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In a world when you can buy/see/experience almost anything online, a new industry has taken to the web in a big way. The nation’s major pizza restaurants are introducing online ordering, high tech websites, and even tracking tools for the next generation of customers. Papa John’s, Pizza Hut, and Domino’s are all using the web to give their customers alternatives to traditional in-restaurant and phone ordering.

Papa John’s, a Louisville, KY based franchise restaurant, has raked in $1 billion dollars in online orders since introducing the option seven years ago. As Vice President of Marketing Communications Jim Ensign told CNN, “It took us seven years to reach our first billion in online sales, and at our current pace and growth rate it will take us less than three years to hit our next billion.” Their website allows customers to access a comprehensive menu, complete with photos and web specials. The user interface leaves a little to be desired, though, and it looks as though it would not easily transfer to mobile devices. They do, however, take orders by text message, a trend likely to expand to their competitors.

Domino’s Pizza, on the other hand, has already created a site specifically for mobile users, enabling customers to order online from phones or computers. Domino’s has also introduced a tracking option on their website, and customers anxiously awaiting their pizzas can see when it goes in the oven, when it’s finished cooking, and when it leaves with the delivery van. The system was launched in January, and they recently rewarded the 1 millionth user with a $1000 gift certificate. As CIO Chris McGlothlin says in a press release, “Customers using Pizza Tracker will no longer have to wonder where their pizza is in the ordering process - it takes the ‘mystery’ out of waiting for their pizza. Not only that, it’s entertaining, too.”

Pizza Hut, as the largest of the pizza restaurant chains, has also taken steps to give “wired” customers the options they need to order online. They take orders online and through mobile messaging, and they plan to expand with the “Pizza Hut Shortcut” next year. This widget would enable ordering through a small desktop application, and customers could keep their favorite toppings combinations on “one-click” settings. This feature is also available to customers who have an online account, which the company called a “Pizza Playlist”.

Pizza Hut also recently introduced a “virtual waiter” to recommend toppings, side dishes, and extras based on your past orders. A recent press release explains: “We have a very savvy customer base when it comes to the Internet, so we want to make sure we’re constantly innovating online,” said Bernard Acoca, director of digital marketing for Pizza Hut. “At the same time, we want to make sure we’re not just creating a bunch of virtual bells and whistles for the sake of innovation; all the upgrades we make to pizzahut.com enhance the customer’s ordering experience in a meaningful way.”

All of these pizza restaurants are recognizing the value of the web when it comes to pleasing today’s tech savvy diners. Pizza is a traditional American comfort food, though the way we order it is anything but traditional. These brands are reaching out to a user base who expects the convenience of ordering online or with their mobile phones, and their strategy is likely to pay off. The web is becoming a bigger and bigger part of our everyday lives, and it makes perfect sense for our delivery pizza to go the way of Web 2.0.

In our everyday lives, both online and in the physical world, we all present different versions of ourselves to others. People speak differently to their friends, a clerk at the grocery store, their boss, or a bartender at their favorite pub. These different personas, which are the focus of consumer behaviorists and analysts, have made a smooth transition to the online world. A version of you, complete with avatar and login name, will be vastly different on LinkedIn vs. Facebook, or Mog vs. World of Warcraft. So how can businesses coagulate all these different personas into a profile of one single customer? They may not have to.

Researchers at Gartner have coined the term Generation V (for virtual) to describe these consumers. They have created different imprints of their personalities on many different Web 2.0 sites, and marketers are struggling to identify with and appeal to them. As Baseline Magazine recently wrote, “Unlike previous demographic containers like baby boomer and Gen X, Generation V is not defined by age, gender or geography. Instead it is based on achievements, accomplishments, and a growing preference for digital media when it comes to learning and sharing.” These online personalities are not necessarily fake; they do belong to real consumers, and they do reflect real needs, desires, and behaviors.

One of the problems with multiple personas, however, is that they reflect a desire for anonymity in a web world that is increasingly open. Active online personas often say and do things online that they would never do in a real world setting. A good example of this can be found in vitriolic blogging and commenting. As blog Identity 2.0 points out, “With respect to comments on a blog…Since it takes a sequence of good behavior to build a positive reputation, there is a cost to that reputation, that good netizens will want to preserve if having a good reputation provides additional value.” While you might be circumspect and thoughtful when commenting on the election at the Huffington Post, you might let loose at Perezhilton.com with foul language about the actions of some drunk starlet. In both cases, you are essentially anonymous, but the setting influences your online actions, just as it would in the real world.

So how can businesses target both OrcSlayer21 and Bluegrass4Ever, particularly if they’re the same person? Adam Sarner, the Gartner researcher who coined the term Generation V, suggests to Baseline that marketers reach out to them individually. “We need to recognize that people have a different set of desires while on Amazon.com or Second Life,” he says.Gartner recommends targeting individual online personas in ways that appeal to the reputation and personality they’ve created for themselves. Sell to the personas, not to the people behind them.

The way to do this, according to Sarner, is to examine your product’s place in the customers priorities and needs, just the way you would for an offline consumer profile. People have vastly different desires for different products or services on theirwishlists, and marketers have yet to fully exploit this. For example, OrcSlayer21 and Bluegrass4Ever would likely find value in both new PC games and the latest Allison Krauss CD from Amazon.com. Amazon could send email flyers and targeted messages to each persona, even though they represent the same person. The same strategy could work for a single product, which might appeal to different aspects of a consumer’s personality.

The bottom line is that personas are not flat, simple organisms. They never were in real world situations, and they are even less so online, where it is so easy to segment one’s personality for different activities. Businesses who use consumer profiles will need to expand their strategies to appeal to every aspect of the customer. In an increasingly competitive online marketplace, there is room for all of our multiple personalities, and all the products and services that we crave. A marketing plan that capitalizes on this diversity will be successful.

Scott Adams’ popular workplace comic strip, Dilbert, has undergone a Web 2.0 makeover. The new Dilbert.com hosts a blog, features flash displays of newly color strips, and invites readers to outwit Adams by creating their own punch lines for favorite strips. Some industry watchers are speculating that the Web 2.0 flavor is an attempt for the popular strip to survive the waning popularity of print media, but fans don’t seem to think this is necessary. Indeed, user comments on the beta site are very critical of the upgrade, despite the chance to participate in Dilbert’s anti-Utopian office culture.

Adams told technology blog Machinist that he’s always considered his readers to be active participants in his content decisions for Dilbert. “People e-mail me with ideas, I draw the comic, they hang the comic on a wall,” he says. This trend towards user-generated content is at the center of Web 2.0 culture, and it makes sense for even traditional entertainment offerings like comics to capitalize on it. Dilbert.com has embraced this through what they call “mashups”, which will allow readers to create their own versions of Dilbert cartoons. The first feature to be added will let users insert their own captions into the final frame of the strip. The mashup function will expand in May to allow users to caption the entire cartoon, or allow them to write the first frame and pass it to friends to fill in the rest.

I added my twist to this strip:

Though the process was fun, the user interface leaves much to be desired, which I suspect is the reason behind the readers’ revolt. First of all, the new site required users to run Flash to look at every strip, and many have complained that this feature slows down their machines. Archived strips were hard to find, and it seems some readers are on the verge of revolt. One says, “I just registered to tell you, that the new layout sucks big time! Lose the layout or lose your readers!” Another user jokes, “Which of the Dilbert characters is responsible for this?”

While some people will grimace and groan at the smallest change in their routine (Dilbert readers may be particularly prone to this, I suspect), the users’ problems with Dilbert’s Web 2.0 makeover seem justified in their disappointment. The user interface of the new site is abysmal, and fancy new features are not what readers want. It seems like some basic usability testing could have prevented this backlash, and hopefully the site’s developers are reading the user comments and taking copious notes. More isn’t always better; better is better. A little less emphasis on trendy techniques and more consumer research could have made for a smooth, controversy-free launch.

That being said, I still find myself exploring the hard-to-navigate archives in search of the perfect strip with which to prank my boss and coworkers. On that account, the new site is a brilliant example of the power of user-generated content. Die-hard Dilbert fans get the opportunity to step into his cubicle hell (and out of their own), and that just may save Adams’ his online readers.

Sun has recently introduced a new family of Java products which have the potential to grab developers from AJAX, Flex and Silverlight. JavaFX, which consists of a mobile platform and a new script, is meant to deliver RIA technology on any platform. As Sun’s website put it, JavaFX is, “designed to enable consistent user experiences, from desktop to mobile device to set-top box to Blu-ray disc.” The JavaFX products, which are gaining popularity, are made up of a series of development tools, scripting and runtime environments, and widgets all based on Java technology. Sun is hyping the new product line as follows:

• The JavaFX product family leverages the Java platform’s write-once-run-anywhere portability, application security model, ubiquitous distribution and enterprise connectivity
• JavaFX initially is comprised of JavaFX Script and JavaFX Mobile
• JavaFX Script is a highly productive scripting language for content developers to create rich media and interactive content
• JavaFX Mobile, Sun’s software system for mobile devices, is available via OEM license to carriers, handset manufacturers and others seeking a branded relationship with consumers

JavaFX Script is specifically geared towards RIA developers, and it was designed to allow applications to run on the desktop, in a browser, or on a web-enabled cell phone. As it moves into the mainstream, it’s expected to compete with Adobe Flash/Flex and Microsoft’s new Silverlight platform. This new script, which focuses on animated, interactive interfaces, is garnering support among top level executives at Sun, including James Gosling, widely regarded as the founding father of Java. As Gosling told InfoWorld, “You can use it for anything that you would use AJAX for. You get much more dynamic behavior. You get much more advanced APIs that you get access to.” Gosling expects JavaFX may be the key to integrating our desktop, web, and mobile environments. “There are parts of the world where a person’s desktop computer is their cell phone, and that’s the kind of end point that we’re going to get to,” he says.

To reach this goal, Sun has included a fully-functional mobile phone platform in its JavaFX product line. JavaFX Mobile will bring rich content to cell phones in a way that has not yet been possible. It will support Java ME applications as well as other standard Java APIs. This new mobile software platform is expected to compete with Adobe’s Flash, which has not yet been optimized for a mobile environment.

Flash is purported to suck so much battery life that Apple has not yet adopted it for their popular iPhone. Adobe is reportedly working on a Flash player for the iPhone, though they are cautious about it’s future. According to a recent InfoWorld article, Adobe representatives released a statement saying, “However, to bring the full capabilities of Flash to the iPhone Web-browsing experience, we do need to work with Apple beyond and above what is available through the SDK and the current license around it.” The battle between Apple and Adobe is far from over, and Sun’s JavaFX may fill the void between the two companies.

While the new script and mobile platform help Sun boost its reputation in the RIA development world and compete with Microsoft and Adobe, the real significance of these products is the move towards integrating Web 2.0-style web applications regardless of the user’s hardware. JavaFX and similar products are starting to recognize the power of mixing online and offline functionality, which gives users the most versatility and performance in any environment.

Customization is king in the web world, and traditional consumer product companies have struggled to compete in a world where user-generated content is the rage. The auto industry, in particular, has lagged behind in creating a culture of individualism, and owners with a creative streak would visit specialized shops for the paint jobs, exhaust systems, and audio systems they wanted in their cars. Toyota is reaching out to these users, specifically devoted Scion drivers, who want to add an element of creativity to their cars.

Scion is a line of vehicles under Toyota’s umbrella aimed specifically at young, hip drivers. Their website is full of street racing imagery and slang, and even features music videos of upcoming artists and short documentaries by street artists. The branding is unique, strong, and varied, but it appeals to a very specific customer base, one that values creativity over conformity. For this reason, Scion has reached out to marketing firm StrawberryFrog, which has worked with clients such as Old Navy and Morgan Stanley, as well as SmartCar, another compact car brand under Mercedes.

StrawberryFrog has created a campaign known as Scion Speak, which allows users to create customized “coat of arms” online through an interactive website. They hired graffiti artist Tristan Eaton to design the graphics for the site. Eaton met with Scion owners to get an idea of what they have in common and how to reach them through art. His conclusion was that Scion owners form their own unique culture, and they have a deep desire to customize and set themselves apart. Many of them have tricked out their cars with added features and special paint jobs, which shows not only their tendency to be creative, but their willingness to spend money on cars.

Eaton’s designs are edgy, interesting, and modern. They include everything from mythical creatures (Phoenix, Dirty Rat, Hackoon, etc.) to tiny icons of spray paint bottles, cameras, crayons, sports equipment, tanks, and even a stethoscope, meant to represent the user’s interests, jobs, and skills. While the site allows you to create your own coat of arms for free, they have to go elsewhere to have their symbols made into window decals or custom paint jobs, which could cost thousands of dollars. You can also browse other user’s designs to get ideas for your own. Here’s the crest I created:

Toyota has taken a key step towards organic growth with Web 2.0 skills. While many companies have tried to create web-based buzz around a product or brand, Toyota is harnessing the buzz that is already surrounding the Scion brand. This type of interest and customer investment in a product is something that cannot be created with a marketing campaign or social networking site. StrawberryFrog’s campaign is aimed at current users, not future customers, and that is why is has the potential to succeed and generate real excitement for a brand. As a representative told the New York Times, Scion Speak aims “to reduce Scion’s investment on conquering new customers and increasing the passion for the brand among its core fan base.” While it seems counter-productive, the customers who will be thrilled with this campaign are going to be attracted to Scion’s brand for life. Sometimes the best customers are the most loyal ones, and Toyota has converted their loyalty into a Web 2.0 art gallery that will appeal to others like them.

This has been an historic election year in the United States (and not just in regards to the Democratic nominee). With the introduction of Web 2.0 strategy to political campaigns, the candidates have reached voters from previously apathetic or uninformed groups. Campaigns have hired CIOs, launched creative websites, and set up donation systems and volunteer opportunities online. We’ll explore the Web 2.0 efforts, both fun and informative, of each of the remaining candidates in the race for the 2008 presidency.

Barack Obama’s website also allows voters to learn about the candidate issue by issue; visitors to his website can find his views on health care, education, the environment, immigration, Iraq, homeland security, etc. In addition to sharing their candidate’s plans and views, Obama’s website invites visitors to sound off on the issues of the day with a “MyPolicy” function on each issue page. This appeals directly to the increasing atmosphere of participation on the web. People want to influence content and have their voices heard. It’s a subtle way for the Obama campaign to say to voters, “We listen to you.”

In addition to his main website, Obama’s campaign has created a my.barackobama.com portal which allows strong supporters to create their own profiles, organize events, meet like-minded voters, blog about their activities, and help with fund raising efforts. This social networking approach to gathering support has increased Obama’s presence among young voters.

In another attempt to reach grassroots voters, Obama’s website also hosts downloads of widgets (like news feeds for Google Gadgets and a video widget for MySpace). Another great feature was created by Substance, Inc. as a social experiment, and is not officially connected with Obama’s campaign. Their website, Logobama, lets supporters create customized images using the candidate’s logo. The site allows you to upload a photo, position it in the logo, and customize the color scheme. You can then save it in a number of sizes and send it to Facebook, Twitter, Flickr, Digg, MySpace, LinkedIn, and a number of other Web 2.0 sites. I used a photo from Obama’s Flickr page to create this image.

Hillary Clinton’s campaign has also been successful in reaching out to voters online. Her website, which is available in Spanish and English, features many of the same Web 2.0 tools as Obama’s, including an Issues section where voters can share their thoughts with the candidate. Clinton’s main site links to a news feed site called HillaryHub, which pulls the latest stories about her campaign from sources across the web.

Another way in which Clinton’s campaign reached out to wired voters is through the Hillary TV section of her website. It features videos from campaign rallies, speeches, and media appearances. This not only makes the best use of TV advertising dollars, but it also reaches out to the YouTube generation, who tend to get their news and entertainment online. The site is home to the now famous (or infamous, depending on your politics) 3 a.m. advertisement.

Last but not least, Republican nominee-to-be John McCain has maximized his reach on the internet through high-quality videos featuring historical footage. This spot, called Man in the Arena, uses speeches, news footage, and photos from Winston Churchill interspersed with McCain’s own experience as a prisoner of war during Vietnam. One particularly poignant moment shows McCain being released from prison while his voice over declares, “I owe America more than she has ever owed me.” The message is crafted less to the YouTube generation and more to the “Greatest generation”, which is likely to make up McCain’s patriotic support base.

McCain’s website does not feature widgets or logo customization tools like Obama’s. It’s clearly geared at an audience who seeks information, not entertainment, on the internet. However, his blog has won acclaim from the political technology watchdogs at techPresident, a forum which examines the role of technology in campaigns. In this article, techPresident explains how they posted numerous comments on blogs, YouTube accounts, and candidate websites to see if negative commentary would be filtered out. McCain’s blog allowed every comment, positive and negative, to be posted on the site.

While all the candidates have had success reaching voters online, it’s clear which campaigns are trying to attract which demographic of voters. If politics keeps you entertained, the candidates have obliged with all the widgets, videos, photos, and customization tools that Web 2.0 voters want. If you follow politics online to educate yourself about the issues of the day, you’re also in luck. Through blogs, informative websites, and user comments/forums, this year’s candidates invite you not only to explore their plans but also to add your own two cents to the debate.

Finding a job is all about connections. It’s about networking with former colleagues, clients, vendors, classmates, and friends. However, with the increasingly important role of technology in the job hunting process, how do employers and job hunters find or develop those connections? Just as friendship has gone the way of Web 2.0, with sites like Facebook and MySpace becoming the norm for socializing, so have corporate recruiters embraced online networking as a means of establishing professional relationships with potential employees.

One way in which recruiters are reaching out to job hunters is through targeted ads, groups, and messages on social networking sites. For example, Victoria’s Secret hosts a Facebook group which directs members to internship opportunities with the clothing and lingerie retail giant. Southwest Airlines has a similar group, offering not only internships but also job openings targeting college students studying in technology programs. The post specifically invites software engineers from six Texas/Oklahoma schools to apply, since Southwest is based in Dallas.

The idea is that by reaching out to current students and recent graduates, recruiters will be able to speak directly to potential entry-level employees. Also, as Southwest’s efforts demonstrate, those who spend time on Facebook and other social networking sites are more likely to be tech savvy, hence the job postings for their technology group. Employers have had great success with these targeted messages. According to the Wall Street Journal, Verizon Communications also used sponsored posts and groups on Facebook, which resulted in over one million clicks on their career site.

Recruiters and job hunters alike are also using video sharing sites to promote themselves and connect face-to-face with each other. A good example of this is the proliferation of recruitment videos up on YouTube and other video sharing sites. For example, this spot from Cisco highlights the diverse workforce, the fluidity of roles within the organization, and the personal interests of their employees. The actors (or real employees?), none of whomlook older than 35, are shown not just at work, but also at the beach surfing, at sporting events, in volunteer roles, and traveling around the world. The message is strong, the video is high-quality, and the market they want to reach is active on YouTube.

Job hunters are turning the tables on recruiters by using YouTube for self-promotion videos. This clever spot follows a graphic designer as she hands out resumes around town. The videographer asks her potential interview questions which highlight her passion for her field. Another great idea? Model Tomiko Foster created a video of the best shots of her portfolio, giving potential clients not only a look at her past work, but also an idea of her presence in front of the camera. The video also features a plug for her agency, Ford Models, and invites interested parties to visit their website.

Recruiters and potential employers are also utilizing video technology to set up interviews and meetings without the commitment of flying candidates across the country and picking up a large expense tabs. Employers can virtually meet with job candidates, and executives in offices around the country could potentially participate or observe the interview. Industry experts predict that more and more computers will feature video conferencing technology to allow the average job seeker access to employers all over the world.

Perhaps one of the first web tools to be utilized by recruiters and employers was the search engine. Most hiring managers spend a few minutes “Googling” job candidates before calling them for an interview, and if they find something unsavory or unattractive, the job hunter may not make it to the interview stage. If a potential candidate is featured in drunken photos on MySpace or wrote an inflammatory blog post about a past employer, recruiters are going to think twice about hiring him or her. It may be judgmental, but it’s the nature of business. Recruiters want to meet with people who conduct themselves professionally, and a racy Facebook profile could work against a job hunter.

Those candidates who are tech savvy are creating websites and profiles on business networking sites like LinkedIn. LinkedIn is essentially Facebook for business. Job hunters and employers alike create professional profiles which showcase their experience, opportunities, and best qualities. One can connect with former coworkers and find job opportunities through the online network. Once you establish a connection with a professional contact or colleague, you have access to all of their connections, etc. The site is fast becoming a new frontier for turning personal and business contacts into job leads and professional opportunities.

While a personal connection is always a sure way to find job leads, Web 2.0 technologies are helping to bridge the gap between technology and face-to-face contact. Through video conferencing, social/enterprise networking, and personal promotion, recruiters and job hunters are making it easier to get to know each other on the internet.

“Raise more money, transform operations, and build stronger donor relationships.” This is the promise of Salesforce.com’s foray into the political arena, a new service called CampaignForce. With the recent proliferation of Software As A Service (SAAS) products and increasingly tech-savvy political candidates, it’s no surprise to see a service like CampaignForce marketed to campaign managers. Salesforce’s political product is meant to help candidates run their campaigns like a business and treat their supporters like customers.

CampaignForce works much like Salesforce’s other SAAS options, which focus on customer relationship management (CRM). The idea is to give campaign staffers the same quick access to donor information and statistics that customer service reps have to client information. Candidates and staffers can view an easy-to-read landing page which displays pertinent data such as recent polls, fundraising progress, outreach efforts, and public appearances. The user-friendly interface can even be paired with other applications to pull data from YouTube (to see how many hits campaign ads are receiving) and generate financial reports for the Federal Election Committee, saving staffers time and ensuring the accuracy of the records.

One of the biggest benefits of using a web-based service rather than traditional software is the ability to access information at any time, from any location with internet access. This is especially applicable to political candidates, who are constantly on the move. Staffers in a mobile command center (like a wired RV or bus) would still have the ability to serve the needs of donors, journalists, and voters. CampaignForce is hosted on Salesforce servers, eliminating the need for complicated and costly data centers.

As of February 4th, a Salesforce press release revealed that their services are being used by nearly 30 political campaigns. It’s no surprise that one early adopter was Republican contender Mitt Romney, who suspended his campaign on February 7th. The veteran businessman raised $20.7 million in the first quarter of 2007, despite polls showing him behind Guiliani and McCain. Romney’s campaign manager Alex Burgos reportedly attributed the fundraising success to CampaignForce. Ron Paul is another remarkable fundraiser, and his campaign, well-known for their Web 2.0 efforts, also uses CampaignForce.

While some candidates jump at the chance to store their data on Salesforce servers, the service got a slow start. In an interview with eWeek, senior VP of global public policy Dan Burton says, “They’re [candidates] wary of putting data on the internet. They’re just now awakening to this potential.” However, as this type of data hosting service becomes more and more popular among businesses, it’s only a matter of time before campaign managers join the enterprise world in welcoming SAAS technology.

Businesses have increasingly turned to online training methods in recent years, using technology as a way to better serve the needs of their employees’ professional development. This is especially true for those employees who need help with “hard skills,” such as computer training, operating machinery, or safety standards. Now, HR departments are starting to look to e-learning as a means of teaching “soft skills” or “people skills,” like communication, conflict resolution, management techniques, teamwork, and foreign language. This trend is still in its infancy, and some business are scratching their heads and asking, “Can you really learn people skills online?”

Employers are turning to e-learning to ensure that younger workers are developing the soft skills they need as they take over the work force. Baby boomers are slated to retire soon, and companies are worried that their experience and knowledge will go with them. Younger workers are accustomed to using computers, cell phones, and social networking websites in their everyday activities, and e-learning advocates hope that these two groups can be linked through online mentoring and training programs.

U.S. Bancorp has begun using a software package called Open Mentoring which connects workers across the organization for personalized training and mentoring services. Open Mentoring matches up employees based on demographic and competency information, and helps them connect through phone calls, online chats, and forums. The strategy may help preserve some of the organizational knowledge and memory that would otherwise be lost when experienced employees retire.

Employers are also using e-learning technologies to improve the language skills of their increasingly diverse workforces. Many companies who use an outsourcing employment model or who operate overseas are finding it increasingly important to provide language training to employees at locations all over the world. E-learning tools can help make that experience uniform and ensure the quality of teaching is the same across the company. One leader in this market is GlobalEnglish, which boasts clients such as Reuters, Mitsubishi, Nestle, General Motors, Canon, and Hilton International. They offer customized programs which will allow for specific problems or challenges to be addressed depending on the native language of the employee.

Online training has also come in handy for companies who need to give seminars on ethics or sexual harassment laws. During my tenure at a major publishing company with thousands of employees worldwide, we were required to participate in a web-based sexual harassment course. The 60-minute interactive class included a pretest, videos of real-life scenarios, test questions, and follow-up material that could be printed. Rather than attending a crowded meeting with a frustrated HR rep trying to shout over the chatter of bored employees, we were able to complete the training on our own schedule without the distractions of our immature coworkers.

So how do we know if online training is appropriate or effective for soft skills development? Many organizations are attempting to answer the same question. A number of online training models include follow-up meetings and sessions to allow trainees to interact and test their knowledge. This means that local HR reps have a chance to evaluate the effectiveness of the training, if only on an informal level. Metrics for soft skills learning are hard to define, but many programs use a survey/user satisfaction model to collect data and measure success. However, with the incorporation of more and more Web 2.0 tools into e-learning programs, people skills can indeed be exercised online. Between blogs, WIKI, social networking/bookmarking, and video sharing, employees really are able to communicate and learn in a group setting from the comfort of their cubes.

The election season is reaching a fever pitch, and this election year the candidates are reaching out to voters in unique ways. All of the top contenders have some type of online presence, though some have been more successful in their social networking efforts than others. They have created Facebook pages and groups, MySpace profiles, YouTube videos, and encouraged their supporters to organize through Meetup.com. So far, Republican Ron Paul has focused on Web 2.0 tools more than any other candidate, and he tops the list of candidate Google searches for 2007. He has certainly started a trend, but the question remains: will hits and Facebook friends translate into votes?

The candidates have used different means of reaching voters who hang out online, and with varying degrees of success. Democrat Barack Obama’s Facebook group, “One Million Strong for Barack” was created by a supporter, and infamously joined by Rudy Giuliani’s daughter. Other candidates have copied the verbiage, including TV personality Stephen Colbert, though to date the group is home to just over 400,000 Facebook members. The group is a grassroots effort run by supporters, and is not affiliated with Obama’s campaign. This is in contrast to the other candidates Facebook groups, which are calculated PR moves. Perhaps this puts Obama ahead of the curve when election time arrives.

Another frequently used site is YouTube, where the candidates have jointly posted over 2500 videos since last January (452 of those belong to Republican Mitt Romney, never one to be camera-shy). Perhaps the most entertaining of these comes from Mike Huckabee, who is clearly trying to capitalize on the recent endorsement from Chuck Norris, a.k.a. Walker, Texas Ranger. Huckabee asserts (with straight face) that “there’s no chin under Chuck Norris’ beard, only another fist.” It’s clear this ad is meant to appeal to the YouTube demographic, as I’m sure my grandmother wouldn’t laugh at this joke.

Perhaps the most influential of the Web 2.0 sites used by presidential candidates is Meetup.com, a networking site which allows users to connect with others in their communities with similar interests. Their website states: “We want to see the world’s people self-organize. We believe that people can change their world, or the world by organizing themselves into groups - Meetups - powerful enough to make a difference.” Ron Paul has had tremendous success with Meetup, and his approximately 82,000 supporters have organized 21,000 offline events to fund raise and generate support for him. Whether he wins or loses the nomination, his success using Meetup and other social networking sites will likely be emulated in future election campaigns.

Web analytics company Compete has created a tool to track the candidates and their successes and failures using online networking. Candidate Facetime breaks up the candidates by party and shows what percentage of their “hits” are on their official websites, how their hits stack up against their competitors, and how many total hours people have spent learning about them through their Web 2.0 efforts. November’s data shows Ron Paul as a clear Republican frontrunner when it comes to generating online buzz, while Barack Obama, Hillary Clinton, and John Edwards are neck-and-neck for the Democrats.

As Mike Huckabee points out on his Facebook group, “I believe that the internet will play a huge role in the 2008 campaign and sites such as this are wonderful tools for people to come together and show their support for the candidate of their choice.” Right he is, especially when it comes to gathering support among younger, more wired voters. Or are they “voters” when all they’ve done to express their political beliefs is to post a candidate’s name to an online profile? Are these groups just a way for lazy voters to establish a political identity, or will they transform into actual support for these candidates? We’re about to find out.