Fredrik Pallin föreläser på Berghs presentation 20maj


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Föreläsning om PR i ett digitalt medielandskap på Berghs School och Communictation.
20 maj 2010
Av: Fredrik Pallin, konsult på Springtime

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  • Bo Sundström, Bräcke Jämtland (S)
  • Gin, Television, and Social Surplus By Clay Shirkyon April 26, 2008 10:48 AM | Permalink | Comments (0) | TrackBacks (0) (This is a lightly edited transcription of a speech I gave at the Web 2.0 conference, April 23, 2008.) I was recently reminded of some reading I did in college, way back in the last century, by a British historian arguing that the critical technology, for the early phase of the industrial revolution, was gin. The transformation from rural to urban life was so sudden, and so wrenching, that the only thing society could do to manage was to drink itself into a stupor for a generation. The stories from that era are amazing-- there were gin pushcarts working their way through the streets of London. And it wasn't until society woke up from that collective bender that we actually started to get the institutional structures that we associate with the industrial revolution today. Things like public libraries and museums, increasingly broad education for children, elected leaders--a lot of things we like--didn't happen until having all of those people together stopped seeming like a crisis and started seeming like an asset. It wasn't until people started thinking of this as a vast civic surplus, one they could design for rather than just dissipate, that we started to get what we think of now as an industrial society. If I had to pick the critical technology for the 20th century, the bit of social lubricant without which the wheels would've come off the whole enterprise, I'd say it was the sitcom. Starting with the Second World War a whole series of things happened--rising GDP per capita, rising educational attainment, rising life expectancy and, critically, a rising number of people who were working five-day work weeks. For the first time, society forced onto an enormous number of its citizens the requirement to manage something they had never had to manage before--free time. And what did we do with that free time? Well, mostly we spent it watching TV. We did that for decades. We watched I Love Lucy. We watched Gilligan's Island. We watch Malcolm in the Middle. We watch Desperate Housewives. Desperate Housewives essentially functioned as a kind of cognitive heat sink, dissipating thinking that might otherwise have built up and caused society to overheat. And it's only now, as we're waking up from that collective bender, that we're starting to see the cognitive surplus as an asset rather than as a crisis. We're seeing things being designed to take advantage of that surplus, to deploy it in ways more engaging than just having a TV in everybody's basement. This hit me in a conversation I had about two months ago. As Jen said in the introduction, I've finished a book called Here Comes Everybody, which has recently come out, and this recognition came out of a conversation I had about the book. I was being interviewed by a TV producer to see whether I should be on their show, and she asked me, "What are you seeing out there that's interesting?" I started telling her about the Wikipedia article on Pluto. You may remember that Pluto got kicked out of the planet club a couple of years ago, so all of a sudden there was all of this activity on Wikipedia. The talk pages light up, people are editing the article like mad, and the whole community is in an ruckus--"How should we characterize this change in Pluto's status?" And a little bit at a time they move the article--fighting offstage all the while--from, "Pluto is the ninth planet," to "Pluto is an odd-shaped rock with an odd-shaped orbit at the edge of the solar system." So I tell her all this stuff, and I think, "Okay, we're going to have a conversation about authority or social construction or whatever." That wasn't her question. She heard this story and she shook her head and said, "Where do people find the time?" That was her question. And I just kind of snapped. And I said, "No one who works in TV gets to ask that question. You know where the time comes from. It comes from the cognitive surplus you've been masking for 50 years." So how big is that surplus? So if you take Wikipedia as a kind of unit, all of Wikipedia, the whole project--every page, every edit, every talk page, every line of code, in every language that Wikipedia exists in--that represents something like the cumulation of 100 million hours of human thought. I worked this out with Martin Wattenberg at IBM; it's a back-of-the-envelope calculation, but it's the right order of magnitude, about 100 million hours of thought. And television watching? Two hundred billion hours, in the U.S. alone, every year. Put another way, now that we have a unit, that's 2,000 Wikipedia projects a year spent watching television. Or put still another way, in the U.S., we spend 100 million hours every weekend, just watching the ads. This is a pretty big surplus. People asking, "Where do they find the time?" when they're looking at things like Wikipedia don't understand how tiny that entire project is, as a carve-out of this asset that's finally being dragged into what Tim calls an architecture of participation. Now, the interesting thing about a surplus like that is that society doesn't know what to do with it at first--hence the gin, hence the sitcoms. Because if people knew what to do with a surplus with reference to the existing social institutions, then it wouldn't be a surplus, would it? It's precisely when no one has any idea how to deploy something that people have to start experimenting with it, in order for the surplus to get integrated, and the course of that integration can transform society. The early phase for taking advantage of this cognitive surplus, the phase I think we're still in, is all special cases. The physics of participation is much more like the physics of weather than it is like the physics of gravity. We know all the forces that combine to make these kinds of things work: there's an interesting community over here, there's an interesting sharing model over there, those people are collaborating on open source software. But despite knowing the inputs, we can't predict the outputs yet because there's so much complexity. The way you explore complex ecosystems is you just try lots and lots and lots of things, and you hope that everybody who fails fails informatively so that you can at least find a skull on a pikestaff near where you're going. That's the phase we're in now. Just to pick one example, one I'm in love with, but it's tiny. A couple of weeks one of my students at ITP forwarded me a a project started by a professor in Brazil, in Fortaleza, named Vasco Furtado. It's a Wiki Map for crime in Brazil. If there's an assault, if there's a burglary, if there's a mugging, a robbery, a rape, a murder, you can go and put a push-pin on a Google Map, and you can characterize the assault, and you start to see a map of where these crimes are occurring. Now, this already exists as tacit information. Anybody who knows a town has some sense of, "Don't go there. That street corner is dangerous. Don't go in this neighborhood. Be careful there after dark." But it's something society knows without society really knowing it, which is to say there's no public source where you can take advantage of it. And the cops, if they have that information, they're certainly not sharing. In fact, one of the things Furtado says in starting the Wiki crime map was, "This information may or may not exist some place in society, but it's actually easier for me to try to rebuild it from scratch than to try and get it from the authorities who might have it now." Maybe this will succeed or maybe it will fail. The normal case of social software is still failure; most of these experiments don't pan out. But the ones that do are quite incredible, and I hope that this one succeeds, obviously. But even if it doesn't, it's illustrated the point already, which is that someone working alone, with really cheap tools, has a reasonable hope of carving out enough of the cognitive surplus, enough of the desire to participate, enough of the collective goodwill of the citizens, to create a resource you couldn't have imagined existing even five years ago. So that's the answer to the question, "Where do they find the time?" Or, rather, that's the numerical answer. But beneath that question was another thought, this one not a question but an observation. In this same conversation with the TV producer I was talking about World of Warcraft guilds, and as I was talking, I could sort of see what she was thinking: "Losers. Grown men sitting in their basement pretending to be elves." At least they're doing something. Did you ever see that episode of Gilligan's Island where they almost get off the island and then Gilligan messes up and then they don't? I saw that one. I saw that one a lot when I was growing up. And every half-hour that I watched that was a half an hour I wasn't posting at my blog or editing Wikipedia or contributing to a mailing list. Now I had an ironclad excuse for not doing those things, which is none of those things existed then. I was forced into the channel of media the way it was because it was the only option. Now it's not, and that's the big surprise. However lousy it is to sit in your basement and pretend to be an elf, I can tell you from personal experience it's worse to sit in your basement and try to figure if Ginger or Mary Ann is cuter. And I'm willing to raise that to a general principle. It's better to do something than to do nothing. Even lolcats, even cute pictures of kittens made even cuter with the addition of cute captions, hold out an invitation to participation. When you see a lolcat, one of the things it says to the viewer is, "If you have some sans-serif fonts on your computer, you can play this game, too." And that's message--I can do that, too--is a big change. This is something that people in the media world don't understand. Media in the 20th century was run as a single race--consumption. How much can we produce? How much can you consume? Can we produce more and you'll consume more? And the answer to that question has generally been yes. But media is actually a triathlon, it 's three different events. People like to consume, but they also like to produce, and they like to share. And what's astonished people who were committed to the structure of the previous society, prior to trying to take this surplus and do something interesting, is that they're discovering that when you offer people the opportunity to produce and to share, they'll take you up on that offer. It doesn't mean that we'll never sit around mindlessly watching Scrubs on the couch. It just means we'll do it less. And this is the other thing about the size of the cognitive surplus we're talking about. It's so large that even a small change could have huge ramifications. Let's say that everything stays 99 percent the same, that people watch 99 percent as much television as they used to, but 1 percent of that is carved out for producing and for sharing. The Internet-connected population watches roughly a trillion hours of TV a year. That's about five times the size of the annual U.S. consumption. One per cent of that  is 100 Wikipedia projects per year worth of participation. I think that's going to be a big deal. Don't you? Well, the TV producer did not think this was going to be a big deal; she was not digging this line of thought. And her final question to me was essentially, "Isn't this all just a fad?" You know, sort of the flagpole-sitting of the early early 21st century? It's fun to go out and produce and share a little bit, but then people are going to eventually realize, "This isn't as good as doing what I was doing before," and settle down. And I made a spirited argument that no, this wasn't the case, that this was in fact a big one-time shift, more analogous to the industrial revolution than to flagpole-sitting. I was arguing that this isn't the sort of thing society grows out of. It's the sort of thing that society grows into. But I'm not sure she believed me, in part because she didn't want to believe me, but also in part because I didn't have the right story yet. And now I do. I was having dinner with a group of friends about a month ago, and one of them was talking about sitting with his four-year-old daughter watching a DVD. And in the middle of the movie, apropos nothing, she jumps up off the couch and runs around behind the screen. That seems like a cute moment. Maybe she's going back there to see if Dora is really back there or whatever. But that wasn't what she was doing. She started rooting around in the cables. And her dad said, "What you doing?" And she stuck her head out from behind the screen and said, "Looking for the mouse." Here's something four-year-olds know: A screen that ships without a mouse ships broken. Here's something four-year-olds know: Media that's targeted at you but doesn't include you may not be worth sitting still for. Those are things that make me believe that this is a one-way change. Because four year olds, the people who are soaking most deeply in the current environment, who won't have to go through the trauma that I have to go through of trying to unlearn a childhood spent watching Gilligan's Island , they just assume that media includes consuming, producing and sharing. It's also become my motto, when people ask me what we're doing--and when I say "we" I mean the larger society trying to figure out how to deploy this cognitive surplus, but I also mean we, especially, the people in this room, the people who are working hammer and tongs at figuring out the next good idea. From now on, that's what I'm going to tell them: We're looking for the mouse. We're going to look at every place that a reader or a listener or a viewer or a user has been locked out, has been served up passive or a fixed or a canned experience, and ask ourselves, "If we carve out a little bit of the cognitive surplus and deploy it here, could we make a good thing happen?" And I'm betting the answer is yes.
  • En iller i koppel + en chiuaha + en husmus = handväskhusdjur... 1. Lunch utan kaffe 2. Flygbiljett utan mat (nästan utan flyg) 3. Skola utan lärarledda lektioner (end 20%) Trend: Ingenting ingår! 28 sep 2007, Göran Everdahl: Högläsningen åter högmodern (ljudböcker på cd och mp3) (Är ljudböckerna skivor? I så fall 25% moms. Inte 6% som för böcker.) 1. Tekniken... Cd-skivor och mp3.... (men fusk att lyssna på böcker; som pulvermos och elektroniska trummor...?) 2. Bokcirklar större än nånsin; men även där ratas man ifall man lyssnar... 3. Föräldrar läser mer än nånsin för sina barn; precis som gamla kyrkofäder... Trend: Högläsningen åter högmodern
  • LeClerc and poisoned beef CEO Michel-Edouard Leclerc of French retail giant Leclerc ia an avid blogger after consulting with Le Meur. (The story of how they met is in the interview link above.) He uses the blog to communicate daily with his customers on topics ranging from hypermarkets killing small cornershops to EU politics. In other words, he is open to engaging his audience in fairly sensitive topics. Every night, Leclerc's secretary prints whatever comments have been left on his blogs that day so that he can read. (Incidentally, it is also Leclerc's secretary who physically types his blog entries, since Michel-Eduoard prefers to dictate into a microphone.)   In late October, reports came that the Leclerc-shops was selling poisoned beef. A crisis in happening! Michel-Edouard reacted by withdrawing all the afflicted meat and by putting 70+ employees on tracking customers who had bought their beef (via their credit card slips, loyalty programs, etc.) He then used the blog to communicate with his clientele. He assumed responsibility, described the steps the company took, day-by-day, and overall engaged in responding to what people wrote to him. Lots of harsh comments left on the site -- but as he continued to answer them in earnest, slowly people started saying "well, it sucks with the beef, but thanks for taking care about it and thanks for telling us about every step you've taken."   The crisis never became as fullscale as it might have been, and reporting in the media ebbed out after a couple of days. What Loic LeMeur said about LeClerc in an interview Michel-Edouard  Leclerc, luminary, billionaire CEO of Supermarchés, leading French retail distributors,sometimes likened to Wal-Mart. Started a blog early in 2005. It was immediately criticized by the French blogosphere including me because the comments were filtered, it had no RSS and so on. I tried to constructively criticize it in "the blog way." I put up a long post on my own blog and wrote, "Mr.  Leclerc, I don't know you and please don't take this personally, but here is what you would get from a real blog rather than on this website that you have made and call a blog. If you don't filter comments, you will get dialog…and so on.” I was hoping somebody who reads my blog could reach Leclerc. The day I get this call on my cell phone out of nowhere, I pick up and I hear: ‘Hey Loic, this is Michel-Edouard  Leclerc’s office. When can we meet?’ I was shocked —another proof that this is all crazy. One of my blog readers—Silicon Valley VC Jeff Clavier — had passed the message along to Leclerc’s office. All this happened in 24 hours. Within two days I was with Leclerc in his office. He spent two hours with me, saying, ‘well, explain to me how blogging is different. He was interested because no one had yet told him the differences between a blog and a website.  I started by Googling Leclerc's name, and my own blog came out in the first results while his blog did not show up at all . He asked me: "How did you manage—on a search for my name—to get your name to come out above mine?’ I told him that because he didn’t have a real blog, Leclerc had no Google juice. He was amazed, and has subsequently turned his blog into something more real with all the blog features. He really is authentic on his blog. I was really impressed with Leclerc, more than I thought I would be. The very first thing he did, was to show me a paper diary where he had made entries every day for 20 years. He writes about the future of France, Europe, his company—one thought every day. He has considerable political influence. There is a huge discussion around distribution vs. local boutiques in France. He would kill smaller shops, the local boulangerie, for example. Leclerc wants to be closer to the people. His blog seems to be the perfect tool for this. Of course, the transparency that open comments provide was new to his team. I think this is the first CEO of a company this size and reputation that gets blogging and likes it. He was shocked that he could blog quickly and cheaply. As a result, he turned his site into a real blog.
  • ” Word of Mouth”, inte bara ”Word of Mouse” WOMMAs budord Ärlig relation Du berättar vem du talar för. Ärlig åsikt Du säger det du står för. Ärlig identitet Du är den du säger att du är
  • Företagsbloggen när den är bra. Transparens. Släpper in folk bakom kulisserna. Lär känna människan, inte bara anonym corporate-fasad. Också direkt kanal för företagen. Slipper gå via media. Webb 2.0 inte bara consumer generated content - också company generated content. Bob Lutz, vice vd GM, ” goal is to engage the public regarding our products and services. The blog has become an important, unfiltered voice. Now we have a direct line of communication. The blog has become indispensable.”
  • Communicare , latin to impart, share, make common
  • Involvera i kampanjer Svenska Spel tog i samband med Triss 20-årsjubileum i september fram hemsidan Där kan vem som helst ladda upp sin tolkning av det klassiska Triss-temat ”plötsligt händer det”. I höstens stora tävling var förstapriset för Tobias Edman, Umeå, att få sin film visad i TV4.
  • Fredrik Pallin föreläser på Berghs presentation 20maj

    1. 1. PR i ett digitalt medielandskap Föreläsning för Berghs, 20 maj 2010 Fredrik Pallin, Springtime
    2. 2. Dagens körschema <ul><li>Tankar om sociala media </li></ul><ul><li>Vilka är de sociala medierna? </li></ul><ul><li>Att arbeta aktivt i sociala medier </li></ul><ul><li>Case </li></ul><ul><li>Diskussioner, diskussioner och diskussioner! </li></ul>
    3. 3. Vad jag vill att ni tar med er idag <ul><li>Den egna sajten är bara en liten den av er digitala närvaro </li></ul><ul><li>Vad är skillnaden mellan digital kampanj och långsiktig närvaro </li></ul><ul><li>Arbeta utifrån lyssna-lära-engagagera </li></ul><ul><li>Agera där målgrupperna är </li></ul>
    4. 4. Kort om mig <ul><li>Fredrik Pallin </li></ul><ul><li>Konsult Springtime </li></ul><ul><li>VD Mahir PR </li></ul><ul><li>Informationschef Spray </li></ul><ul><li>PR-konsult Rikta Kommunikation </li></ul><ul><li>IT-Generationen </li></ul><ul><li>JA till Europa </li></ul>
    5. 5. Vad har hänt inom sociala medier och vad kan vi förvänta oss härnäst?
    6. 6. Sättet att distribuera pressmeddelanden då och nu
    7. 7. Hemsidan har blivit en dialogsida
    8. 8. Bloggen är väl inget hot mot journalistiken?
    9. 9. Vilket företag har tid med sociala medier?
    10. 10. Vem har tid med Facebook?
    12. 12. Vi går från kunskap till förståelse Linda Stones syn på då & nu
    13. 13. Bygga konstant närvaro allt viktigare
    14. 14. Hantverket sociala medier allt viktigare Impact Time Viral campaigning Social networking
    15. 15. Hemsidan får mindre betydelse
    16. 16. Var landar sociala medier i organisationen?
    17. 17. Snabbkoll: Hur digitala är vi här i rummet? <ul><li>De senaste dagarna, har du: </li></ul><ul><li>läst en blogg? </li></ul><ul><li>skrivit en blogg? </li></ul><ul><li>skickat vidare en YouTube-länk? </li></ul><ul><li>laddat upp en YouTube-video? </li></ul><ul><li>läst någonting på Wikipedia? </li></ul><ul><li>skrivit något på Wikipedia </li></ul><ul><li>varit på Facebook? </li></ul><ul><li>varit på LinkedIn? </li></ul><ul><li>mikrobloggat på Twitter? </li></ul>
    18. 18. Så många nya begrepp...
    19. 19. ...som presenteras på så många kreativa sätt...
    20. 20. Var håller alla hus? <ul><li>2009 </li></ul><ul><li>Telefon </li></ul><ul><li>Tidningar </li></ul><ul><li>Emejl </li></ul><ul><li>SMS </li></ul><ul><li>Mobiltelefon </li></ul><ul><li>TV </li></ul><ul><li>Radio </li></ul><ul><li>CD- och DVD </li></ul><ul><li>Kable-TV </li></ul><ul><li>Dator </li></ul><ul><li>Online Video </li></ul><ul><li>Nedladdning </li></ul><ul><li>Sociala nätverk </li></ul><ul><li>Instant Messaging </li></ul><ul><li>Satellit TV och radio </li></ul><ul><li>MP3-spelare </li></ul><ul><li>iPod </li></ul><ul><li>Bloggar </li></ul><ul><li>Mobilt internet </li></ul><ul><li>Mobiltelefonspel </li></ul><ul><li>Podcasts </li></ul><ul><li>1989 </li></ul><ul><li>Telefon </li></ul><ul><li>Tidningar </li></ul><ul><li>Television </li></ul><ul><li>Veckotidningar </li></ul><ul><li>Radio </li></ul><ul><li>Skivspelare </li></ul><ul><li>Kabel-TV </li></ul><ul><li>Kassettspelare </li></ul><ul><li>Walkman </li></ul><ul><li>Videospelare </li></ul><ul><li>TV-spel </li></ul><ul><li>1969 </li></ul><ul><li>Telefon </li></ul><ul><li>Tidningar </li></ul><ul><li>Television </li></ul><ul><li>Veckotidningar </li></ul><ul><li>Radio </li></ul><ul><li>Skivspelare </li></ul>
    21. 21. Hur har dom tid? Källa: Clay Shirkyon , Here Comes Everybody Tid som frivilliga lagt på att skapa Wikpedia: ca 100 miljoner mantimmar TV-tittande i USA: ca 200 miljarder mantimmar/år (=2000 Wikipedia/år) Amerikaner ser på reklamavbrott 100 miljoner timmar/år .
    22. 22. Sociala medier
    23. 23. Sharing is caring: En delad kultur/en delarkultur marknadspositionering på den sociala webben = vad du delar
    24. 24. Six degrees of separation, Stanley Milgram, 1967
    25. 25. Idag - 2 degrees of separation
    26. 26. Förändringar på samhället <ul><li>Medvetna, informerade och utbildade kunder </li></ul><ul><li>Kunderna äger produktionsresurser </li></ul><ul><li>Kunderna har förmågan att organisera och koordinera kommunikation och resurser </li></ul><ul><li>Kunder är länkade till varandra och sociala sammanhang </li></ul><ul><li>Ökad hastighet i kontakter innebär krav på snabbare reaktion </li></ul><ul><li>Producent blir konsument och vice versa </li></ul><ul><li>Vad innebär det här för er kommunikatörer? </li></ul>
    27. 27. Vad kan man använda sociala medier till? <ul><li>Kunskapsperspektiv </li></ul><ul><li>Relationer </li></ul><ul><li>Identitetsskapande </li></ul><ul><li>Värdeskapande </li></ul><ul><li>Produktutveckling </li></ul><ul><li>Kundsupport </li></ul><ul><li>Omvärldsanalys </li></ul><ul><li>Krishantering </li></ul><ul><li>Gnistan som tänder en präriebrand </li></ul><ul><li>Varumärkesbyggande </li></ul><ul><li>Kundvård </li></ul>
    28. 28. Hur ska ni förhålla er till sociala medier?
    29. 29. Det första steget (det är ordningen som är det viktiga!) Lyssna Lära Engagera
    30. 30. Relationer bygger på lyssnande! <ul><li>Grund för satsningar/- investeringar: </li></ul><ul><li>Beslutsunderlag </li></ul><ul><li>Kartläggningar </li></ul><ul><li>Trender och omvärld </li></ul><ul><li>Alerts </li></ul><ul><li>Vad engagerar? Ämnen </li></ul><ul><li>Influencers/Connectors </li></ul><ul><li>Skyddregistrering </li></ul><ul><li>Nollmätning/mätning </li></ul>
    31. 31. Diskussion: - Hur lyssnar ni på era målgrupper?
    32. 32. Det andra steget Lyssna Lära Engagera
    33. 33. I kulisserna läggs grunden för långsiktig tillväxt! <ul><li>Det viktiga arbetet som sällan syns: </li></ul><ul><li>Strategiarbete </li></ul><ul><li>Lär av ambassadörer </li></ul><ul><li>Policys och riktlinjer </li></ul><ul><li>Utbildning </li></ul><ul><li>Skyddsregistrering </li></ul><ul><li>Korskopplingar </li></ul><ul><li>Produktutveckling </li></ul><ul><li>Tjänsteutveckling </li></ul><ul><li>Utvärdering </li></ul>
    34. 34. Se upp för kortsiktighet! Viral is NOT a strategy!
    35. 35. Diskussion: - Vad har ni lärt er av era målgrupper?
    36. 36. Det tredje steget Lyssna Lära Engagera
    37. 37. I kulisserna läggs grunden för långsiktig tillväxt! <ul><li>Skapa och främja företagrelationer: </li></ul><ul><li>Medierelationer </li></ul><ul><li>Internkommunikation </li></ul><ul><li>Ack. kampanjer </li></ul><ul><li>Ambassadörsprogram </li></ul><ul><li>Internkommunikation </li></ul><ul><li>B2B-kommunikation </li></ul><ul><li>Kundtjänst </li></ul><ul><li>Plattformar för delning </li></ul><ul><li>Plattformar för möten </li></ul>
    38. 38. Diskussion: - Hur har ni engagerat era målgrupper?
    39. 39. Företagsnytta?
    40. 40. 1. Michel Eduoard LeClerc, LECLERC
    41. 41. Lärdomar Leclrec <ul><li>En företagsblogg är långsiktig </li></ul><ul><li>Transparens är viktig </li></ul><ul><li>Ärlighet vinner i längden </li></ul><ul><li>När krisen kommer – då är bloggen ditt bästa verktyg </li></ul>
    42. 42. 2. Var tillgänglig där frågorna ställs
    43. 43. Lärdomar McDonald’s <ul><li>Sök efter konversationer och kritik på nätet </li></ul><ul><li>Att agera på dem ger uppmärksamhet i sig </li></ul><ul><li>Var transparent </li></ul><ul><li>Svara i samma kanal men också på den egna hemsidan </li></ul>
    44. 44. 3. Agria Djurförsäkring – Kundens bästa vän
    45. 45. Lärdomar Agria <ul><li>På vilket sätt kan du flytta ut kundtjänsten på nätet? </li></ul><ul><li>Vilken nytta kan bygga på din sajt? </li></ul><ul><li>Vågar du släppa kontrollen till dina användare/kunder? </li></ul>
    46. 46. 4. Ford Fiesta Movement
    47. 47. Lärdomar Fiesta Movement <ul><li>Kan du skrota en hel reklamkampanj till förmån för en djärv kampanj via sociala medier? </li></ul><ul><li>Identifiera möjliga ambassadörer att mobilisera. </li></ul><ul><li>Vilka kanaler är mest lämpliga för en kampanj för era produkter och tjänster? </li></ul>
    48. 48. 5. Kökillen och Atava Atava är ett nätförsäkringsbolag ägt av Trygg Hansa, som bl a försäkrar biljetter till evenemang. För att bygga kännedom har Atava skapat ”kökillen” som kan lottas ut att köa till attraktiva biljettsläpp. Mahirs uppgift var att skapa publicitet i både traditionella medier och onlinebaserade sociala medier.
    49. 49. 5. Kökillen och Atava Atava är ett nätförsäkringsbolag ägt av Trygg Hansa, som bl a försäkrar biljetter till evenemang. För att bygga kännedom har Atava skapat ”kökillen” som kan lottas ut att köa till attraktiva biljettsläpp. Mahirs uppgift var att skapa publicitet i både traditionella medier och onlinebaserade sociala medier.
    50. 50. Lärdomar Kökillen <ul><li>Sätt alla discipliner i samma båt (PR, reklam, webb, mediebyrå) </li></ul><ul><li>Var djärv och gå utanför ramarna </li></ul><ul><li>Bygg en verklig karaktär som kan agera i sociala medier </li></ul><ul><li>Var noga med att få fram ett rikligt bildmaterial </li></ul>
    51. 51. 6. Relevans, relevans, relevans
    52. 52. Lärdomar Swecos kokbok <ul><li>Bygg idén på mottagarens villkor </li></ul><ul><li>Att producera en film behöver inte vara så dyrt eller komplicerat </li></ul><ul><li>Relevans är viktigare än dyrbar produktion </li></ul><ul><li>Vilka delmålgrupper kan du bryta ner dina insatser till? </li></ul>
    53. 53. Förändring sker i personliga möten
    54. 54. Det hänger ihop Bygga relationer - påverka samtal Nätet Verkliga möten (IRL, AFK)
    55. 55. Vilka sociala medier finns det?
    56. 56. Sociala media-blommans blad... Bloggar Transparent – Dela och bekräfta – Samtal och dialog Sociala nätverk Micro- bloggar Video Tagging Forum Wikis SMS RSS
    57. 57. Några sociala mediearenor
    58. 58. Hur använder företagen sociala medier?
    59. 59. Dell har sålt datorer på Twitter för 6.5 MUSD
    60. 60. Allt fler samlar fans på Facebook Ha ni fler exempel?
    61. 61. Företagsbloggar
    62. 62. Agera där din målgrupp är
    63. 63. Ditt företags utmaningar på Youtube <ul><li>Hur fungerar Youtube? </li></ul><ul><li>Hur skapa ett engagerande innehåll? </li></ul><ul><li>Hur publicera smart?? </li></ul><ul><li>Vem ska kunna publicera? </li></ul><ul><li>Vilken nytta ger vi tittarna? </li></ul><ul><li>Hur får vi spridning?? </li></ul><ul><li>Möjligheter att bygga varumärke? </li></ul><ul><li>Kvalitet? </li></ul><ul><li>Hur hantera kommentarer? </li></ul>
    64. 64. Ditt företags Facebook utmaningar <ul><li>Hur skapar vi en representabel närvaro? </li></ul><ul><li>Varför bli vän med vårt företag? </li></ul><ul><li>Hur undviker vi att inkräkta? </li></ul><ul><li>Hur hanterar vi våra medarbetares profiler? </li></ul><ul><li>Hur bevakar vi och interagerar vi? </li></ul>
    65. 65. Ditt företags Twitter utmaningar <ul><li>Hur får vi followers – och vad gö vi med dem? </li></ul><ul><li>Hur ska vi kommunicera på Twitter? </li></ul><ul><li>Vara användbar och långsiktig </li></ul><ul><li>Vikten av att lyssna </li></ul><ul><li>Kan Twitter vara en del av kundtjänst? </li></ul>
    66. 66. kopplar ihop allt
    67. 67. Radiotjänst sätter dig i centrum
    68. 68. Låt andra sprida dina budskap <ul><li> </li></ul>
    69. 69. Låt dina medarbetare skapa innehållet - internt och externt
    70. 70. Agera aktuellt och annorlunda
    71. 71. Involvera konsumenterna <ul><li>… i kampanjer… </li></ul><ul><li>… eller produktutveckling </li></ul>
    72. 73. Två områden att bygga ut! Den digitala närvaron (pull) Ambassadörskapet (push)
    73. 74. Viral Campaigning vs Social Networking Impact Time Viral campaigning Social networking
    74. 75. Två områden att bygga ut Den digitala närvaron (pull) Ambassadörskapet (push)
    75. 76. Ett samspel mellan innehåll och förtroende över tid
    76. 77. Skapa affärer genom Twitter
    77. 78. Koppla kontaktytorna: Lindex och bloggarna
    78. 79. Koppla kontaktyorna: Korskoppla flöden Blogg: @SpringtimePR
    79. 80. Personlig närvaro 2.0 – Korskoppla!
    80. 81. Kort sammanfattning <ul><li>Internet är inte en kanal </li></ul><ul><li>Tro inte att du kan kontrollera ditt varumärke på nätet </li></ul><ul><li>Skapa arenor för dina konsumenter på nätet </li></ul><ul><li>Var aktiv, långsiktig och transparent </li></ul><ul><li>Våga testa! </li></ul>
    81. 82. Forts. sammanfattning <ul><li>Företagen måste konversera med kunderna där de är </li></ul><ul><li>Tro inte att kunderna kommer till din sajt, du måste komma till dem </li></ul><ul><li>Skapa en plattform för att verka på fler arenor samtidigt </li></ul><ul><li>Sätt upp mål, syfte, strategi och ansvarsfördelning för sociala arenor </li></ul>
    82. 83. Vad jag vill att ni tar med er idag <ul><li>Den egna sajten är bara en liten den av er digitala närvaro </li></ul><ul><li>Vad är skillnaden mellan digital kampanj och långsiktig närvaro </li></ul><ul><li>Arbeta utifrån lyssna-lära-engagagera </li></ul><ul><li>Agera där målgrupperna är </li></ul>
    83. 84. Tack för uppmärksamheten <ul><li>Fredrik Pallin </li></ul><ul><li>[email_address] </li></ul><ul><li>0708-114 115 </li></ul><ul><li> </li></ul><ul><li> </li></ul><ul><li>Den här presentationen finner du på: </li></ul><ul><li> </li></ul>
    84. 86. Gruppuppgift - Matbutiken <ul><li>På Matbutiken hittar du det du ekologiska produkter på ett ställe och till bra priser. </li></ul><ul><li>Förutom det brett ekologiskt livsmedelssortimentet hittar du även Specialvaror, såsom shampoo/balsam, tvål, tvättmedel och hudvårdsprodukter. </li></ul><ul><li>Matbutiken är enbart internetbaserad och har öppet dygnet runt men levererar mellan 06.00 – 22.00. </li></ul><ul><li>Matbutiken har en bred målgrupp och vill positionera sig som det nya sättet att handla mat på. Framtiden är här. Matbutiken vill bli det moderna valet med enbart nätnärvaro och nya internetbaserade tjänster för att göra vardagen enklare. </li></ul>
    85. 87. Gruppuppgift <ul><li>Hitta 2-3 arenor att agera på </li></ul><ul><li>Ta fram 2-3 id éer på aktiviteter </li></ul><ul><li>Hur kan ni öka korslänkning och spridning? </li></ul>
    86. 88. Kort om Springtime <ul><li>FAKTA OM SPRINGTIME </li></ul><ul><li>Grundat: 1994 </li></ul><ul><li>Medarbetare: 77 (varav 70 konsulter) </li></ul><ul><li>Byråintäkt: 101,6 MSEK (2009) </li></ul><ul><li>VD: Maria Arnholm </li></ul><ul><li>Kontor: Stockholm, Peking, Shanghai </li></ul><ul><li>Ägarstruktur : Oberoende </li></ul><ul><li>Nätverk och partner: </li></ul><ul><li>NPRN (Nordiskt PR-nätverk) </li></ul><ul><li>Eurocom PR (Globalt PR-nätverk) </li></ul><ul><li>FIPRA ( Finsbury International Policy & Regulatory Advisers ) </li></ul><ul><li>Eastwei Relations ( Peking, Shanghai, Guangzhou, Chengdu ) </li></ul><ul><li>Marknadskommunikation </li></ul><ul><li>Internkommunikation </li></ul><ul><li>Finansiell kommunikation </li></ul><ul><li>Public Affairs </li></ul><ul><li>Medicin och hälsa </li></ul><ul><li>Social Medier </li></ul><ul><li>Kommunikation i Kina och Indien </li></ul>TJÄNSTER Vi erbjuder våra kunder tjänster inom följande områden: KONTAKT Springtime AB Box 3295 103 65 Stockholm Sweden Besöksadress: Holländargatan 13 Telefon: 08-5060 1700 Fax: 08-5060 1800 E-post: På nätet:
    87. 89. Ambassadörsmodellen <ul><li>Springtimes arbete präglas av ambassadörsmodellen. Vi tror att vägen till framgång är många vänner och ambassadörer för den egna verksamheten. Vi hjälper våra kunder att hitta sina ambassadörer bland medarbetare, kunder, ägare och allmänheten. Och att bygga relationer med dem, lyssna på dem och ge dem något att prata med andra om. </li></ul><ul><li>Det kan handla om att stärka den interna företagskulturen och stoltheten hos medarbetare. Att etablera ett nytt varumärke eller förflytta ett som redan finns. Att påverka opinioner och politiska beslut. Eller att åstadkomma rätt värdering av det egna företaget bland investerare. </li></ul>
    88. 90. Några av våra kunder