1. Building a community
Rick Mans - Social Media
Evangelist

2. You cannot create a community
What you can do
•Communities are already there
•The only thing you can do is help them better
•Communities are groups of people that:
•Have a common purpose
•Have a motivation to interact
•Have time to interact
•Have shared experiences
•Communities are participating on a platform
they choose
A community is not just a list of members and
debates!
2009 Rick Mans Capgemini

3. Communities are part of human nature…
Cicero
We were born to unite with our fellow men, and to join in community
with the human race.
Henrik Ibsen
A community is like a ship; everyone ought to be prepared to take the
helm.
Jeremy Bentham
It is vain to talk of the interest of the community, without
understanding what is the interest of the individual
2009 Rick Mans Capgemini

4. …and part of Capgemini’s Technovision
Mashup
Mash-up
Mashup
Real-time Real-time
Real-Time
Real-Time applicatio
Applicatio
integrate
Integrate business
Business ns
Integrate process
Process
d
control
Control Composit
business
Business
business
Business e
intelligen
Intelligen
Intelligen
Sensing applicatio
Applicatio
ce Packaged Sensing
networks
Networks ns
sector /
Sector / networks
Smart segment
Segment Free
business
Business solutions
Solutions Social Role-
Role agents
Agents
networks
Networks Social based
Based nation
Nation
Collabora
collaborat user
User
tion Tools
ion tools / portals
Portals
iPodificati /
Wikinomi
Software-
Software on Wikinomi
cs Google-
as-a-
as a cs Utility
service
Service business
Business fication
Mastered
data
Data infra-
Infra-
Jericho managem
Managem structure
style
Style
style ent Rich
security
Security Internet
Internet
applicatio
Applicatio
ns
Key technology
building blocks
2009 Rick Mans Capgemini

5. Communties are mentioned in these building blocks
Smart
business
networks
Social
collaboratio Free agents
n tools / nation
Wiki-nomics
From Transaction to
Interaction
• Organizations and individuals in a continuous cycle of
learning, creating and collaborating
• Creating additional value through business innovation
with markets, players and consumers constantly shifting
position
• Global ‘open’ markets where information on available
products and vendors vastly increases the competition
compared to the levels of existing localized ‘closed’
markets
2009 Rick Mans Capgemini

6. From Content to People, the Technology Side is there…
Mainly narrow band Web 1.0 Web 2.0
Traditional Google Gmail
Mainly Broadband
media search
Flicker
Alternativ
e media
netvibes
blogs
Publishing is complex and Value is created by
limited to few traditional aggregating
media and online content (portals) Wikipedia
merchants Easy publication for
all Value is generated by tools
2004 2005 allowing to publish easily
Web 1.0 is an electronic
•
Web 2.0 is an interactive collaborative
version of existing content environment
 Blogs (e.g., Dell hell, You Tube,
Value is generated by
•
aggregating content within Flicker)
portals
Publishing technologies are
•
 Wikis (e.g., Wikipedia)
complex and slow to
implement
 Mash-up (e.g., iGoogle, RSS feeds
etc.)
 Hosted service (e.g., Google
spreadsheets, Ikea bathroom
designer)
 Social Networking website (e.g.,
Facebook, My space etc.)
2009 Rick Mans Capgemini

7. From outsider to evangelist
2009 Rick Mans Capgemini

8. Get to the outsiders
Actionable steps
1. Set your goals
2. Identify who your members can be
a. Identify the drivers of the
members
b. How technical are they?
c. Where are they already?
3. Choose a platform
4. Start promoting it (not once, but
continuously)
Set goals and identify
members
2009 Rick Mans Capgemini

9. Make outsiders viewers and visiting fans
Actionable steps
1. Create valuable content
2. Add value based on the identified
drivers
3. Promote your content (continuously)
4. Continue promoting the platform (not
once, but continuously)
5. Start solving real world tasks for your
members
Catch the attention
2009 Rick Mans Capgemini

10. Make passive members active members
Actionable steps
1. Provide methods for interaction
a. With you
b. With each other
2. Enable co creation
3. Adapt your processes so you can
handle co creation
4. Solve real world tasks for your
members
5. Continue promoting the content
6. Continue promoting the platform
Interact
2009 Rick Mans Capgemini

11. Make active members passionate members
Actionable steps
1. Enable co creation
2. Adapt your processes so you can
handle co creation
3. Let them promote the community,
content and platform
4. Continue promoting the content
5. Continue promoting the platform
Create success
2009 Rick Mans Capgemini

12. Remember
Keep in The phases
• mind that … of members is not a lineair process
• There is still an ‘offline’ world, paper but also email are
great ways to promote your platform. Do not ignore
‘older’ media
• Building a community will take time (a vivid community
cost approximately 9 months to build, most enterprises
already stop after 6 months...)
• You really need a community manager
• Leading by example is the only way to build a
community
• You should not be afraid to fail
• Focus is important, not only on your goals, but also on
the goals of the members
Failing fast and quickly is sometimes of tremendous
benefit. Failure can be informative and serve to create
longer lasting success; it’s synonymous with risk taking
and experimenting. Also, the public is often forgiving of
failure if it’s in the execution of a worthy principle.
2009 Rick Mans Capgemini

13. Platforms
What are the possibilities
• Internal vs external hosted solutions
• Existing platform
• Create a new platform
• Private vs public platforms
Lotus Connections Sharepoint
Almost an endless choice in platforms you can use (intern,
extern, public, private)
2009 Rick Mans Capgemini

14. Cases

15. Lego factory
SOLUTION
• 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
THE LEGO FACTORY WEBSITE
BACKGROUND
• 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
BENEFITS - Designer users can
- Users interested in - Once the user has
• Through the Lego Factory, the company has taken then order the bricks
custom-designing their created a design, he can
a step further in the evolution of user needed to make their
own Lego models have upload the same to the
involvement, building strong brand relationship model, and also
to download and install online gallery
customize their own
• The initiative has created high levels of awareness the ‘Lego Digital - Lego approves all box for the model
and interest with the consumers Designer’ – designs before they are
- Other users on the site
• The initiative has put Lego a step ahead of - In the designer, the user added to the online
can buy uploaded
competition by moving out of closed proprietary can drag and drop to gallery, to filter out
designs in the gallery,
content mode and involving fresh ideas from create a virtual toy models for
and will receive both
consumers and community for New Product design appropriateness for all
the bricks for the model
Development age groups
as well as the building
instructions
2009 Rick Mans Capgemini

16. P&G connect + Develop
SOLUTION
• P&G launched the ‘Connect + Develop’ initiative, tapping into a global
innovation network comprising of a host of sources, right from independent
BACKGROUND innovators to virtual innovator networks such as InnoCentive
• Having a clear sense of consumers' needs, the company identifies promising
• As P&G grew to a $70 billion enterprise, the global ideas throughout this network and applies its own R&D, manufacturing,
innovation model it devised in the 1980s was marketing, and purchasing capabilities to them to enhance the rate of
innovation
yielding shrinking success rates P&G CONNECT + DEVELOP
• Their R&D productivity had leveled off, and
innovation success rate had stagnated at about
35%, whereas innovation costs were climbing P&G converts them into
P&G identifies ‘science problems and
faster than top-line top 10 customer sends into the network
needs
• While P&G owned a 7500+ strong R&D team, it
realized that viable product innovation was
increasingly being done externally at small and P&G’s Global Innovation
Network
midsize entrepreneurial companies
BENEFITS
• 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%
P&G’s 7500+ R&D team
• R&D investment as a percentage of sales is down work on solutions
from 4.8% in 2000 to 3.4% in 2006 suggested and with
• P&G’s average two-month cycle of generating internal communities
physical prototypes and testing them with
consumers has reduced to around 24 to 48 hours INNOVATIONS In Areas Of Packaging, Design, Marketing Models,
Research Methods, Engineering, Technology, Etc
2009 Rick Mans Capgemini

17. Nivea
SOLUTION
• As the mainstay of its ‘Beauty Is’ campaign, NIVEA launched a
BACKGROUND desktop application called Ticker, in collaboration with Skinkers
• Nivea, a global leading skincare brand, wanted to • Built on Skinkers information broadcast technology, Ticker is a
transform the customer’s view of the company and its downloadable, opted-in application that pushes interactive content
brand from being ‘skincare-focused’ to ‘beauty-focused’ directly to the desktop
and also wanted to increase presence in emerging • Messages sent via the Ticker to the desktop include news, beauty
economies tips, competitions, video podcasts and questionnaires, with the
• In this direction, the company had launched the ‘Beauty objective of all messages being to drive consumers to the revamped
Is’ campaign at a global level, which included: NIVEA website
- A complete revamp of both the global as well as
regional websites
The company regularly
- Regional websites to be a one-stop shop for all publishes beauty and
aspects of beauty and includes news, lifestyle wellbeing related video
advice, offers, competitions and video podcasts podcasts on its website;
notifications of the same
• While the campaign used a variety of channels including are pushed to the user
on and offline publications, email and advertising; the through Ticker
company was looking for a reliable way to drive
consumers to the revamped website
BENEFITS
• By utilising the desktop as a communication channel, the
company does not need to wait for customers to identify
and open emails or remember to visit their website
Users are asked to upload
• The Ticker provides constant exposure to Nivea’s globally a photo on the site which
unified experience with a consistent message across its depicts their idea of what
product range, building customer trust in the brand ‘Beauty Is’; the entire
collection of photos is also
• Post-launch of the ‘Beauty Is’ campaign, the Germany- displayed on Ticker
based company has benefited from high sales in
emerging markets such as Eastern Europe, Latin America
and Asia
2009 Rick Mans Capgemini

18. Nike+, in collaboration with Apple
SOLUTION
HEAR YOU RUN…
Sensor in the shoe helps the runner hear
1 through the iPod, the details about pace, time,
distance and calories burned
BACKGROUND SEE YOU RUN…
 Nike wanted to create an immediately On docking and synchronizing the iPod, Nike+
resonant experience for a broad target software loads the workout statistics to their 2
market, from marathoners to fitness website where the user will be able to track
joggers his/her workout progress
 Nike+ was born as a multi-channel, multi-
sensory marriage of Nike and Apple CONNECT AND CHALLENGE
technologies Run data can be used to track progress, set
 Nike+ provides a robust platform of virtual 3 goals, motivate runners. win rewards and
racing, progress tracking, motivational challenge pals or all Nike+ users
goals and stories, global community
CUSTOMER CENTRICITY
comparison tools THROUGH BETTER INTERACTION
Nike.com USING WEB 2.0
BENEFITS III
I Widgets for setting
 Nike+ is a unique way to engage with and challenges,
promote higher levels of brand identity goals…
amongst Nike users II
Blog facility for
 Delivers increased value to Nike users
Nike+ users
through a unique way of collaborating III
 Engages current and prospective Nike III Link to purchase
users with uninterrupted and targeted Nike+ kit and
II
advertising other Nike gear
 20% reduction in ad budgets as Nike is I
moving towards developing its own media
network through such technological
endeavors
2009 Rick Mans Capgemini

19. .. And there is more
Peer to peer networking Wikis
• P2P is a technique for efficiently sharing files • Wikis such as Wikipedia are systems for
either over the internet or within a closed collaborative publishing. They allow many
set of users. P2P distributes files across authors to contribute to an online document or
many machines, often those of the users discussion.
themselves. • Examples: Dell uses Wiki in their call centre and it
• Examples: Skype, Freenet, Spotify has helped in reducing the number off clicks from
20 to 4 and decreased the average call time by
RSS Mash-ups 10-20%
• Really Simple Syndication allows people to • Mash - ups are aggregations of content from
subscribe to online distributions of news, different online sources to create a new serviceo
blogs, podcasts or other information • Rather than build customized IT systems with
• While banks and financial institutions are hard-wired integration, Web 2.0 can enable
usually slow to adopt new technology, that mash-ups of existing Web services and data to do
is not the case with RSS adoption. the job at lower cost and effort
• Examples: Federal Reserve use RSS to • Large companies often conceal their usage of
communicate bank rate changes, Long and mash-ups since it provides significant
Foster’s customers receive mortgage rates competitive advantage
via RSS1 • Examples: Google Map was one of the first
Blogging Social networkingapplications using mash-ups
• Blogs are online journals or diaries hosted • Refers to systems that allow members of a
on a Website and often distributed to other specific site to learn about other members skills,
sites through readers using RSS talents, knowledge or preferences.
• Examples: Libris Kungliga Biblioteket has a • Examples: ABSOUT has a page on Facebook
blog continuously reporting about news and entitled Top Bartender, Ernst&Young utilizes
projects, Pfizer has a CSR (corporate social Facebook career page for hiring
responsibility) blog
Collective intelligence
• Refers to any system that attempts to tap the expertise of a group than an individual to make decisions. Technologies that
contribute to collective intelligence include collaborative publishing and common databases for sharing knowledge
• Examples: Companies like BootB and DesignBay are using collective intelligence in order to bypass traditional marketing
and creative agencies
2009 Rick Mans Capgemini

20. The online channel develops fast and what yesterday
was a “Differentiator” may today be a “Must have”
Online Communities
Online apps/hosted services
RSS
Personalised landing page
Personalised products/ranges
Differentiators
Viral Marketing
Use of social networking sites
Customer product/range design
Virtual Worlds
Single view of customer throughout the sales journey
Consumer Reviews
Becoming
Click and Collect
the norm
Personalised offers
Joined up customer service, products and range
Must have Returns in any channel
Instant online availability
2009 Rick Mans Capgemini

21. Contact details
Rick Mans
rick.mans@capgemini.com
http://twitter.com/rickmans
http://www.linkedin.com/in/rickmans