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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"It will cost an eye-watering $25,000 - and this video goes some way to explaining that price." - Via gizmodo.
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"Of the vendors tracked (public companies who report mobile phone divisional performance), Apple obtained 73% of operating profits, Samsung 26% and HTC 1%".
All quotes and jpg via asymco.
Again it is about disruption:
"So if the industry is booming but the majority of participants in the industry are loss making (and surprisingly so) then what is going on?
There are two answers: new market disruption and low end disruption".
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Via jay mug.
Great brands and Logos stay ahead of their time by intuitively concentrating on their inner core.
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I just wrote in our weekly column at German business magazine Wirtschaftswoche that Pinterest - or facebook, twitter, television - is not the solution, but just a medium, and marketeers should not fall for their agencies like in 'the emperor's new clothes'.
Here are a few questions you should ask yourself, in case you think about engaging in Pinterest - by Becky Lang from Zeus Jones.
"The point is, sometimes forcing your brand onto Pinterest can backfire. Pinterest is a place for creativity and idealism, not necessarily for all products everywhere. Here are a couple questions to ask yourself before going there with your marketing.
1. Does your product fit with the mood of Pinterest?
...2. Do you respect Pinterest and its users?
...3. Do you create media that might otherwise end up on Pinterest?
...4. Is this just another house for your TV campaign?
..."
Please read her full post.
And have a look at my Visit Pinterest after reading this Post, to understand what Pinterest is desperately missing.
Addendum
Via thisisnthappyness.
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More leadmarke posts about tumblr please find after the click.
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The Complexity of Simplicity:
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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 the rest of the industry hailed the announcement of Facebook Timeline as a great leap forward, I can’t help but wonder if Zuckerberg & Co. have pulled a fast one on brands and their fans. In the pre-Timeline days, brands might have felt they actually owned their fans or at least had some control over the relationship. In the post-Timeline era, it is now clear that Facebook owns these fans and brands can rent them if they want to pay for them. And while I have no problem with Facebook “monetizing” its network, after all it needs to make the post-IPO math work, it still seems a little shocking that brands have so little control on their part in the social network.
You have 5 more days to become a visual storyteller
Pithy posts may have carried the day on the old Facebook, but Timeline puts a particular premium on images and videos. Not only is there an enlarged photo “cover” on the landing page, but photo albums are featured more prominently. Brands can also “star” images, allowing them to expand across an entire page. And while all of these changes should increase engagement, brands without an arsenal of images will need to assemble one mighty quick. (Ready or not, Facebook will convert all brands to Timeline on March 30th, 2012)
Fan acquisition costs are rising
One of the beauties of the old Facebook was that any brand could build up a following at little to no out-of-pocket expense. Add some compelling content, throw up a “fan gate,” and you could watch those Likes rise like the national debt. With Timeline, Facebook seems to favor paying advertisers at every turn. Sure – “fan gates” are back as of late last week after Facebook fixed a technical problem, but you can only drive traffic directly to these pages if you pay to do so or link to them via a post. Otherwise, the default landing page is your Timeline home page and the fan gate will be on one of your secondary “tabs.”
Fan engagement costs are rising too
Prior to Timeline, brand communications were filtered through Facebook’s mysterious algorithm to an unknown subset of fans. Well, that mystery is no more. Facebook announced that marketers will be able to reach only 16% of their fan base for free. If you want to reach more fans, you’ll need to pay to do so via the “reach generator,” which enriches Facebook but not necessarily the brands that support it. A number of brands have already seen their engagement rates drop substantially after making the switch to Timeline.
If you don’t have a history, you have a few days to make one up
For illustrious brands like the New York Times and Coca-Cola with long and well-chronicled histories, Timeline is a dream come true. These brands can now publish “milestones” as far back as they want, adding a rich texture to their Facebook presence. For new and younger brands, Timeline will take a lot more creativity. Perhaps these folks will hearken back not just to the inception of the business idea, but to the conception of the founders themselves!
Pin your hopes on the weekly pinned post
With the cover photo now taking up so much prime-time real estate, much of a brand’s content will now fall below the typical screen viewing area. To help address this, brands will now be able to “pin” one particular post to the mid-left side for an entire week. Deciding what to pin will become a weekly ritual — but one that perhaps belabors a minor issue, since so few people actually return to a fan page after their first visit.
Engage - or else everyone will know you’re not
Facebook is so serious about pushing brands to become engaging storytellers that they will now make it easier for everyone to see how you’re doing. A quick click on the Likes box just below the cover photo reveals not just the number of Likes and “people talking about this” but also the most popular week, most popular city and most popular age group. A nifty little graph tracks new Likes and “people talking about this,” accenting the probable correlation between engaging content and fan growth.
The good news: managing complaints just got a lot easier
Most brands will welcome the fact that Timeline includes an optional Message tab that allows consumers to contact them directly and privately rather than just post a complaint publicly. In theory, this will help weed out the whiners who broadcast their complaints from those genuinely seeking immediate assistance. Taking unpleasant conversations “offline” is a customer service department dream come true – and should hasten the integration of social and service-related activities. (It also appears that brands can avoid unpleasant posts altogether but electing to approve them in advance. This sounds good but could lead to complaints escalating in other venues so brands will want to try to be as transparent as possible dealing with complaints.)
Bottom line: it’s time to develop a Plan B
Time will tell whether the new Timeline actually improves a brand’s ability to engage with its fans via Facebook. What we do know is that the cost of engagement with all your fans just went up, and that Facebook will not hesitate to impose its will upon your efforts. So while few brands can afford to be without a Facebook presence, given how much time consumers spend there, this is as good a time as any to start thinking about how you can engage YOUR fans in other less dictatorial arenas.
FYI, Renegade converted to Timeline two weeks ago. The process is relatively easy although digging up all the old content to fill in timeline is indeed time consuming. If you have yet to make this conversion for your company, Facebook will do it for you on March 30th!
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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Let's innovate! - how often did I hear that in my consultancy. We all talk, we all brainstorm, we all are engaged, motivated, committed - till lunch.
- We talk about that after lunch.
- Lunch? Why have lunch? We want to change the world.
- Of course, but after lunch. No revolution with an empty tummy.
After lunch.
- I need a break. No revolution with a full tummy. Just have to check my eMails. Oh, a client called, I have to call her back. Let's meet tomorrow again. Maybe next week. Let us sleep on it.
- But ... we wanted to disrupt the industry.
- Yeah, we do that later. I have business to do. Daily business, y' know.
- Then let us meet during lunch time. You have to eat, or? We can talk.
- Yes, but my daily business tires me down, I have to relax, think about something nice, challenging, rewarding, the future, ...
- Yes, let's do innovation, disruption, breakthroughs!
- Lunch, is my comfort zone. That is sacred ground. I will call you on that innovation and disruption thing. It will be great, we will do it right after getting rid of that daily stuff ...
...
You want to disrupt industries, but you cannot disrupt lunch? You have a long way to go. You want to disrupt industries, but you do not want to disrupt your own comfort zone?
That industry is your comfort zone! Think about that.
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Alle reden über Social Media, die wenigsten denken es konsequent zu Ende. Zwei unterschiedliche - sich nicht widersprechende, sondern ergänzende - Perspektiven:
01 - Unsere @wiwo-Kolumne:
Von Social Media zum Social Business
Social Business ist das sozial handelnde - im Sinne Ökosysteme kreierende - Business. Ich erläutere dies am Beispiel des Siegeszuges der Eisenbahn.
02 - Meine @thethirdclub-Kolumne:
Wer hat Angst vorm Sozialen Unternehmen?
Fast schon muss man sagen, man kann nicht nicht sozial sein. Warum wehren sich trotzdem so viele dagegen?
Viel Vergnügen!
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I had to quote Michael's entire post for you:
"You either build something that makes the world a better place or you don’t. There are complete industries built on creating arbitrary value for the world (investment banking). And there are complete industries built around innovation and creating value for the world (technology).
If you’re an entrepreneur where your success is built around the value you create for the world (e.g. Apple) , you have an opportunity to disrupt entire industries. The world doesn’t need another “Groupon for X”; we need more companies disrupting archaic institutions like healthcare, education, insurance, government, and banking. We need more companies like Uber that receive cease & desist letters from their city to shut down. And more companies like ProFounder, Votizen, BankSimple, Art.sy and Massive Health that utilize the power of the web to democratize entire industries.
So, the next time you think about starting or joining a company, think about your individual impact on the world. You have a real opportunity to make it better." - Michael Karnjanaprakorn
You may prolong Michael's list of industries by energy, automobile, telecoms, publishing houses, ... almost every industry coming to your mind.
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"Design is shrinking the gap between what a product does and why it exists.
Designing is not just about picking the right font or gradient. Stop thinking about design in terms of wire frames or visual style; it is about the product as a whole.
Designing is figuring out the purpose of your product and how you orient everything else around it. And that means that everyone within a company plays a role in the design process.
And that means that everyone in a company needs to learn design literacy. It’s a hard task. Everyone tells their MBA-wielding friends that they should learn to code: “Anyone can do it,” or “It’s going to be the new literacy.” People think code is the basis of a working product. But what about design? How often are people told that they should “learn to design”?
While everyone involved should know how design works, they should also understand that it can be practiced on anything you make.
The design instinct, above all, is about viewing the world around you as a place filled with opportunities to add more thoughtfulness and care.
Thus, your organization deserves to be just as well-designed as your homepage, and your company’s tweets as crafted as your account confirmation emails.
Which is to say that design should be considered a facet of everything you do, as well as a means of improving your business. Imagine if your site were to slow down. What would you do? You’d try to make it faster, or find an engineer that could. You’d make a conscious design decision to make your site quicker to use, because you understand that doing so will make your offerings more accessible and user-friendly.
Apply that principle of improvement to everything else." - Sahil Lavingnia
Via collaborativefund.
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Looking at this Drawbraille Mobile Phone (Design Concept), what might that imply for your own products?
Wouldn't it make sense to incorporate Braille into your packaging, stickers, car doors, interior, ...?
"Designer Shikun Sun has put together a stylish mobile phone design idea for the blind - via Yanko Design:
DrawBraille Mobile Phone is one of the most compelling concepts that focus on making mobile phones easy-to-use for the blind. The entire UI and input keys are in Braille and even the touch panel reflects this system. The design and approach have a surreal finish to it and I am quite sure that Shikun Sun is on to something big with this!
More information, including photos and a video, can be found at Yanko Design here"
Image and quote via workman.
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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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(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)
Of all the management writers I’ve read, Peter Drucker probably generates more interesting quotes per page than anyone. Tom Peters and Joseph Schumpeter come close too. Here are six thoughts triggered by reading his book Management Challenges for the 21st Century:
"And yet very few institutions know anything about the noncustomers—very few of them even know that they exist, let alone know who they are. And even fewer know why they are not customers. Yet it is with the noncustomers that changes always start."
Drucker is making a slightly different point here – that we need to look outside of our normal networks to innovate. True. But also, your customer isn’t “everyone.” Even Coke has more noncustomers than customers in the world. A big part of strategy is making the choice of who your customer will be. This choice is based on value, however:
"The starting point has to be what customers consider value. The starting point has to be the assumption—an assumption amply proven by all our experience—that the customer never buys what the supplier sells. What is value to the customer is always something quite different from what is value or quality to the supplier. This applies as much to a business as to a university or to a hospital."
Innovators often don’t know what their idea is for. This is a strong argument for two things: empathy and experiments.
"Everything improved or new needs therefore first to be tested on a small scale, that is, it needs to be PILOTED. The way to do this is to find somebody within the enterprise who really wants the new. As said before, everything new gets into trouble. And then it needs a champion. It needs somebody who says: “I am going to make this succeed,” and who then goes to work on it. And this person needs to be somebody whom the organization respects. This need not even be somebody within the organization. A good way to pilot a new product or new service is often to find a customer who really wants the new, and who is willing to work with the producer on making truly successful the new product or the new service."
New ideas need champions. This is a critical part of piloting or prototyping, which in turn drives experimentation. This is one of the best ways to find out what customers actually value – testing.
"Every organization operates on a Theory of the Business, that is, a set of assumptions as to what its business is, what its objectives are, how it defines results, who its customers are, what the customers value and pay for. Strategy converts this Theory of the Business into performance."
Theories of Business need to be tested – this is how to design the experiments. Start with the assumptions in your business model, then test them to see if they are true.
"An entrepreneur who does not learn how to manage will not last long. A management that does not learn to innovate will not last long. In fact, … business—and every other organization today—has to be designed for change as the norm and to create change rather than react to it.
The main reason is that a policy of systematic innovation produces the mindset for an organization to be a change leader. It makes the entire organization see change as an opportunity."
The consequence of this is that innovation is a process, which can be managed.
"The first change policy, therefore, throughout the entire institution, has to be Organized Abandonment. The change leader puts every product, every service, every process, every market, every distribution channel, every customer and end-use, on trial for its life. And it does so on a regular schedule. The question has to be asked—and asked seriously—“If we did not do this already, would we, knowing what we now know, go into it?” If the answer is “no,” the reaction must not be “Let’s make another study.” The reaction must be “What do we do now?” The enterprise is committed to change. It is committed to action."
If we were starting today, would we do this? This is the blank slate approach described by Jeffrey Phillips, and it is an important tool for evaluating your business model.
"To try to make the future is highly risky. It is less risky, however, than not to try to make it. A goodly proportion of those attempting to do what this chapter discusses will surely not succeed. But, predictably, no one else will."
Or, as Wayne Gretzky said, “You miss 100% of the shots you don’t take.” You improve your chances of succeeding by systematically looking at the drivers of innovation opportunities.
Here it is in a nutshell: Innovation drives change, and change drives growth. We can’t know in advance what will work, so we need to use experiments to discover what customers value. It’s risky, but less risky than doing nothing.
(ralf says:
How to comment on this? With just another quote!
8. “People who don't take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year.” - Peter F. Drucker)
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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Ich habe in unserer Wiwo-Kolumne mal etwas zu Mark Zuckerberg, dem Netz und der Dringlichkeit des Wandels für alle anderen geschrieben: Mark Zuckerbergs Erfolgsregeln.
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Via ralfschwartz. Via workman.
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