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Engaging a community has typically meant creating and polishing a message that will result in an action. And you push, nay, SHOUT it out. And if they didn’t hear it and act on it the first time, you shout it again, with greater frequency and greater reach. Worst of all, you can’t see the people behind these messages. It’s been so crafted and controlled, that the people are beaten out of them. Worse, when they are shouting they can’t listen. Here’s an example.
He’s a musician, Canadian from Halifax, and generally, a pretty reasonable and nice guy. After a year, he was fed up. So what does a rational musician do? Write a song about it. And make a video of it.
http://www.youtube.com/watch?v=5YGc4zOqozo Musician Dave Carroll from Halifax had his guitars damaged on a flight from Halifax to Chicago. United lost control of this situation.
When you think of social technologies, you often think about these buzzwords. But that’s not what is important. What is important is relationships and the connections that are made with them. But there’s an upside, if you know how to tap into the power of the Groundswell. Here’s the secret. It’s about the relationships
The key is to focus on the relationships and connections that are enabled, not the technologies. Think about the kind of relationship that you want. Do you want it to be short term and transaction, or long-term and intimate? To help you think about this, I have a simple idea.
Question: get at the central questions that drive your members and communities. Pay attention not only to what they blog about, but what they react to, and what that tells you about their priorities. It’s not enough to just listen. How will you create a learning organization?
Source: Screenshot taken from demonstration
Comcast is a cable provider in the US, and they have a reputation for poor service. They use Twitter to talk with people who are having problems. I used this site and Frank took great care of me. He is changing the face of Comcast, one tweet at a time.
Starbucks has a site where people can make suggestions on how they should improve. The key difference is that the suggestions are public, and people can vote for their favorite suggestions. Here’s an example of automatic ordering. Note that there is a status update here “Under Review”.
Getting started “ We don’t
have the time, money, or people.” “ People will abuse it.” “ Our executives/investors are short-term focused.” “ IT/Legal won’t let us.” “ I’m afraid of losing control.” What’s stopping you?
Example “micro” metrics Goal Metric
Value Learn # of customer feedback Impact of faster, better insights Dialog # of comments # of referrals Greater loyalty Faster, more closes Help # of issues addressed Increased satisfaction Innovate # of implemented ideas Faster development
Higher order metrics to consider
How likely are you to recommend this to someone you know? Net Promoter Score Lifetime revenue Cost of acquisition Cost of retention Customer referral value (CRV) Lifetime Value
Summary <ul><li>Focus on the relationships,
not the technologies </li></ul><ul><li>Start by learning from the conversations </li></ul><ul><li>Prepare to let go … </li></ul><ul><ul><li>… of the control you never had </li></ul></ul>