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I don’t think one should completely dismiss “weak” interactions like a Twitter follow. The set of metrics that you have provided are very good at identifying someone who has a reasonable level of interaction with an organization. However, sometimes it’s useful to be able to differentiate amongst people with weak interactions as well — in fact, those at the weakest end of the scale may be the greatest threat for leaving the organization and may be people that you want to target with outreach campaigns.
To help create some more refinement at the “low end” I think it can also be useful to track not just logins, but average number of pages viewed per “time period” (e.g. a week) and the average time spent on the site per the same time period. For “lurker” types, these can give a better indication of whether they have a somewhat stronger attachment to the organization. It may also makes sense to target them with a specific outreach campaign — they know about the resources available to them, they just need to be encouraged to participate more. For those with the weakest attachments (but still aware of the resource available) you may want to reach out to them and find out why the existing resources don’t satisfy their current needs.
Excellent points – the elusive but ever important lurker (I prefer active reader term) is critical in the success of a community as they often do more with the information they learn online in the offline world. Your advice to reach out to those with the weaker attachments is very important and can often shift a viewer to a doer, online.
I think this is very interesting information. I’ve been thinking about creating a membership community on my blog so I could create a higher, more personal level of interaction with my committed readers and this gives me a nice benchmark to use in planning. I would also like to agree with the other comment about not completely dismissing weak interactions. Case in point. A few years ago as a cost cutting measure a global direct sales company I worked for at the time cut services and resources to representatives who only occasionally ordered product. Problem was collectively those occasional orders really added up BIG time so the company had to backpadel which of course cost a LOT of money – of course by that time they’d angered so many people they never did make up the shortfall.