Influence in the age of the social web

Influence in the age of the social Web,[object Object],1,[object Object]

Philip Sheldrake,[object Object],2,[object Object],Meanwhile,[object Object],Blog ,[object Object],LinkedIn,[object Object],Twitter,[object Object],CIPR TV,[object Object],___________,[object Object],EUPRERA, Lisbon, 4th March 2011,[object Object],www.andmeanwhile.com,[object Object],www.philipsheldrake.com,[object Object],/in/philipsheldrake,[object Object],@sheldrake,[object Object],www.cipr.tv,[object Object],___________,[object Object],#euprera #ess11,[object Object]

Communications complexity and My Channel,[object Object],A clean sheet / Influence and other definitions,[object Object],The Six Influence Flows,[object Object],Contrast to traditional emphases; the 2nd flow debate,[object Object],The social Web and beyond,[object Object],The Balanced Scorecard – business performance management and ROI,[object Object],The Influence Scorecard – influence performance management and ROI,[object Object],Influence-centricity – influencer-centricity is flawed,[object Object],Coming up…,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],3,[object Object]

This presentation is based on the The Business of Influence – Reframing Marketing and PR for the Digital Age, Philip Sheldrake, Wiley, April 2011.,[object Object],Book,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],4,[object Object]

What exactly are we dealing with here?,[object Object],Let’s paint the picture for the content / media side of things…,[object Object],Communications complexity and My Channel,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],5,[object Object]

Content – an illustrated history,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],Blog post: http://www.philipsheldrake.com/2011/01/content-an-illustrated-history,[object Object],Hi-res long-form image: http://bit.ly/content-an-illustrated-history,[object Object],Slideshare version: http://bit.ly/hPYjnd,[object Object],6,[object Object]

Prehistory,[object Object],7,[object Object]

Ancient Greece,[object Object],8,[object Object]

Ancient Rome & Middle Ages,[object Object],9,[object Object]

Victorian Era,[object Object],10,[object Object]

1930s,[object Object],11,[object Object]

1960s, 1970s & 1980s,[object Object],13,[object Object]

2000s /2,[object Object],17,[object Object]

2000s /3,[object Object],18,[object Object]

2010,[object Object],19,[object Object]

2011,[object Object],20,[object Object]

The Future,[object Object],21,[object Object]

It’s impossible to fake it.,[object Object],Real-time social marketing and PR must, by nature, be authentic.,[object Object],Real-time PR marks the death of the persuasion / ‘spin’ school.,[object Object],Long live two-way, symmetric PR fostering mutually beneficial relationships between an organisation and its publics.,[object Object],Reality is perception,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],22,[object Object],Real-time PR is one of those facets of the modern PR discipline that separates the 21st Century PR professional from the 20th Century practitioner.,[object Object]

A clean sheet / influence and other definitions,[object Object],23,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object]

Rethinks are best started by jettisoning baggage.,[object Object],Some words and phrases come with the ‘baggage’ of historic and current use and misuse and are likely therefore to confuse or narrow our thinking.,[object Object],Words like “advertising”, “publicity”, “promotion”, “marketing”, “comms” and “public relations”.,[object Object],My book is a rethink,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],24,[object Object]

Organisation– an organized group of people with a particular purpose,[object Object],Stakeholder – a person or organisation with an interest or concern in our organisation or something our organisation is involved in,[object Object],Competitor – an organisation with objectives that clash with our own either directly (eg, fly with us not them) or indirectly (eg, don’t fly, video conference instead).,[object Object],I adopt the common distinction between competitors and stakeholders.,[object Object],The entities,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],25,[object Object]

Customer – pays with money or attention; includes “consumer”,[object Object],Prospect – a potential customer,[object Object],Client – under our care,[object Object],Partner – eg, supplier, reseller, retailer,[object Object],Citizen – a legally recognisedsubject or national ,[object Object],Employee – includes dependents, and dependent retirees,[object Object],Shareholder – owner of shares or similar interest,[object Object],The stakeholders,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],26,[object Object]

– to have an effect on the character, development, or behaviour of someone or something.,[object Object],You have been influenced when you think in a way you would not otherwise have thought or do something you would not otherwise have done.,[object Object],I always use influence to mean influencing and being influenced.,[object Object],Influence,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],27,[object Object]

The Six Influence Flows,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],28,[object Object]

Relevance – closely connected or appropriate to the matter in hand,[object Object],Resonance – the power to evoke enduring images, memories, and emotions,[object Object],Accessible – easily understood or appreciated; friendly and approachable,[object Object],Reputation – beliefs or opinions generally held about someone or something,[object Object],Trust – firm belief in the reliability, truth, or ability of someone or something,[object Object],Significance – the quality of being worthy of attention; importance.,[object Object],Definitions in this influence framework,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],29,[object Object]

The task at hand is influence. The resulting perception in the near-term may be described in terms of relevance, resonance and accessibility. The outcomes in the longer-term are reputation, trust and significance. ,[object Object],The task at hand,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],30,[object Object]

The 2nd Flow Debate,[object Object],31,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object]

It’s probably too simplistic but not too wide of the mark to consider the historic focus of marketing and PR practice as being predominantly on the 1st influence flow (our influence with our stakeholders),,[object Object],…with a bit of the 3rd (stakeholders influence with us), eg, internal circulation of news clippings; marketing research to improve one’s understanding of consumer preferences, attitudes, and behaviours; and best practice PR; so long as you systematically make sure these have an influence of course. ,[object Object],Contrast to traditional emphases,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],32,[object Object]

The 2nd flow is stakeholders influence with each other with respect to us.,[object Object],James Grunigcontinues to support the validity of the two-way symmetrical model in the digital age.,[object Object],In Paradigms of Global Public Relations in the Age of Digitalisation, he specifically responds to Brian Solis and Deirdre Breakenridge, and David Phillips and Philip Young.,[object Object],The 2nd flow debate,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],33,[object Object]

“The Web has changed everything”,[object Object],Putting the Public back in Public Relations: How Social Media is Reinventing the Aging Business of PR.,[object Object],“... it is hard to avoid making the claim that ‘the internet changes everything.’ ... for public relations the unavoidable conclusion is that nothing will ever be the same again”,[object Object],Online Public Relations: A Practical Guide to Developing an Online Strategy in the World of Social Media.,[object Object],The assertions,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],34,[object Object]

“The bold claim that emerges from the arguments put forward for ‘the new PR’ is that the fundamental vector of communication that shapes reputation and an organization’s relationship with its stakeholders has flipped through 90 degrees. Now, the truly significant discourse is that which surrounds an organisation, product or service, a conversation that is enabled and given form and substance by the interlinked, aggregated messages that emerge from internet mediated social networks.”,[object Object],Phillips and Young,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],35,[object Object]

“In one sense, I agree with these assertions. For most practitioners, digital media do change everything about the way they practice public relations. Other practitioners, however, doggedly use the new media in the same way that they used traditional media. From a theoretical perspective, in addition, I do not believe digital media change the public relations theory…,[object Object],Rather, the new media facilitate the application of the principles and, in the future, will make it difficult for practitioners around the world not to use the principles.”,[object Object],Grunig’s response,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],36,[object Object]

“I do not believe that the ‘internet society’ or the ‘new PR’ challenges the Excellence paradigm, as Phillips and Young argued…,[object Object],They seem to believe that ‘an organisation and its publics’ are distinct from ‘internet-mediated social networks’. Instead, I believe that an organisation and its publics now are embedded in internet-mediated social networks but that public relations is still about an organisation’s relationships with its publics.”,[object Object],Grunig’s response /2,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],37,[object Object]

“Organisations do not need relationships with individuals who are not members of their publics even though these people might be actively communicating with and building relationships with each other.,[object Object],Organisations simply do not have the time or resources to cultivate relationships with everyone – only with individuals or groups who have stakes in organisations because of consequences that publics or organisations have or might have on each other.”,[object Object],Grunig’s response /3,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],38,[object Object]

– isn’t just a new media form in my opinion.,[object Object],It has unprecedented emergent behaviour, a scientific term used to describe how very many relatively simple interactions (eg, blogging, tweeting, sharing) can give rise to complex systems, systems that exhibit one or more properties as a whole that aren’t manifest for smaller parts or individual components.,[object Object],“Internet mediated” communication,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],39,[object Object]

What are these “relationships” that Grunig refers to?,[object Object],Relationship – the way in which two or more people or things are connected, or the state of being connected.,[object Object],But with our blank sheet approach we’ve freed ourselves from such constructs. All we have are Six Influence Flows that may or may not be based on “relationships” with “publics”.,[object Object],Relationships,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],40,[object Object]

So instead of saying that “organisations do not need relationships with individuals who are not members of their publics” we can say that organisations will find it advantageous to maintain awareness of all Six Influence Flows regardless of the genesis or properties of the influence that flows therein.,[object Object],Organisations can prepare for the expected and unexpected emergence of influences that might warrant attention.,[object Object],Monitoring the influence flows,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],41,[object Object]

Our new stakeholder is the individual who did not know herself that she was a stakeholder until… hang on, there, look, she just shared that link.,[object Object],And she added a little comment too. Atoms of influence.,[object Object],She is the modern manifestation of the netizen.,[object Object],A new stakeholder,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],42,[object Object]

Netizens are not ‘online publics’ – those are just the usual stakeholders with Internet access.,[object Object],Rather, netizens are stakeholders because they are online and because they are willing to act in ways that represent their moral compass so to speak, their feelings for what is right and wrong, or good and bad. Or perhaps they act simply on what makes them happy or sad. Excited or chillaxed.,[object Object],Netizens, not ‘online publics’,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],43,[object Object]

The netizen is a most complex being whose responses boil down to a synaptic-like mouse click, or not.,[object Object],And given that humans are unchanged, some act apparently rationally and some have no regard for logical discourse whatsoever, and most lay some place in between. ,[object Object],Synapse,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],44,[object Object]

So instead of saying “organisations simply do not have the time or resources to cultivate relationships with everyone” we can say that organisations will find it advantageous to wield information technologies to ‘relate’ to the use (both directly and programmatically) of information technologies by others.,[object Object],Relate,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],45,[object Object]

The Social Web and Beyond,[object Object],46,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object]

Social media – Facebook, Ping, Twitter, Flickr, YouTube, blogging, debate at news websites, social news at Slashdot and Digg, etc.,[object Object],+ Applications – Outlook, Wordpress, Tweetdeck,Flipboard, My Taptu, the Facebook app, Foursquare, iTunes, Spotify, LinkedIn toolbar, Xobni, instant messenger, Skype,Shopkick, Blippy,Layar,[object Object],+ Services – email, Delicious, StumbleUpon, friend location information from Foursquare and Facebook Places, socially augmented search, etc.,[object Object],+ The network of devices…,[object Object],Defining the social web,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],47,[object Object]

The Internet of Things refers to a network of objects not historically connected. We can consider four kinds of objects:,[object Object],Electronic devices (washing machines, air conditioning units and cars),[object Object],Electrical devices (lighting, electric heaters, and power distribution),[object Object],Non-electrical objects(food and drink packages, clothes, and animals),[object Object],Environmental sensors(measuring such variables as temperature, noise and moisture),[object Object],The Internet of Things,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],48,[object Object]

Estimates for the total number of things connected to the Internet of Things in 2020 vary from 16 billion to more than thirty times this number.,[object Object],If emergent behaviours stem from 2 billion+ connected humans, we can expect similar from the ‘real world’ interacting with tens of billions of things.,[object Object],The manifestation of the Internet of Things, the Internetome, might become an organisational stakeholder of sorts.,[object Object],The Internet of Things /2,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],49,[object Object]

Web 1.0 – the web of documents,[object Object],Web 2.0 – the social Web (user generated content, participation),[object Object],Web 3.0 / The Semantic Web,[object Object],the Web itself understands the meaning of that content and participation,[object Object],the Web as a universal medium for data, information and knowledge exchange,[object Object],Manifold ramifications for the influence / PR professional.,[object Object],And beyond,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],50,[object Object]

The Balanced scorecard, Strategy maps and ROI,[object Object],Plugging influence into business performance management.,[object Object],51,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object]

The cascade,[object Object],52,[object Object],Mission – why do we exist?,[object Object],Values – what guides our behaviour?,[object Object],Vision – what do we want to be?,[object Object],Business objectives – to get from A to B,[object Object],Strategy – the plan to get us from A to B,[object Object],Strategic objectives – wholly necessary and sufficient to execute the plan,[object Object],Tactics – activities to achieve the strategic objectives. ,[object Object],CASCADE,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object]

To win, organisations must approach this cascade with professional rigour.,[object Object],7 out of 10 organisations simply fail to execute their strategies1.,[object Object],The Balanced Scorecard is the most popular approach to BPM…,[object Object],1. Balanced Scorecard Institute,[object Object],Business performance management (BPM),[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],53,[object Object]

“The Balanced Scorecard transforms an organization’s strategic plan from an attractive but passive document into the 'marching orders' for the organization on a daily basis. It provides a framework that not only provides performance measurements, but helps planners identify what should be done and measured. It enables executives to truly execute their strategies.,[object Object],“It is a management system (not only a measurement system) that enables organizations to clarify their vision and strategy and translate them into action.” – The Balanced Scorecard Institute,[object Object],The Balanced Scorecard,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],54,[object Object]

The Balanced Scorecard Perspectives,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],55,[object Object]

The learning and growth perspective entails sustaining the ability to change and improve to execute the strategy and achieve the vision across each type of capital:,[object Object],[object Object]

Organisation.Learning and growth,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],56,[object Object]

“The strategy map provides the visual framework for integrating the organization’s objectives in the four perspectives of a Balanced Scorecard.,[object Object],It illustrates the cause-and-effect relationships that link desired outcomes in the customer and financial perspectives to outstanding performance in critical internal processes.”,[object Object],– Strategy Maps: Converting Intangible Assets into Tangible Outcomes, Kaplan and Norton,[object Object],Strategy Maps,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],57,[object Object]

“The strategy map identifies the specific capabilities in the organization’s intangible assets – human capital, information capital, and organization capital – that are required for delivering exceptional performance in the critical internal processes.”,[object Object],– Strategy Maps: Converting Intangible Assets into Tangible Outcomes, Kaplan and Norton,[object Object],Intangibles,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],58,[object Object]

“Economic justification of these strategic investments can be performed, but not in traditional ways. The common approach is on a stand-alone basis: ‘Show the ROI of the new IT application’, or ‘Demonstrate the payback from the HR training program.’,[object Object],But each investment or initiative is only one ingredient in the bigger recipe. Each is necessary, but not sufficient. Economic justification is determined by evaluating the return from the entire portfolio of investments in intangible assets that will deliver the ROI from [the strategic imperative].”,[object Object],– Strategy Maps: Converting Intangible Assets into Tangible Outcomes, Kaplan and Norton,[object Object],Return on investment,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],59,[object Object]

The Influence Scorecard and ROI,[object Object],Plugging influence into business performance management.,[object Object],60,[object Object]

The Influence Scorecard is both part of and an augmentation to the Balanced Scorecard.,[object Object],Influence performance management (IPM) is the ease and effectiveness with which we can manage and learn from influence flows; integral to the process by which customers, citizens and all stakeholders interact with organisations and governments to broker mutually valuable, beneficial relationships.,[object Object],The Influence Scorecard,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],61,[object Object]

The influence strategy is the set of influence activities in which you must excel in order to help create a sustained difference in the marketplace. It facilitates organisational coherence, coordination and effectiveness of influence. ,[object Object],The Balanced Scorecard and Strategy Maps ensure that investment in intangible assets has ROI built in by design.,[object Object],The Influence Scorecard ensures ROI is similarly built-in to all the influence activities identified in pursuit of the influence strategy.,[object Object],Influence strategy and ROI,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],62,[object Object]

Influence-centricity,[object Object],63,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object]

Maturity of influence approach ,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],64,[object Object]

More of us are more influenced more often by the 150 nearest and dearest than the other six billion people combined.,[object Object],The evidence against influencer-centricity,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],65,[object Object]

Researched the influence of known peer influencers, social influencers and key influencers.,[object Object],Known peers “top the list”, and social influencers come next.,[object Object],… One is left wondering how “key influencers” got their name?!,[object Object],Fluent: The Razorfish Social Influence Marketing Report, 2009, http://fluent.razorfish.com,[object Object],Razorfish,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],66,[object Object]

We trust information most when it’s generated by friends, or people we know regardless of content form.,[object Object],Facebook and blog posts by companies were either "trusted completely" or "trusted somewhat" by 41% and 36% of respondents respectively.,[object Object],Few participants rated length of participation (15%) and number of fellow fans, followers and participants (12%) as extremely important.,[object Object],Consumers Pushing Companies into Social Media, Invoke Solutions, August 2010, http://www.invoke.com/index/08-04-10,[object Object],Invoke Solutions,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],67,[object Object]

What influences your choice of company, brand or product?,[object Object],71% – reviews from family members or friends,[object Object],46% – reviews in newspapers or magazine articles,[object Object],45% – reviews from friends or people they follow on social networking websites,[object Object],33% – reviews on blogs and message boards,[object Object],10% – reviews by celebrities.,[object Object],Speak Now or Forever Hold Your Tweets, Harris Interactive, 3rd June 2010, Table 5 http://www.harrisinteractive.com/vault/HI-Harris-Poll-Opinions-In-Social-Media-2010-06-03.pdf,[object Object],Harris Interactive,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],68,[object Object]

The role of ‘influentials’ is over-estimated.,[object Object],After The Tipping Point became a bestseller… Some studies concluded that there are in fact people in society who have great influence over others. But most research studies concluded that other factors play a much bigger part in how people are influenced.,[object Object],Whether someone can be influenced is as important as the strength of the influencer. We’re most influenced by the people around us.,[object Object],http://www.slideshare.net/padday/bridging-the-gap-between-our-online-and-offline-social-network slides 131-140. And his upcoming book, Social Circles, August 2011.,[object Object],Paul Adams, user experience researcher,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],69,[object Object]

…relatively few so-called friends are actually significant influencers of a given user’s behavior (22% is the sample mean), while substantial heterogeneity across users also exists. The authors also find that descriptors from user profiles … lack the power to determine who, per se, is influential.,[object Object],… friend counts and profile views also fall short of being able to identify influential site members.,[object Object],Determining Influential Users in Internet Social Networks, August 2010, Journal of Marketing Research.,[object Object],Drs. Trusov, Bodapati and Bucklin,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],70,[object Object]

Influentials don't govern person-to-person communication. We all do.,[object Object],A trend's success depends not on the person who starts it, but on how susceptible the society is overall to the trend – not how persuasive the early adopter is, but whether everyone else is easily persuaded.,[object Object],http://www.fastcompany.com/magazine/122/is-the-tipping-point-toast.html?page=0%2C1,[object Object],Dr. Duncan Watts,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],71,[object Object]

Two significant elements of influence-centricity are:,[object Object],1. Focus on the influenced,[object Object],Related to the emphases of Net Promoter Score,[object Object],Outcome oriented (eg, promoter score and revenue growth, securing insights into and understanding of current customers and other stakeholders) rather than output oriented (eg, column inches, ‘opportunities to see’, feedback forms completed). ,[object Object],Influence-centricity,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],72,[object Object]

And:,[object Object],2. Tracing influence,[object Object],Influence-centricity,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],73,[object Object]

In Conclusion,[object Object],74,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object]

Media has most definitely evolved, as have the ways in which we contemplate, design, communicate and execute strategy. And rather than technological evolution, we’re plainly in the midst of a technological revolution.,[object Object],We have no choice then but to reframe marketing and PR in the context of 21st Century technology, 21st Century media and disintermediation, and 21st Century articulation of and appreciation for business strategy.,[object Object],– The Business of Influence, Philip Sheldrake,[object Object],Fit for the 21st Century,[object Object],4th March 2011 / Philip Sheldrake / Creative Commons Attribution Share Alike License 2.0 England and Wales,[object Object],75,[object Object]

Influence in the age of the social web

Influence in the age of the social web

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Influence in the age of the social web