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Power to the people
Power to the people
Power to the people
Power to the people
Power to the people
Power to the people
Power to the people
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Power to the people

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2011 was the year in which 'power to the people' became real. Arab spring, London riots and occupy wall street are just a few examples where we have seen the power of people. …

2011 was the year in which 'power to the people' became real. Arab spring, London riots and occupy wall street are just a few examples where we have seen the power of people.
This market trend has a big impact on companies. Most companies see this evolution as a danger. I believe that leveraging the power of the people in a positive way is a great opportunity.
Until now, managers have treated consumers in a too opportunistic way. The challenge is to really open up and collaborate with them in a structural way.
This presentation offers you a vision and a framework to leverage the power of the people in a truly positive and open way.

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  • http://www.istockphoto.com/stock-photo-14031431-the-beauty-of-sin.php?st=327b8abhttp://www.istockphoto.com/stock-photo-12877282-stereomilk.php?st=014ae59
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  • Transcript

    • 1. Before we start…time for a personaldream…
    • 2. What is typicalfor December?
    • 3. Did you see it?
    • 4. Power to the peoplein a positive and a negative way.
    • 5. ‘If they can bring theEgyptian governmentdown in six weeks, theycan bring us down innanoseconds.’Paul Polman, CEO Unilever
    • 6. Fear versus Guts
    • 7. Consumers positive or negative?
    • 8. >80% is positive
    • 9. Companies experience the impact.
    • 10. Until now, we onlyused the firstdimension of theirpower.
    • 11. First dimension: usepeople to build reach.
    • 12. We have seen amazing ways to create additional reachthrough people engagement.
    • 13. Second dimension:Co-creation
    • 14. Again,we have seen great cases ofco-creation with consumers.
    • 15. By the way, who will win?
    • 16. Consumershelp with culturaldifferences!
    • 17. Even co-creation that impactsthe brand identity of global brands.
    • 18. Co-Creation is NOT enough
    • 19. Co-creation is oftentoo opportunistic.
    • 20. Let’s takeit one stepfurther
    • 21. From Co-Creationto Collaboration
    • 22. Customers are more loyal to a brand than managers? Agree or disagree? Customers Managers
    • 23. Customers aremore loyal toyour companythan you are.
    • 24. Knowing this, outsource management responsibilities to customers.
    • 25. Outsourcepurchasingto fans.
    • 26. Danone outsourceda pitch to brand fans.
    • 27. Who is familiar with Marmite?
    • 28. Do you like it?
    • 29. Marmite outsourced marketing
    • 30. Let’s takeit one stepfurther
    • 31. Current focus ofmost companies
    • 32. All fourquadrants have value
    • 33. StructuralCollaboration
    • 34. Threadlessoutsourcedthe company.
    • 35. Ducati involvesfans in…everything
    • 36. But Steven, what about Henri Ford?
    • 37. “If I had askedpeople what theywanted, theywould have saidfaster horses."
    • 38. Well, Henri wasn’t completely right 
    • 39. Involved customersBring in expertise
    • 40. They areemployees thatare not on thepayroll
    • 41. Hiring a fan tobecome part of the brand, can be the future.
    • 42. Consumersare probably themost effectiveconsultants yourcompany can hire.
    • 43. …the customer is hardlyrepresented?
    • 44. Bring thecustomer in theboardroom
    • 45. Bring theboardroom tothe customer
    • 46. Your 2012mission
    • 47. Co-Creation Collaboration Structural collaboration
    • 48. Consumer Brainstormingconsulting Offer Content Service marketing
    • 49. Start today!
    • 50. Start everymeeting witha story abouta customer.
    • 51. Create a listening cultureby sharing customer stories.
    • 52. Create a customerconsulting board.
    • 53. Good luckin yourjourney!
    • 54. Thank you!Steven@insites.eu@Steven_insites

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