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Everyone is wrong about influence. Except Your Customers

What is influence? For a decade, Malcom Gladwell’s The Tipping Point has served as a touchstone for those who believe that influence resides in the hands of a select few. Not so, says a new generation of marketers. They believe that thanks to the democratizing power of the Internet, anyone can be an Influential. Both camps are wrong. True influence flows from drawing together people with shared interests. This session focuses on the process of identifying areas of relevancy among your customers and prospects, building community, and allowing others to amplify your influence as you meet their needs.

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EVERYONE IS WRONG ,[object Object],ABOUT INFLUENCE,[object Object],except your customers,[object Object],valeria maltoni, Conversation Agent,[object Object],June 16, 2011 ,[object Object],@ConversationAge,[object Object]
=,[object Object],solving,[object Object],TRUE influence ,[object Object],problem,[object Object]
what customers do,[object Object],their work,[object Object]
?,[object Object],why,[object Object]
!,[object Object],IN-FLU-ENCE,[object Object],definition,[object Object]
… stories  paint a picture that creates an emotional response to the information you are receiving  that influences one to respond.,[object Object],- overthetopaprons@syix.com,[object Object],While careful tracking and analysis can help identify exactly how you're being interpreted by influencers, in all human interaction, there's bound to be a significant level of trial and error and blind luck. The trick is taking advantage of that blind luck-did you learn something from the lucky turn of influence that you can use to improve moving forward?,[object Object],- @tracycgold,[object Object],making a connection,[object Object],meeting opportunity,[object Object],understanding context,[object Object],… influence implies causality (influencer acts, 'influencees' act in return) means that it's not a simple idea that can be summarized by a handful of influencer archetypes or measured by how many followers and retweets you have on Twitter. The main driver for this complexity in our experience is context which should be interpreted as: ,[object Object],1) relevance (topical); 2) situational,[object Object],- Pierre-LoicAssayag, CEO @traackr,[object Object]

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Everyone is wrong about influence. Except Your Customers

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Editor's Notes

  1. My goals with this conversation is to explain why marketers and business people should care about what customers do, and to explore the fundamentals of influence to give you ideas on how to identify, enroll, create
  2. Why is influence? What makes someone pay attention to something vs. something else? Where can you observe it? CAUSATION
  3. How do you create/identify/harness/enroll true influence? Learn how to develop/attract it
  4. From the post “open to interpretation”
  5. In the Tipping point, you had the connector – Connectors, sociable personalities who bring people together; Mavens, who like to pass along knowledge; and Salesmen, adept at persuading the unenlightened. (Paul Revere, for example, was a Maven and a Connector).
  6. Who has influence. Who is influential in your market?
  7. Thinking that influence is something you need to go extract for yourself vs. something you can grow/build/enroll
  8. True influence flows from drawing together people with shared interests.
  9. How gossip spreads – based on facts (facts detached from context), private (now public thanks to Internet), moral judgment from point of superiority (sentiment analysis), Some researchers believe that gossip started as a way for early humans to learn about their neighbors and determine who they could trust, making it a necessary tool for survival. Robin Dunbar, author of "Grooming, Gossip and the Evolution of Language," theorizes that gossip works in human societies the same way grooming does in primate societies, but more efficiently. Dunbar goes so far as to theorize that language evolved so that people could gossip and more effectively establish and defend social groups.Entertain each other Influence one another's opinions Exchange important information Point out and enforce social rules Learn from others' mistakes areas of relevancy among your customers and prospects, building community, and allowing others to amplify your influence as you meet their needsSomething to talk about – new, makes the person telling the story interestingRumors and gossip have similarly distasteful connotations, but researchers disagree about whether they are the same thing. Here's a rundown of different views on gossip and rumor: They're the same. Rumor is a specific type of gossip. Gossip is based in fact, but rumors are based in hypotheses. Gossip is a tool for maintaining social order, but rumor is a tool for explaining things that people do not understand. Gossip relates something people believe has happened, but rumors express what people hope or fear will happen.
  10. How crisis spreadPatterns in conversation: how crisis manifested. People who are total unknowns to the brand and the online communities can become the catalysts when they take action - create a presence, share a pointed challenge for the brand. Start the conversation on something that is top of mind = relevant
  11. The company organizes events -- Ducati Weekends and the World Ducati Week -- with a real tribe of 200,000 Ducati owners and a virtual tribe of 12 MM visitors yearly to the site Ducati.com. Tribe members, fans, spread the word about the brand. Ducati received front page media coverage on the weekend edition of the Daily Telegraph for a gathering of vintage Ducati, for example. The noteworthy part of the coverage is that it was not obtained through a public relations effort. The journalist is a member of the Ducati Tribe.With 600 Ducati owners clubs, 40 of which have been around for more than 5 years, owners and people passionate about the brand weigh in on the brand experience. They are part of Desmo Owners Club, DOC. Fans can create Ducati t-shirts, and the Internet gives them an opportunity to gather in person. For example, many from the club in Rome participate to the meet up in Dayton, Florida.Ducati's community is useful for communications and for crowdsourcing. Many of the community boards and forums are managed and created entirely by fans without intervention from the company.
  12. 2008 daily chronic pain, in partnership with universities and research organizations; MIT researchers, privately funded 2004, life-changing diseases (ALS in 1998)Down to earth information in a moment of need
  13. why do people do it? Desire to control, affect physical and virtual worlds
  14. Relevancy:Entertain each other Influence one another's opinions Exchange important information Point out and enforce social rules Learn from others' mistakes
  15. Global members, year, cities, countries, at event in Denver (time spent with like-minded people), milestone in 2001, years I did it, members’ count in PHL – virtual + physical
  16. The chance to be part of something bigger – change the control + alt // delete launched on humanity
  17. http://www.bplusd.org/2009/02/25/t-shaped-influence/ -- T-shaped influence Wide influence covers a larger group at a less personal level. While you have relationships and reputation in that group, you may not have a known track record or tight connections. For influencing organizations, that means that you’ve got contacts, conversations, and awareness across the org chart. Wide influence also gives you the awareness to make multi-disciplinary connections, a key source for innovation.Focused influence is narrower, concentrated relationships with key individuals. That might be in the executive suite, or in marketing,  in R&D or in all three. Focused influence is something that happens more in small groups and especially one-on-one. It takes time to cultivate. It grows from shared experiences, shared successes (ands sometimes shared failures), and shared values and vision. That doesn’t mean that people in your focused influence core always agree with you. But they do know and respect you. Make sure you respect them too, because this kind of confidence is easy to lose if you take them for granted.
  18. This session focuses on the process of identifying areas of relevancy among your customers and prospects, building community, and allowing others to amplify your influence as you meet their needs.
  19. the dots, people and ideas, design and strategy, internal and external, physical and virtual, known with unknown – reinforcing pathways that extend beyond your networks
  20. online / offlineniche interestspoints of passion
  21. Asking the right questions
  22. MotivationInvestigate behaviorReason for beingPurposeMap assumptions
  23. AccessTacit knowledgeSimplicity
  24. MotivationInvestigate behaviorReason for beingPurposeMap assumptions
  25. Seeing the invisible
  26. relationshipsthe dotsideas and peopledesign and strategyinternal and externalphysical and virtualKnown and unknown
  27. Transforms transactions (potential) into relationships
  28. AccessTacit knowledgeSimplicity
  29. UnderstandPatternsInteractionsControlsAssumptions
  30. Predictmutate
  31. the invisible - one of the biggest problems businesses have growing up is that their interests are not aligned with those of their customers anymore
  32. Developing a sense of timing, also making sense of things
  33. Developing a sense of timing, also making sense of things
  34. Developing a sense of timing, also making sense of things = experimenting with purpose
  35. In the sense of acting again – reactions to what happens in real time – Kevin Kelly on things that cannot be copied) immediacy, personalization, authenticity, attention, interpretation, accessibility, embodiment, findabilityTo the cards that the market deals you
  36. AccessTacit knowledgeSimplicity
  37. AccessTacit knowledgeSimplicity
  38. FrequencyIntensityDuration
  39. How do you create/identify/harness/enroll true influence? Learn how to develop/attract it
  40. too much attention on INVESTMENT, not enough on RETURN = the business model problem