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CC2009 Lois Kelly

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  • If you like scrapbooking, then you're gonna love this:
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  • 1. Why communities are forever changing How we work, live, advocate, buy & believe Lois Kelly March 31, 2009
  • 2. Stories Stats: Tribalization of Business Study Successes “ Social” business planning
  • 3. 1992: AOL miscarriage community (simple message boards) June 1995: success!
  • 4. 1998: entrepreneur, consulting community (forums)
  • 5. 2001: “Save the bridge” community
  • 6. What the community accomplished!
  • 7.
    • 900,000 communities: Feb. 2009
    • 4,000 new communities a day
    • 60% US/40% outside US
    2005 Easy-to-use, inexpensive platform is “tipping point”
  • 8. 2009: platform, culture of participation Employees, customers all have power to behave how they’re hardwired to behave: humanly, tribally.
  • 9. GREATEST CHALLENGES: PARTICIPATION, INTEREST Early results 2009 Tribalization of Business Study
  • 10. WHAT MAKES COMMUNITIES SUCCESSFUL
    • Clear purpose
    • Deeply-felt and/or widely felt issue
    • Help and get help: people you trust
    “ People eagerly engage when they want something to improve. Seth Godin, Tribes
  • 11. ..TRUST ESPECIALLY IMPORTANT IN DENMARK
  • 12. FEATURES THAT MAKE COMMUNITIES EFFECTIVE Early results 2009 Tribalization of Business Study
  • 13. Early results 2009 Tribalization of Business Study 1 2 3 4 5 VALUE OF COMMUNITIES TO BUSINESS, NON-PROFITS
  • 14. SUCCESS: UNEXPECTED VALUE OF COMMUNITIES
    • INSIGHTS & IDEAS
    • We're just 3 months old but already member suggestions are opening development ideas not imagined day one. Unlimited source of R&D and product development
    • SALES
    • Higher sales average per community member ($1,200) compared to typical customer ($500)
    • Sales were not part of the initial metrics, but we got an unexpected number of sales that originated from the community.
    • MARKETING
    • Customers are creating their own marketing in the community
    • PUBLIC RELATIONS
    • The community is replacing our public relations
    Early results 2009 Tribalization of Business Study
  • 15. SOCIAL BUSINESS PLANNING
  • 16. 1. Why are we doing this? 2. How will people benefit? 3. Do they care enough? 4. What do we expect to get? 5. How will we measure? Ask 5 simple questions
  • 17. BE CUSTOMER-CENTRIC VS. PRODUCT-CENTRIC Two communities for small businesses: Do you want to talk about finance, marketing, management or office products?
  • 18. FOCUS ON BEHAVIORAL TRIBES VS. DEMOGRAPHIC SEGMENTS Scrapbooking Mothers
  • 19. THINK NETWORKS VS. CHANNELS Research results: IBM Employee Network Connecting Campaigning Climbing
  • 20. MEASURE AGAINST BUSINESS PURPOSE… New product ideas? Earn customer confidence? Reduce customer service costs? Awareness in category? Reduce training, education costs? Change perceptions? Get votes, get sales? … AND DESIGN FOR BUSINESS PURPOSE
  • 21. “ Communities can be a huge time suck. You need to determine if the investment in the hard costs and the soft costs (time, etc) are worth the results that you hope to gain. Many are just winging it and hoping to see a lift.” Is the juice worth the squeeze?
  • 22. Do you need more “social” but not a community? Customer Reviews: Panasonic.com
  • 23. ARE YOU USING OTHER SOCIAL STRATEGIES? moderate low Tagging high moderate Social “mediafying” content moderate low/moderate Monitoring moderate low Twitter moderate low Ecosystem mapping Moderate/high Moderate/high Communities Moderate/high Moderate/high moderate/high moderate low low Business Value Moderate/high Webstorming moderate Ambassadors moderate Blogging up level moderate YouTube low Badges, widgets low Social sharing sites Cost, Complexity
  • 24. LEARN FROM UNION ORGANIZERS
    • Organize around issues people really care about and/or want to change.
    • To uncover issues, ask good question, focusing on how people feel.
    • Get people involved by focusing on Anger, Hope, Action.
    • Keep people motivated and involved: inclusion, control, appreciation.
  • 25. Resources Blogs: www.foghound.com www.beelinelabs.com www.emergencemarketing.com Email: lkelly@beelinelabs.com