Communities that Connect & ThriveCommunities that Connect & ThriveCreating the Right Mix of Purpose, Passion, People, Platforms

Francois Gossieaux and Lois Kelly

AGENDA, maybe

1 Meet the teams + agreements1. Meet the teams + agreements

2. Context: what community means

3. 2008 Tribalization of Business Study + best/worst practices

4. Team community development: 3 options

5 Burning down the obstacles5. Burning down the obstacles

6. Wrap + 3 take aways

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Community/group you loved…Community/group you loved…what made it great?

Write it down; share with your group

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2008 Tribalization of Business Study + Best Practices

Review the highlights of the 2008 Tribalization Of Business Study with case d b d b lstudy-based best practice analysis

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Agenda

Highlights: 2008 Tribalization of Business Study

Major takeaways

Case study-based analysis of best practices

How do you get going?o do you get go g

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2008 Tribalization of Business Study was sponsored by Deloitte, Beeline Labs and the Society For New Communications Research

What’s this tribal thing all about?

Tribalism is the very first social system that human beings ever lived in, and it has lasted much longer than any other kind of society to date. g y y

(Wikipedia)

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Motivations allowing this to work

People want to connect with peoplePeople want to connect with people

People want to help and be helped

People operate either in a social framework or a market frameworko a a et a e o

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Understanding the driving forces of communities

THE MORE CONTENT YOU HAVE THE MORE MEMBERS YOU WILL GET.

THE MORE MEMBERS YOU HAVE THE MORE CONTENT YOU WILL GETTHE MORE MEMBERS YOU HAVE THE MORE CONTENT YOU WILL GET.

THE BETTER YOU MATCH CONTENT AND MEMBERS TO MEMBER PROFILES THE MOREMEMBERS AND CONTENT YOU WILL GET.

THE EASIER IT IS TO DO TRANSACTIONS THE MORE MEMBERS YOU WILL ATTRACT.

Those pillars create the dynamics of increasing returns which help

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communities deliver GAME CHANGING results

TOP USAGE SCENARIOS:

Customer serviceId ti

New Product Development

Idea generationAmplifying Word of MouthCo‐innovation

Market research Developer relations

Reputation management Product testing

CANARY IN THE COALMINE

Employee communications

Public relationsLONG TAIL SALES

General Marketing

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Who’s in charge?

Sales

Employee communications Product development

MARKETINGPublic Relations

IT

R&D

Customer serviceFinance

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Major takeaway #1

Communities deliver game-changing results

Communities can increase revenue per pcustomer dramatically – i.e., 50%Communities will increase product introduction success ratiosCommunities amplify everything you do –increasing effectiveness and decreasing costs

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Major takeaway #2

The rise of the CMO 2.0

Communities should be an important part of p pthe CMO’s toolset(but for many large companies – there is an under-investment and scale problem)Communities should evolve the role of theCommunities should evolve the role of the CMO into Chief Customer Officer (but that will require drastic changes in attitude and approach to marketing)If done properly, communities will transform the way marketing works(reduced costs, improved effectiveness, new opportunities)pp )

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Major takeaway #3

The need for new management thinking

Mismatch between community goals and y gassociated investmentsMajor gaps between community goals and what is being measuredCommunities have to combine with major talent initiativesCommunities will transform most business processesprocesses

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Major takeaway #3.5

The worst practices enjoy wide adoption

The build it and they will come (again) fallacyy ( g ) yThe let’s keep it small so it doesn’t move the needle phenomenonThe not invented here syndrome

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Case-study-based lessons learned

Creating a Great Marketing Program vs. a Movement

Wal-Mart vs. Fiskateers

Scalability issues with community-based programs

Bank of America

How many communities can you belong to?

A review of the Small Business focused communities

Thinking out of the box

The Tivo communityThe Eli Lily oncology drug communityThe Eli Lily oncology drug community

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Interesting case studies

Wal-Mart Stores 11 Moms

Community for sharing money saving tips via video clipsIndependent community – not required to be Wal-Mart shoppers and can write about other dealscan write about other deals10 best clips get $6,000 in groceries11 Moms are being invited to Bentonville for a company tour andBentonville for a company tour and for a meeting with the CEODone in partnership:

Joint partnership with FlipJoint partnership with Flip

Joint partnership with YouTube

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Successful case studies

Fiskars – the fiskateers program

3 original ambassadorsGoal to recruit 250 additional ambassadors in 6 months – achieved that in 48 hours and reached 5000 Fiskateers in 18 monthsFiskateers in 18 months.Goal to increase chatter by 10% –instead increased by 600%Goal to increase sales by 10% -Goal to increase sales by 10% instead increased by 300%Community provided a huge support base when they ran into a PR nightmareProgram, which is now the main marketing engine is now fully funded by the big box stores

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What’s the big difference between those programs?

A Successful A Successful ScrapbookingA Successful

MARKETING PROGRAM(will need continuous attention)

A Successful Scrapbooking

MOVEMENT(Going by itself)

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Many communities have scalability issues

Bank of America

<20,000 members,BoA has more than 10M small business usersScaling business by 0.5% = 500,000 new accountsNew SB account is worth $100 to BoA through referral feesfees500K accounts = $50M This does not scale!

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How many communities can you belong to?

Dozens of Small Business Communities

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Thinking out of the box

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How do you get started?

S A MSimple Aggressive MeasuredSimple Aggressive Measured

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How do you really get started?

S A MStrategize Activate ManageStrategize Activate Manage

-to-scalescale

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Design a community

1. Software company: aerospace engineers

2. Regional theater: ticket buyers, donors

3. Toy company: consumers

What’s appeal? Value?What goes on?

What keeps people coming back?What keeps people coming back?What’s the name?

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Burning down the obstacles

Where should we start?

Strategy: Opportunity RoadmapExternal research/trends. Strategic intent & alignment. Ideation & hypothesis.

ActivationActivationPurpose validation/research. People. Activities/content. Technology platform/tools. Policies. Measures. Launch plan.

Managing to scaleFacilitation. Education/training. Sense & respond. Measure and fund success.Facilitation. Education/training. Sense & respond. Measure and fund success.

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Obstacle #1: What’s the business value?

More McKinsey, less McCann y,

• Show the data & trends, examples

• Be frank about readiness, risks

• Frame the value to business functionl i tigoals, aspirations

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Where can you inject social media principles into existing business functions?

Publicrelations

Sales Customerirelations service

Activate change:Activate change:Empower processesEmpower processes

Talentrecruitment Market

Research

ProductEmployee

communicationsTraining

Productinnovation

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Value: What’s the right monthly “report”?

1 What we’ve learned relevant to business:

Brevity!“So what”

1. What we ve learned relevant to business:Stories, anecdotes, ideas

2. Movement, adoption: #s

3. Stats used to measure function • Customer satisfaction: Net Promoter change• Sales: Increase # transactions, revenue,• Insights: new ideas• Customer service: reduced call center calls• Lead gen: downloads• PR: sentiment changeg• Employee Comm: informed/access/being heard

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Obstacle #2: Appealing to all of our customers, prospects“The most potent tribes are built in the interstices, in the margins, on the fringes.”

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Rob Kozinets, “E-Tribalized Marketing?” The Strategic Implications of Virtual Communities of Consumption”

Questions to get at likely appeal

• How much do people care about this topic/issue? Why?• How much do people care about this topic/issue? Why?

• On a scale of 1-10 how passionate are people about getting and giving help?giving help?

•Why would people prefer to connecting with people like them vs.“official channels”?

• Are there ”fringe” topics, groups that are underserved?

• What business value is there be for us to be associated with this issue?

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Obstacle #3: Fear of failure, “newness”

Fail fast and cheap(er)Do right researchSimple technologyFail fast and cheap(er). Simple technologySense & respondStop a dud fast

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Obstacle #4: Whose job is it anyhow?

Part of the function, not separate silo, p

Community manager skills

Functional expertiseCommunicationsNetworkingContentContentAnalyticalStrategygyEmpathy

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Obstacle #5: What if we build it and no one comes?

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“The number of people who are willing to start something is smaller much smaller than

AdvocatesContentsmaller, much smaller, than

the number of people who are willing to contribute once

l

Co te tUGCFacilitationChoicessomeone else starts

something.”Here Comes Everybody, Clay Shirky

Choices

Here Comes Everybody, Clay Shirky

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Obstacle #6: What’s the right technology platform?

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Questions to think about

• What experience are you trying to create? What functionality do you absolutely have to y y yhave to make it work?

• Are there two types of profiling capabilities?• Declared/what I’m telling you about my self• Dynamic profiling, recommendations based on behavior

• Don’t’ buy it.

• Widgets or “platform.” g p

• Put product develop “guy” on team -- not just marketing professionals.

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Wrapping up morning

What we’ve learned…

Social movement & tribal behavior vs. “channel” or program

Part of business strategy, function g

Content, activity matters more than technology

Research well, then go fast and simpleResearch well, then go fast and simple

Your 3 takeaways

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