jackson than I’ll ever know, and while parts of his life were unfortunate, ugly, and even self-destructive, I respect a great entertainer when I see one, and Michael qualifies.

The Internet nearly broke on June 25, 2009. It wasn’t hackers, EMP, sunspots, or an earthquake at a critical server farm. No, it was far, far worse.

A celebrity had died.

The first I heard of the situation was from good friend and former office-mate Josh Weinberger (or @kitson to you Twitter addicts), who linked me celebrity gossip site TMZ’s report that Michael Jackson had died suddenly. The journalist in me expressed doubt, and I looked for confirmation; early reports from sources I considered more trustworthy said the 50-year-old pop icon had collapsed, been revived, and taken to a hospital, but the granular truth never became clear to me. Whatever the specifics, the King of Pop was dead, and bloggers and tweeters beat the major news sources to the story.

I’m not going to get into a fight over why a famous person’s death should become world news, especially when there’s so much else going on that could have a material effect on our lives. I’ll let Datamonitor analyst Ryan Joe’s Facebook status update sing that song.

There had already been two other celeb passings that week, but they didn’t make as big an impact. EdMcMahon was 86 and clearly slowing down (is it too soon to resume calling him Old McMan?), and Farrah Fawcett had terminal cancer, so to be blunt their passings were a matter of time.

Michael was a true surprise, and he seems to have had a much bigger and more vocal fan base. The sudden traffic spike brought browsers to a screeching halt; sources at Google said the surge in queries seemed like an attack.

Not Jackos EKG, Googles.

Not Jacko's EKG, Google's.

As with any news of this sort, it gets worse. On the heels of the news of Michael’s death, rumors began to spread that Jeff Goldblum had fallen to his death while on a location shoot in New Zealand. Similar stories concerning Harrison Ford started circulating, then a number of other stars got the R.I.P. treatment.

Goldblum answered back with the only force more powerful than a twitterstorm: the Colbert Report.

Whenever a famous person of any magnitude is reported dead and there’s no reason to expect it, one will always be well-served to check the rumor to make sure it isn’t complete bullshit. The fact that the (confirmed) deaths of pitchman Billy Mays and impressionist-comic Fred Travalena barely made a ripple can be attributed as much to the sudden skepticism caused by the hoaxes as to the relative dimness of their stars. (Sorry guys, but anybody who thinks either of these fellows is on the same tier as those I’ve just mentioned has been watching way too many infomercials and ’70s reruns.)

Twitter is a powerful force because of its immediacy, but also because the 140-character limit means that details are lost or ignored—only the headline gets picked up, and lies can spread as fast as truth. On the one hand, I’m glad that somebody (an asshole, but somebody) decided to inject a little perspective into the rumor mill, and remind us that crowdsourced =/= accurate. On the other hand, such a demonstration could weaken or slow the adoption of social media, and that would be something else to mourn.

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