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Connect Now Lead Gen+Community


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Gavin Heaton's presentation from the ConnectNow conference in Sydney, Australia.

Published in: Business

Connect Now Lead Gen+Community

  1. LEADGENERATION<br />COMMUNITY, ROI<br />ANDOTHERGAMES<br />OFCHANCE<br />@servantofchaos<br /><br /><br /><br />
  2. 2<br />People of earth …<br />
  3. 3<br />A powerful global conversation has begun.<br />
  4. 4<br />Through the Internet, people are discovering …<br />
  5. 5<br />and inventing new ways to share relevant knowledge<br />
  6. 6<br />… with blinding speed. <br />
  7. 7<br />As a direct result, markets are getting smarter …<br />
  8. 8<br />and getting smarter faster than most companies.<br />
  9. 9<br />1. Markets are conversations. <br />
  10. 10<br />2. Markets consist of human beings, not demographic sectors.<br />
  11. 11<br />12. There are no secrets.<br />
  12. 12<br />20. Companies need to realize their markets are often laughing. At them. <br />
  13. 13<br />26. Public Relations does not relate to the public.<br />
  14. 14<br />29. Elvis said it best: "We can't go on together with suspicious minds."<br />
  15. 15<br />36. Companies must ask themselves where their corporate cultures end.<br />
  16. 16<br />52. Paranoia kills conversation. <br />
  17. 17<br />60. Markets want to talk to companies <br />
  18. 18<br />67. As markets, as workers, we wonder why you're not listening …<br />
  19. 19<br />You seem to be speaking a different language.<br />
  20. 20<br />68. The inflated self-important jargon you sling around … what's that got to do with us?<br />
  21. 21<br />69. Maybe you're impressing your investors. Maybe you're impressing Wall Street …<br />
  22. 22<br />You're not impressing us. <br />
  23. 23<br />71. Your tired notions of "the market" make our eyes glaze over. <br />
  24. 24<br />72. We like this new marketplace much better. In fact, we are creating it. <br />
  25. 25<br />73. You're invited, but it's our world. Take your shoes off at the door. <br />
  26. 26<br />75. If you want us to talk to you, tell us something. Make it something interesting for a change. <br />
  27. 27<br />78. You want us to pay? <br />
  28. 28<br />… We want you to pay attention. <br />
  29. 29<br />82. Your product broke. Why? <br />
  30. 30<br />84. We know some people from your company. They're pretty cool online …<br />
  31. 31<br />Do you have any more like that you're hiding? Can they come out and play?<br />
  32. 32<br />87. We'd like it if you got what's going on here. That'd be real nice. <br />
  33. 33<br />89. We have real power and we know it. <br />
  34. 34<br />95. We are waking up and linking to each other. We are watching. But we are not waiting. <br />
  35. Ten years on the Cluetrain still sounds radical …<br /><br />
  36. There was no context in which the Cluetrain could be brought within existing business practices<br /><br />
  37. Things have changed<br /><br />
  38. Building leads, making connections<br />What works<br />How to sustain it<br />What to expect<br />The new B2C<br />Frameworks for social communication<br />The Auchterlonie Effect<br />Continuous Digital Strategy<br />Storytelling<br />Influence<br />Fat value<br /> <br />
  39. Keeping up with Twitter - #cnow<br /><br />
  40. Things have changed<br /><br />
  41.<br />
  42. What do these people look like?<br /><br />
  43. Where do they play?<br /><br />
  44. And what do they do?<br /><br />
  45. But are you local?<br /><br /><br />
  46. So what do YOU do online?<br /><br />
  47. Why is this important?<br />
  48. Five Impacts of Social Media<br />48<br />Experts coming under pressure from new voices who are early adopters of new technology<br />
  49. 49<br />New organisations emerging to deal with the social, cultural and political changes<br />
  50. 50<br />There is a struggle to revise the social and legal norms -- especially in relation to intellectual property<br />
  51. The concepts of identity and community are transformed<br /><br />
  52. New forms of language come into being<br />
  53. Educators are pressured to prepare their students for the newly emerging world<br />
  54. Elizabeth Eisenstein on the invention of the printing press<br />
  55. They don't just FACILITATE communication and interaction. They MEDIATE it. <br /><br />
  56. This goes beyond the question of whether your company or brand "should have a website" or a "blog", but whether it is important for you to be part of the web of signification that creates the worlds that we live in. <br /><br />
  57. 58<br />Social networking sites now more popular than porn sites.<br />Time, October 31, 2007<br />
  58. 59<br />Increasingly networked but also individualised.<br />
  59. 60<br />Individualism<br />Independence<br />Commercialism<br />Community<br />Relationships<br />Authenticity<br />Disconnect between how we “express ourselves” and what we “value”<br />
  60. 61<br />ABC, the third commercial network in the USA began broadcasting in 1948<br />
  61. 62<br />3 Networks x 60 years x 365 days x 24 hours<br />=<br />1.5 million hours programming<br />
  62. 63<br />More than 1.5 million hours were uploaded to YouTube in the last 6 months<br />
  63. 64<br />Over 9000 hours per day<br />200,000 3 minute videos<br />For an audience <100<br />88% new/original<br />
  64. 65<br />150<br />“Dunbar Number”<br />'s_number <br />
  65. Why choose “social” as part of your strategy?<br />User generated context<br /><br />
  66. How are we tracking? #cnow<br /><br />
  67. The Auchterlonie Effect<br /><br />
  68. Branding gets personal<br />The Auchterlonie Effect is the impetus that drives the ongoing story of YOUR personal engagement with the initial event – and it is, essentially, being able to bask in the reflected credibility of another.<br /><br />
  69. Social capital<br />Liz<br />Stan<br />Simon<br />Gavin<br />Kate<br />Ian<br />Trent<br />David<br /><br />
  70. Social judgement<br />Liz<br />Jye<br />Stan<br />Simon<br />Leila<br />Mark<br />Gavin<br />Kate<br />Sally<br />Kate<br />Annik<br />Steve<br />Ian<br />Trent<br />Katie<br />Zac<br />David<br />Nick<br /><br />
  71. As David Ogilvy says …<br />We sell – or else.<br /><br />
  72. Business-to-Business<br />In B2B the value of what you have to offer has few customers BUT they are willing to pay a premium.<br />CustomSolutions<br />Value and Effectiveness<br />Complexity<br />Volume<br />Enterprise<br />SME<br />Consumer<br /><br />
  73. Business-to-Consumer<br />The value of what you have to offer has many customers BUT the margins are incremental .<br />Mass prod / volume<br />Value and Effectiveness<br />Complexity<br />Volume<br />Enterprise<br />SME<br />Consumer<br /><br />
  74. Enterprise 1.0 Sales<br />Enterprise 1.0 firms are designed to service these two markets but they leave a gap in between.<br />Mass prod / volume<br />CustomSolutions<br />Value and Effectiveness<br />Complexity<br />Volume<br />Enterprise<br />SME<br />Consumer<br /><br />
  75. The Convergence of Markets<br />Knowledge Workers are no longer happy to leave their rich web experiences at home.<br />B2C<br />B2B<br />Value and Effectiveness<br />Complexity<br />Volume<br />Enterprise<br />SME<br />Consumer<br /><br />
  76. The Convergence of Markets<br />The NEW B2C …Brand-to-Community extends from the consumer space through the enterprise<br />B2C<br />B2B<br />Br2Comm<br />Value and Effectiveness<br />Complexity<br />Volume<br />Enterprise<br />SME<br />Consumer<br /><br />
  77. Self aggregating and self identifying<br /><br /><br />
  78. Social vs Professional collision<br /><br />
  79. This is putting conversation at the heart of communications (public and private)<br />
  80. Because you are what you Google<br />
  81. Because everyone has a voice, sometimes the brand message that’s heard doesn’t belong to you<br />
  82. Does this mean that messaging is dead? <br /><br />
  83. It means that messaging has to be more robust<br /><br />
  84. I still do my core messaging<br />I still work from a core message<br /><br />
  85. It also means that you have to plan strategically for good and bad scenarios<br />
  86. It means continuously defining and refining your strategy<br />
  88. Objectives<br />Your insight process will have delivered you a challenge, and out of that you or your client will have laid out some objectives which need to be met. They may be “fluffy” objectives like “awareness” or “reach” or they may be harder – like “increasing sales 20%” or “200 new customers”.<br /><br />
  89. Audience<br />What do they want? What do they expect? What do they aspire to? What is unmet? What do they look, smell and taste like? It’s time to get up close and personal with the folks who pay your bills!<br /><br />
  90. Audience<br />… if you’re engaging with the intent to hear and the intent to consider what those folks are telling you. That builds trust. It lets people know you’re paying attention and that you value their voice.  It’s not a promise of action, but it’s a demonstration of awareness.<br />- Amber Naslund<br /><br /><br />
  91. Audience<br />Creating a Listening Post<br /><br />
  92. Audience<br />Creating a Listening Post<br /><br /><br />
  93. Audience<br />Creating a Listening Post<br /><br /><br />
  94. Audience<br />Creating a Listening Post<br /><br /><br />
  95. Audience<br />Creating a Listening Post<br /><br /><br />
  96. Audience<br />Creating a Listening Post<br /><br /><br />
  97. Audience<br />Listening with your Google ears<br />PageFlakes<br />Feedly<br /><br />
  98. Audience<br />Creating a Listening Post<br /><br /><br />
  99. Audience<br />Creating a Listening Post<br /><br /><br />
  100. Audience<br />Creating a Listening Post<br /><br /><br />
  101. Personas<br />Audience<br /><br />
  102. Audience<br />Creating a Listening Post<br /><br /><br />
  103. “Snoop”by Sam Gosling<br />Audience<br />Openness<br />Conscientiousness<br />Extraversion<br />Agreeableness<br />Neuroticism<br />“Another major finding from our research was that Web sites are extraordinarily good places to learn about people – perhaps the best of all places. Our site snooping yielded information that was at least as accurate as what we learned from the bedrooms, offices and music collections we studied …”<br /><br />
  104. Audience<br />Who are your customers like?<br />“The easiest and most profitable growth will be achieved by adding additional customers very much like your current and most valuable customer.”<br />- Robert H Bloom, former CEO Publicis<br /><br />
  105. Keeping up with Twitter - #cnow<br /><br />
  106. Now that you know your audiences in their pungent granularity, you now need to understand their behaviour. <br />Footprint<br />Where do they go? What do they do? Where to they spend time and why? <br />This is about walking a mile or two in their shoes. But it also a chance to match the footprints of your brands/products. What overlaps? What doesn’t? Where are the opportunities. And where are the touchpoints that will become valuable as your project grows. You need to map out and understand the nuances of these as they will become launchpads for your conversations.<br /><br />
  107. Use Your Listening Post to direct your approach to connection<br />Footprint<br />
  108. Who, What and Where<br />Footprint<br />What is being said, how is it connected and what is the velocity behind it?<br />
  109. Opportunities Present Themselves!<br />Footprint<br />
  110. Content<br />Here you start to look at the structures of storytelling that will bridge the gaps you have identified in the earlier steps. What can you do to emotionally engage and entertain? <br /><br />
  111. How can you use P-L-A-Y to activate, surprise and delight your audiences?<br />Content<br />P -- for Power<br />Demanding of attention<br />Testing limits (boundaries around behaviour, responsibility etc)<br />Controlling the controllable<br />Belonging<br />L -- for learning and curiosity<br />Skills development<br />Negotiation<br />A -- for adventure<br />Exploring an ever changing world<br />Actively making the world a better place<br />Y -- the yelp of surprise and delight<br />Recognition and reward<br />Self expression<br />
  112. Content<br /><br />
  113. Keeping up with Twitter - #cnow<br /><br />
  114. This is where your strategy becomes one of amplification rather than shouting. In the two-way or polyphonic space of the web, your strategy needs to help you turn great content that YOU produce into great stories that others TELL on your behalf. <br />Converse<br />
  115. Converse<br />Airforce Guide<br /><br />
  116. Once we begin conversing – between the people behind the brand and those who consume it, a whole lot of human strangeness steps in. What happens if we like these people “over there” (on either side)? What are the rules of engagement? How do we get serious about progressing our relationship – moving from transactions to experience – and what does that take on both our parts to come to a mutual understanding?<br />Commitment<br /><br /><br />
  117. Measurement<br />For example, which audiences are important (or are influential) for your brand/product? Measure it. How much time do they spend on the web and on which sites? Measure it. Which pieces of content will drive engagement (and which pieces need to change and evolve as your project grows)? Measure it. How far do your conversations echo across the web? Measure it. What are the intangibles – and what can be substantiated via research? Measure it.<br />
  118.<br />
  119.<br />
  120. But wait! This sounds like traditional marketing!<br /><br />
  121. It’s how we deal with this<br /><br />
  122. By understanding social judgement<br />Liz<br />Jye<br />Stan<br />Simon<br />Leila<br />Mark<br />Gavin<br />Kate<br />Sally<br />Kate<br />Annik<br />Steve<br />Ian<br />Trent<br />Katie<br />Zac<br />David<br />Nick<br /><br />
  123. F*ck Influencers<br />Why do people share links or retweet on platforms like Twitter? What types of things do people share and for what benefit? How does how people see their networks affect their decisions on what to share?<br />- Sean Howard, Craphammer<br /><br />
  124. It’s not about influence it’s about trust<br />Every time we forward on a link, retweet a message read on Twitter or any other type of social network interaction, we are CHOOSING to act. We are not just using our network of connections to FILTER the noise, we are using it to SHAPE our experience. It is a choice. And understanding this distinction places us in a context where STORYTELLING emerges as vitally important?<br /><br />
  125. Influence and clusters<br />When Stanford’s Eric Sun’s data was clustered by activity it was shown that almost 75% of Fans of a particular Fan page sit within an initial grouping – that they are already connected. Importantly, the instigators account for about 15% of this cluster. That is, contagion starts not with one, but with multiple points of connection – indicating again that “influence” is more closely related to action – with “doing” or “participation” than “telling” and dispersion.<br /><br />
  126. This means that contagion is not about influence but about PARTICIPATION and therefore about TRUST<br />
  127. As you begin to execute on your strategy, you create multiple points of conversation across your business ecosystem – what can best be called your “digital footprint”. The more points of interaction that occur across your ecosystem create points of connection and exchanges of value. And as these are personal networks (not broadcast), there is a weighting – with one-to-one relationships the exchange involves trust and reputation. This is FAT VALUE.<br /><br /><br />
  128. Ecosystem Touchpoints<br />YOU<br />
  129. Share the message, own the destination<br />
  130. Questions?<br />