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Social Media, an overview

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An overview of what social media is, what the impact of social media and what the impact is of social media on Enterprises....

An overview of what social media is, what the impact of social media and what the impact is of social media on Enterprises.

These slides are part of a guest lecture for Hogeschool Zuyd (Sittard, NL), therefore I added also some slides on how students can use social media.

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  • An owesome presentation on Social Media, how IT is changing and why businesses need to adapt and benefit from it (or die!). Perhaps too much information that is not always easy to grasp in the absence of direct audio explanations.
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  • Source: http://www.flickr.com/photos/johnnyvulkan/632384118/
  • © 2009 Capgemini Consulting – All rights reserved
  • In examining the factors that are driving the need to ‘do things differently’ and to ‘do different things’ it is immediately obvious that the factors are all part of external market issues crossing the boundary in one form or another to impact our enterprise. However good we are with internal administration and cost management by the use of Information Technology it cannot be enough to tackle these drivers which call for real ‘innovative’ change.
  • Source: http://www.flickr.com/photos/naturalturn/3264726560/ We are talking about web technologies, Web 2.0, etc. but it is very important that the web is now rapidly changing in a different kind of web that we are familiar with for years. The biggest growth of the web is not the traditional website side, but rather more under the radar. Much more ubiquiutous sipping into our lives. Goal of this section: small mindset shift. Showing some cutting examples that have not been commonly adopted yet.
  • Web Evolution – Nova Spivack
  • http://bentremblay.com/en/versioning-the-web-web-3-0?utm_source=feedburner
  • http://www.personalizemedia.com/the-count/
  • Source: http://www.flickr.com/photos/greenboy/416052683/ In the Foursquare example we’ve talked about giving the relevant information to the right consumer. But who are they? A very valid question is whether the way we think about our customers and consumers in general is still relevant or are we seeing changes?
  • There is a big shift in the way we think about personas on the web. Facebook has 300 million users and has recently dropped the initial focus on geographical location as foundation for your personal network. The story “from zero to hero” can become reality now based on a certain achievement or accomplishment. People become internet celebrities (e.g Scoble, Esmee Denters) or highly reputed in their community (e.g. clouderati, twitterati, followers on Twitter) However the big difference with before is that people can have very distinct personas depending on the situation. You can be a blonde babe in second life, in real life have a boring office job and lead a clan in world of warcraft or have hundred thousands of followers on Twitter. They key here is that there is a shift from focusing on the person to focus on the online persona(s).  your facebook or hyves profile is probably different than your linkedin profile. How do you put such a person in a box to target? The information you harvest from his participation in forums, might be actually irelevant to target him when he’s on facebook. Source: Gartner “The Business Impact of Social Computing on Marketing and 'Generation Virtual‘ and Gartner “How to Determine Levels of Engagement for Generation Virtual”
  • © 2008 Capgemini. All rights reserved
  • © 2009 Capgemini Consulting – All rights reserved
  • Source: http://aws.typepad.com/aws/2008/04/animoto---scali.html
  • Source: http://aws.typepad.com/aws/2008/04/animoto---scali.html
  • These guys at Animoto did it using Amazon Web Services.
  • A couple of nights ago one of our customers—Animoto—saw a monster spike in traffic. Animoto has a product that helps you create web videos with music and graphics. They launched a Facebook app that lets people tell their friends when they’ve uploaded a video that includes that friend. You can see the spike in traffic that this new app caused. The X axis represents time elapsed and the Y axis represents the EC2 instances launched. Because they were using AWS, Animoto didn’t have to do a thing—AWS took care of everything.
  • Against the back ground of traditional Information Technology its often hard to make sense of all the new things happening. The changes started a couple of years back with the introduction of Web 2.0 internally into Front Office situations to support some very different requirements around people, communication and collaboration. Its not only where and how it is used that makes Web 2.0 different its also the technology itself which shares very little in common with traditional IT applications. In fact many major elements are exactly reversed; ie loose coupled to tight coupled, stateless to state full, etc. Not surprisingly many enterprises are still struggling to understand what role Web 2.0 should be playing and how it should be integrated with their existing IT systems. However in addition there is
  • Stuff
  • mashup
  • Barriers falling. Energy, time and dollars can shift to differentiated ideas
  • What you want is to be able to focus on these hard things that differentiate your business.
  • © 2009 Capgemini Consulting – All rights reserved
  • Source: http://www.flickr.com/photos/spursfan_ace/2328879637/
  • http://www.ted.com/talks/clay_shirky_how_cellphones_twitter_facebook_can_make_history.html The last Earthquake in China was news around the globe in about 3 minutes. The quake before that was admitted by China after three months. Social media enabled the people living in the area to bring the news to their peers. No government regulation.
  • A new way of human-internet interaction: The end of the website (or the browser) as the sole gateway to information/data on the internet. You Experience: consumers chose how, when and where they are accessing data  mobile (apps), external websites (communities, etc.), “everyware” (also called ubiquitous computing, pervasive computing, the internet of things) The concept of what is inside and outside the firewall (and control) is shifting and blurring = SCARY  consumers are more and more in control and you can’t do anything about it (except delivering excellent products and service) Each way of interacting does provide some specific challenges but also tremendous opportunities. A big question is how a company can still engage with consumers (=its potential customers) if everything is now all scattered around instead of one central easy to monitor corporate website? Challenge: It’s becoming “easier” to reach consumers, but more difficult to really engage with them!
  • © 2008 Capgemini. All rights reserved
  • © 2008 Capgemini. All rights reserved
  • Source: http://www.giffgaff.com/ Daughter company from the UK-based O2. The idea is that GiffGaff outsources/crowdsources almost everything: technical/infrastructure to O2 (it’s a virtual telco like Rabobank), support/marketing/customer recruitment to the crowd. People can get rewarded to help GiffGaff (money, calling minutes, donate to good cause, etc).
  • So having this hugely distributed Internet where you users are scattered over multiple services and website. How do you look at the concept of identity? It’s a LOT to ask a user to create YET ANOTHER account on your site. However, if the user is willing to do so, it means that he/she is assuming that they will get something out of it. You have a couple of standards that are emerging for online identity management: OpenID, oAuth, etc. However, the real gems are in the social graph: i.e. access to your friends, to your photos, to your profile information, etc. You see many sites now using identity providers from e.g. Facebook as the authentication mechanism and store extra information locally on the server. Other examples: Watchmen movie, BlueRay version: connect via FB Connect with your friends and watch together and chat GirlsGuideTo: the only way to connect is FB Connect. Actually some kind of social network that leverages another social network
  • Web Evolution – Nova Spivack
  • http://www.handboekcommunities.nl/
  • http://www.businessmodelalchemist.com/2008/10/book-chunk-project.html
  • http://www.slideshare.net/Alex.Osterwalder/book-chunk-project-prototype-presentation?src=embed
  • © 2009 Capgemini Consulting – All rights reserved
  • http://www.ted.com/talks/clay_shirky_how_cellphones_twitter_facebook_can_make_history.html The last Earthquake in China was news around the globe in about 3 minutes. The quake before that was admitted by China after three months. Social media enabled the people living in the area to bring the news to their peers. No government regulation.
  • Dunbar's number is a theoretical cognitive limit to the number of people with whom one can maintain stable social relationships . These are relationships in which an individual knows who each person is, and how each person relates to every other person. [1] Proponents assert that numbers larger than this generally require more restricted rules, laws, and enforced norms to maintain a stable, cohesive group . No precise value has been proposed for Dunbar's number, but a commonly cited approximation is 150.
  • http://twitter.com/garyvee

Social Media, an overview Social Media, an overview Presentation Transcript

  •  
  • You
  • Social Media
        • What happened?
        • The impact on systems
        • Can enterprises handle this?
        • What you can do with it
  • WHAT HAPPENED
  • The Perfect Storm has changed Business Focus
    • Business has been hit with;
    • The Credit Crunch
    • Globalisation of Competition
    • Commoditisation of key Activities
    • Customisation requirements for Products
    • Expectations for new levels of online Services
    • and then there is the Technology
    • impacts around;
    • The Ubiquitous Connectivity
    • Social Collaboration and Networks
    • The arrival of ‘The Cloud’
    • etc …..
  • Another big switch Publishing is complex and limited to few traditional media and online merchants Value is created by aggregating content (portals) Easy and free publication for all Value is generated by tools allowing to publish easily Mainly narrow band Mainly Broadband 2004 2005 Traditional media Alternative media Google search Flickr Wikipedia netvibes Web 1.0 Web 2.0 Broadband is (becoming) a right in Spain and Finland
  • Technology and social factors have converged over the past few years to create a phenomenon called social computing
    • TECHNOLOGY
    • Cheap hardware and software reach the masses.
    • Simple devices that anyone can operate.
    • SOCIAL CHANGE
    • Consumers look for cost and time efficient technologies, ways to make their voices heard.
    • Younger techno savvy generations pioneer the use of personal networks and viral communication.
    Source: Forrester (2006) – Social Computing.
  • http://www.flickr.com/photos/naturalturn/3264726560/ THE END OF THE WEB AS WE KNOW
  • The Intelligence is in the Connections Connections between people Connections between Information Email Social Networks Groupware Javascript Blogging Databases File Systems HTTP Keyword Search USENET Wikis Websites Directory Portals 2009 Web 1.0 1999 1989 PC Era 1977 RSS Widgets PC’s 2018 Office 2.0 XML RDF SPARQL AJAX FTP IRC SOAP Mashups File Servers Social Media Lightweight Collaboration ATOM Web 3.0 Web 4.0 Semantic Search Lifestreaming Natural Language Search Intelligent personal agents Java SaaS Web 2.0 Flash OWL HTML SGML SQL Gopher P2P The Web The Desktop Windows MacOS SWRL OpenID BBS VR Semantic Web The Internet Social Web Web OS Real-Time Web Intelligent Web Microblogging Memetrackers Online Services Consumer online services Multimedia CDROMs Activity streams Virtual worlds
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  • Internet statistics
    • 100 billion – The number clicks per day
    • 55 trillion – links on the Internet
    • 5% - The percentage of global electricity used for the Internet
    • 90 trillion  – The number of emails sent in 2009
    • 81%  – The percentage of emails that were spam.
    • 200 billion  – The number of spam emails per day (assuming 81% are spam).
    • 1 million - IM messages per second
    • 8 terabytes – Traffic per seconde
    • 234 million  – The number of websites as of December 2009.
    • 47 million  – Added websites in 2009.
  • Social Media statistics
    • 20 – Hours of video uploaded every minute onto YouTube
    • 600k - new members on Facebook per day
    • 900.000 -The number of blogs posts put up every day
    • 700 million – The number of photos uploaded per day on Facebook
    • 350 million  – People on Facebook.
    • 50%  – Percentage of Facebook users that log in every day.
    • 500,000  – The number of active Facebook applications.
    • 84%  – Percent of social network sites with more women than men.
    • 1,73 billion  – Internet users worldwide (September 2009).
    • 18%  – Increase in Internet users since the previous year.
    • 126 million  – The number of blogs on the Internet (as tracked by BlogPulse).
    • 27.3 million  – Number of tweets on Twitter per day (November, 2009)
    • 57%  – Percentage of Twitter’s user base located in the United States.
    • 4.25 million  – People following @aplusk (Ashton Kutcher, Twitter’s most followed user).
    • 1600 – only this many people are following Rick Mans
  • http://www.flickr.com/photos/greenboy/416052683/ who are you?
  • Your generation
    • Cut and paste Generation : Today’s youth create their own authentic style but combining different styles.
    • Generation Search : S=searching and sharing, E=equilibrium, A=achieving, R=rules, C=commitment, H=harmony.
    • Digitale Generatie : Todays youth … Jongeren van nu vinden het leven in de virtuele wereld even vanzelfsprekend als daarbuiten; de eerste generatie die opgroeit met digitale media.
    • My Media Generation : Today’s youth have three basic needs: community, selfexpression and personalisation; the first 'global' generation That can customize everything to its own taste and wants.
    • Generatie Einstein : Todays youth is smarter, stronger and more social: the first positive generation!
    Generation Y, The Millenials, Digital Natives… the future generations are infinately connected, born and raised digital, and favour values such as connectedness / community, environmental awareness, authenticity, freedom and friendship above all else. What does this mean for a company
  • Generation V Generation Virtual is used to describe a growing online culture in which people participate, often anonymously, through personas in a flat, virtual environment. Generation Virtual is not defined by age, gender, social demographics or geographic location . It is based on demonstrated accomplishments (merit) and an increasing preference for the use of digital media channels to discover information, build knowledge and share insights. The Business Impact of Social Computing on Marketing and 'Generation Virtual‘ – Gartner ID Number: G00158087
  • Or in a more visual way Multiple Online Personas
  • Netocracy A portmanteau of internet and aristocracy, netocracy refers to a perceived global upper-class that bases its power on a technological advantage and networking skills , in comparison to what is portrayed as a bourgeoisie of a gradually diminishing importance.
  •  
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  • Teens aren’t that Internet savvy
  •  
  • Contents
        • What happened?
        • The impact on systems
        • Can enterprises handle this?
        • What you can do with it
  • Imagine Monday: 25 000 users Tuesday: 50 000 users Thursday: 250 000 users
  • Imagine Monday: 50-100 servers Tuesday: 400 servers Wednesday: 900 servers Friday: 3400 servers
  •  
  • Cloud Power Animoto and Amazon EC2 Number of EC2 Instances 4/12/2008 Launch of Facebook modification. Amazon EC2 easily scaled up and down to handle additional traffic Peak of 5000 instances 4/14/2008 4/15/2008 4/16/2008 4/18/2008 4/19/2008 4/20/2008 4/17/2008 4/13/2008 Steady state of ~40 instances
  • So its not just Traditional IT; there are new technologies too People Internal External Applications Computers Web Services
  • Areas where traditional EA models often struggle
    • Don’t respond to change quickly enough
    • Aren’t aligned with current business reality
    • Lack of focus on driving consumption (or network effects)
    • Too centralized and isolated
    • Expensive and resource-intensive
    • Overengineered in the wrong places
    • Excessively constraining.
  •  
  • The architecture “stack” is bigger now
  • Capgemini’s Crown model Pressure for Business Change Pressure for IT Stability Comply The Enterprise Transactions and Data; ERP and Legacy Applications Organize The use of SOA to achieve cohesive executions Differentiate A Business Manager’s Customizable Solution Personalize An Individual’s use of the capabilities of Web 2.0
  • A Services Governance Model – with the Business! Business and Technology Architecture Governance Model Personalise An Individual’s capability to choose their ‘experience’ in how they wish to ‘Interact’ and ‘collaborate’ Differentiate A Manager’s capability to build locally unique ‘differentiating’ capabilities both externally and internally Organise (SOA) Common, shared core processes that support each differentiated offer above, and connect to transactional IT applications below Comply (ERP, etc.) Traditional Enterprise Applications with organised procedures and data integrity, keeping compliant business results Loose Coupled Business Technology SOA the coupling layer between both Tight Coupled Information Technology
  • There is an Interesting Inversion in this … Business and Technology Architecture Governance Model Personalise An Individual’s capability to choose their ‘experience’ in how they wish to ‘Interact’ and ‘collaborate’ Differentiate A Manager’s capability to build locally unique ‘differentiating’ capabilities both externally and internally Organise (SOA) Common, shared core processes that support each differentiated offer above, and connect to transactional IT applications below Comply (ERP, etc.) Traditional Enterprise Applications with organised procedures and data integrity, keeping compliant business results Loose Coupled Business Technology SOA the coupling layer between both Tight Coupled Information Technology Cost or Value? $1 $2 $3 Margin $1 $2 $3 Revenue
  • What the heck are Mashups? An enterprise mashup is a custom application rapidly assembled by (or in close collaboration with) business users in short timescales to meet immediate business needs. Typically, they combine data, functionality or processes from multiple existing internal or external IT assets to create innovative business value. An enterprise mashup platform is software infrastructure that provides tools to rapidly assemble widgets in a visual environment thereby allowing easy combination of data, functionality and processes, even by business users.
  • If I digg a very deep hole
  • CLOUD COMPUTING
    • A solution
  • The Capacity Planning Nightmare Infrastructure Cost $ time Large Capital Expenditure Irate calls from senior managment Traditional Hardware Actual Demand Cloud Computing Predicted Demand
  • Undifferentiated Heavy Lifting The 70/30 Switch
      • of time, energy, and dollars on differentiated value creation
      • of time, energy, and dollars on undifferentiated heavy lifting
    30% 70%
  •  
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  •  
  •  
  • Contents
        • What happened?
        • The impact on systems
        • Can enterprises handle this?
        • What you can do with it
  •  
  • The Internet and its attendant array of consumer devices, networks and content sources have fundamentally changed how customers, employees and partners expect to interact with the enterprise (Gartner CIO survey 2008/2009).
  • Customers Suppliers Employees External Internal Operations & Systems Responses: Social CRM Potential for concepts like Social SRM, Agile PLM Response: Enterprise 2.0 Response: Cloud computing SOA & Cloud Computing e-Business Trends Web 2.0 Social media & Social networking Partners Trends Embedding services into other brands and products Responses: Standards like OpenSocial Trends Agile ways of working including prototyping Trends Multi-channel Retail, Industrialisation Flexibility/agility Trends Web-oriented personnel Knowledge sharing & collaboration Business Network Transformation
  • The previous slide is incorrect
    • Slides and images are static , customers, partners, suppliers and employees are changing roles continuously .
  • SOME DISAPPEAR IN 48 HOURS
    • Not every enterprise can handle it
  • Social media as killer feature for Motrin It all began with an online ad posted Saturday (15 november 2008) on the company’s website. It was about “baby wearing” — i.e. carrying a child in a sling or a wrap, rather than pushing them in a stroller or carrying them in your arms. For some parents it is something they do simply because it works. For others it goes far deeper than that — part of a philosophy of being close to the baby whenever possible. What happened Wearing your baby seems to be in fashion. I mean, in theory it’s a great idea. There’s the front baby carrier, sling, schwing, wrap, pouch. And who knows what else they’ve come up with. Wear your baby on your side, your front, go hands free. Supposedly, it’s a real bonding experience. They say that babies carried close to the body tend to cry less than others. But what about me? Do moms that wear their babies cry more than those who don’t. I sure do! These things put a ton of strain on your back, your neck, your shoulders. Did I mention your back? I mean, I’ll put up with the pain because it’s a good kind of pain; it’s for my kid. Plus, it totally makes me look like an official mom. And so if I look tired and crazy, people will understand why. The ad By Saturday evening they were the most tweeted subject on Twitter. By Sunday there was a nine minute video on YouTube, to the tune of Danny Boy, showing screen shots of the outraged twitter posts interspersed with photos of Moms carrying babies in slings. Bloggers began calling for boycotts. Bloggers asked their readers to alert the mainstream press. By Sunday afternoon a few bloggers and tweeters had gotten the ad agency that created the ad on the phone, to find they didn’t know a lot about Twitter and didn’t seem to have a clue that there was so much anger piling up online Developments http://parenting.blogs.nytimes.com/2008/11/17/moms-and-motrin/
  • How did Motrin responded By Sunday evening the ad was taken offline by McNeil Consumer Healthcare, the maker of Motrin. Developments I am the Vice President of Marketing for McNeil Consumer Healthcare. I have responsibility for the Motrin Brand, and am responding to concerns about recent advertising on our website. I am, myself, a mom of 3 daughters. We certainly did not mean to offend moms through our advertising. Instead, we had intended to demonstrate genuine sympathy and appreciation for all that parents do for their babies. We believe deeply that moms know best and we sincerely apologize for disappointing you. Please know that we take your feedback seriously and will take swift action with regard to this ad. We are in process of removing it from our website. It will take longer, unfortunately, for it to be removed from magazine print as it is currently on newstands and in distribution. -Kathy Kathy Widmer VP of Marketing - Pain, Pediatrics, GI, Specialty McNeil Consumer Healthcare The response http://parenting.blogs.nytimes.com/2008/11/17/moms-and-motrin/ # times Motrin was mentioned Motrin peaked on Twitter
  • Guns don’t kill people
  • What guns do
  • Earthquake in China
    • 3 minutes
    • VS
    • 3 months
  • The online channel develops fast and what yesterday was a “Differentiator” may today be a “Must have” Must have Becoming the norm Differentiators Joined up customer service, products and range Returns in any channel Instant online availability Single view of customer throughout the sales journey Consumer Reviews Click and Collect Personalised offers Online Communities Online apps/hosted services RSS Personalised landing page Personalised products/ranges Viral Marketing Use of social networking sites Customer product/range design Virtual Worlds
  • From one-stop-shopping portal to “the internet of things” mobile (apps) user-driven “ everyware”
  • BUSINESS MODELS
    • Change of
  • OWNERSHIP
    • A voice from the past
  • So What?
    • The value of music has dramatically fallen. I used to pay nearly $20 for a CD with about 10 songs or about $2 per song. Now I use Lala.com and pay just 10 cents per song for lifetime streaming rights.
    • Movies and TV shows cost less to watch. I used to pay Comcast about $60 per month for basic cable service. I ditched the service more than a year ago and watch TV programs through a variety of Internet based services such as Hulu.
    • Newspaper and magazines are available online for free. I used to subscribe to daily newspapers and many magazines. I don’t anymore yet I get nearly the same access to those products for nearly free - just the cost of my ISP.
    • Telephone communications are dramatically less expensive today thanks to services such as Skype and other VOIP based products.
  •  
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  • GiffGaff Crowdsourcing your business
    • “ People-powered” mobile operator (O2 UK)
    • Activities like support/marketing/recruiting crowdsourced to “creators” and “contributors”
  • This is your new intranet
  •  
  • Identity? Facebook Connect! It’s the social graph that counts!
  • NEW SOLUTIONS IN BUSINESS
  • Keyword search is less productive Amount of data Productivity of Search 2009 Web 1.0 1998 1989 PC Era 1979 2018 Web 3.0 Web 4.0 Web 2.0 The World Wide Web The Desktop Natural language search Web scale reasoning Human social tagging “folksonomies” Intelligent agents The Semantic Web The Intelligent Web The Social Web Automatic semantic tagging (Ontologies) Keyword search Databases Directories Files & Folders As amount of data grows, keyword search Is becoming less productive… Semantic technologies help to regain Productivity in the face of overwhelming Information growth…
  • WEBCARE
  • Webcare Image from servicecloud presentation from Salesforce.com
  • The organisation should change as well Customer Care Marketing Public Relations Problem solving Customer experience Discover and prevent issues Share successes Get feedback for product developement Educate customers Webcare
    • The webcare team should have direct links with:
    • Customer Care for solving problems
    • Marketing to share customer feedback
    • Public relations to consult what can and can’t be communicated
    Linked
  • Think on how you could response http://xkcd.com/386/ http://www.web-strategist.com/blog/2008/12/31/diagram-how-the-air-force-response-to-blogs/ Do you have plan… .. or are you completely clueless
  • DOING BUSINESS IN A NEW WAY
    • Examples
  • HANDBOEK COMMUNITIES
    • Erwin Blom
  • Way of working
    • Crowdsourcing
    • Prepublishing
    • Get the buzz going
    • Story telling
    • Peer reviews
  • Free version
    • In the first hour 1000 downloads and 200 mentions on Twitter
    • 5000 downloads in 12 hours
    • No impact on physical book sales
  • Just the reach on Twitter
  • PROJECT BOOK CHUNK
    • Alex Osterwalder
  • Early access for $24
    • first & exclusive access to raw book content
    • influence authors
    • x installments of book chunks (in a non-linear order – as we write them)
    • 50% discount off the final book (approx.)
    • participate in exclusive book chunk webinars
    • access to templates
    • being part of the business model innovation community
  • Why
    • To share early and to test ideas
    • To draw on your experience
    • To build a community and engage people
    • Because it’s fun
  • Lego factory
    • Lego had traditionally been surrounded by a highly active constellation of Lego User Groups - fan communities comprising of both adult and young members
    • These groups maintained large online presence; operated independently of the company; exchanged and showed creative toy designs and models amongst themselves
    • Lego needed to move out of closed proprietary mode and adapt a participative strategy for customer interaction, which would utilize existing user creativity in product design
    BACKGROUND
    • Lego launched the Lego Factory ( http://factory.lego.com ) – an online model of engagement for potential and existing Lego users, which allows users to design, share and buy their own customized LEGO models
    SOLUTION
    • Through the Lego Factory, the company has taken a step further in the evolution of user involvement, building strong brand relationship
    • The initiative has created high levels of awareness and interest with the consumers
    • The initiative has put Lego a step ahead of competition by moving out of closed proprietary content mode and involving fresh ideas from consumers and community for New Product Development
    BENEFITS THE LEGO FACTORY WEBSITE
    • Users interested in custom-designing their own Lego models have to download and install the ‘ Lego Digital Designer ’ –
    • In the designer, the user can drag and drop to create a virtual toy design
    • Once the user has created a design, he can upload the same to the online gallery
    • Lego approves all designs before they are added to the online gallery, to filter out models for appropriateness for all age groups
    • Designer users can then order the bricks needed to make their model, and also customize their own box for the model
    • Other users on the site can buy uploaded designs in the gallery, and will receive both the bricks for the model as well as the building instructions
    Source: MRD Lab Analysis. Capgemini, “ECR Europe Conference: Future Consumer Presentation”, May 2008. coBrandit.com, “Lego Co-creation Presentation by Mark Hansen: Video”, September 2006. Crowdsourcingdirectory.com, “Co-Creation in Lego Factory”, September 2007. European Centre for the Experience Economy, “Lego’s participative army marches on”, April 2008.
  • P&G connect + Develop
    • As P&G grew to a $70 billion enterprise, the global innovation model it devised in the 1980s was yielding shrinking success rates
    • Their R&D productivity had leveled off, and innovation success rate had stagnated at about 35%, whereas innovation costs were climbing faster than top-line
    • While P&G owned a 7500+ strong R&D team, it realized that viable product innovation was increasingly being done externally at small and midsize entrepreneurial companies
    BACKGROUND
    • More than 35% of P&G’s new products have elements that originated from outside P&G, up from about 15% in 2000
    • R&D productivity increased by nearly 60%
    • R&D investment as a percentage of sales is down from 4.8% in 2000 to 3.4% in 2006
    • P&G’s average two-month cycle of generating physical prototypes and testing them with consumers has reduced to around 24 to 48 hours
    BENEFITS
    • P&G launched the ‘Connect + Develop’ initiative, tapping into a global innovation network comprising of a host of sources, right from independent innovators to virtual innovator networks such as InnoCentive
    • Having a clear sense of consumers' needs, the company identifies promising ideas throughout this network and applies its own R&D, manufacturing, marketing, and purchasing capabilities to them to enhance the rate of innovation
    SOLUTION P&G’s Global Innovation Network P&G CONNECT + DEVELOP P&G identifies top 10 customer needs P&G converts them into ‘science problems and sends into the network P&G’s 7500+ R&D team work on solutions suggested and with internal communities INNOVATIONS In Areas Of Packaging, Design, Marketing Models, Research Methods, Engineering, Technology, Etc Source: MRD Lab Analysis. Harvard Business School, Working Knowledge, “P&G's New Innovation Model”. Leveraging Ideas for Organizational innovation Blog, Dr. Kevin Desouza, “ Connect & Develop Innovations the P&G Way”. P&G, “P&G Connect & Develop – Brochure”.
  • Nike+, in collaboration with Apple
    • Nike wanted to create an immediately resonant experience for a broad target market, from marathoners to fitness joggers
    • Nike+ was born as a multi-channel, multi-sensory marriage of Nike and Apple technologies
    • Nike+ provides a robust platform of virtual racing, progress tracking, motivational goals and stories, global community comparison tools
    BACKGROUND SOLUTION 1 2 3 HEAR YOU RUN… SEE YOU RUN… CONNECT AND CHALLENGE Sensor in the shoe helps the runner hear through the iPod, the details about pace, time, distance and calories burned On docking and synchronizing the iPod, Nike+ software loads the workout statistics to their website where the user will be able to track his/her workout progress Run data can be used to track progress, set goals, motivate runners. win rewards and challenge pals or all Nike+ users Widgets for setting challenges, goals… Blog facility for Nike+ users Link to purchase Nike+ kit and other Nike gear CUSTOMER CENTRICITY THROUGH BETTER INTERACTION USING WEB 2.0
    • Nike+ is a unique way to engage with and promote higher levels of brand identity amongst Nike users
    • Delivers increased value to Nike users through a unique way of collaborating
    • Engages current and prospective Nike users with uninterrupted and targeted advertising
    • 20% reduction in ad budgets as Nike is moving towards developing its own media network through such technological endeavors
    • Total Sales worth $59 million and 1.8 million users
    • August 2008; 800,000 people globally simultaneously run a 10km race in 26 cities
    • Share of the Sports Shoe market: 2006 – 48% 2008 – 61% (12 month average)
    BENEFITS I I II II III III Nike.com III Source: MRD Lab Analysis. Nike+ website. ‘Nike does business 3.0’ Phill Butler, 2007.
  • Contents
        • What happened?
        • The impact on systems
        • Can enterprises handle this?
        • What you can do with it
  • BAD THINGS CAN HAPPEN
    • Keep in mind
  • Twitter joke led to Terror Act arrest and airport life ban
  • Honda
  • Nathalie Blanchard
  • Guns don’t kill people
  • What guns do
  • Earthquake in China
    • 3 minutes
    • VS
    • 3 months
  • That Internet thing is storing information quite permanently
  • Think before you post
  •  
  • A RULE YOU COULD USE
    • Don’t put anything online you wouldn’t tell or show a journalist, a client, an analyst or a competitor. The world is your audience so please be thoughtful on what you put online.
    • Be consistent with the way you wish to portray yourself to strangers, friends, colleagues and clients.
  • YOU ARE JUST A NAME ON A LIST NOT A MEMBER OF A COMMUNITY
    • I already have an account on….
  • Robin Dunbar
    • 150
  • EVERYTHING YOU DO SHOULD AT LEAST CREATE THE BEGINNING OF A RELATIONSHIP
    • When you are in social media
  • Make it scalable
    • I prefer to make other people famous, as it scales better.
  • WHAT IS IN IT FOR YOU
  • Building meaningful relationships
    • With your friends and colleagues
    • With people you don’t know (yet)
    • Build trust
  • Increased visibility
    • Become the go-to-expert
    • Get a job
    • Get assignments
    • Build your network
  • Mind sharing and insight
    • Get new insights (for free)
    • Help others
    • Get feedback and input from experts
    • Share your information
  • (Business) Opportunities
    • You can be connected to more people
    • More people will be able to find you
    • They will be aware of your expertise
  • Goldrush
    • Just like the gold rush, this is going to
    • end…what are you waiting for?
  • Rick Mans [email_address] +31 6 512 10 144 http://twitter.com/rickmans http://www.linkedin.com/in/rickmans