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Yahoo, AOL and Microsoft’s premium ad exchange just might work September 19, 2011

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Last week, Yahoo, AOL and Microsoft pitched the idea of a premium online display-advertising exchange to advertisers and brand-name publishers. The object would be to raise the value of their ad inventory and compete more effectively against Google and Facebook, which are both gaining share in online ad sales. Could this trio of portals pull it off and rejuvenate their sluggish businesses?

An ad exchange is a “network of ad networks” that allows advertisers to buy big volumes of “remnant” inventory in real time in a highly automated fashion. Online publishers reserve their best ad spots, like large-format rich-media units that run on topic home pages, to be sold directly by their sales force. As I write this, Yahoo is showing a top-of-the-page banner plus related a rich-media unit from Transamerica on its personal finance home page.

Ad networks and exchanges can suffer from quality problems by mixing in mediocre content sites and not giving advertisers control over where their ads run. That matters a great deal to brand advertisers who want the halo effect of associating their messages with classy content.

How they could make it work

To address that quality issue, topic specialists and traditional media companies like NBC Universal and IDG have created private exchanges. But much of the industry momentum is toward the big, automated offerings like Google’s DoubleClick Exchange. So how could this trio succeed?

Outlook

Google claims it already offers a premium exchange. But if that’s the case, why does it have to buy AdMeld? Most of Google’s display prowess doesn’t come from brand advertising but from cost-per-click DoubleClick and AdSense network sales. Facebook doesn’t have an ad network yet, so it keeps every dollar spent. But Facebook’s strength comes from volume rather than price, due to the huge amount of time its users spend online.

If the trio could put such an exchange together within six months, they would have distinct advantages over Google and Facebook in servicing brand advertisers: similar or better reach, high-quality inventory and potential bundles with direct sales and sponsorships. Right now, the advertisers do not seem to be blown away. But few have actually heard the pitch yet, and no doubt the trio is still working out a lot of details.

Besides solving technology and governance issues, it’s always difficult for online publishers to manage an ad network alongside its sales force. The trio themselves — as well as their potential partners — will have to apply sales management and analytical discipline to make a premium exchange work. They’ll need to double down on page yield management processes and tools from companies like PubMatic, Maxifier and Microsoft. And they should consider protecting sales bonuses from “competitive” network sales to designated customers. If the portals can deliver the premium platform as described, advertisers and other publishers won’t ignore it. That could shift several hundred million dollars and two or three percentage points of market share per year away from Google and Facebook.

Question of the week

How do you rate the portals’ chances?
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Building a better feed August 15, 2011

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Last week, Twitter retooled its site to offer two Facebook-like activity feed channels aimed at increasing and broadening user participation. Facebook itself did some tweaking to its feed and is reportedly evaluating a bigger overhaul, and Digg updated its news feed. Real-time feed-based user interfaces (UIs) are becoming one of the most important ways of presenting information online, and they are critical areas of competition in social networking and search.

Different companies using feeds reveal UI implementation strategies that tend to focus either on active (user “control panels”) or passive (algorithms) techniques. The winning approach will probably be a blend that leans toward passivity. Consider the following:

  • Twitter’s new tabs show activity around the user (mentions, favorites, retweets) and the user’s followed friends. Twitter wants to boost usage by mainstream users and encourage favorite-ing as a simple way to engage users who aren’t necessarily in the mood to post or reply.
  • Facebook countered Google’s new social gaming thrust by fine-tuning how players and games communicate (a ticker and less throttling of messages in the feed). Earlier it introduced a new feed “story” type that groups actions based on natural language analysis of related topics.
  • Like other enterprise social networking from SocialText, Jive Software, Salesforce.com’s Chatter and SocialCast, Yammer drives user communications via an activity stream. Its feed emphasizes “ambient consumption” of info that’s surfaced to users based on an algorithm that evaluates topic and relationship data for relevance. Platform VP David Stewart told me that tools to embed that stream in other enterprise applications that were announced in May will be available in beta later this month.
  • Venerable link-sharing site Digg introduced “Newswire” that enables users to filter and sort links appearing in real time based on things like recency, topic, format and who posted or voted on them.

The best approach: Balance user control with algorithms

Mathew Ingram doubts that Digg’s new features will be enough to help it regain the audience it lost to Reddit and others when it did a poorly received redesign last summer. He’s probably right, but Digg’s latest moves illustrate that adding controls and filters to a feed is mostly for power users. Making mainstream users take active control of information presentation is extremely challenging, usually resulting in adoption in the 5 percent (Facebook Lists) to 20 percent (Yahoo customization) range.

It’s “easier” — from an adoption if not technology perspective — to rely on passive personalization via algorithms that analyze feed content and promote it by guessing it will be relevant to users. That’s what Facebook does with its social graph–powered EdgeRank, and that’s what Yammer is doing, although Yammer doesn’t do any natural language interpretation. Rather, Yammer incorporates user curation by encouraging topic tagging. If Twitter gets users to choose favorite tweets more often, it will have more curated data to power potential feed sorting and prioritizing schemes it might develop.

Meanwhile, advertisers and app developers seek to reach audiences within the feed, where most user attention is directed. Sites that accommodate that desire gracefully aren’t merely caving in to marketing pressure; they’re enabling social media communications that many users will find valuable. But they have to enforce relevance by monitoring user reactions and weighting their algorithms appropriately to avoid crossing the line into spam.

Companies using feed-based interfaces need to strive for a balance between algorithms — which can produce odd results — and user controls that may require too much work from the masses, like lots of tagging or advanced search pages. Simple actions like a Like or +1 button will likely be more popular and are the easy entrée into curation. And the data they produce can, in turn, be funneled back into a relevance algorithm.

Question of the week

How else can competitors differentiate their feeds?

Predicting Twitter’s Best Business Opportunities April 5, 2011

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Last week, Twitter’s original CEO, Jack Dorsey, confirmed he was re-joining the company to head up product development. Dorsey returns to Twitter to correct some mistakes and address backlash from vocal digerati and, more importantly, from members of the Twitter ecosystem. Blogger complaints killed Twitter’s QuickBar, an iPhone app feature with a badly executed advertisement. Soothing the companies trying to build businesses around Twitter APIs will be more difficult. Twitter partners and competitors alike want to see how Dorsey will align Twitter products with its best business opportunities.

Dorsey laid out some of his early thinking at a Columbia University appearance. He conceded Twitter needs to be clear about its platform and product direction, and advised third-party Twitter developers to stay away from mainstream client apps. Rather, they should focus on integrating technologies like geolocation, recommendations, filters and mobile sensors. Actually, Dorsey acknowledged that Twitter client maker TweetDeck was great for a minority of high-value Twitter power users. Twitter itself, he said, should focus on attracting and serving more mainstream users — the ones that are consumers of Twitter content rather than creators.

Serving Mass-Market Consumers

Developing for the masses will help Twitter continue its evolution from an incestuous microblogging tool for techies, journalists and social media professionals into something a lot like a broadcast medium. ComScore tracks about 20 million U.S. monthly users of the Twitter site (undercounting mobile and client access, perhaps by 20 percent). One API watcher says the vast majority of Twitter accounts follow fewer than 10 others. Twitter must fix that if it’s going to bring value to mainstream content consumers.

Twitter’s history leads it to focus too much on connecting users to other users, rather than users to topics. Its first-screen promotions to “see who’s here” and view “Top Tweets” link to people or brands, or to individual tweets. Popular “Trends” displayed through a local filter on a user’s personal page is more topical, and more in line with mainstream online media approaches, where current headlines, “most popular” and local news/weather/events lead. Mass sites tell me “most popular” is far more effective in generating clicks than “related items.” Dorsey should prioritize collaborative filtering over complicated content management taxonomies.

But Twitter should also collect channels of topics to help unsophisticated users follow more relevant feeds. Twitter already partners with Sulia to deliver curated topic channels to other media companies based on Sulia’s editorial and algorithmic analysis of expert content. It should use those topic and time-driven channels itself. Twitter could promote recommendations with a smarter version of Twitscoop’s real-time topic cloud.

What About Advertising?

Though its ad platform is a product, Dorsey didn’t say much about revenue generation at Columbia. He admitted it was a challenge for marketers to tie together Twitter’s three current ad formats: Promoted Trends, Promoted Accounts and Promoted Tweets. Lately, Twitter has been telling advertisers to concentrate on Promoted Accounts and Promoted Trends at the expense of Promoted Tweets that run in a user’s feed.

In theory, the site takeover approach of a Trend could mimic timely, mass-reach advertising used by portals like Yahoo and AOL to great success for movie studios and holiday-themed sales. But a Promoted Trend now is a barely highlighted little text unit. Twitter’s attempt to feature it on the QuickBar attracted derision from digerati, who complained of its lack of relevance (and who probably use TweetDeck on their desktops, anyway). A smarter play would be a flashier ad unit on the Twitter.com site, where mainstream users congregate.

Better contextual targeting could alleviate some of the complaints about relevance. (Promoted Tweets show up as a result of Twitter searches.) If Twitter doesn’t want to manage a targeted ad marketplace, it could draw on the expertise of OneRiot, a company that’s trying to build a real-time ad network for other Twitter clients.

Question of the week

How should Twitter prioritize product development?

Why Color Is More Than “Yet Another Photo-Sharing App” March 28, 2011

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Much of last week’s buzz surrounding the launch of Color was justifiably skeptical. The startup, after all, raised $41 million to enter a crowded space without a business model or customers, and many wonder whether the world really needs another mobile photo-sharing app. But two components of Color’s vision — implicit networks (connections created without user effort) and place/time tagging — extend far beyond photo-sharing, and make the company worth watching as a potential indicator of social media and data-mining trends.

The Color app for iPhones and Android lets users share photos in real time with other nearby photo-snappers. The sharing network is determined by proximity rather than by a user explicitly specifying who his friends are. Users are anonymous and all content is public.

Early reviews are pretty negative. Om writes that Color is attracting more attention from pundits than users because the app may not deliver obvious fun or utility. Matthew Ingram wonders if the big funding bet is on Color’s all-star team — which includes Bill Nguyen (Lala), Peter Pham (BillShrink) and former LinkedIn chief scientist DJ Patil — rather than its product or ideas.

But some of those ideas matter.

Implicit Networks

Angel investor and Hunch co-founder Chris Dixon says he’s intrigued by Color because it is pushing the envelope on implicit social graphs. Color’s implicit networks aren’t specified by users, but rather are based on underlying contexts like geography or shared interests. I’ve written before about context-based social networks, and how Facebook Groups is struggling to deliver them. Peter Yared, a VP at WebTrends, writes that Facebook is also experimenting with implicit neworks of friends.

If Color builds on its implict network concept it could deliver instant groups of friends for different occasions or interests, and expose recommendations based on common tastes. Marketers could target advertising or offers within a Color network to real-time groups around an event or location, or aimed by shared interests.

Place and Time Data

Search pundit John Battelle goes a little overboard on how Color could push augmented reality. But he’s right about the importance of geo-tagged data. In a presentation last week at GigaOM’s Structure Big Data 2011 conference, IBM Distinguished Engineer Jeff Jonas showed how adding place and time to data objects can power big data analysis, predicting a person’s likelihood of being at a give location with astounding accuracy, and assisting in identity management. Again, if Color is a leader in gathering this data, it could build out a powerful — yet still privacy-protected — targeted advertising network.

Business Model to Come?

Color chief Nguyen says the company is really about data-mining rather than photo-sharing. He says combining place and time data with implicit networks can help services or marketers parse the difference between entertainment and work activities. That information will affect the elasticity of Color’s networks — how broadly it expands or contracts its sharing range — and power its algorithms for ranking photos and, presumably, other content or advertising elements.

Nguyen also talks about a future news API that could spawn a curated news app for journalists. He describes a pretty dumb restaurant service that would help waitstaff know customers’ first names and interests. Before he sold Lala to Apple, reportedly for $85 million, Nguyen took the service through at least three different business models. Lala started as a CD trading service, morphed to a digital music locker, and then offered Web songs with perpetual streaming rights for ten cents each. With its talent and cash hoard, there’s no doubt Color will evolve as well.

Question of the week

Is Color more than just another photo-sharing app?

Can Mining and Filtering Monetize NewNet? December 20, 2010

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One of the keys to monetizing NewNet technologies like real-time feeds and social media will be harnessing the massive amounts of data they create. In recent weeks, there have been a handful of announcements illustrating creative ways of using this data to enhance products, often via recommendations. But most of them have not shown clear revenue strategies.

What the initiatives have in common is their use of information from feeds or social graphs. Foursquare posted a job listing for a data scientist to assist in mining its own data to enhance product features, but there may be more opportunities — and competitive differentiation — in combining data sources. The recent initiatives display at least two ways of tapping those veins:

  • Mining happens behind the scenes. Companies license and/or utilize APIs to extract information and apply it to applications and services to aid in targeted marketing, aid personalization, or create entirely new products.
  • Filtering is more visible to the end customer. Like mining, filtering adds relevance, but is generally controlled by the user.

Who’s Doing It, and How

Mining NewNet data from multiple sources may require the resources of a company with a big, established business —rather than a startup — for deployment if not development. Social media buzz-monitoring companies like Cymfony (part of ad agency giant WPP) and Buzzmetrics (part of Nielsen) sold themselves to ad agencies and market research firms. Because changing an established user interface is a tricky thing, innovations in filtering multiple data sources will likely originate at startups.

Examples of each include:

  • Wowd filters Facebook’s feed. It applies its own algorithms to Facebook APIs to automatically create natural groups of a user’s friends by analyzing users relationships to each other and posted info. Wowd allows the user to filter by time, topic, and trends.
  • Clicker, that makes an Internet video guide, is one of the few companies that pulls in Facebook data via “Instant Personalization.” It maps a user’s self-professed Likes into genres and topics to produce recommendations it shows alongside editorial suggestions, friends’ viewing, and popularity.
  • Google mined its own traffic and embedded content for YouTube Trends, and tweaked its social search presentation. Microsoft appears to be using Facebook data in its basic Bing results, as well as offering an alternative social view. MTV Networks created a new music discovery space by mining social data.

But Payoff Remains a Challenge

A simple ad revenue model for a site or app that filters a Twitter or Facebook feed produces pretty small dollars. I used traffic data from Compete, “visits” as a proxy for page views, and assumed a low-cost ad (CPM of fifty cents to a dollar). If a filter company showed a single, relatively untargeted ad per page, and siphoned of 10 percent of Twitter’s site traffic, it could generate yearly ad sales that would be measured in the tens of thousands of dollars to perhaps half a million. If the company managed to appeal to one percent of Facebook’s US users, the figures are in the same ballpark.

My model is very simple, and very conservative. If Facebook is really approaching $2 billion in revenues, it generates roughly $2 to $3 per user per year. Google is more efficient: it gets $25 per user/year. To get to multi-million dollar yearly ad sales, a filtering company would have to attract a million users, preferably of a distinct demographic, job description or sphere of interest. That would enable it to offer a better-targeted audience and a richer palette of ads and marketing opportunities to advertisers, and charge a CPM in the $3-plus range.

Active personalization — convincing a user to set up a customized experience — is tough. Yahoo never got more than 15 to 20 percent of its users to build out a My Yahoo page. Those who did were its most valuable users, the ones that used multiple Yahoo products and converted to paid services. The passive personalization enabled by mining could indirectly contribute to customer monetization via retention and increased usage frequency.

Question of the week

How can you make money off of social media and real-time data?

Real-Time Advertising: How to Get in Early October 18, 2010

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Even if you don’t believe real-time feeds will become the dominant content consumption paradigm, it’s clear they’re a growing force. Consumer-paid access to real-time feeds is largely constrained to paid mobile apps today, so advertising would appear to be the immediate payoff. With that in mind, let’s look at how social media companies can best cash in.

I haven’t come across a forecast for real-time advertising spending, but it’s a nascent market that’s fairly concentrated: Facebook and Twitter represent the largest audiences. Market researcher eMarketer projects Facebook will collect $1.3 billion in ad revenues globally in 2010; presumably, most of that will be spent on Facebook’s news feed. Twitter is only just beginning to embrace advertising. But clearly, we’re talking about a business that will be measured in billions rather than millions of dollars.

The current audience concentration — and the resulting ad dollars — could diffuse. Already, a lot of tweets get viewed on third-party Twitter clients, as well as on Facebook. Somewhat similarly, Facebook is syndicating its content through initiatives like Facebook Connect and Instant Personalization, as well as arrangements that allow companies like Skype to show Facebook users’ updates and presence within its own application. So it might not be just Facebook and Twitter who can cash in on those audiences.

Could Real-Time Ad Networks Jump-Start Spending?

Advertisers demand a certain scale of audience before they start spending big money. As with other media — social or otherwise — ad networks can alleviate audience fragmentation, giving advertisers access to eyeballs across a number of sites or apps. The big ad networks from AOL, Google, Microsoft or Yahoo aren’t doing anything in the real-time space. Meanwhile, a handful of startups have emerged. That includes 140 Proof and OneRiot, who sell inventory on Twitter clients and apps, as well as Tweetup, which also makes its own destination site. Ad.ly will construct celebrity-sponsored updates and insert them in Twitter and Facebook streams.

I spent some time with OneRiot this week; its experiences are good indicators of the state of the real-time ad marketplace:

  • Tapping test budgets. OneRiot’s business is divided evenly between publishers (New York Times, ESPN, Guardian) who are promoting its stories or marketing their apps in feeds and more traditional marketers like Zappos and Stella Artois. OneRiot is getting part of the test budget of bigger campaigns, so advertisers are only spending tens of thousands of dollars with it. The company can charge 12 to 25 cents for click-throughs, or $2 to $3 CPMs.
  • Relatively simple targeting. OneRiot usually sells an audience type rather than target by demographic or content context. Its analysis shows that Twitter client users are a highly engaged audience; when they click through to a story or site, they’re likely to hang around twice as long, generating 7 or 8 pageviews.
  • Ad format experiments. OneRiot serves up text ads that look like search engine marketing, but its architecture can handle banners and richer formats. It says some advertisers have experimented with dynamic content that is contextually related and inserted into the text creative.

Ad Network Realities

Right now, the ad networks in real-time are ahead of most of the feed sites in sophistication, and could help move the market forward. But in most media markets, it’s the company with the eyeballs that commands the vast majority of ad spending. Not long ago, observers who probably over-interpreted Google’s success thought online ad networks could reverse this. But that hasn’t turned out to be the case.

Publishers and other content companies like to hold onto the best ad inventory and sell it directly to their best advertisers and ad agency clients. That leaves low-priced remnant inventory for the networks. NBC dropped Google’s TV ad network recently; Microsoft is shutting down its in-game ad network because its biggest customer, Electronic Arts, pulled the business in-house.

As with other media, the real-time ad network ecosystem will have to deliver targeting and measurement to capture advertiser spending. Companies like Klout and Gravity may help marketers identify influencer audiences. Kantar Media, a unit of ad agency holding company WPP, tracks offers competitive intelligence on ad networks, but hasn’t aimed at the real-time space yet.

Related Research: Social Media in the Enterprise

Question of the week

Could ad networks accelerate real-time advertising?

Could a Social Strategy Save Yahoo? October 4, 2010

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The turmoil at Yahoo may be reaching crisis proportions. Stagnant sales growth was one thing, a lack of strategic clarity another. And now, senior executives are leaving in droves and there are calls for drastic action that include merging with AOL immediately.

But could a healthy dose of social networking be the cure to what ails Yahoo?

Possibly. The search giant appears to be missing out on social and mobile, the current twin drivers of consumer tech. I’ll leave mobile for another analyst, but here’s how Yahoo could gain some momentum in social media.

Recognizing Yahoo’s Assets

A prime reason for Yahoo’s social sluggishness was its inability to integrate its existing assets with a social flavor: Flickr, Delicious, Answers and its communications products like Mail and Messenger. These properties could still be put to use, but what are truly Yahoo’s powerful assets?

  • A large, loyal audience. According to Compete, Yahoo’s still in the top three in terms of online audience reach and user time on its sites. And as recently as a year ago, it was still consumers’ second-favorite online brand, behind Google.
  • Leading content and communication properties. Yahoo has leadership positions in important, ad-friendly online content categories like news, sports, women’s content and entertainment, as well as those communications services, according to Compete data.
  • Advertising expertise. Yahoo is a leader in online display advertising and has a large, experienced ad sales force with solid relationships at agencies and advertisers. Yahoo is especially good — for an online media company, at least — at brand advertising.

Building Out the Feed

Just about every company online should add some social spice to its site, but in Yahoo’s case, an aggressive dose could help the company maintain its huge audience and advertising leadership position. It’s too late for Yahoo to build a new social network from scratch. Rather, Yahoo should try to regain the momentum of its original portal role as the entry point or start page for the Internet by playing an aggressive role in the emerging age of feed-based user interfaces.

  • Integrated interface. Yahoo should continue and accelerate its feed and update aggregation strategy, but move it beyond just surfacing connections on the homepage or near content and email. Once upon a time, along with AOL, Yahoo taught mainstream users how to use directories and search for web navigation. Now it must more aggressively offer a feed to its audience — one that may be more familiar with traditional, search-heavy ways of  content discovery. Facebook is mainstream, but Twitter is not. Yahoo could help move mainstream audiences back and forth across search, browse, and stream consumption styles. A medium-size acquisition, say, TweetDeck or Seesmic, could help.
  • Ads around feeds. Yahoo should then apply its content, relationships and targeting capabilities atop or near the resulting UIs and experiences to create unique “advertorial” around that aggregation. Yahoo’s content farm acquisition, Associated Content, can work here, too, in addition to creating SEO bait. Yahoo has long worked with creating customized content experiences for brand advertisers and promoting marketing case studies and benchmarks.
  • Social ad network. Yahoo’s already in the ad network business (although there is concern about its publisher efforts) and it should rent out its resulting social ad platform to other sites. Most social media startups can barely spell “advertising” and might welcome the assistance. True, Facebook is already building out an ad platform with social targeting and a home for advertiser content. But it doesn’t have the richer store of seasonal and evergreen professional content that Yahoo has, nor its trusted content brand. And Facebook says it’s not building an ad network. At least not yet.

Related Research: Four Lessons From Yahoo’s Slow Demise

Question of the week

How could Yahoo use social media to get its mojo back?

The Age of the Feed-Based User Interface September 13, 2010

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Last week, Google dramatically changed its core search user-interface with Google Instant. Instant search results look like a news feed and change dynamically as the searcher types. In moving toward a more feed-like UI, Google is following the trend established by Facebook and Twitter. Other feed-style UIs, meanwhile, appear on a broad range of applications and services, including Apple’s new Ping music social network, Box.net’s cloud-based content management system and Salesforce.com’s Chatter enterprise collaboration platform.

With the trend of feed-like UIs continuing to gain momentum, it’s worth taking a look at some of the advantages and disadvantages, as well as how businesses can implement and add value to them.

Pros and Cons of Feeds as UI

In contrast to a “seek, search, consume” model of content discovery and consumption, a feed presents a more passive approach for a user to gather information. Some feed UIs, like Facebook’s news feed, contain algorithms that fine-tune what could otherwise be an overwhelming flow of information. In contrast, without such customization, Twitter’s bare-bones approach defaults to a real-time stream from everyone you follow. That only works for Twitter users with relatively few followers.

Not all information, however, benefits from being optimized for passivity or immediacy. For instance, most online shoppers aren’t just passively browsing, at least not until they put some parameters like product, price and color in place. Most news consumption benefits from categorization and importance, whether judged by professionals or by popularity. And although Google Instant feels like a mobile app, network bandwidth and latency currently prevent it from being implemented for phones.

Who Benefits?

So what kind of applications or services might next adopt feed-like interfaces?

  • Television. Years ago, I saw a Canal+ demo of a carousel of picture-in-picture images of what was playing on other channels. I’ve seen similar items from TV middleware companies.
  • Shopping. How about a stream of product thumbnails? Seesmic has a Zappos plug-in.
  • News. I’d welcome an editorial hand to feed me prioritized news stories with graphical cues, though I’m not sold on social curation as the only organizing principal.

Adding Value

When properly enhanced, feed-based UIs can deliver great user experiences. They feel “modern” to web and mobile audiences, in contrast to static blocks of content. Many — if not all — information streams do benefit from being current. And there’s a natural tendency for a user to re-visit them frequently, and to engage with them in a social fashion.

Feeds can be implemented as an RSS stream or API, making them open to mash-ups and plug-ins. Companies that offer information or communications services and are looking to implement feeds as UIs should offer the following directly to users, or as behind-the-scenes optimization tools:

  • Aggregation. This isn’t new, but Twitter clients like TweetDeck and Seesmic allow users to pull in multiple feeds from micro-blogging tools or status updates, and to post to multiple destinations. Box sucks in information from Salesforce.com and NetSuite into its feed. Seesmic just re-implemented its desktop client to accommodate plug-ins for other feeds or functions, e.g., local information from Foursquare. There’s opportunity in promoting and pre-packaging collections of feeds to give users different views of information.
  • Filtering. Facebook prioritizes the default view of its news feed via the user’s prior behavior and the network activity around items, among other things in its algorithmic secret sauce. Trending topics is a popular device for exposing users to information that might come from outside their network. But ceding active control of filtering, sorting and searching to the user is also powerful: That’s what made TweetDeck the choice of Twitter power users.
  • Other utilities. In the spirit of Tufte, I’d suggest there is opportunity in offering features that better present quantitative and qualitative information atop of feeds. Color-coding or boldfacing feed items based on popularity or importance would be simple, but there’s probably something like TheBrain that would illustrate relationships between items better than a threaded conversation does.

Related Research: Why Google Should Fear the Social Web

Question of the week

Where’s the best place to add value to real-time feeds?