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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