The document discusses Malcolm Gladwell's concepts of connectors, mavens, and salesmen as crucial players in social dynamics and marketing, emphasizing how certain individuals drive social epidemics through their unique social skills. Additionally, it introduces the '10,000-hour rule,' illustrating how extensive practice, as exemplified by the Beatles and Bill Gates, significantly contributes to achieving success. Lastly, it outlines strategies for customer engagement and value creation aimed at innovation and market differentiation.

1. The Tipping point
Focus, marketing en sales

2. Hoe bereiken we onze klanten

3. Connectors, Mavens, Salesmen
• "The Law of the Few", or, as Gladwell states, "The success of any kind of social epidemic is heavily dependent on the
involvement of people with a particular and rare set of social gifts." According to Gladwell, economists call this the
"80/20 Principle, which is the idea that in any situation roughly 80 percent of the 'work' will be done by 20 percent of
the participants." (see Pareto Principle) These people are described in the following ways:
• Connectors are the people who "link us up with the world ... people with a special gift for bringing the world together."
They are "a handful of people with a truly extraordinary knack [... for] making friends and acquaintances". He
characterizes these individuals as having social networks of over one hundred people. To illustrate, Gladwell cites the
following examples: the midnight ride of Paul Revere, Milgram's experiments in the small world problem, the "Six
Degrees of Kevin Bacon" trivia game, Dallas businessman Roger Horchow, and Chicagoan Lois Weisberg, a person
who understands the concept of the weak tie. Gladwell attributes the social success of Connectors to "their ability to
span many different worlds [... as] a function of something intrinsic to their personality, some combination of curiosity,
self-confidence, sociability, and energy."
• Mavens are "information specialists", or "people we rely upon to connect us with new information." They accumulate
knowledge, especially about the marketplace, and know how to share it with others. Gladwell cites Mark Alpert as a
prototypical Maven who is "almost pathologically helpful", further adding, "he can't help himself". In this vein, Alpert
himself concedes, "A Maven is someone who wants to solve other people's problems, generally by solving his own".
According to Gladwell, Mavens start "word-of-mouth epidemics" due to their knowledge, social skills, and ability to
communicate. As Gladwell states, "Mavens are really information brokers, sharing and trading what they know".
• Salesmen are "persuaders", charismatic people with powerful negotiation skills. They tend to have an indefinable trait
that goes beyond what they say, which makes others want to agree with them. Gladwell's examples include California
businessman Tom Gau and news anchor Peter Jennings, and he cites several studies about the persuasive
implications of non-verbal cues, including a headphone nod study (conducted by Gary Wells of the University of
Alberta and Richard Petty of the University of Missouri) and William Condon's cultural microrhythms study.

4. 10.000 uren makers
In Outliers, Malcolm Gladwell interviews Bill Gates and focuses on the opportunities given to him
throughout his lifetime that have led to his success.
A common theme that appears throughout Outliers is the "10,000-Hour Rule", based on a study by
Anders Ericsson. Gladwell claims that greatness requires enormous time, using the source of The
Beatles' musical talents and Gates' computer savvy as examples. The Beatles performed live in
Hamburg, Germany over 1,200 times from 1960 to 1964, amassing more than 10,000 hours of
playing time, therefore meeting the 10,000-Hour Rule. Gladwell asserts that all of the time The
Beatles spent performing shaped their talent, "so by the time they returned to England from
Hamburg, Germany, 'they sounded like no one else. It was the making of them.'" Gates met the
10,000-Hour Rule when he gained access to a high school computer in 1968 at the age of 13, and
spent 10,000 hours programming on it.
In Outliers, Gladwell interviews Gates, who says that unique access to a computer at a time when they
were not commonplace helped him succeed. Without that access, Gladwell states that Gates
would still be "a highly intelligent, driven, charming person and a successful professional", but that
he might not be worth US$50 billion. Gladwell explains that reaching the 10,000-Hour Rule, which
he considers the key to success in any field, is simply a matter of practicing a specific task that
can be accomplished with 20 hours of work a week for 10 years. He also notes that he himself
took exactly 10 years to meet the 10,000-Hour Rule, during his brief tenure at The American
Spectator and his more recent job at The Washington Post.

5. Onze klanten

6. Onze opdrachtgever
Leiders Beïnvloeders Volgers
 1%  19%  80%
 Opzoeken / vinden  Informeren  Geen energie in
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 Interesseren  Interesseren
 Overtuigen

7. Hoe raken mensen bij ons
betrokken?
Volume builders
(Mass market) Mainstream segmenten
Momentum builders
(Niche) Innovation followers
Innovation leaders
Roots Influential
Succes Early Adopters members
begint hier Connectors,
Key Influencers Mavens,
Salesmen
Creators
Specialists

8. Innoveren en waarmaken
als uitgangspunt
Content
Fasering Levering & techniek
Innovatief
Organisatie van de innovatie concept
Strategische partners
Business- Ideeën
model Inspiratie
& case
Modellen
Speel
Prototype
en proef
support
Producten
Implementatie
Exploitatie Productie licenties

9. Kantelen met vdGP
‘N-join
MedOK
Voorraad in de Vingers
Lansingerland
DCL
Januari 2011

10. Klantwaarde vergroten
Afzwakken
Welke factoren moeten
we brengen stuk
onder de branchenorm
Schrappen Creëren
Factoren die Nieuwe Factoren die de branche nooit
vanzelfsprekend zijn waardecurve heeft gekend
In de branche identificeren
Versterken
Welke factoren moeten
we versterken significant
Boven de branchenorm

11. Mijn doel en visie
Ontwikkel vdGP zodanig dat we
innoveren en waarmaken
Om kantelingen te realiseren
Hiervoor moeten we
klanten vinden,
groeien en
Connectors, Mavens en Salesmen binden

12. Speerpunten voor 2011