5 Questions You Must Answer in a Web Analytics Kickoff Meeting

Web analytics are now a necessity for nearly any type of organizations. However, selling the usefulness of a new web analytics team to other stakeholders in the organization is not necessarily an easy task. In this post, I am proposing you the ingredients of a successful web analytics kickoff meeting within a company that has never used web analytics before, through answers to the following 5 questions:

1. Why was this team created?
2. What will this team do?
3. What will this team not do?
4. How can other departments help “your” team to help “them”?
5. What do you want other stakeholders to remember from this presentation?


Furthermore, to maximize the effectiveness of answers to each of these questions, they are embedded in a hierarchical form following a specific order.

Question 1 – Why was this team created?

This is the most important question to answer in any web analytics kickoff meeting. Overall, it is necessary to emphasize that this team was created for two reasons: (1) as a request from other departments in the company in search for measuring and monetizing the success of the company, and (2) as a response to the fierce competition from other organizations which are using these web analytics tools to achieve success. In this way, it is important to highlight that this team was needed as the result of both internal (other departments) and external (competitors which are using web analytics tools) pressure.

Question 2 – What will this team do?

As the words “web analytics” suggest, some may think that the main objective of this team is to “measure, measure and measure”. However, the real objective of the team should be to “measure to help other departments”. Here are, in five points, what the team’s objectives should be:

1. To help the organization concentrate their marketing efforts at the right place, at the right time, and to make the right decision;
2. To show other departments that web analytics are not about crunching data for crunching data, it’s about crunching data to meet an objective, an objective that is SMART (Specific, Measurable, Achievable, Relevant, Time-based) and is related to the company’s business objectives;
3. To show that a web analyst is not only analyzing web metrics, but also multichannel metrics such as financial metrics related to other databases available inside the organization;
4. To show that web analysts are acting in a constant improvement perspective by digging in the data to find out what works and what doesn’t (i.e. PPC campaigns);
5. To propose solutions to other departments via short reports or presentations, in a concise and straight-forward way, using common words, as well as a personalized and adapted dashboard (including between 5 and 20 KPIs) for each department to achieve their objectives.

Question 3 – What will this team not do?

Even though it is important to show what the team can do, it is also useful to show what the team will not do. In this way, in two points, the team will not:
1. Tell other departments what to do, the team will only propose solutions;
2. Take decisions for other departments, even if the team has the data, the other departments are the nearest from the field and are in the best position to decide.

Question 4 – How can other department help “your” team to help “them”?

Even if every member of the team is autonomous, all of the objectives proposed in “Question 2” could only be maximized if other departments help “your” team to help “them”. Thus, here are in six points how to encourage a flourishing win-win relationship:
1. Help your team answer the questions coming from other departments by giving the team the right details and the key objectives that are SMART;
2. Decide together (your team and other departments) which KPIs to use to measure objectives;
3. Take in consideration your recommendations, and discuss the flaws of some results;
4. Let the other departments feel free to give you feedback on specific results by letting you know what are their latest activities, so that data can be analyzed keeping in mind that there are real humans navigating on these websites behind those numbers;
5. Let the other departments feel free to contact your team, if they have a question concerning the computation of some metrics;
6. Let the other departments feel free to exchange any ideas; even if at first it might sound crazy, nearly everything can be measured.

Question 5 – What do you want other stakeholders to remember from this presentation?

Finally, this presentation will not have achieved its ultimate goal if the stakeholders do not remember the following four major points highlighted by the answers to the previous four questions:
1. Your team wants to create a sustainable win-win relationship with other stakeholders in a friendly atmosphere;
2. Your team’s main objective is to crunch data to answer stakeholders’ SMART objectives;
3. Your team is not there to decide for others, it is there to propose solutions to others;
4. Your team will perform better if other departments feel free to discuss with you on anything concerning the data, from the link between your metrics and stakeholders’ objectives to actions taken that affect the data.


To conclude, I hope my reasoning to answer these 5 questions is giving you some insights that will maybe serve as a guideline to help you implement a web analytics team within your organization if it is not already implemented. Briefly, whatever your usage of this post is, keep crunching for objectives, not crunching for crunching.

Jean-Francois Belisle

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Demystifying Viral Marketing – 7 Myths of Viral Marketing Campaigns

“Viral marketing” – referred to as “online word-of-mouth marketing” – can be considered a buzzword in most organizations when it comes to e-marketing strategies, as many organizations want to launch a viral marketing campaign. However, few organizations are conducting state-of-the-art viral marketing campaigns and few of them are really aware of the myths surrounding this buzzword. In quest for some common myths around viral marketing campaigns, I recently read an article entitled: “The ten worst viral marketing campaigns”, which gave me an idea as to where some organizations fail to achieve their objectives. In this way, this post is an attempt to regroup 7 of the most common myths surrounding the viral marketing phenomenon.


1. Viral Marketing is Easy

Unfortunately for managers and fortunately for e-marketing consultants and agencies, viral marketing is anything but easy. As discussed by social networks guru Duncan Watts, for each successful viral marketing campaign, there are many that fail. However, to increase the chances that it actually works, the viral marketing strategy should be under the direction of e-marketing experts (unlike in the illustration at the top) and part of a well-defined online marketing plan. Frameworks such as the SOSTAC© framework, developed by consultant and best-selling author PR Smith, could be used. This framework consists of the following six components:
1. (S) Situation analysis: Where are we now?
2. (O) Objectives: Where do we want to be?
3. (S) Strategies: How do we get there?
4. (T) Tools: Which tactical tools do we use to implement strategy?
5. (A) Actions: Which action plans are required to implement strategy?
6. (C) Control: How do we manage the strategy process?

2. Viral Marketing Campaigns are Short-Term Strategies

Viral Marketing Campaigns should be short – generally a maximum of 3 months – sometimes 15 days are enough to spread the message. However, the duration of the campaign should not impact the horizon of the strategy. As one of the fundamental objectives of viral marketing campaigns is to gain a larger database, viral marketing campaigns should be considered as long-term strategies that should be used to attract new users and propagate awareness, to thereafter through other e-marketing strategies turn them into loyal users (consumers).

3. To start a Viral Marketing Campaign it Takes a High Number of Users

Many managers think that you need lots of users (reachable via their e-mail) as a baseline to spread the word. As in many aspects of life, quality is better than quantity. In this way, the first important question to ask is how many emails of users your organization has in its current database, and in relation to this, to what degree are those users involved. An organization is better off with a small number of users that will at least read the email sent to them, than with a high number of users where most of them won’t even open the email you sent. The second, less intuitive question to ask is to whom these people are connected. I agree the answer may be “I don’t know”. However, one of the worst kinds of database a company could have would be one where everyone in the database is connected to one another and has huge overlap in the people present in their social network. This kind of database is generally a sure failure for viral marketing. What is most needed is a small number of the “right” users, not necessarily the influencers, but more precisely the ones that are connected to these influencers and that are willing to positively propagate the information, a group that Seth Godin labelled the “hive”.

4. Viral Marketing Campaigns are only for Large Companies

It is equally possible to go viral for small companies than for international ones. Once again, the database is an important starting point. One other important component to take in consideration is the potential number of users the company could reach via this strategy. In this way, an organization of any size operating in a B2B perspective doesn’t really have a clear advantage of launching this type of campaign. Thus, the size of the organization doesn`t really matter, especially considering that small organizations with lower market shares have more to gain than the ones with high market share.

5. If the Product is Trendy Users Will Propagate

Even though it is proven that some products can be considered as trendier than others and more willing to propagate, if your online marketing plan is sloppy, and if the viral marketing campaign is not as trendy as the product, your chances of growth are quite diminished. In this way, propagation is not directly influenced by the product, it is influenced by the content of the campaign, which I agree can be influenced by the type of product. However, for the campaign to get viral it should either generate reactions such as “ah”, “oh”, “hahaha”, “wow” or “wack”, and/or imply strong incentives. Important questions that may arise may include: (1) is it worth my time to send it to a friend? (2) Will my friends think I am spamming them by sending them this message? (3) How would I react if my friend had sent me that message?

6. Viral Marketing Campaigns are Costless

Some organizations might think that viral marketing is costless and that all you need is: (1) a database, (2) good content and (3) a message (sometimes incorporating the content) that will be sent to many potential viewers. However, even though it is true that you can start a viral marketing campaign with these components, there can be big money involved there, since all in all, a viral marketing campaign is like an architectural project, costs are higher than predicted and are related to the quality.

As organizations may know, the sentence “build it and they will come” from the 1989 movie Field of Dreams doesn’t prove to be true in e-marketing. Thus, the propagation of a viral marketing campaign starts when users are becoming aware of the existence of the campaign. In this way, for users to become aware of the viral marketing campaign, what is first needed is to contact them. A problem that may arise as stated in the third point is a lack of quality of the database. This problem can be solved by buying a list of e-mails, for which the price of each thousand e-mails may vary between $100 and $250 depending on the agency and the specificity of the list. Furthermore, another way to spread the word is through advertising, but once again not at any cost. The procedure of using both viral and advertising for a campaign is labelled as seeding. And concerning the costs, what about the personalization of e-mails, and with which software? And most importantly, what is the content of the campaign? What are the incentives?

7. The Outcomes of Viral Marketing Campaigns are Hard to Measure

Overall the outcomes of a viral marketing campaign should not be hard to measure. Although it is trickier to measure the impact of a viral campaign when it propagates on other websites, something sure is that it is not hard to measure what is going on our organization website. As stated earlier, one of the objectives of a viral marketing campaign is to increase the number of users in our database, this would be a first metric. Other metrics can be used:

1. Number of unique visitors on the website dedicated to the campaign (awareness);
2. Number of purchases related to the campaign;
3. Computation of multichannel KPIs;
4. Positioning of the brand on the web through online marketing reputation engines.

In conclusion, these 7 myths are only some common examples of myths surrounding viral marketing campaigns. Many other myths could be added, any ideas?

Jean-Francois Belisle

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Don’t Make Users Think about Online Service Quality until the Task is Over

Every time I embark on an airplane, the waiting time in the airport proves to be valuable time spent exploring new venues and starting cogitating about nothing and everything, mostly things that could be related to consumption and society. I recently traveled to Norway for the Macromarketing Society Annual Conference, using KLM as my airline company, to present a paper about the measurement of service quality on governmental websites.

My experience in Norway was excellent and so was the flight service offered by KLM. However, I didn’t really notice that the flight service was that good until I started to think about it while waiting outside the airport for the bus that would take me to my hotel. The reason why I didn’t notice that the service was good during the flight is that I didn’t have time to think about it, since I was occupied: (1) watching movies, (2) learning a few words in mandarin, (3) eating little bites or (4) drinking free cheap wine.

How to get individuals occupied when waiting

In this era of customer empowerment, this phenomenon of not thinking about the quality of the service you are receiving at the actual moment could be generalized by saying that if you are thinking about the quality of the service while you are suppose to accomplish your task (whichever it might be), chances are high that it is because you are not satisfied. Thus, one important point is that company don’t want you to have time to think about the service quality. And this is related to the fact that individuals tend to think about the obstacles during their tasks rather than the things that facilitate them. In this way, why would you lose your time thinking about good service? In the same sense, who would call his mobile phone provider to say that he is happy with the service? The answer is nobody, unless you are feeling lonely and/or thinking that the customer service agent has a pretty sexy voice.

KLM in-flight entertainment screen and remote control

But what is the link with e-marketing? one may ask. The interesting thing about this phenomenon is that it can be applied to multiple settings: (1) shopping environments (including grocery stores), (2) restaurants, (3) entertainment events, and most importantly, (4) websites. Thus, when using verbal protocols in usability testing, if users are not saying a word about the service quality of the website, don’t panic, this is a good sign. Following that hint, this is why Key Performance Indices (KPIs) such as the “time spent on the website” and “the total number of page views” have been so many times criticized by both practioners and academicians.

So next time you fly (with KLM or not…) or simply navigate on a website, I hope you won’t have time to think about the quality of the website.

Jean-Francois Belisle

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18 Roles of a Successful Brand Community – How Many Employee(s) Should You Hire?

In an interesting post published in French, my friend Julie Lemonde – inspired by Boston University Professor Susan Fournier’s article published in Harvard Business Review coauthored with practioner Lara Lee – describes the 7 basic principles related to how to build a successful brand community. Frankly, I recommend both readings since they are: (1) well-written, (2) concise, (3) in depth, and (4) theoretically and managerially sound.

In reading Julie’s post, one of the 7 principles entitled “Communities are strongest when everyone plays a role” piqued my curiosity. This section involved a description of 18 roles that should be part of a brand community. Here is the exhaustive list:

1. Mentor: Teaches others and shares expertise
2. Learner: Enjoys learning and seeks self-improvement
3. Back-Up: Acts as a safety net for others when they try new things
4. Partner: Encourages, shares, and motivates
5. Storyteller: Spreads the community’s story throughout the group
6. Historian: Preserves community memory; codifies rituals and rites
7. Hero: Acts as a role model within the community
8. Celebrity: Serves as a figurehead or icon of what the community represents
9. Decision Maker: Makes choices affecting the community’s structure and function
10. Provider: Hosts and takes care of other members
11. Greeter: Welcomes new members into the community
12. Guide: Helps new members navigate the culture
13. Catalyst: Introduces members to new people and ideas
14. Performer: Takes the spotlight
15. Supporter: Participates passively as an audience for others
16. Ambassador: Promotes the community to outsiders
17. Accountant: Keeps track of people’s participation
18. Talent Scout: Recruits new members

Interestingly, in these times of economic crisis, one important managerial question emerged from this description: how many employees does a company need to hire to fulfill these 18 roles? As a matter of fact, nearly anyone’s answer to this question would be “many”. Based on simple math, propositions such as hiring 3 employees – each one having 6 roles (18/3 = 6), could come to the table. However, after some “deep thinking” – and some deep sleeping – I came to the conclusion that only one person should be hired to fulfill these 18 roles. A normal manager`s reaction to this conclusion could be: “this employee will be overload”. My answer to that question is definitely “no” and is based on two interrelated principles.

Inspired by Seth Godin’s 2008 already best seller book entitled “The Tribes”, the first principle would be “to hire the best available community leader”. Thus, efforts should be made to avoid sloppy recruiting. To make an analogy to hockey, which General Manager would want to pay a certain amount of money for a bunch of third-line players when he could spend the same amount on THE franchise player? In our case, who would want to hire a bunch of average brand community managers, when you could have THE brand community manager, the leader, for less money than the other three combined? These leaders can be identified as active members of social networks and using an experiment such as “The Triiibes Project” (yes, there are really 3 i’s).

Interrelated to the first principle and based on Godin’s definition of leadership – leadership is to lead not to control –, the second principle would be to “let the brand community go”. Thus, inspired by the classic work “An Inquiry into the Nature and Causes of the Wealth of Nations” published by Adam Smith in 1776, the highly-cited 1961 Coase Theorem by Nobel laureate economist Ronald Coase, and on thoughts of the well-acclaimed Peruvian economist Hernando de Soto, if rules in the brand community are well-defined and easily available, then the talent will emerge and the 18 roles will be filled one by one by members of the community with minimal guidance. In other words, once regulations are well-established and well-diffused, and that everyone feels they can contribute to the well-being of the brand community, every new member will take the role that fits the most with his/her personality, so that every member of the brand community could be categorized in one or more roles.


In conclusion, only one brand community manager is needed for a successful brand community. Furthermore, in analogy to the Kevin Costner famous sentence in the movie Field of Dreams: “if you build it, [they] will come” that can be translated in a brand community context to “hire the right person and they will come”. So will you come?

Jean-François Belisle

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The BIXI – What Rocks and What Sucks?

The BIXI (Bicycle taxi) – the new public bike system in Montreal – was officially launched this month, but still only a few Montrealers have tried this new service. Last Sunday afternoon, I went to the Old Port without any specific intentions and ended up trying one of these futuristic-looking bikes proudly sponsored by Rio Tinto Alcan. Overall, the experience was a positive one, even though the beginning was as rocambolesque as a Dream Theater song.

A closer look at the BIXI in Montreal
A closer look at the BIXI in Montreal

So what really happened? I was walking on De la Commune in the East direction and candidly stopped at one of these beautiful BIXI stations, corner De la Commune and Alexandra Quay. After putting my finger on the tactile screen of the BIXI station machine – which is similar to an ATM system – I rapidly scrolled the 50-electronic page instructions, then put my credit card in, and received a super 5-digit receipt from the machine. I typed this lucky number on the bike dock of one of the 10 BIXI available, but it didn’t work, tried another one, but it didn’t work either, and, in desperation, started screaming at the BIXI, but it didn’t change anything. Finally, I went back to the tactile screen but the system didn’t allow me to take another number, so I grunted like Clint Eastwood in his last effort entitled Gran Torino. Anyway, 5 minutes later, I tried one ultimate time and it appeared to be the good one. This time my 5-digit number worked and I was up for a free 30-minute ride (after having paid the 24-hour membership fee of $5.00) with my new friend that honestly looked like an E.T. gift. The entire ride was interesting and I felt like a rebel teenager with a new bike, I rode the BIXI across the Old Port with relative ease and enjoyed the windy, cold weather. Anyhow, during that afternoon, I learned what rocks (pros) and what sucks (cons) about the BIXI. So here is a summary:

Rocks (Pros)
• Easy-to-rent service;
• Lots of BIXI stations;
• Small distance between BIXI stations;
• Great quality bike.

Sucks (Cons)
• Sometimes there is no empty spots to drop the BIXI at the BIXI station;
• Sometimes there is no BIXI available at the BIXI Station;
• The membership fees details are not highly accessible;
• It is not crystal clear that your credit card will be temporarily credited $250 (+ taxes), a fee that will thereafter be debited;
• I had difficulties to adjust the seat (frankly, I wasn’t able to adjust it).

So now that you are aware of the pros and cons of the BIXI, as well as the kind of things I enjoy on Sunday afternoons, next time you are walking in Montreal near a BIXI station, don’t be shy to try the BIXI, enjoy the moment, have fun and as Lou Reed would have said, “take a [ride] on the wild side”!

Jean-Francois Belisle

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Three Types of Convergence – Is the Future Friendly?

Convergence, convergence and convergence, but what the heck are you talking about? Convergence can take many forms and since it is a buzzword for managers – along with words such as “viral”, “word-of-mouth”, “social media”, “sustainability” or “economic crisis” – there are still many individuals that have difficulties to define what convergence really is. According to the Merriam Webster online dictionary, the word “convergence” refers as: “the merging of distinct technologies, industries, or devices into a unified whole”. Thus, in relation to this definition, the problem with the word “convergence” is that it can take many forms. To be more concise, it can take at least three forms that are useful to know for e-marketers.

The first form of convergence is used in terms of technological tools. In this way, most of useful (and even useless) electronic devices are now integrated in smartphones. In fact, most smartphones include (or will include) features of “traditional” cell phones, but also, devices like cameras, computers (desktop or laptop), electronic agendas, GPS, MP3 players and video game consoles. Moreover, it seems like a matter of time (but perhaps lots of time) before everyone has its own smartphone.

Convergence to Smartphones
Convergence to Smartphones

The second form of convergence is translated by the increase in the number of technological tools and transportations that converges to the Internet. Nowadays, it is possible to have access to the Internet in any transportation vehicle (airplanes, cars, boats and trains), as well as via many technological tools (cell phones, computers, interactive digital televisions, interactive kiosks and smartphones). Linking this second form of convergence with the first form leads me to predict that the convergence in terms of technological tools in smartphones will also result in an explosion in the number of smartphones kit available for any type of other technological tool, similar to the iPod car kit.

Finally, the third form is the convergence of the content of media to the Internet. Thus, more and more media such as advertising billboards, magazines, newspapers, radio stations, SMS, and television networks, produce content that includes an expression such as “visit our website at …”, that refers to a specific Internet website. By linking this form of convergence with the other two, media such as advertising billboards, radio stations, SMS, and television networks, will be able (in a near future) to instantaneously converge to the Internet by using smartphones. In the case of magazines and newspapers, it is still hard to predict what will happen, but the decreasing number of subscribers who actually read them will tend to convey those two media to concentrate their effort towards niche markets.

Convergence to the Internet
Convergence to the Internet - Not the isolated Internet metaphor anymore

In conclusion, if the “future is friendly” as the Telus catchphrase proposes, then everyone will end up in the next few years with a smartphone that they will be able to plug everywhere using some sort of kit. So, do you think the future is that friendly?

Jean-Francois Belisle

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The Intelligent In-Store Displays Are Watching You

The famous expression “Big Brother is watching you”, directly taken from George Orwell’s visionary book entitled 1984, written in 1948 and published in 1949, hits the field of marketing one more time. And this time, in-store advertisers are the “evil” marketers involved. In this way, in-store advertisers have started to use facial recognition software incorporated into displays to gather consumers’ information such as gender, age and ethnicity (through skin pigmentation) in order to (with a millisecond lag time) target these consumers with personalized interactive ads. This in-store practice is labeled “ad targeting” and parallels the online commonly used practice of “behavioral targeting”, but in an offline store context. This new practice can also be seen as an extension of the detailed procedure described in the well-acclaimed 1999 business best-seller book “Why We Buy – The Science of Shopping” by Paco Underhill, in which the analyst is hiding near the consumer and noting on a track sheet every single characteristic and movement he, the consumer, makes.

A good visual example of in-store displays that target consumers by personalized ads is illustrated in a scene of Steven Spielberg’s 2002 movie “Minority Report” where the character played by Tom Cruise is a fugitive running through a shopping mall populated by interactive ads targeted directly at him. Real-life examples include, as noted in Emily Steel’s Wall Street Journal article, the American restaurant Dunkin’ Donuts, where people ordering a coffee in the morning are exposed, based on their characteristics, to ads at the cash register promoting, for instance, the chain’s hash browns or breakfast sandwiches. Moreover, this practice has also been used in Japan, where interactive billboards have played the same role for consumer as in-store displays.


The practice of in-store ad targeting is a new dream coming true for marketers, like it was the case for behavioral targeting with the Internet at the beginning of the millenium. However, the most relevant question for managers is how will consumers react to this technology – which can help some consumers save time and money, but which can also be perceived as intrusive by others. If computerized in-store displays are to become part of your everyday life, how would you, as a consumer, react to this new technology?

Jean-Francois Belisle

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Canada in the Worldwide Top 3 for Internet Penetration Rate

As a follow-up to my last post entitled The 10 Most Hi-Tech Cities in the World, I was thinking about another simple and easy-to-understand ranking that could impress, destabilize, or even wake up, for a single minute, a curious audience in a business happy-hour cocktail. While preparing myself for a Macromarketing Conference, I ended up discovering interesting findings concerning one of the most important macroeconomic indicators of innovation: “the Internet penetration rate”. Personally, my Top 3 ranking would certainly have included countries such as South Korea, Japan or Singapore. However, strangely, while looking at The Internet World Stats database I ended up being exposed to results that surprised me. I decided to compile my own Top 30 countries with the highest Internet penetration rate for nations with more than a million individuals:

1. Netherlands – 90.1%;
2. Norway – 87.7%;
3. Canada – 84.3%;
4. New Zealand – 80.5%;
5. Australia – 79.4%;
6. Sweden – 77.4%;
7. Japan – 73.8%;
8. Portugal – 72.9%;
9. Israel – 72.8%;
10. United States – 72.3%;
11. South Korea – 70.7%;
12. Hong Kong – 69.5%;
13. Switzerland – 69.0%;
14. Denmark – 68.6%;
15. Finland – 68.6%;
16. United Kingdom – 68.6%;
17. Taiwan – 67.2%;
18. Slovenia – 64.8%;
19. Germany – 63.8%;
20. Spain – 63.3%;
21. Belarus – 61.9%;
22. Italy – 59.7%;
23. Estonia – 59.7%;
24. Malaysia – 59.0%;
25. Singapore – 58.6%;
26. France – 58.1%;
27. Austria – 56.7%;
28. Bulgaria – 55.1%;
29. Romania – 53.9%;
30. Jamaica – 53.5%.

The penetration rates for the Top 5 countries were not that surprising: Netherlands (90.1%), Norway (87.7%), Canada (84.3%), New Zealand (80.5%), and Australia (79.4%). However, what was most surprising is the low Internet penetration rate for what I thought would be the Top 3, that is to say, Japan (ranked 7th, 73.8%), South Korea (ranked 11h, 70.7%), and Singapore (ranked 25h, 58.6%; for some reasons explaining the low penetration rate of Singapore, I would refer to Chandler Nguyen’s blog). Moreover, the extent of rural regions, the importance of traditions and the high number of individuals older than 65 years old are amongst the reasons that could explain low results for the Old Europe countries such as Germany (ranked 19th, 63.8%), Italy (ranked 22nd, 59,7%) and France (ranked 26th, 58.1%). A map summary from The Internet World Stats database concerning the Internet penetration rate by country for 2007, is proposed in the figure below.

Worldwide Internet Penetration Rate by Country in 2007
Worldwide Internet Penetration Rate by Country in 2007

In conclusion, after reading this post, I hope you’ll network a little more during your next business happy-hour cocktail, but be careful and stay alert to be sure that your new knowledge doesn’t make you a strong candidate for closing the bar…

Jean-Francois Belisle

P.S.: The following blog post entitled Top 30 for Internet Penetration Rate in 2010 is an update of both this post and this ranking.

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