Otago Uni Presentation on Social Media and The Invisible Revolution, 28 May 2009
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Otago Uni Presentation on Social Media and The Invisible Revolution, 28 May 2009

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iJump social media explorer Simon Young's presentation to first year marketing students at Otago University in Dunedin, New Zealand. ...

iJump social media explorer Simon Young's presentation to first year marketing students at Otago University in Dunedin, New Zealand.

It tells the story of the revolutionary times we're in, and what companies must do to survive and adapt. Social media plays a part, but so does organisational culture.

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    Otago Uni Presentation on Social Media and The Invisible Revolution, 28 May 2009 Otago Uni Presentation on Social Media and The Invisible Revolution, 28 May 2009 Document Transcript

    • The intro in a box Welcome to the iJump intro in a box. iJump is a consultancy that helps organisations build co- creative relationships with their stakeholders. Right now we do that through social media.
    • In this presentation, we’ll explore...
    • Part One: The Big Picture (Revolution!) ...the invisible revolution that’s taking place around the world. We’ll look at why it’s happening, and how it’s likely to affect you.
    • Part One: Part Two: The Big Picture The Small Picture (Revolution!) (What is Brand?) We’ll explore small picture branding - what you think your brand is, and what your customer thinks your brand is.
    • Part One: Part Two: The Big Picture The Small Picture (Revolution!) (What is Brand?) Part Three: The Fourth Dimension Then we’ll talk about the fourth dimension of communication that you need to take the leap into, in order to succeed in the revolutionary world.
    • Part One: Part Two: The Big Picture The Small Picture (Revolution!) (What is Brand?) Part Four: Part Three: What it The Fourth looks like Dimension Finally, we’ll look at what the fourth dimension looks like - how companies like yours are using social media to communicate in a fourth-dimensional way.
    • Are you ready? Let’s jump in!
    • Part One: Part Two: The Big Picture The Small Picture (Revolution!) (What is Brand?) Part Four: Part Three: What it The Fourth looks like Dimension How many business presentations have you been in where someone says a new technology will “revolutionise” your business? And they say this as if it’s a good thing, right? The sad thing is, revolutions usually aren’t good news for anyone who is * secure * wealthy * powerful * established
    • “Revolution is ... the violent transfer of power and property in the name of an idea” Jacques Barzun In the book quot;Dawn to Decadencequot;, historian Jacques Barzun defines a revolution as quot;the violent transfer of power and property in the name of an ideaquot;. He goes on: We have got into the habit of calling too many things revolutions. Given a new device or practice that changes our homely habits, we exclaim: quot;revolutionary!quot; But revolutions change more than personal habits or a widespread practice. They give culture a new face. By this definition, we are indeed in revolutionary times. Let's take a quick peek at revolutions in the past.
    • ? Several hundred years ago, people started asking quot;Why do we have kings and queens? What use are they to us?quot;
    • (A bit harsh) Some questioning was a bit harsh ...
    • other responses were a tiny bit more measured... But whether the protest was peaceful or violent, the message was the same - the people had discovered their power to choose, and there was no turning back. Painfully, in fits and starts, and with many mistakes, modern democracy was born.
    • But why did people start asking the questions which led to the revolution?
    • Because technology made it easier to find and spread information - and therefore new ways of thinking. The invention of the printing press in 1439 changed the way information spread. First books, then newspapers, then pamphlets made information easy to package and replicate. Anyone could be a publisher - as long as they had paper, ink and a printing press.
    • And yet the technology was just an enabler. It enabled differing viewpoints to spread, and challenge the status quo. It enabled people to organise themselves with like-minded people.
    • Bloody hard work But being a revolutionary took dedication and effort. Printing presses cost money. Taking part in a revolution often cost your life. That's why things had to be really, really bad for people to take action.
    • But today, the revolution is largely invisible. And it's happening to large organisations - businesses, governments, educational and religious institutions.
    • ? The question is very similar to the one that sparked previous revolutions: quot;Why do we have these large organisations? What use are they to us?quot;
    • The cause is the same, too. Technology speeds the spread of information, and people discover alternatives and challenges to the status quo. Social media is the most dramatic example of how fast information can spread. A customer complaint - or a quot;wowquot; experience - can reach thousands of people in seconds.
    • The difference between this revolution and those in the past is that being a revolutionary is easy. You don't need a printing press, and you don't need to be willing to die for an idea. You just need to be interested enough to pass it on. You can be part of the revolution without even leaving your chair! Revolutionary behaviour could be: * Inventing a disruptive innovation that might put you out of business. Not many people do this. * Asking a question that leads someone else to think of a disruptive innovation. More people do this! * Sharing a negative customer experience that gets people mad. Lots of people do that!
    • This phenomenon is found in just about every online community. It's called the 90-9-1 rule. One percent actively create change, nine percent get involved with that change as curators, editors or active spreaders; and ninety percent are audience. The difference now is that an idea thought of at 6am in Auckland, New Zealand can be known worldwide in a matter of hours. That has never been possible before.
    • As for the future, your task is not to foresee it, but to enable it. Antoine de Saint-Exupery
    • Your response The French Revolution didn't end well. The monarchy reached a bloody end, and the vaccuum that resulted led to mob rule, anarchy and eventually dictatorship. At around the same time, the British monarchy were facing similar questions from their people. They avoided bloody revolution by embracing incremental change (evolution, not revolution), dialogue with the people, and pursuit of goals that would benefit both the monarchy, and the people. This evolutionary approach to revolution forged a new relationship between the people and those in power. What would your organisation prefer? The guillotine? Or dialogue, leading to pursuit of common goals?
    • Virtual Communities Instead of just reaching an audience, build a community, or serve an existing one.
    • Corporate Social Responsibility Why does your company exist, other than to make money? That is your cause.
    • The Open Source Movement How can you create more value by giving away something for free?
    • Integrated Marketing Communications What kind of marketing is your customer experiencing from the whole company?
    • Reality TV/ DVD special features What do your customers want to see behind your curtain? What can you let them see?
    • Personal Branding How can you help your staff express their own personal brand, without compromising yours?
    • Cluetrain Manifesto Are you part of the conversation? If not, why not? What barriers are there between you (your department, your company, your brand) and the conversation quot;out therequot;?
    • The Experience Economy How are you orchestrating the experience your customer has?
    • Co-creation How can you help your customer do the jobs they want done? What can you do together?
    • Service-Dominant Logic What would you do differently if you saw your customer as an active participant in the process of marketing?
    • Generation C How can you give your Generation C customers greater control in dealing with your brand?
    • Part One: Part Two: The Big Picture The Small Picture (Revolution!) (What is Brand?) Part Four: Part Three: What it The Fourth looks like Dimension Now we’ll look at small picture branding, or, what the revolution looks like, up close.
    • April 25, 2006 was a stormy night, to say the least,
    • ... and a very busy one at the insurance call centre where iJump cofounder Marie Young worked.
    • Floods, fallen trees, damaged property ... Marie's team had to be fast on their feet, keeping people and property out of danger.
    • To make it more complex, the call centre represented several insurance brands, not just one. Each of those brands had invested a lot in brand identity - logos, TV commercials, brochures...
    • But for those customers that night, the brand was the other end of the phone. If Marie's team failed, the ads and logos were all in vain. And if they succeeded, those marketing efforts became part of an overall positive experience.
    • Part One: Part Two: The Big Picture The Small Picture (Revolution!) (What is Brand?) Part Four: Part Three: What it The Fourth looks like Dimension
    • 1 2 Face-to-Face Broadcast 4 3 Social Media Data-driven Face-to-Face
    • Two-way Personalised Human But not scalable Face to Face
    • Broadcast Scalable! But not two-way personalised human
    • Personalised Scalable But not really two-way and not human... Data-Driven
    • Two-way Personalised Scalable? Human Social Media
    • Part One: Part Two: The Big Picture The Small Picture (Revolution!) (What is Brand?) Part Four: Part Three: What it The Fourth looks like Dimension
    • www.ijump.co.nz/subscribe www.ijump.co.nz/contact nzsocialmedia.ning.com twitter.com/audaciousgloop