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Tag: social-media

  • Lessons From the Downfall of Orkut

    “By failing to prepare, you are preparing to fail.” Benjamin Franklin

    Photo by Fallon Michael on Pexels.com

    By failing to prepare, you are preparing to fail.” Attributed to Benjamin Franklin, this sentiment captures the core lesson of Google’s Orkut, an early social networking platform that demonstrated impressive technical innovation and rapid user adoption but lacked a disciplined strategic action plan. Today’s generation of social media users and influencers will most likely not recognize the name Orkut. The platform’s absence from contemporary discourse underscores the lasting impact of its strategic missteps. Orkut a social media platform launched by Google in 2004 at the same time as Facebook. Orkut evolved to be a social media giant in Brazil. From concept to implementation Orkut was created by a software engineer at Google, Orkut Büytükkökten. (MacNeill, 2024)

     Orkut was intrigued with helping people make friends. He created a site that allowed user to find communities with similar interests through keyword and description searches. (L Meghan Mahoney & Tang Tang, (2017)) Orkut gained popularity quickly having 1.5 million communities within a year. It was especially popular among tech workers and students, who were impressed with Google and its reputation. Orkut has an invite only membership which created a feeling of status and exclusivity for those who were invited.  There were several features that appealed to this audience. First it was clean and simple to navigate. It made it easy for users to find friends and create communities. The combination of ease of use and invite-only status encouraged users to compete by building larger communities and adding more friends. Users found recommendations about products and services in their community. This was structural support for the platform. (Antom, 2025) Globally, Brazil is ranked in the top 20 e-commerce markets in the world. Advertising, especially outdoor advertising, is regulated and has not matured as other markets making Orkut’s ability to share recommendations for new products and services more appealing to its embers and increase Orkut’s utilization.

    Given its attractive features and technology, Orkut’s decline was not due to technical issues or low initial user interest, instead the platforms downfall can be attributed to an incomplete or non-existent social media plan. Important strategic mistakes include the failure to define strategic goals, the failure to prioritize its core audience, and the lack of a long-term platform evolution strategy. Additionally, there is no data to support Orkut established meaningful metrics or plan for essential resources to support growth and platform improvement. These deficiencies created opportunities for competitors, with a developed strategic plan, to surpass Orkut and dominate the social media landscape.

    Photo by Athena Sandrini on Pexels.com

    Orkut’s unintended success and what could be called dominance in Brazil, a very specific market, should have caused the Google team to pause and evaluate the strategy of Orkut. By not doing this it failed to commit, either to the emerging market of Brazil or to push for a global mainstream audience. Neglecting audience segmentation and failure to reevaluate when success accidentally came to the platform. 

    Orkut Büytükkökten, a software engineer, focused heavily on the technical features of his platform, Orkut, rather than on the user experience. Because access to Orkut was limited, users were motivated to create fake profiles or groups to increase their social standing or gain access, which ultimately made it harder for genuine users to trust the authenticity of others on the platform. It was a failure to realize a social platform is not just code, it is culture, rules and norms as with any social organization. 

    Orkut measured use, not value. There was a focus on sign-ups, access and page views.  True value for the user would extend to measuring long-term member retention, community engagement and measuring meaningful interactions. Orkut focused on membership only. As popularity grew, the value of membership decreased due to the poor data hygiene, When Orkut was launched there was a failure to create a long-term plan for the platform, so it lacked direction for meaningful engagement, retention of members and community. Orkut is a cautionary tale of not letting the idea loose without a plan. A social media platform with great technical bones and features is important. But it must have a plan. A plan that has measurements, long-term goals for not only technical improvements but also for user engagement. Attracting an audience is one goal but it must be associated with a plan with tactics to keep the audience engaged and develop a community. If people feel part of the community, it is easier to keep them coming back and participating with the community members. 

    Antom. (2025, October 30). Latin America E-commerce & Payment Trends Report: A Richer E-commerce Opportunity Than Southeast Asia? Antom.com.https://knowledge.antom.com/latin-america-e-commerce-payment-trends-report-a-richer-e-commerce-opportunity-than-southeast-asia

    L Meghan Mahoney, & Tang Tang, (Writer on Social Media. (2017). Strategic social media: from marketing to social change. Wiley Blackwell.

    MacNeill, K. (2024, June 17). Orkut’s Founder Is Still Dreaming of a Social Media Utopia. WIRED. https://www.wired.com/story/orkut-founder-social-media-utopia/

  • More Than Messaging: Why WeChat is a Super-App Superstar

    More Than Messaging: Why WeChat is a Super-App Superstar

    Introduction

    WeChat (Weixin), developed by Tencent, has achieved remarkable success in China by integrating social networking, communication, and a range of everyday services into a single “super-app.” This platform’s seamless alignment with Chinese cultural norms, government regulations, and consumer behaviors has facilitated the creation of a deeply embedded digital ecosystem that supports social interaction, commerce, and innovation among individuals and small businesses. The following analysis explores the distinct features that underpin WeChat’s dominance, its functional advantages, and the factors influencing its potential adoption in the United States.

    Messaging Features

    To begin with, WeChat originated as a communication tool but rapidly evolved to offer a comprehensive suite of messaging capabilities. Its core functions include one-to-one and group text messaging, as well as voice messaging in a push-to-talk style—a feature that allows users to send recorded voice messages instantly or at their convenience. This approach caters to fast-paced lifestyles by enabling multitasking and efficient communication. Additionally, WeChat integrates group chats and video calling (both individual and group), consolidating these commonly used features within a single app. The platform’s design reflects Tencent’s strategic focus on younger demographics, who expressed a preference for streamlined, all-in-one solutions over fragmented services, as evidenced by market research and user adoption trends in China.

    Media Sharing

    Transitioning from basic communication, WeChat enhances user interaction through robust media-sharing capabilities. The platform enables the seamless exchange of text, images, videos, voice messages, and files, supporting both personal and professional communication. For businesses, features such as sharing work files, PDFs, and presentations directly within the app have proven especially valuable, facilitating multitasking and responsiveness without reliance on additional devices or platforms. This integration strengthens social connections and everyday interactions by providing a versatile, contextually rich communication environment.

           

    Commerce 

    A pivotal aspect of WeChat’s ecosystem is its embedded payment system, WeChat Pay, which has transformed financial transactions across China. In urban centers, it is now common for small vendors—from fruit sellers to bicycle repair shops—to forgo cash entirely in favor of mobile payments. By allowing customers to scan QR codes for instant transactions, WeChat serves as a payment processor, receipt manager, and customer relationship tool, effectively replacing traditional financial infrastructure for many small businesses. The ease of account setup and the ability to conduct transactions while simultaneously messaging or sharing media underscores the platform’s appeal for both merchants and consumers.

     

                      

     

    Gaming

    Another integral component of WeChat’s appeal is its embedded gaming environment. The platform hosts a variety of mini games that are accessible directly within the app, leveraging users’ existing social networks for immediate play and competition. Features such as integrated leaderboards and the ability to make in-game purchases without leaving the platform drive frequent engagement and foster a sense of community. The popularity of short, casual games aligns with user preferences for accessible entertainment during breaks or commutes, further increasing daily active usage.

    Comparison with U.S. Platforms

    In contrast to WeChat’s all-in-one model, leading social platforms in the United States—such as Facebook, Instagram, and WhatsApp—remain largely specialized and segmented. While these U.S. platforms excel in content sharing, messaging, and social networking, they typically lack the deep integration of payments, commerce, and services found in WeChat. For example, while Facebook Messenger and WhatsApp offer basic messaging and media sharing, they do not provide native payment systems or embedded gaming to the same extent. This functional distinction results in a more fragmented user experience, with Americans often relying on multiple specialized apps (e.g., Venmo for payments, Slack for work communication, and standalone gaming apps) rather than a single unified platform.

    Potential for U.S. Success

    The prospect of WeChat achieving similar success in the United States hinges on several factors, including market trends, user preferences, and competitive dynamics. Demand for convenience and integrated digital services is growing among American consumers, as evidenced by the increasing adoption of mobile payment apps (e.g., Apple Pay, Google Pay) and the proliferation of multifunctional platforms. Small businesses in the U.S. have also shown interest in simple, cost-effective payment solutions that support growth. However, the U.S. market is characterized by a diverse user base spanning multiple generations, with varying degrees of technology adoption and brand loyalty. Established platforms such as Facebook, WhatsApp, and Venmo maintain strong user bases, and concerns regarding privacy, data security, and regulatory compliance present additional barriers to entry for foreign super-apps. Studies have shown that U.S. users value convenience but may be slower to adopt comprehensive platforms that consolidate multiple functions, especially when trust and familiarity with existing services are high.

     

    Personal Reflect

     

    Personal Reflections

    From a subjective standpoint, the convenience and versatility of WeChat’s integrated features could offer significant benefits to U.S. consumers, particularly small business owners seeking to streamline operations and younger users who favor all-in-one solutions. Nevertheless, widespread adoption may face resistance from older generations, entrenched competitors, and those with safety or privacy concerns. Over time, as demand for digital convenience continues to grow, the appeal of super-app platforms like WeChat may increase, but achieving the same level of ubiquity as in China would likely require overcoming significant cultural and market-specific challenges.

    Kharpal, A. (2019, February 4). Everything you need to know about WeChat — China’s billion-user messaging app. CNBC, CNBC. https://www.cnbc.com/2019/02/04/what-is-wechat-china-biggest-messaging-app.html

    L Meghan Mahoney, & Tang Tang, (Writer on Social Media. (2017). Strategic social media: from marketing to social change. Wiley Blackwell.

    Wikipedia Contributors. (2019a, June 7). Tencent. Wikipedia; Wikimedia Foundation. https://en.wikipedia.org/wiki/Tencent

  • What Viral Breast Cancer Memes Can Teach Marketers About Awareness Campaigns

    When developing a social media campaign, it’s essential to first understand the core challenge you’re trying to solve: Is the issue a lack of awareness about your product or service, or are people aware but not interested? This distinction shapes the entire strategy, from messaging to platform selection to content style. Awareness campaigns must capture attention and spark curiosity, while interest-based campaigns must provide value, relevance, and deeper engagement to move people toward action.

    A useful way to think about this is through the lens of past viral social media phenomena. For example, the widely shared Facebook breast cancer awareness memes—where women were asked to post the color of the bra they were wearing as their status (“Name, Color”) or update their status with a playful, seemingly out-of-context phrase like where they like to put their purse—were intentionally designed to generate curiosity. These campaigns leveraged mystery, sparked fun and were engaging. A worthy cause gave the campaign massive reach; it went viral and proved that awareness can be driven by emotional connection. But the problem is there is great awareness of breast cancer, for women. But not so great awareness for men. Would a similar, fun, and playful campaign targeting men work as well? The goal was not to promote a product but to get people talking, to spark questions, and ultimately to direct attention back to an important cause. Would a campaign for women’s breast cancer be more meaningful or impactful if it was focused on raising awareness for financial support? 

    Outlining the goals of the campaign is the first step to planning. Identifying your audience, in detail is important to understand where they can be reached. Are you interested in reaching women, men or both? What age is your target audience, what is their socio-economic status? All of these build your audience profiles. What is the goal of the campaign? Is your product or service new to the market and you are trying to gain awareness?  Are you trying to change the image of an established product? Are you in a crowded market space and trying to gain more awareness of your presence? All of these are important to the campaign design. They help to direct you to the right platform. For example, if you are trying to establish your company as a thought leader in your industry, targeting other businesses, you want to focus on LinkedIn. If you are trying to reach women of a varied age group and are focused on both video and pictures Facebook is probably the right social site for you. A successful social media campaign is something that needs planning for proper execution. Planning of the who, the what, the where, and how. Clear goals, what you want to achieve, they should be measurable. What is often not said is there must be room for change. With all the planning we all hope we get it right but sometimes there is a need to realign. Don’t wait, do it when you realize your campaign is not meeting the goals.  

    In your own campaign approach, take the time to consider how understanding the audience’s current mindset—unaware, curious, or already familiar—can determine whether you use tactics that generate interest or intrigue (like the breast cancer memes), educate an unaware audience, highlight differentiation in a crowded space, or drive action by your audience. Knowing your audience and where they are in the journey, what if any gap exists between awareness and interest will help you craft your messaging and ensure it aligns with what your audience needs to move them forward in the customer journey.

  • We Can All Be Warby Parker

    Warby Parker: From Disruptor to Mainstream—A Look at Their Evolving Marketing Strategy

    Exploring the Shift from User-Generated Content to Brick-and-Mortar Innovation

    When Warby Parker started in 2010, user-generated content (UGC) and social media appeared enough to overcome consumer hesitancy to get their glasses fitted and purchase online. Customers liked the options of getting stylish eyewear and being part of something new. The relationship with Warby Parker was developed through comments, sharing, and bidirectional communication. The Warby Parker customer relationship was further bolstered during the pandemic when customers were at home and could not go out to the store if they needed new glasses or needed to update their frames. The model worked to develop and grow brand loyalty, which in turn grew sales. Warby Parker was able to cultivate their message and gain customer loyalty through participatory communication for what is considered a high-involvement purchase.

    This model worked great when they were unique in their offer. But the market has changed and I believe they have shifted how they approach UGC. Although community-involved marketing remains part of their identity, the form has changed to more influencer-generated content, curated customer stories, and behind-the-scenes stories (Jansen, 2025). Warby Parker announced in 2025 they are discontinuing their try-at-home program. For eleven years, they were building out their brick-and-mortar stores, and they now believe most of their users live within 30 minutes of a store. Was the try-at-home a marketing strategy to gain market share—a play to cause disruption in the market? I believe it was. As I reviewed their Facebook and Instagram accounts, there were many followers and customer comments but not customer engagement from Warby Parker (Jansen, 2025).

    They are writing down their inventory for their try-at-home program, opening new stores, and partnering with Target for in-store space. What was once a company known for its innovation, Warby Parker is moving to be more in line with the traditional model of selling eyewear.

    Discussion Points

    • Does relying heavily on UGC risk loss of message control?
    • How much of Warby Parker’s success is marketing vs. price, design, and convenience?
    • How has the strategy changed now that Warby Parker operates retail stores?

    References:

    Jansen, C. (2025, August 7). Warby Parker to end home try-on program as it focuses on stores, digital experience. Retail Dive.

    L Meghan Mahoney & Tang Tang (2017). Strategic social media: from marketing to social change. Wiley Blackwell.

    When Warby Parker started in 2010 Through User Generated Content (UGC) and social media appeared enough to overcome consumer hesitancy to get their glasses fit and purchase on lines. Customers like the options of getting stylish eyewear and being part of something new. The relationship with Warby Parker was developed through comments, sharing and bidirectional communication. The Warby Parker customer relationship this was bolstered with the pandemic when customers were at home and could not go out to the store if they needed new glasses or needed to update their frames.  The model worked to develop and grow brand loyalty which in turn grew sales. Warby Parker was able to cultivate their message and gain customer loyalty through participatory communication for what is considered a high-involvement purchase. This model worked great when they were unique in their offer. But the market has changed and I believe they have shifted how they approach UGC. Althougth community-involved marketing remains part of their identity, but the form has change to more influencer-generated content, curated customer stories and behind-the-scenes stories. (Jansen, 2025) Warby Parker announced in 2025 they are discontinuing their try at home program. For eleven years they were building out their brick-and-mortar stores, and they now believe most of their users live withing 30 minutes of a store. Was the try at home a marketing strategy to gain market share, a play to cause disruption in the market? I believe it was. As I reviewed their Facebook and Instagram account there were many followers and customer comments but not customer engagement from Warby Parker. (Jansen, 2025) They are writing down their inventory for their try at home program, opening new stores and partnering with Target for instore space. What was once a company known for its innovation, Warby Parker is moving to be more in-line with the traditional model of selling eyewear.

    Jansen, C. (2025, August 7). Warby Parker to end home try-on program as it focuses on stores, digital experience. Retail Dive. https://www.retaildive.com/news/warby-parker-ends-home-try-on-program-focuses-stores-digital.com

    L Meghan Mahoney, & Tang Tang, (Writer On Social Media. (2017). Strategic social media: from marketing to social change. Wiley Blackwell.