Webinar Transcript - Hyper-Social Org

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Webinar Transcript - The Hyper-Social Organization: Eclipse Your Competition by Leveraging Social Media

The Hyper-Social Organization: Eclipse Your Competition by Leveraging Social Media

And really quickly I want to let you all know who Awareness is because we do get that question a lot. We don’t just provide webinars to people and great content, but we actually are a social media software company. And we have been in the space for quite some time and throughout our time around, we have always helped marketers participate more and engage more in social media.

And we with with several large enterprise brands such as the ones you see in the logos below. McDonald's, REI, Sony Pictures, Kodak, helping them to define their social media strategy. And the way we do that is with our flagship product called the Social Marketing Hub. And what that is, it allows organizations to connect all other social channels in one place, and manage them all in one central location. So everything that you do online whether its publishing, managing, measuring the impact of what you are publishing, you can measure the impact of what you are publishing and engage with your community, that can all happen within one interface, within the Social Marketing Hub.

So to give you a sense of how it works, imagine that you are a corporate product marketing manager at large brand and you need to get some content out. Well, it can be kind of difficult to do as you can tell. You are limited to the amount of channels you can access and the amount of security and control you have over these channels is a really limited. You need to get help from others in corporate marketing or other product marketing managers to distribute that content to other channels, but it’s really difficult to manage everything you have going on in the social web, especially when people start commenting back - it just adds another level of complexity.

So, basically we created the Hub to address those challenges and allow marketers to centralize all those activities in one location, where they can publish, manage and measure their content, across key social media channels and also engage with those users around that content.

So currently with the Hub, marketers can publish out to Facebook, WordPress, Twitter, YouTube, Flickr and online branded communities. We can also publish out to Facebook Places now and foursquare, which is actually becoming quite popular. We can publish out tips to foursquare locations so, it’s pretty cool.

So, if you are enterprise organization trying manage your multiple social channels or even an agency working with clients you feel would benefit from the Hub, we would love to talk to you and you can always contact me for a demo. I’m @cmajor on Twitter, or you can just e-mail, our website which is awarenessnetworks.com and request a demo there. And we are also offering a couple of live webinar demos per month. Our next one is next Thursday at 2 o'clock. So I encourage you to sign up for that, you can do that on our website.

And we’ll give you an overview and a demo of the hub – see it in action and not just hear it from me. I also want to let you know we do have another upcoming webinar, which is going to be September 29th, with Peter Fasano of Dachis Group and he will be talking about Social Architecture and Activating your Hive. Peter is a great guy, he used to work for Coca-Cola, I think he still does through the Dachis Group. We are excited to have him on.

But it’s not about him today, today we have Francois Gossieaux and he is the co-author of book The Hyper-Social Organization, Eclipse Your Competition by Leveraging Social Media that he co-authored with Ed Moran. Francois is currently serving as founder and partner at Human 1.0, a boutique marketing innovation firm, where he enjoys helping organizations make sense of the changes afoot and come up with innovative approaches to capitalize on the anti-fad that social media really is.

Francois Gossieaux: Okay, thank you very much. So the things that we wanted to cover today is like Christine said first we want to talk about, you know what’s actually happening out there, I mean, the whole wave of innovation that is powered by social media, where the actual drivers that are making that happen. So we will look at that then we’ll look at how companies think differently, or companies who have been successful at leveraging social media and communities, how they think differently about their business.

And then we will talk about what is it that they are actually doing differently and why are they doing these things differently and then we will dig a little deeper in terms of certain processes and how people get started and all that good stuff. Now before I get going, I want to tell you two things, the findings from this presentation are based on the yearly tribalization of business study that we do with Deloitte which looks at how companies are leveraging social media and communities as part of their business and the third annual Tribalization of Business Study is about to come out next week actually and it is also just like Christine said about on our book for which we did a lot of in depth interviews with executives at large and small and medium companies across multiple industries. But it’s actually based on some real data and not just gut feelings.

So let’s get going, so and the first thing I want to do is I – one of the terms that we coined in the book is the term human 1.0 and the reason that we coined that term is because a human being hasn’t – doesn’t evolve in a 10,000 year period, okay, so as human beings we are pretty much the same as we were 10,000 years ago, okay every biologists would agree to that. There is really almost no evolution in 10,000 year period. So that’s the human 1.0 that we are talking about. And we are contrasting that with some of the web 2.0 things that are happening, but let me start off with a little example which is the SAP communities.

SAP has developed a community with 1.5 million members and it’s a great asset for SAP, it’s a great place where developers can help one another and find help and SAP in the beginning, they had a system whereby if you help someone that person would give you points, if you help SAP by participating in a press release or participating in a webinar, they would give you points to and then at some point in time you would be able to turn those points into personal rewards.

And what’s happened is that when they launched the system, they started having having all kinds of weird behavior in their community, they had bullying going on they had all kinds of strange behaviors and so what they did is they changed the system, they still give you points if you help them and other people still give you points, but instead of turning those points into personal rewards what happens now is that is the overall level of points thought that within the community that triggers the donation through United Nations Children Education Fund, bullying when the way overnight.

Now you can study the web 2.0 community and so you grew in the phase and you’ll never be able to explain that, but if you were to know about the little study that the NIH did where by they put people in our machine while playing the shooting game sort of an Xbox like game where you get points based on how well you shoot the characters that come in front of you and where you get points for not being shot at too often yourself.

And the first group they would get their points and the points returning to personal rewards. And the second group they would get their points and the points which trigger donations to their favorite charity. And so what they find in the EMI machine is that the first group when they were playing, it triggered the pleasure side of their brain that’s that part of the brain that addicted to things and it’s more in order to get the same satisfaction, you know alcohol, cigarettes, that’s you name it, I mean that that’s the pleasure side of the brain. The other group what it’s triggered was their altruistic side of their brain, which is that part of the brain that makes us so shocked okay, and doesn’t get addicted to things. So the premise that that we start within the book is that if you want to understand this current wave of innovation powered by social media, you are better off understanding what you go to term to human 1.0 rather than understanding the web 2.0 tool.

It is the human that is coming back into business, okay, that’s what is actually happening. And so let’s just dig a little deeper into some of this Human 1.0 characteristics that are important for you to realize as you are deploying some of those tools. And the first one is reciprocity, okay. Biology guys will tell you that reciprocity is actually a reflex it is not something that we learn from our parents, it’s not something that we learn in great school, it is a reflex that allows us to become the only hyper social spicies without all being brothers and sisters.

Why did we develop that? Because if we can have someone who doesn’t have any kinship with our children, care for our children as if it were theirs. When we are out hunting and gathering, our children have a much higher likely hood of surviving, very simple that’s why we have reciprocity, that’s why we develop that as a reflex. Now where do you see that? Where you see that in customer support communities right now, where you sometimes have people that are helping others as if it is their full time job and you know that they are not getting one cent or they are not incentivised at all by the company for which they are helping others with the product, okay. That’s where you see reciprocity at work. Reciprocity is at work everywhere. You just have to look around - its work it is around everywhere.

Now the flip side of reciprocity is if you have someone in your society which is reciprocal that is not reciprocal so that person takes away but doesn’t give back. That person has the potential of destroying your society. And so what we did as humans we developed an innate sense fairness against it in order to avoid that. And as humans were actually willing to pay a personal toll in order to punish someone who we consider unfair.

So this guy, I forget his name but he got an over price for it, he did this test all over the world, where he grabs two random people and gives the first person $50 and says “Here you share that with the other person and if the other person accepts your offer you can keep the money and if the other person doesn’t accept your offer you have to give it back.” An economist who looks at human beings as rationale people would say the second person will take any offer that is a dollar or higher because you know it is a dollar or nothing, right.

Well in reality and all orbit of the world and in the culture if you offer if anywhere you know by the way from half the money, okay $25 the second person will refuse the offer, so if you give me $21, I’m going to refuse the offer and so I’m going to basically give up $21 in order to punish you for being unfair with me. Where do you see that business? Well you see it when employees get upset with you or when customers get upset at you go and buy the URL your company stocks.com and to the lot of effort and trying to hurt you because they think you were unfair.

Now the flip side of that is true too. If you try to help someone and you can’t, but you did in a way that you think fair the person will forgive you. So it is okay to make mistakes, just do it in a fair way.

So another Human 1.0 trade is that we love to look like others, right, I mean my son has his pants down his knees almost. I mean it’s dangerous to cross the street, but why did he do that? They do it because they want to have a sense of belonging and sort of you show their belonging to a group by all looking alike. Jeeps all look alike, motor bikers all look alike, having the – the one of the success reasons for the iPod initially was that people all wanted to look alike by having those cool white thing hang out of your ears and into your – into your coat or something like that. So the reason that we do that, it is because you have mirror neurons. Again it is just something… it’s all hard wired stuff.

Now another Human 1.0 trait is that we lie to people. We lie to companies we lie to people at our own discretion. Why do we lie to them? Because we lie to ourselves, we make ourselves look like people that we are not, it’s sort of embedded into us and so what we do is, and so what we do is when you go out and you do focus groups or market research, people will lie to you.

Anthropologists figured that out in the 19th century, okay. In the 19th century, anthropologists all of a sudden realized, we can’t really understand those aboriginal cultures by inviting those people on the back of the boat and interviewing them, they give us wrong information. They tell us that they are cannibals even though they’re not, because they think that’s something that we want to hear. The same is true with you customers, okay.

JetBlue went out and asked their customers what kind of snack they would want and the top snacks that came out was healthy snacks. Well, guess what? Nobody – when they came out with healthy snacks, nobody ate them. So you really have to go and live with your customers, you have to – you have to do more ethnography than market research, because they lie to you.

Another trait – another thing that is important to realize is that I still have to see the first company who is making real money in the long tail. I don’t think that can and the reason for it is because as humans, we’re hurting animals. And actually it gets better. We’re self-hurting animals. Dan Ariely who wrote the book, Predictably Irrational, says that if you go through the supermarket and you buy a jam for no good reason and the jam is good, okay, what are you going to do? You’re going to keep buying that jam for the rest of your life, because we’re self-hurting. It’s easy for us to make the same decision that we’ve made once before.

Now what does that mean in business? It means that in fact humans are hardwired to have 100% loyalty to a brand until you screw it up, okay. That’s what that means. So it’s really interesting when you start looking at sort of some of those human elements and then bringing it back into business.

Now the next human trait, which is very important, is we love status and we love power. Why? Because it’s used to get us better mates and it’s used to get us more access to food. Where do you see that in business? Leader boards and communities. If you have a community with leader boards, sort of ranking people for the most amount of comments or most popular whatever it is, your community will take off faster than if you don’t have leader boards. The flip side of that is that we like to hoard power and status. Why? Because we can pass it on to our children and they’ll have better access to better mates and better food, same things.

So the problem with that is that if you have leader boards and communities and you don’t refresh your leadership, it is actually going to kill your community. And as a researcher out of Oxford University that actually shows some very large customer service communities from high-tech companies that are actually dying, because it’s not being refreshed. SAP refreshes their leaders every year. Microsoft refreshes their leaders, the MVPs, the most valuable professionals, every year, and you have to do the same thing. Otherwise, it’s going to be like World of Warcraft, right, where you have – every now and then you have a group of level 70 guys that are teaming together and going to kill all the newbies. I mean it’s really frustrating for those newbies to sort of try to achieve status when there’s too many 70s around, so something that the gaming industry has being dealing with for quite a long time.

Speaker: I think this is pertinent to what you’re talking about, but some folks on the line may not understand what you mean by the long tail. If there’s any way you can kind give a little overview of what that might mean?

Speaker: Sure, yes. So the long tail is a concept that was created by Chris Anderson in his book, The Long Tail. He is the Editor-in-Chief of Wired Magazine. And he basically says that a majority of the products will be sold sort of in the head of the tail, meaning there are very few products that achieve very high sales. And then you have a lot more products that are much more diversified, probably much smaller groups of people that have consequently way less sales, but his theory is that because of technology, you can now serve the long tail, so those smaller niche markets, okay, in a cost efficient manner. That’s what it is. And so, what I’m saying is that, yes, that may be true that you can do that, but that is so small – that market is so small, everybody likes to listen to the same hit as everybody else and everybody likes to see the same hit movie as everybody else, and everybody likes to go to the same restaurant that everybody else likes. Does that the answer for the question, Christine?

Speaker: I hope so. I believe it does. Thank you.

Speaker: Okay. No problem. So recapping, the human 1.0 sort of characteristics that are important to understand what’s happening, we have reciprocity, we have the role of fairness, we have the importance of looking cool and making others and we have hurting and self-hurting. And then there is one more that I want to mention, which is another one Dan Ariely-ian and a lot of other people have brought up the Dan Ariely sort of to give it a cool tag, which is we have two ways in which we evaluate things.

One is a social framework and the other one is the market framework. The social framework is if my neighbor’s back sort of hurts and he is calling me and saying, can you help me to move my couch, because my back hurts, but I really need to move it, they’re coming to do some work on the carpet or whatever. I’m going to go do that. It feels warm and fuzzy. So as you know, I’m not expecting my neighbor to come right back and move my couch in return.

The market framework is if I go to work for Christine and we negotiate a contract, it’s cold, it’s calculated, it’s framed. The thing to do is never mix the two and always try to tap in the social framework of people and I’ll give you a historic example.

There’s a lot of other ones that we talk about in the book, but I’ll give you a historic example, which I thought sort of cool, which is Switzerland right after World War II. Horrible war, Switzerland state independent, but they went to their citizens and they said, did you see all this horrible thing that happened, we need to be more independent from rest of the world, not less. Therefore, we have to become a nuclear nation. The flip side of that is that in order to become a nuclear nation, we also need a couple of nuclear dumps and so we’ve identified two sites for nuclear dumps and we would like you guys to agree to be close to a nuclear dump, we’re going to make it as safe as we can and all that, but please take one for the team, you’ve seen the horrors that happen, we can’t let that happen in the future.

And so, of course, the Swiss, as they always do, they went to a referendum and they came back with 50 – I forget now – 52, 56% of the vote. So they won. Somebody in government said, you know what, we didn’t win big enough. We should go back to those people and offer them some money. And so, they went back to those people and they said, you know what, we want you to rethink this. And in order to be a nuclear dump, we are going to give you $3,000 for the rest of your life every year. And they went back to the votes and this time, they only got 14% of the votes. They upped it to $8,000 a year, post to World War II, that was a lot of money and they only switched one vote.

What happened? In the first case, people were evaluating in this social framework. Okay, we’ll take one for the team, it’s the right thing for the community, it’s the right thing for the country. In the second version, they evaluated in a market framework – $8,000, that’s not worth it to be next to a nuclear dump. And the same is true in everything you do in business. If you want to have 10 good ideas for a good product, don’t give your customers $100, because you are going to get 10 crappy ideas. Ask your passionate customers, your passionate detractors for 10 good ideas and you might only get five, and don’t pay them, just call on their love for the product or their hate for the product, and they will give you ideas that are much more powerful than if you pay them.

So that’s another thing that we’ve seen companies do it the wrong way. Okay, so let’s move on – now we understand sort of the underlying drivers of what – how to understand this whole wave of innovation that is powered by social media communities and all of that being the human coming back into business. Now let’s look at how companies were successful in leveraging those tools, how they think differently about their business. And the first thing that they do is they stop thinking about market segment. Market segment is based on my personal characteristics. I’m a white male, I have so blah, blah, blah, and instead what they focus on tribal characteristics which are social behavioral characteristics who do I like to hang out with.

A good example of that I think is Wal-Mart. Wal-Mart was able to build the largest company in the world by focusing on frugal moms. Now they’re not that successful in social media because their focusing in on frugal moms. Frugal moms are a market segment that actually contains a gazillion tribes. One tribe for you are going to pull is the frugal moms, because they had no other choice. They like to hang together, they like to help one another, but that’s one tribe. Another tribe is frugal moms that lost the art of the deal and when they find one they can’t stop talking about it. Those are the moms that would go and unload the Marshall’s or TJMaxx trucks if they would know when the truck arrives. They like to hang together with one another too, but not with the first group. So that’s what I mean with companies who are successful are starting to think about tribes. They don’t keep thinking about market segments.

Another good example of that I think is on a different level is Best Buy. Best Buy just recently went into the high-end music instrument business primarily in west coast and mid-west. I haven’t seen any those stores yet and so instead of just relying on the customer support and their sales department to help customers make selections what they did is they went internally and asked people with a passion for music whether they would be interested in engaging with the customers and their community. And so now what you have is you have people in finance and people in legal departments who may be part of a band over the weekend, who are now helping other customers in their virtual community. Thus they found an internal tribe that and leveraged this social framework to go help their customers, that’s what they did.

The second thing that successful companies think differently about is they don’t think about social media as an information channel. Instead they think about it as a knowledge network and what I mean with that is that those companies that realize what’s happening realize that 60 to 80% of all buying decisions are happening without anybody from your company being involved and without anyone from your company being involved. That’s the data that comes from McKenzie by the way.

And so what they realize is that we won’t need more information. What we need is we need more people sitting at those tables with those buying decisions and recommendations are being made. And so how do they do that? Well they do like IBM for example. At IBM, you can create a community about anything with anybody talking about anything you want and using any tool you want. You don’t need to use Lotus Notes or anything like that. Why are they doing that? Because even though somebody might have a community on fly fishing, they realize that by engaging with more people if the conversation comes up in which a positive recommendation about IBM might be made there is more chances that somebody from the company will have a strategy at that table At Xerox same thing. They actually went and recruited all the people who are active in social media and bloggers and all that and 80% were blogging or active in topics that had nothing to do with Xerox. And now what they do is pre-brief those people as if they were press when they have an announcement. And when I was interviewing the CMO of Xerox, she was telling me I’ve never seen such a lift when we make a new product announcement than when we engaged our own employees. So you have people that are indeed talking about fly-fishing and all of a sudden that person says you know what, I don’t usually talk about work, but I’m so proud of my company - we’re coming out with this really cool product. And so that’s what I mean with knowledge networks and having a seat at more tables.

The third one is they give up company centricity and product centricity and they become human centric they become employee centric they become customer centric to a fault. A good example of that is, of course, the well known Fiskateer community, which is a community that Fiskars, a $1 billion Northern European scissor manufacturer set up. And so they didn’t create a community about scissors, of course. What they did they went and found three passionate scrapbookers and they asked those ladies would you like to create a community, we’d like to help you if you do. They said sure we’d like community and we want it to be closed, so people have to interview us before they can join. And if you could give them a pair of scissors with the Fiskateer number engraved on it, because they were going to call themselves Fiskateers. They had hope to have like 250 members in the first six months, they that in 48 hours. They had almost 5,000 members in the first six months. Fiskateers gets together. They have parties, they have demos and all of that and I interviewed some of those ladies and they talked about it as changing their lives. So actually one of them gave a kidney to another one without knowing the person.

Now from a business point of view, the Fiskateers led to a to 600% increase in online buzz for Fiskar. And the Fiskateers are now being recruited by big large box stores to give demos and all that. Those big box stores that are recruiting and leveraging Fiskateers have increased their sales of Fiskars product by 300%. And they are now paying for the whole Fiskars community. So basically, Fiskars has found a way to have their marketing totally paid by the distribution channel on top of everything else. And so unfortunately when you see companies starting communities, they often times start communities around scissors and that’s not the way to do it.

The last thing that they think differently about is they embrace some of the messiness that comes with the social, you know and we are willing to let go a fixed hierarchies not totally you need hierarchies, but they are willing to sort of make it more flexible just like Best Buy allowing some of their people in their finance department to help customers. That’s reaching across hierarchies and resulting in unbelievable results. And they also are willing to let go more of a fixed processes. It is okay if there are lots of exceptions to how you work. So that what we’ve found companies or sort of companies that are successful and leveraging social media communities that’s how they think differently about the business. So why did they actually do differently?

Well, what we found is that companies that are successful, what they do is they turn their business processes into social processes. And turning a business process into social process is getting people whose job it is not to do so to help you with a particular process. So it is getting you all your customers to help with product innovation. All your employees to help you with product innovation, all your customers to help one another and customer service that’s turning it into social process, why did they do it? Because if you do that, of course you can achieve scale that you would never be able to achieve with traditional budgets and traditional staffing techniques.

The second reason is if you get more people involved in the process, you’re going to increase the quality of your process. And the third reason is you not only going to increase the quality of your process but if you let people like Best Buy letting their music lovers engage with customers, we’re going to increase passion around your company from employees and customers and if you increase passion you’re going to increase word of mouth which is the Holy Grail, right. A customer requires word of mouth versus a customer acquired through traditional marketing techniques tends to have twice the life time value and bring in twice the amount of new customers based on his or her positive buzzing. So that’s the Holy Grail.

Again turning a business process into social process not just slapping it on top of social media. It is anchoring it within those human 1.0 characteristics that I talk to earlier. So for example social learning is not taking the training department and social media finding. Social learning is about understanding that as humans we learn as tribes and if Christine is a better expert of the particular topic, I don’t need to learn that myself as long as I can have access to her knowledge when I need it. I can my focus my efforts on something else that would be sort of the underlying principles for social learning.

Now we have found processes that return into social processes all over the company. It’s not just sales, it’s not just marketing, it’s not just customer support, it’s knowledge management and talent acquisition. It’s you name it every single process you have to find companies that turn them into social processes except two - finance and legal. And the reason that I don’t think we’ll ever find those is because remember how they – the companies are successful think differently and one of the ways they think differently is they become human centric through the falls and are company centric while their definition is legal and finance are concerned about the legal entity, the corporation.

So you will find people who are social and hyper social but you won’t find the legal process itself become a social process I think. So, let’s take a quick look at a certain process and how to think about it and in this case, you know I speak product innovation. And so, how would you look at a turning product innovation into social process? Well, of course, you need to think about the Human 1.0 traits that I mentioned earlier. You might also focus on a few other ones, which we mentioned in the book, but the first one is if you are thinking about innovation you are going to need diversity of people? You are going to have diversity of ideas, if you have a very similar genius group of people you are going to have an echo chamber and you are going to have ideas for products that are just going to ruin you in the long-term. And so guess what? It is not a Human 1.0 threat to trait, to want to hang out with other people that are different than us. So you have to work on that.

The other thing is, of course, you know a lot of companies are saying, oh well, we started a community and we don’t have to put any content in there. People will create the content themselves. It never happens or I should say extremely rarely, does a community get created where there is enough people to create enough content to keep the people happy. So you have to think about what you are going to put in there and people are better at reacting…People have said, people are better at reacting at things then they are creating. You know you can’t just say I’m going to have product innovation community and it’s a suggestion box and people are going to give me great ideas.

Starbucks did that, Dell did that and guess what? It worked. They got a lot of ideas, but few of them made it into products. So what did Dell do? They relaunched their ideas storms with very directed innovation components in there. So it’s like, its not an open suggestion box anymore, I mean you still have that as well. But it’s now a lot more – hey, for this week we are looking for ideas around screens or power supplies, something like that, nothing else. And you get a lot better result if you start directing people than if you don’t. Again, it’s a human thing to do. And then like I said, you have to deal with the other ones that I talked about you know power, status, reciprocities you know all of that. And like IBM, you know what you do is do you get rid of a firewall, just protect your IP very wide, put a fortress around your IP, which you get of rid of firewall and you get outsiders to become part of your process.

And IBM has done a really good job at that I think, through their innovation jams, which have had unbelievable success within IBM, but also outside of IBM it is Pfizer you know Eli Lilly that’s using IBM idea jam to create a five year strategic plan from the ground up using every single employee in the company. So, it’s fascinating what you can do when you turn innovation to the social process. Another one that I think is a good one, a good example of social innovation is the Cisco I-Prize. So they basically want to fund the next billion dollar business from ideas that come outside of Cisco. And so they have people that could make business plan and then, they vote on them and then they sort of theme up and mix the business plans together in all of that and buy the last high price by the time they got to the semi finals, 40% of the teams had assembled online. The power of turning the process into a social process is unbelievable, I mean if they succeed they just give the I-Prize to one company and their goal is to reach, 1 billion in sales with that company, I don’t know if they will succeed, if they did if they will, and I wish them luck with it, it’s a testament to the power of leveraging the social as part of your business.

So how do companies get going? Well, I want to leave some time for question and answers, so I’m going to go pretty quickly over some of those slides.

But, the companies when they get going, they first assess how ready they are, how you know do he have the right culture, do we have a culture of sharing or do we have a culture of knowledge hoarding, if you have the ladder, don’t start leveraging social because its not going to happen and you’re going to make people match at your self, okay. They find it right and often times what we saw in is that people find their tribes but they fail to identify the leaders of those tribes and that’s really silly, because if you don’t understand who the leaders of the tribes are, we are going to have a real hard time really engaging with those tribes. And they start pilot sometimes, sometimes not, but they start pilots that matter. They don’t start pilots that don’t matter.

And you might say well sure of course, but you think about it this way if you want to start, if you want to pilot the direct mail campaign, you are going to start and do it one city, and if it works chances are that it’s going to work in other markets right. If you start if your goal is to start a community with all of the Marriott Rewards members - a million of them or whatever - and you start with the pilot of 10,000 reward members, the pilot will not teach you anything about the dynamics of the large community, because for 10,000 people you need to do things very differently in order to make it work then you would for a million people.

So if we need to talk about communities we are going to talk about social media, you know the dynamics of pilots are sometimes very, very different than dynamics of other things. And you know they set up an infrastructure to measure cross functional impact of the programs and how to scale the programs but at the end of day those that are successful they make it part of the fabric of their company. Erin Nelson the CMO at Dell told me when I interviewed her she said the best thing that happened to me was Dell Hell. She said there is a lot of colleagues of mine start up getting into social media by putting a toe in the water and you can’t do that she said I was forced to go all out and I was lucky for that, so that there was sort of Silverline that she saw in Dell Hell, which was interesting.

You know further down the line people start thinking about different types of measurements that they begin with use the same measurements that you use right now. If you measure the impact of your call center on customer service a certain way measure the impact of your customer community on customer service the exact same way. If you measure product innovation in a certain way, measure the impact of your community and product innovation in the exact same way. Don’t try to come up with other metrics right now. Stay mainstream lay it down the line you can come up with other metrics.

Another thing is you just try to get in your understanding of the lurkers and especially the active lurkers in your community because that is the largest active group within your community right. If I am going to the Lenovo customer support community because I have brought my computer I have find a solution to it but I don’t contribute anything back to the community its still a benefit to the community or to the community efforts because I’m going to be happy to find my solution and I’m going to be bugging more but Lenovo having a great community. Or if I see that you put some comments on there that I am interested I might call you and so use different channel to reach you, than the public channel right. A community is a tribe - is a group of people. They sometimes hang out in search and sometimes they hang out into in smaller groups in a bar. That’s what it is and the same is happening in all our communities you have to think about that. And then try to think about all of your employees to engage even with your customers facing processes, it is just like Best Buy did. And start thinking about the different types of – different types of talents that you might want to have for your – for your organization and then this is the list of smaller questions that you know a lot of people should ask themselves that they as they are getting into it. I am not going to go through it, the slides are going to be available on slideshare and I want to leave some question.

Let I am going to give you one, one more I am going to give you one little commercial which is, if you want to learn more, we are starting Hyper Social Mini-Summits, which are going to be a very long brainstorming sessions with Ed and I and some practitioners. So we are having you know executives from Fortune 100 companies, who are going to be joining us and brainstorm with us, and we are also having academics, they are going to be joining us. And so the first point is going to be September 30, at Columbia Faculty House and the second one is going to be at the Harvard Faculty Club here in Cambridge Massachusetts on October 5. And yes they are going to be I think great sessions so they are limited to 50 people, so we still have some spots that if you enter it that you know you might want to join us there.

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