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Building a community

Rick Mans - Social Media Evangelist

2009 Rick Mans Capgemini

•Communities are already there•The only thing you can do is help them better•Communities are groups of people that:

•Have a common purpose•Have a motivation to interact•Have time to interact•Have shared experiences

•Communities are participating on a platform they choose

You cannot create a community

What you can do

A community is not just a list of members and debates!


Communities are part of human nature…

We were born to unite with our fellow men, and to join in community with the human race.

Cicero

A community is like a ship; everyone ought to be prepared to take the helm.

Henrik Ibsen

It is vain to talk of the interest of the community, without understanding what is the interest of the individual

Jeremy Bentham


…and part of Capgemini’s Technovision

Real-time Integrated Business Intelligence

Real-time Integrated Business Intelligence

Mastered Data Management

Mastered Data Management

Google-ficationGoogle-fication

Mash-up Applications

Mash-up Applications

iPodificationiPodification

Role Based User Portals

Role Based User Portals

Rich Internet Applications

Rich Internet Applications

Software as a Service

Software as a Service

Packaged Sector /Segment Solutions

Packaged Sector /Segment Solutions

Real-TimeBusinessProcessControl

Real-TimeBusinessProcessControl Composit

e Applications

Composite Applications

Jericho Style Security

Jericho Style Security

Sensing NetworksSensing Networks

Utility Business Infra-structure

Utility Business Infra-structure

Smart Business Networks

Smart Business Networks

Social Collaboration Tools /Wikinomics

Social Collaboration Tools /Wikinomics

Free Agents Nation

Free Agents Nation

Mashup applications

Mashup applications

iPodificationiPodification

Role-based user portals

Role-based user portals

Rich Internet applications

Rich Internet applications

Smart business networks

Smart business networks Social

collaboration tools /Wikinomics

Social collaboration tools /Wikinomics

Free agents nation

Free agents nation

Real-timebusinessprocesscontrol

Real-timebusinessprocesscontrol Composit

e applications

Composite applications

Real-time integrated business intelligence

Real-time integrated business intelligence

Mastered data management

Mastered data management

Google-ficationGoogle-fication

Packaged sector /segment solutions

Packaged sector /segment solutions

Software-as-a-service

Software-as-a-service

Sensing networksSensing networks

Jericho style security

Jericho style security

Utility business infra-structure

Utility business infra-structure

Key technology building blocks


Communties are mentioned in these building blocks

Social collaboration tools / Wiki-nomics

Free agents nation

Smart business networks

• Organizations and individuals in a continuous cycle of learning, creating and collaborating

• Creating additional value through business innovation with markets, players and consumers constantly shifting position

• Global ‘open’ markets where information on available products and vendors vastly increases the competition compared to the levels of existing localized ‘closed’ markets

From Transaction to Interaction


From Content to People, the Technology Side is there…

Publishing is complex and limited to few traditional

media and online merchants

Value is created by aggregating

content (portals)Easy publication for

all Value is generated by tools allowing to publish easily

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•Web 1.0 is an electronic version of existing content

•Value is generated by aggregating content within

portals

•Publishing technologies are complex and slow to implement

Web 2.0 is an interactive collaborative environment Blogs (e.g., Dell hell, You Tube,

Flicker)

Wikis (e.g., Wikipedia)

Mash-up (e.g., iGoogle, RSS feeds etc.)

Hosted service (e.g., Google spreadsheets, Ikea bathroom designer)

Social Networking website (e.g., Facebook, My space etc.)

Traditional media

Alternative media

blogs

Google search

Flicker

Wikipedia

Gmail

netvibes

Web 1.0 Web 2.0


From outsider to evangelist


Get to the outsiders

1. Set your goals2. Identify who your members can be

a. Identify the drivers of the members

b. How technical are they?c. Where are they already?

3. Choose a platform4. Start promoting it (not once, but

continuously)

Actionable steps

Set goals and identify members


Make outsiders viewers and visiting fans

1. Create valuable content2. Add value based on the identified

drivers3. Promote your content (continuously)4. Continue promoting the platform (not

once, but continuously)5. Start solving real world tasks for your

members

Actionable steps

Catch the attention


Make passive members active members

1. Provide methods for interactiona. With youb. With each other

2. Enable co creation3. Adapt your processes so you can

handle co creation4. Solve real world tasks for your

members5. Continue promoting the content6. Continue promoting the platform

Actionable steps

Interact


Make active members passionate members

1. Enable co creation2. Adapt your processes so you can

handle co creation3. Let them promote the community,

content and platform4. Continue promoting the content5. Continue promoting the platform

Actionable steps

Create success


Remember

• The phases of members is not a lineair process• There is still an ‘offline’ world, paper but also email are

great ways to promote your platform. Do not ignore ‘older’ media

• Building a community will take time (a vivid community cost approximately 9 months to build, most enterprises already stop after 6 months...)

• You really need a community manager• Leading by example is the only way to build a

community• You should not be afraid to fail• Focus is important, not only on your goals, but also on

the goals of the members

Keep in mind that …

Failing fast and quickly is sometimes of tremendous benefit. Failure can be informative and serve to create longer lasting success; it’s synonymous with risk taking and experimenting. Also, the public is often forgiving of failure if it’s in the execution of a worthy principle.


Platforms

• Internal vs external hosted solutions• Existing platform• Create a new platform• Private vs public platforms

What are the possibilities

Lotus Connections Sharepoint

Almost an endless choice in platforms you can use (intern, extern, public, private)


Lego factory

• Lego had traditionally been surrounded by a highly active constellation of Lego User Groups - fan communities comprising of both adult and young members

• These groups maintained large online presence; operated independently of the company; exchanged and showed creative toy designs and models amongst themselves

• Lego needed to move out of closed proprietary mode and adapt a participative strategy for customer interaction, which would utilize existing user creativity in product design

BACKGROUND

• Lego launched the Lego Factory (http://factory.lego.com) – an online model of engagement for potential and existing Lego users, which allows users to design, share and buy their own customized LEGO models

SOLUTION

• Through the Lego Factory, the company has taken a step further in the evolution of user involvement, building strong brand relationship

• The initiative has created high levels of awareness and interest with the consumers

• The initiative has put Lego a step ahead of competition by moving out of closed proprietary content mode and involving fresh ideas from consumers and community for New Product Development

BENEFITS

THE LEGO FACTORY WEBSITE

- Users interested in custom-designing their own Lego models have to download and install the ‘Lego Digital Designer’ –

- In the designer, the user can drag and drop to create a virtual toy design

- Once the user has created a design, he can upload the same to the online gallery

- Lego approves all designs before they are added to the online gallery, to filter out models for appropriateness for all age groups

- Designer users can then order the bricks needed to make their model, and also customize their own box for the model

- Other users on the site can buy uploaded designs in the gallery, and will receive both the bricks for the model as well as the building instructions

http://factory.lego.com/


P&G connect + Develop

• As P&G grew to a $70 billion enterprise, the global innovation model it devised in the 1980s was yielding shrinking success rates

• Their R&D productivity had leveled off, and innovation success rate had stagnated at about 35%, whereas innovation costs were climbing faster than top-line

• While P&G owned a 7500+ strong R&D team, it realized that viable product innovation was increasingly being done externally at small and midsize entrepreneurial companies

BACKGROUND

• More than 35% of P&G’s new products have elements that originated from outside P&G, up from about 15% in 2000

• R&D productivity increased by nearly 60%• R&D investment as a percentage of sales is down

from 4.8% in 2000 to 3.4% in 2006• P&G’s average two-month cycle of generating

physical prototypes and testing them with consumers has reduced to around 24 to 48 hours

BENEFITS

• P&G launched the ‘Connect + Develop’ initiative, tapping into a global innovation network comprising of a host of sources, right from independent innovators to virtual innovator networks such as InnoCentive

• Having a clear sense of consumers' needs, the company identifies promising ideas throughout this network and applies its own R&D, manufacturing, marketing, and purchasing capabilities to them to enhance the rate of innovation

SOLUTION

P&G’s Global Innovation Network

P&G CONNECT + DEVELOP

P&G identifies top 10 customer

needs

P&G converts them into ‘science problems and sends into the network

P&G’s 7500+ R&D team work on solutions

suggested and with internal communities

INNOVATIONS In Areas Of Packaging, Design, Marketing Models, Research Methods, Engineering, Technology, Etc


Nivea

• Nivea, a global leading skincare brand, wanted to transform the customer’s view of the company and its brand from being ‘skincare-focused’ to ‘beauty-focused’ and also wanted to increase presence in emerging economies

• In this direction, the company had launched the ‘Beauty Is’ campaign at a global level, which included:

- A complete revamp of both the global as well as regional websites

- Regional websites to be a one-stop shop for all aspects of beauty and includes news, lifestyle advice, offers, competitions and video podcasts

• While the campaign used a variety of channels including on and offline publications, email and advertising; the company was looking for a reliable way to drive consumers to the revamped website

BACKGROUND• As the mainstay of its ‘Beauty Is’ campaign, NIVEA launched a

desktop application called Ticker, in collaboration with Skinkers• Built on Skinkers information broadcast technology, Ticker is a

downloadable, opted-in application that pushes interactive content directly to the desktop

• Messages sent via the Ticker to the desktop include news, beauty tips, competitions, video podcasts and questionnaires, with the objective of all messages being to drive consumers to the revamped NIVEA website

SOLUTION

• By utilising the desktop as a communication channel, the company does not need to wait for customers to identify and open emails or remember to visit their website

• The Ticker provides constant exposure to Nivea’s globally unified experience with a consistent message across its product range, building customer trust in the brand

• Post-launch of the ‘Beauty Is’ campaign, the Germany-based company has benefited from high sales in emerging markets such as Eastern Europe, Latin America and Asia

BENEFITS

Users are asked to upload a photo on the site which depicts their idea of what

‘Beauty Is’; the entire collection of photos is also

displayed on Ticker

The company regularly publishes beauty and

wellbeing related video podcasts on its website; notifications of the same are pushed to the user

through Ticker


Nike+, in collaboration with Apple

Nike wanted to create an immediately resonant experience for a broad target market, from marathoners to fitness joggers

Nike+ was born as a multi-channel, multi-sensory marriage of Nike and Apple technologies

Nike+ provides a robust platform of virtual racing, progress tracking, motivational goals and stories, global community comparison tools

BACKGROUND

SOLUTION

1

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HEAR YOU RUN…

SEE YOU RUN…

CONNECT AND CHALLENGE

Sensor in the shoe helps the runner hear through the iPod, the details about pace, time, distance and calories burned

On docking and synchronizing the iPod, Nike+ software loads the workout statistics to their website where the user will be able to track his/her workout progress

Run data can be used to track progress, set goals, motivate runners. win rewards and challenge pals or all Nike+ users

Widgets for setting challenges, goals…

Blog facility for Nike+ users

Link to purchase Nike+ kit and other Nike gear

CUSTOMER CENTRICITY THROUGH BETTER INTERACTION

USING WEB 2.0

Nike+ is a unique way to engage with and promote higher levels of brand identity amongst Nike users

Delivers increased value to Nike users through a unique way of collaborating

Engages current and prospective Nike users with uninterrupted and targeted advertising

20% reduction in ad budgets as Nike is moving towards developing its own media network through such technological endeavors

BENEFITS

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.. And there is more

Peer to peer networking

RSS

Blogging

• Really Simple Syndication allows people to subscribe to online distributions of news, blogs, podcasts or other information

• While banks and financial institutions are usually slow to adopt new technology, that is not the case with RSS adoption.

• Examples: Federal Reserve use RSS to communicate bank rate changes, Long and Foster’s customers receive mortgage rates via RSS1

• P2P is a technique for efficiently sharing files either over the internet or within a closed set of users. P2P distributes files across many machines, often those of the users themselves.

• Examples: Skype, Freenet, Spotify

• Blogs are online journals or diaries hosted on a Website and often distributed to other sites through readers using RSS

• Examples: Libris Kungliga Biblioteket has a blog continuously reporting about news and projects, Pfizer has a CSR (corporate social responsibility) blog

Collective intelligence

• Refers to any system that attempts to tap the expertise of a group than an individual to make decisions. Technologies that contribute to collective intelligence include collaborative publishing and common databases for sharing knowledge

• Examples: Companies like BootB and DesignBay are using collective intelligence in order to bypass traditional marketing and creative agencies

Wikis

• Wikis such as Wikipedia are systems for collaborative publishing. They allow many authors to contribute to an online document or discussion.

• Examples: Dell uses Wiki in their call centre and it has helped in reducing the number off clicks from 20 to 4 and decreased the average call time by 10-20%Mash-ups

• Mash - ups are aggregations of content from different online sources to create a new serviceo

• Rather than build customized IT systems with hard-wired integration, Web 2.0 can enable mash-ups of existing Web services and data to do the job at lower cost and effort

• Large companies often conceal their usage of mash-ups since it provides significant competitive advantage

• Examples: Google Map was one of the first applications using mash-upsSocial networking

• Refers to systems that allow members of a specific site to learn about other members skills, talents, knowledge or preferences.

• Examples: ABSOUT has a page on Facebook entitled Top Bartender, Ernst&Young utilizes Facebook career page for hiring

http://www.pfizer.com/home/

http://maps.google.se/maps

http://www.ey.com/SE/SV/Home

http://www.federalreserve.gov/newsevents/recentactions.htm

http://www.designbay.com/


The online channel develops fast and what yesterday was a “Differentiator” may today be a “Must have”

Joined up customer service, products and range

Returns in any channel

Instant online availability

Single view of customer throughout the sales journey

Consumer Reviews

Click and Collect

Personalised offers

Online Communities

Online apps/hosted services

RSS

Personalised landing page

Personalised products/ranges

Viral Marketing

Use of social networking sites

Customer product/range design

Virtual Worlds

Must have

Becoming the norm

Differentiators

Contact details

Rick [email protected] http://twitter.com/rickmanshttp://www.linkedin.com/in/rickmans

mailto:[email protected]

http://twitter.com/rickmans

http://www.linkedin.com/in/rickmans

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