Our @wiwo-column just went online:
"Ein Marketing mit erdrückendem Korsett aus starren Strukturen, Prozessen und Ritualen passt nicht mehr in die heutige Zeit.
Das Marketing benötigt das 'Start-up-Gen', um zu neuem Leben zu erwachen."
Please read the full post at Wirtschaftswoche.
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(L/M NET: the blogged experience & expertise of some of the best minds in Innovation, Brand Engagement, Communication Agility:
Tom - Tim - Konstantin - Helge - Drew - Charles - Anthony - Adrian)
I constantly run across blog posts, emails, and spam comments on the blog that promise to tell you the perfect strategy for getting a higher PageRank for your website, or more twitter followers, or a higher Klout score.
And the problem with all of these strategies is that they are faulty. They might results in a higher PageRank, or more twitter followers, or a higher Klout score, but they don’t have any effect at all on what really matters: impact.
And the fact that these “strategies” don’t change your impact is a big problem.
But unlike all of these scam artists, I actually do have the best social media strategy of all time. And because I’m a nice guy, I’m doing to give it to you for free.
Ready?
Here it is:
Do awesome work.
If you do awesome work, it doesn’t matter what keywords you use in the meta tags. People will respond to it.
If you do awesome work, it doesn’t matter what time you tweet about it. People will find it.
Here are the principles of the Do Awesome Work strategy:
You are much better off with a modest number of followers and so-so search results, but with great content. Because then people will engage with it, and you will have impact – and that’s what really matters.
Why can I give this idea away for free? Because the simple fact of the matter is that most people aren’t willing to put in the effort – they want the shortcut.
And that doesn’t do any of us any good.
I want you to do awesome work. Because then I can read it, and be inspired. And I can think about it, and build on it. And if we’re lucky, maybe we can do some awesome work together
So please, follow the best social media strategy of all time:
Do awesome work.
(ralf says:
Do Start Today!)
Tim is a lecturer at The University of Queensland Business School. He researches, writes, teaches and consults on topics relating to effective innovation management, with an emphasis on studying innovation networks. He blogs at The Innovation Leadership Network. Twitter: @timkastelle
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Via bastardette.
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Via jesuisperdu.
"[According to the Telegraph newspaper, tech giant Apple have just filed for patents which could result in some massive technological advances. From the looks of it, the patents will allow Apple devices to be powered by hydrogen, meaning they could go for weeks without charging. Named “Fuel Cell System to Power a Portable Computing Device” and “Fuel Cell System Coupled to a Portable Computing Device”, these patents are essentially the same technology used by satellites to remain charged and powered. Apple released the below statement with the filings:
“Our country’s continuing reliance on fossil fuels has forced our government to maintain complicated political and military relationships with unstable governments in the Middle East, and has also exposed our coastlines and our citizens to the associated hazards of offshore drilling.]
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(L/M NET: the blogged experience & expertise of some of the best minds in Innovation, Brand Engagement, Communication Agility:
Tom - Tim - Konstantin - Helge - Drew - Charles - Anthony - Adrian)
While doing homework for another article, I ran across a recent study by IBM called “From Stretched to Strengthened” that offers insights into the challenges facing CMO’s around the world. The study is well worth reading, especially if you are a CMO, and stresses a number of important themes including the needs to:
After reading the study, I reached out to IBM with some follow up questions and got in touch with Yuchan Lee, General Manager of IBM’s Enterprise Marketing Management business. I think you will agree that Mr. Lee has smart things to say about measuring ROI, using social media for research, the importance of having a clear “corporate character” and finally, the need to think long-term when it comes to customer relationship building.
DN: Is ROI the right metric for CMOs or just one of many important metrics?
It is the most important, as reflected by our CMO Study. Other than a metric based on reflecting customer up-take (e.g., revenue, satisfaction level), which most companies already measure, marketing ROI is essentially the highest level scorecard for an organization’s ability to efficiently and effectively allocate its resource to hit marketing goals.
DN: Why do you think so many CMOs struggle to demonstrate ROI?
The heart of the challenge is the nature to which marketing activities influence buying behavior, and how behavior manifest itself over time. Measuring ROI in marketing involves sifting through tons of noise in the data to connect all the pieces of evidence that influenced the purchase behavior. This is an inexact, statistically-based science that, until recently, was too hard to tackle.
DN: Why do you think marketers have been so slow to embrace research via social channels? (i.e. only 14% mine blogs)
Before a company embraces a social channel, it must first believe it has to. This requires a shift in strategy based on the realization that consumers are more in control and the company is losing its grip on branding. In my experience, this shift is scary to many companies and many are slow to realize it and to turn this realization into action. Furthermore, even if one is ready to take action, the newness of engaging social networks makes it challenging to know where to begin.
DN: Why should marketers expand their research horizons beyond traditional channels to things like blogs?
We believe traditional marketers need to expand not just research but all areas of market and customer engagement as well as demand generation to the social channels. That’s where the center of influence for purchase decisions is and will continue to be. That’s where detailed, real-time, and unfiltered market feedback data can be best gathered and analyzed, and ultimately where the brand of a company will truly be reflected in the future (if not already!).
DN: What’s in it for the more proactive marketers who are mining new digital data sources?
Additional data, if incorporated properly, allows a company to know what is relevant to its customers — potentially down to the individual customer level. We believe the ability of a company to deliver relevant communication in sales/marketing/services is the basic ingredient to a successful customer relationship and a prerequisite to staying in business.
DN: A lot of marketers pay lip-service to their corporate values. Will developing a clear ‘corporate character’ really deliver competitive advantage?
Having clarity on a company’s corporate character is a necessary but not sufficient element of success. It must be followed by execution by the organization, every day, delivering a consistent customer experience that is aligned with the corporate character. The true reflection of the corporate character will come out quickly, most likely in social media.
DN: Your report emphasizes the need to “foster lasting connections.” Is this goal in conflict with the typically pressing need to deliver short-term revenue?
No. In our experience, being relevant and adding value to the customer in every communication and interaction is the common denominator for forging a lasting connection with the customer AND the ability to drive successful short-term revenue. After all, long-term success is made up of series of short term successes!
(ralf says: What I have to say you'll find there: Marketingleiters eindrucksvolle Bankrotterklärung. In German, sorry.)
Drew is the CEO of Renegade, the digital & guerrilla marketing agency from New York City that helps clients make more out of less by transforming communications into "Marketing as Service." Twitter: @DrewNeisser
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Of course - and especially during these darker days - it is very tempting to become more streamlined than ever to save your resources for later ...
But what 'later' if you stop innovating now. There will be no 'later'. There will be even more lay-offs, more restructuring, more consolidation.
More than once you transformed your product into a range, transformed the range by adding even more taste flankers, transformed the flankers into oh so different target groups. Weakened your product's quality by replacing the more expensive ingredients, calling it a major upgrade.
And you paid the price. Diluted your product's benefit(s), diluted your brand's image, destroyed your price advantage, literally killed your premium positioning within your traditional target group and beyond.
You still call that innovation. It ain't.
Wake up. You cannot trade innovation for transformation. And - in case you never innovated in your career - you cannot stay with transformation for your brand's life. This will end it soon.
Start breaking the Rules now!
Innovate!
Become a Spark!
Change the Game!
Leave a Mark!
Or your brand will die!
Addendum
Suggesting (to Lyss in the comments below) to read a closely related post reminded me to add it directly here: Why do we stop Living at the Age of 5?.
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"[T]he products, not the profits, were the motivation. ... It's a subtle difference, but it ends up meaning everything." - Steve Jobs
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(Note: This is a cross post with my distinctive leadership blog)
We just founded The Third Club!
Get to know more about it here (ya, it's German).
(Polaroid by Douglas Wilson > available here)
At the moment we are 12 brave wo/men - but want to allure all brave wo/men out there! Just to give you a very small hint on what we are talking about please inhale the following list.
(Yeah, I know, some 20.000+ great people are not on that list.
But you do know: there is no definitive list of great people.)
This is not about names. The personalities beyond them will give you a pretty good picture what I am talking about. They are the wild-card characters of entrepreneurial personalities and spirit, of motivation, engagement, and dedication I would love to see @TheThirdClub:
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"1. If you aren’t getting rejected on a daily basis, your goals aren’t ambitious enough
..."2. Don’t climb the wrong hill
...""3. The next big thing will start out looking like a toy
...""4. Predicting the future of the Internet is easy: anything it hasn’t yet dramatically transformed, it will.
...""So my advice is:
1) get rejected more
2) climb the right hill
3) create an amazing toy
4) grow that toy into something big that transforms an important industry"
Via youmightfindyourself.
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"Jobs is ahead of his time in other ways too: He has taught his entire organization to play in the span of product generations rather than product introductions.
Apple designers say that now, each design they create has to be presented alongside a mock-up of how that design might evolve in the second or third generation.
That should ensure Apple’s continued success for a long time, aided, of course, by the tremendous momentum that Jobs’s leadership has provided the company."
Via.
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Steve Jobs
1955-2011
"The people
who are crazy enough to think
they can change the world,
are the ones who do."
Think Different, via CTurlington.
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(L/M NET: the blogged experience & expertise of some of the best minds in Innovation, Brand Engagement, Communication Agility:
Tom - Tim - Konstantin - Helge - Drew - Charles - Anthony - Adrian)
If we’re trying to innovate, our job is to invent the future. That’s why I was struck by this quote from Ray Kurzweil from a few years ago:
I’m an inventor, and I started looking at long-term trends because an invention has to make sense in the world in which it was finished, not the world in which it started.
This short quote hits on several important points:
In reality, we probably need to undertake a combination of all of these techniques. And just as importantly, we have to combine thinking about the future with a culture of experimentation. It’s experimenting that ensures that we are finding ideas that will actually work.
Our job is to invent the future, and to do that, first we have to formulate a good idea of what the future should be.
(ralf says:
It often also makes sense to look at 3 groups of people: 01 kids, and what they love to do - 02 most admired companies - like Apple, Google, Twitter - of the world, and where they are heading - 03 politicians, and what they are prohibiting. This will give you a multi-dimensional picture of the future.
You just have to be better than that.)
Tim is a lecturer at The University of Queensland Business School. He researches, writes, teaches and consults on topics relating to effective innovation management, with an emphasis on studying innovation networks. He blogs at The Innovation Leadership Network. Twitter: @timkastelle
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The Mercedes brand and Daimler corporation celebrate "125! years of innovation". But I judge those 125 years as 125 years of more or less INCREMENTAL innovation.
Why? Think about the invention of the engine and car itself: a breakthrough. But after that? 125 years later we still sit behind a wheel, behind a polluting engine, above 4 wheels. All automobile companies just changed (not even optimized) each oh so small bit of the original car. Still running on fossile fuel, killing people, polluting the environment, causing jams.
Of course, there is no great resemblance between the mother of all cars and its latest newborn.
But is that an achievement to be truly proud of? After 125 years? Heated side windows? A rear-drive camera (because today's cars are too bulky to be handled without these implants)?
Of course: Everybody is building the best car they ever have. But: What else? A poorer car every year? Come on!
And now think about the Mercedes A-Class, B-, C-, E-, S-, SL, SLK, G-, M-Class and Smart: Seeing all these models and strategies I do see more than 1000 YEARS OF INCREMENTAL INNOVATION.
After all these models, strategies, and years we still haven't transcended the car into mobility.
"They all do not answer the coming challenges of climate change, air pollution, traffic congestion in the world's metropolises.
They all do not deliver satisfying answers to human's new individuality, independence, and impatience."
We still haven't transcended ownership.
We still haven't transcended wheels and streets.
Still haven't transcended the human-driver concept (not even for cargo transportation).
Still haven't transcended petrol.
After 1000 years of development at Daimler. Innovation?
99,9% pure distraction. Advertising. Gimmicks and gadgets. No breakthrough concepts in 125 years, just fashion, incrementals, self-referentiality.
And now: "Mercedes A-Class - The pulse of a new generation!". Seems to be the Generation Golf, or? Hm.
Mercedes, Daimler, come on, there must be more! All you ingenious engineers, you visionary managers, all you board millionaires. Where is your leadership leading us? A Golf with no windows but all wheels?
What will you offer us in another 125 years?
Even Car Sharing, cleverly visionized, will change the history of the automobile much more than the bulk of all that 125year-long trail of incremental innovations.
What's about more courage, more change, more creativity, more true breakthroughs, more inspiration, more leadership!
More disruption, more relevance! More value!
More to be truly proud of!
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(L/M NET: the blogged experience & expertise of some of the best minds in Innovation, Brand Engagement, Communication Agility:
Tom - Tim - Konstantin - Helge - Drew - Charles - Anthony - Adrian)
How Thrillist, PSFK and start-up iFlow are capitalizing on the accelerating need for content curation. (This article first appeared on FastCompany.com)
Barring the invention of a “time turner” like the one Hermione Granger sported in 3rd Harry Potter novel, most of us will never have enough time to consume the information we might otherwise want to absorb. There’s simply too much info and too few waking hours. Enter the notion of curation, a relatively new term that is not unlike the editor of old, a trusted person or organization that filters information and aggregates it in an organized fashion for others to enjoy.
According to Steve Rosenbaum, author of Curation Nation, “curation is the new way of organizing the web going forward.” And no doubt he’s right. Curious about why new curators like Thrillist and PSFK were thriving while the traditional publishing world floundered, I spent some time with their respective founders, Ben Lerer and Piers Fawkes. These conversations plus one with Eric Alterman, the founder of a new curation engine called iFlow, revealed four insights that could help you too capitalize on the curation phenomenon.
You can’t curate for everyone, so be targeted
In Brian Solis’s recent tribute on FastCompany.com to Rosenbaum’s book, Solis noted, “the social capital of a curator is earned through qualifying, filtering, and refining relevant content.” The key words here being filtering and relevance, something that Thrillist with its focus on urban males 22-30 has done exceptionally well. Explained Lerer, “we’ve zoned in on a niche group that was previously starved for the kind of information we deliver.”
Thrillist, for the uninitiated, started in 2005 with a newsletter to 600 New Yorkers and is now in 18 markets with 2.5 million subscribers. Added Lerer, “our voice is extremely targeted to a very specific part of the male demographic.” Lerer and his fellow curators of newish nightlife have built a highly profitable business during a time when traditional publishing tanked. This was done, according to Lerer, “by zoning in on a small sector of the population and speaking to them in a voice that they trust.”
It’s not curation without a well-defined focus
The New York Times famous line “All the news that’s fit to print,” made sense when newspapers were the primary source of daily information. Now it seems more like a potential epitaph, as newspaper readership plummets in the face of more focused web-based alternatives. One of the up and coming alternatives is PFSK, which founder Fawkes described as “the go to source for new ideas for creative professionals.”
Founded in 2004, PSFK has grown from a trend-spotting website to a hybrid company that publishes content, creates events and provides consulting services to clients like Nike, Target and BMW. When asked if PSFK was in the curation business, Fawkes affirmed, “yes, our job is to find new ideas and we present them up to 50 times a day.” Reflecting on their focused approach, Fawkes added, “every month a million designers, ad folks, digital entrepreneurs and media mavens get inspired by our content.”
If the curation is good enough, it will [almost] market itself
In the new world of curation, “information becomes currency and the ability to repackage something of interest as compelling, consumable and also [as a] sharable social object is an art,” wrote Brian Solis. This perhaps is the fundamental difference between the old world newspaper and the new world of curators. New world curators can connect and engage with other curators, helping to disseminate information quickly and at little to no cost.
Ben Lerer of Thrillist recalled taking this approach out of necessity since, “one of the stipulations with the money we raised was that we couldn’t spend any of it on marketing.” “So we focused all our energy on building something that people actually liked and would want to pass along to their friends,” explained Lerer. By “putting content first and making sure its written for the guy reading it,” Lerer and his team developed a loyal audience that in turn shared the content and or acted upon it demonstrating they too were in the know.
Human curators beat the algorithms
No matter how you many words you type into Google, you’re not going to find a recommendation you trust without clicking deep into another site. On the other hand, a quick visit to Thrillist and PSFK provides recommendations and ideas that are trustworthy without fail. When discussing the shortcomings of algorithmic curation, serial entrepreneur Eric Alterman explained, “only human curation can deliver real time content… that consumers are actually seeking.”
Seeing an opportunity in the limitations of algorithmic curation combined with the overwhelming flow of content generated via social media, Alterman is just about to launch a new curation platform called iFlow. Alterman believes that iFlow will address the problem of information overload, enabling “efficient curation into highly contextual aggregate streams [that] include all content types.” Given Alterman’s track record of turning ideas into successful companies like KickApps, his hope “to bring the art of content creation to the widest possible audience,” is anything but a pipe dream.
Final Note: While admittedly I’m no longer in Thrillist’s demographic, I became a fan in ‘08 when one of my clients wanted to connect with their readers. Seeing Lerer’s presentation at a recent PSFK event, I was simply blown away by their success in three short years. It was the quality of the presenters at this conference that got me thinking about curation and led to my conversations with Lerer, Fawkes and Alterman (see their respective interviews on TheDrewBlog.com).
(ralf says: Curation is one great way for brands and companies to become media - instead of just eg. collecting friends.
Curation is not as easy as you might think. You will need a distinctive position to inspire people to stay - and share. Curation is as easy and as difficult as building a brand. Curation is brand building!)
Drew is the CEO of Renegade, the digital & guerrilla marketing agency from New York City that helps clients make more out of less by transforming communications into "Marketing as Service." Twitter: @DrewNeisser
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espiekermann: "@leadmarke @ia why shld it be free? Who pays for their time?"
...
leadmarke: "I hereby pledge to buy @iAWriter as soon as I get my MacBook Air".
iA Writer for Mac from Oliver Reichenstein on Vimeo.
More about Writer / Buy the App.
Have a look here, too: iA Writer: Adorable App with an as Beautiful 'Commercial' - just to prove my affection.
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Yes, you got it right, 2(!) dangers: Your fans want to be rewarded, and they want it in an instant, immediately. You trained them to.
And they await even more from you the next time you ask them for a favour. Yes, right, they understand that you ask them for a favour. No, they now do nothing without getting something in return.
You succeeded in creating sweet little doggies, tiny little seals! You turned your fans into circus animals without any individual or free will.
You did so by offering gimmicks and gadgets to win fans, to get a question answered, a tweet sent.
You did not understand Social Media and by that you killed it.
Your agency did not understand Social Media and you both killed it by thinking in reach, monologues, and bribery.
You bought your fans now - why should they do something for you without getting paid in the future? Do you think they are stupid? That they do not learn from your behaviour? That they do not adapt? They are not stupid.
You make them dumb. The dumber you act.
You should offer respect, challenges where people may grow.
You should offer a decent product, a great solution, value.
You should not go for reflexes, but for meaning!
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(L/M NET: the blogged experience & expertise of some of the best minds in Innovation, Brand Engagement, Communication Agility:
Tom - Tim - Konstantin - Helge - Drew - Charles - Anthony - Adrian)
“Brands must be made into ‘media properties’”, announced Unilever CMO Keith Weed a couple months ago. Keith oversees the second largest marketing budget in the world at $3 billion, so his words carry a lot of weight.
Brands are in the midst of recasting themselves as publishers. This shift conjures examples of self-serving advertorials, which were invented in the Mad Men era. Brands bought advertising and drafted articles to look like independently written editorial, like this toupee advertorial from the 1960s:
Today many brands default to the advertorial model when thinking about content marketing. They go into pitch mode, touting their features and benefits, whether on a Facebook page, a blog post, or an email newsletter. Content is treated solely as a means to sell product. They treat their audience as if their audience is captive.
Yet consumers can see through this in a heartbeat. And audiences are no longer captive. For content to be worthwhile, it must be worth sharing. It must have intrinsic value that is broader than the features of the brand.
When I worked at method, we published a book called Squeaky Green, a guide to detoxing a home. The only time the book mentioned the method brand was on the cover and there were no specific method products inside. The entire method book was about the philosophy of keeping a healthy home, including tips on buying a vacuum cleaner or carpets that don’t off-gas, topics without any direct method pitch.
Writing a whole book made sense because method stood for a purpose, not just a brand promise. It stood for a happy, healthy home. That purpose allowed method to write a book that was broader than cleaning products. We later serialized the content from the book in blogs and social media. Creating content worth sharing helped cast method as a trusted editor.
A content strategy is rapidly becoming a more important part of any brand identity. Morgan Spurlock parodies this shift in his new film, The Greatest Movie Ever Sold. His April TED talk is well worth the 20 minute watch, as he makes fun of the world of brand marketing, particularly the evolution to media properties.
(Marketoonist Monday: I’m giving away two signed prints of this week’s cartoon. Just share an insightful comment to this week’s post. I’ll pick one comment from my blog and one comment from Facebook at 5:00 PST on Monday. Thanks!)
(ralf says: Brands are still just too proud of being brands. They must become solutions. They must tell stories, must become service, media, and content.
This may sound simple, but it ain't. For some brands (and their managers that is the hardest thing to do. Because all the years they judged them as a means to an end: make sales and profits and earn higher bonuses.
To a more individual, independent, and impatient consumer than ever before brands are much more, and if they cannot prove that, they will be left behind.)
Tom, when not cartooning (eg. for Marketing Week), was method's international managing director. Based in SF, he frequently speaks at campuses, companies, and conferences about marketing, cartooning, and how to spread business ideas. Twitter: @tomfishburne
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(L/M NET: the blogged experience & expertise of some of the best minds in Innovation, Brand Engagement, Communication Agility:
Tom - Tim - Konstantin - Helge - Drew - Charles - Anthony - Adrian)
During The CMO Club Summit in NYC last week, Eva Press, Director, OREO joined several panelists to discuss “Engagement in the Digital Age.” After the panel, I caught up with Eva. Here’s the resulting Q&A:
DN: You and Frank Eliason of Citi seemed to be coming from opposite ends of the spectrum when it covers to using partners to help manage social media engagement. Can you speak to the advantages of working with outside partners like your digital/social media agency?
For Oreo, our agencies are truly our partners and extensions of the brand team. We work very carefully to make sure all people who work on this beloved business, whether within Kraft or an external business partner, really understand how the brand provides people with moments of childlike delight – and that spirit should be infused in everything we do. Our digital/social media agency, 360i, is expert in the social media space. So they not only must understand how to translate the essence of Oreo into language that fits on Facebook, Twitter, but they also have a broad understanding of the digital landscape. So they can keep us up to date on trends and help us discover ways to improve our ability to connect and engage with Oreo fans based on best practices and constant monitoring of the conversation around Oreo.
DN: Do you see any risks in having outside partners manage social media engagements in channels like Facebook & Twitter? And/or what have you done to mitigate those risks for Oreo?
As 360i came onboard in June, 2010, we spent a lot of time grounding the team in what Oreo stands for. And they were instrumental in helping us bring our Oreo voice to life with our global community of fans in social media. 360i leads our digital and social efforts, but they are also a key partner as we develop overall marketing plans. We work together on all tweets, Facebook posts, and other social messaging. Social media engagement is 24/7 – and being constantly engaged is even more critical with a global brand like Oreo that spans time zones across the world. You truly need a team, and we have jointly built a great social media team that is able to engage with fans in real-time. It is a team effort, and we have a tremendous amount of trust in our agency partners. That’s so important because the Oreo brand is so deeply loved and trusted.
DN: A lot of social media programs seem to be done in isolation. Can you speak to how you’ve been able to integrate social into your overall marketing initiatives and the advantages of doing so?
Today, we live in a digital world where people have access to everything a brand does. Marketers can no longer think of engaging with consumers in terms of channel or by media – whatever we say and do is seen by everyone. That actually creates a huge opportunity. Social media can help amplify the programs we are doing in other places – to make sure that an Oreo fan who may not be watching the TV show where we ran our ad has a chance to see the ad, comment on it, and share it with his or her friends. We can ensure the most loyal Oreo fans know about new products, have a chance to enter promotions, and that we’re providing fun games and social currency like our Fan of the Week program. But it only works if all of the people on the brand team and all of the agency partners recognize the value of truly integrated marketing, working together to translate ideas from traditional advertising to digital advertising to PR, to create something that is bigger than the sum of its parts.
DN: How are you measuring the success of your social media activities for Oreos?
Measurement is essential. Certainly we’re always working to understand how social media can drive business growth – and we are starting to see an impact on our business results. But it’s also critical to see how meaningfully we are engaging with our fans because Oreo is so deeply loved.
In terms of measures, we look at our social media in terms of the numbers of people who follow the brand on Twitter and “like” the brand on Facebook. But we are also looking at the engagement of those fans: how many people retweet what the brand says; how many people like or comment on a Facebook post?
Q: You mentioned the challenges of digital coupon distribution via social channels and how they can backfire into bad WOM if/when retailers don’t accept them and/or consumers can’t print them. Assuming this means you won’t be offering coupons in the future, do you see social being able to drive retail traffic or will you think of it more as a retention channel?
We are always looking to provide value to our fans, and coupons – digital or otherwise – are certainly part of our consideration set when planning. That’s true for Oreo, and Kraft Foods more broadly. But in social media, it’s important to understand your fans and take a thoughtful approach to what is meaningful to them in the context of your community. With Oreo, we have seen that our fans have responded very positively when we provide information about new products, spark conversation about the moments of childlike delight Oreo brings, or celebrate fan generated content. We feel that builds advocacy for our brand, and contributes to our business success.
(ralf says: WOW, every single one of Eva's answers you should plot on your pillow or make a poster of it. This is what really has to happen to get it done right. And Oreo's success speaks for itself.
I only may add some links to worth-of-a-fan or facebook related posts.)
Drew is the CEO of Renegade, the digital & guerrilla marketing agency from New York City that helps clients make more out of less by transforming communications into "Marketing as Service." Twitter: @DrewNeisser
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This post just tries to keep YOU motivated. You, who are thinking different. You, with a beginner's mind. You, trying to rip things apart, understand them, and build something better. You, exploring the web with nothing else but curiosity. You, discovering new horizons, thinking the impossible, trying to realize just that.
You, everybody is laughing about, 'cause they do not understand what you really try to achieve.
Of course there is no beauty in your first trials, but you see, feel, live the beauty inside your head, searching for words to describe your idea, searching for phrases explaining your innovation.
There is no beauty in the first digital camera but the beauty Steven saw in it. The beauty developed while his invention grew into an innovation, into a business innovation at last.
Ain't the above pure creativity, building something innovative from parts long known to all of us? Putting together the known to develop the unknown?
Of course now we all know, now we have the hindsight that the digital camera would become one of the biggest inventions ever.
But beforehand the above? Would somebody have bet on its success? Would we have had the foresight to judge this accumulation of dead technical parts the camera of the future?
Keeping that in mind, seize the day. Create! Innovate! Invent the next generation car, the next generation power generation. The next generation web application.
And make the inner beauty of your invention visible (to us) to grow it into a true business innovation. Enjoy!
Human's new individuality, independence, and impatience are desperately waiting for great, inspiring, and relevant solutions!
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