2. Social media and digital is a musthave for today‟s marketing and
engagement strategies. New
platforms are rising, new
technologies are burgeoning and
new concepts are transforming they
way we live and do business . The
game is on but
DO YOU KNOW
where are we
heading for?
2
3. •
Social is a lot about finding the right content at the
right time (content marketing).
•
Mobile is important. So does the new
Apps, censors, wearables .(mobile marketing)
Social is a lot about industry-specific
communities, professional
networks, trust, proximity and moving towards
personal interaction. (WOM and influencer
marketing)
Data is big and important. (Data Mining and
Analytic Marketing and Growth Hacker)
•
3
It‟s integrated. (integrated marketing).
•
SO FAR …
•
•
Lessons we learned
about digital marketing
Branding and emotions matter. The decision
journey is more „rational‟ but don‟t underestimate
the power of brand and emotion, an often made
mistake.
5. SOCIAL MEDIA IS NOT SOCIAL ANYMORE
The “activeness”
decreased by 40%
Too expensive to build
and too hard to
promote…
Anyone still use
Renren.com ? You
are kidding me!
What about vertical websites? En..
Their only readers are marketers.
Well…呵呵
5
It is “open” but not so
open. And actually, it is
not designed to be social
6. SOCIAL CONSUMER PURCHASE JOURNEY IS BROKEN
We have to face the truth: the process
of selling is broken. Customers have
more choices and are under intense
pressure.
The social consumer journey is more
vulnerable and it is even challenging
to engage your consumers via social
media - - the battle for attention and
influence is ubiquitous
6
7. IMPACT AND ROI STILL HARD TO MEASURE
7
Source: http://www.theidm.com Brandwith Group 2013
12. But why we are talking about Snapchat here, especially when we do not have it in China…
The idea of temporary social media is important
because the ability to be candid and spontaneous—and to be that way with only some
people and not others—is the essence of friendship, individuality, creativity and real
engagement and communication with your clients and consumers.
12
20. SOCIAL MEDIA IS NOT DYING, THEY ARE EVOLVING …
Weibo
2009
Google Glass
2012
Information
Values
Relationship
Vine
2013
Wechat
2012
Instagram
20
2012
22. Anything will be social when shared
Ownership Access
Sharing Economy
created by young and WiFipowered generations
Maintain Share
Gain Help Provide Help
Fun Value
22
23. Sharing Economy is
not just about
business. It is the
new way for brand
building, product
marketing and client
loyalty. The more
they share, the more
social you brand will
be.
B2B
23
24. Regardless of the fate of Snapchat in particular,
the idea of temporary social media is important
because the ability to be candid and spontaneous—and to
be that way with only some people and not others—is the
essence of friendship, individuality, creativity and real
engagement and communication with your clients and
consumers.
1. If you sell products, turn them into
services.
2. If you offer services, create a marketplace.
3. If you run a marketplace, empower that
marketplace to build products.
24
28. Case Study: Deloitte Power House
Join Power House
Take tasks and participate into events
Rewarded with promotions, opps and gifts
领取任务获得积分
交
流
和
社
区
模
块
后
兑换积分获得晋升
台
模
参与特殊任务获得礼物
任块
（
务 发
） 布
Supporting
积
分
和
奖
励
模
块
Community
任
务
模
块
Scoring & Reward
个
人
页
面
Task Modules
28
Gain scores for every activities 开始德勤虚拟职业生涯
Profile page
Tasks created
by National HR
regional HRs,
CSR, learning,
functions and
service lines
29. Case Study: Deloitte Power House
Project Owner
•
•
•
Create project
Post project
Invite and decide 5
sub-chiefs
HR
HR and Web Managers
Level 1
•
•
•
Share/ finish task
Create sub-projects
Invite and many
level 2
A
Verified DTTers
Level 2
•
•
Share/ finish task
Invite and many
level 3sub-chiefs
B
DTTers
Level 3
•
•
•
Share/ finish task
Create sub-projects
Invite sub-chiefs
DTTers and invited and
29
registered users
C
审核所有公开信息发布
30. Coming soon
A real Value Network:
Consumer Generated Content + Objects Generated Content
30
32. Gamification typically involves applying game design thinking to non-game applications
to make them more fun and engaging.
In one word, gamilifcation is the reason why I should care and play.
32
37. The difference between helping and
selling is just 2 letters. But those letters
make all the difference. Your company
needs to become a YOUtility. Sell
something, and you make a customer.
Help someone, and you make a customer
for life.
37
43. Why do some ideas spread like wildfire while others
don‟t? The Wharton School‟s Jonah Berger has
examined hundreds of baby names, thousands of
New York Times articles and data from millions of
YouTube videos to break down the elements that
make things go viral.
43
46. Better integrate social media into engagement
Content
Continuity
4Cs of
Communi Context
cations
Good engagement is the exchanges of valuable information and
content that matters to each other
Authentic
Value-added
Relevancy
Connectivity
Good engageement is a process to engage stakeholders in
multiple touching points and tell a seamless story with influencers
Social
Mobile
46
Location
visual
Multiple
touching point
Influencers
Listen and
participate
48. Start with a strong strategy
1 Define your objectives, stakeholders
and desired outcome
1
6 Evaluate
Activate
Define
2
Explore
5
Ideate Strategize 3
4
48
2 Do stakeholders analysis: find the
shared interests
3 Have a strategy: Content &
Channel
4 Develop key messages and
master narrative
5 Decide which channels to use and
how?
6 Any big ideas such as an
online/offline campaign?
7 Build listening and evaluation
mechanism
49. And the big ideas
The four Cs to build the pillars of big ideas
Content
49
Community
Connection
Collaboration
51. We love
science, technology, innovation
and hearing from you! So, say
hello.
Many companies think having a branded Facebook
page means posting company news and talking about
specific product offerings. But GE takes a different
approach: By framing its platform around technology
and innovation, GE positions itself as a go-to resource
for content that relates to those two topics. So, if you‟re
a technology enthusiast and you see that GE posts
interesting infographics about the industry, you‟ll likely
follow the company—regardless of whether or not
you‟re a GE customer. Which, as I probably don‟t have
to tell you, is very powerful marketing.
51
Just as the process of selling is broken, marketing is broken. The only way to fix it is by putting what the customer wants you to know – and do – first. This time, it’s really about getting up close and personal, with the needs of the customer in mind rather than pushy messages.The key to success lies in aligning goals and customer needs, while understanding the channels and types of content that work best for each need and business phase.
Snapchat has soared in popularity over the past year. The app lets people send photos and videos that self-delete after between one and 10 seconds after being viewed.Lynx is testing the service in partnership with TMW, sending exclusive content about a secret Lynx launch party to fans via Snapchat.Behind-the-scenes pictures of host and television presenter Charlie Webster on a photo shoot were sent alongside photographs of the celebrity completing a “space-themed assault course.If a major brand starts Snapchating you racy pictures, rest assured that brand is probably just Acura.The Japanese automaker is asking fans to add Acura on Snapchat for a chance to get a sneak peek at the new Acura NSX prototype in motion. It’s a savvy way to use tech to let people feel like they’re getting a sneak preview of something that isn’t necessarily all that exclusive.
Branded Vine video are 4 times more likely to be seen than a regular branded video.
GE, a perpetual early-adopter of new media, is leveraging Vine to create a science fair online after a one-off video became a surprise hit. The video, dubbed #6SecondScience, gave an abbreviated demonstration of what happens when you mix milk, food coloring and dish soap. With the initial post still being retweeted and reposted, GE decided to spin #6SecondScience into a full campaign. A pro at bringing out the beauty of science, the campaign showcases quick science creations by both GE and fellow social media users. Other popular Vine posts include the chemical properties of a cup of coffee and one that shows the cells in your hand. All of GE's 6-second science videos will be curated on a Tumblr page, and some users that contribute their own #6SecondScience creations will receive a science-themed gift from GE.#6secondscience #Ottomotion This is a simple electric motor made with magnet wire and a magnet. https://t.co/sSZVY6MIF3
n the past year, I have stayed at a stranger’s apartment, run numerous errands with cars rented by the hour, taken rides from people I had never met before, borrowed a sewing machine from a stranger, and crowdsourced the assembly of my new bike. Like a rapidly growing number of people around the world, I have been participating in the sharing economy.The premise of this emerging trend is that access via sharing can be a viable and desirable alternative to owning. In the sharing economy, I am not only willing to give up the concept of owning a vehicle, a tool, or a space; I offer my own belongings and skills to others when they need them. I allow the lines between what’s mine and what’s yours to blur, contributing to a flexible and efficient demand-and-supply pattern.Apart from a straightforward economic rationale, that is—the cost savings that result from sharing— this shift in consumer behavior reflects the distinctive values and beliefs that define the Millennial Generation, who were born beginning the early 1980s through the early 2000s and for whom simplicity and efficiency are musts. For Millennials, lower resource consumption is a necessity and is often a no-brainer, and their sense of belonging to a community of like-minded individuals, whether virtual or real, is an integral part of their identity. Their concept of trust, too, has gained a whole new meaning and can be built in the virtual space, based on someone’s digital footprint and online peer reviews.Marketplaces for what is commonly called collaborative consumption have been popping up in the past few years, offering options ranging from co-working and co-living spaces to transportation to banking and other cooperative services. In a recent article in the Economist, super angel investor Ron Conway identifies collaborative consumption as an area where startups will create the next billion-dollar companies. And FastCompany deemed 2012 the year of peer-to-peer accommodations, thanks to the emergence of Airbnb clones that hinge on the company’s rapid growth.But what drives the mushrooming of startups that offer platforms for collaborative consumption, and where is it heading?Collaborative Consumption = (People x Stuff) + New Technologies = $$$Collaborative consumption describes the resurgence of old-market behaviors including swapping, trading, renting, and sharing. Reinvented through real-time technologies and peer-to-peer networks—particularly the social web—the sharing of goods, services, and expertise has become more efficient and affordable than buying new things.Rachel Botsman, who co-wrote What’s Mine is Yours, is one of the main chroniclers of the movement, alongside Lisa Gansky (The Mesh: Why the Future of Business is Sharing), and she divides collaborative consumption into three categories:Product-service systems that facilitate the sharing or renting of a product, such as ZipCar or TechShopRedistribution markets, which enable the re-ownership of a product, such as Craigslist or eBayCollaborative lifestyles, in which assets and skills can be shared, such asCouchSurfing or TaskRabbitIn all three categories, startups are springing up en masse, not only in the innovation hotbed of Silicon Valley, but also in Switzerland take HouseTrip , Swiss entrepreneur Arnaud Betrand’s highly successful answer to Airbnb. Barriers to entry are low, and the redistribution market and collaborative lifestyle startups in particular are, by definition, lean. They don’t need to keep inventory on hand or hire en masse.And there is money to be made. Gartner, Inc., a leading information technology research firm, estimates that the peer-to-peer financial lending market will reach $5 billion by 2013. Car-sharing revenues are projected to hit $3.3 billion in North America alone, according to Frost & Sullivan, a Silicon Valley-based market research firm. And Botsman says the consumer peer-to-peer rental market will become a $26 billion sector.Hence, collaborative consumption is not a purely idealistic movement. Indeed, since the turn of the decade, leading Venture Capital firms such as Sequoia Capital, Google Ventures, and Greylock Partners have all backed sharing ventures which the VCs prefer to call underused asset utilization businesses to emphasize that there is money to be made.But still, why share? And why now?The rationale for sharing is part counter-culture movement led by Millennials, part radical economics that forge new economies of scale.The economic crisis and growing awareness of the environmental costs associated with resource depletion have shaken our values and forced us to reconsider our consumption patterns. As members of a generation scarred by the socioeconomic impact of the Great Recession in the first decade of the 21stcentury, many Millennials distrust big business and choose individuals or small, local businesses over established corporations. They believe in the sense of moral obligation that comes with dealing with people and is often absent in corporate dealings.These sentiments are occurring at the same time as urbanization is increasing and new attitudes in Western countries emphasize quality-of-life choices over the acquisition of material goods. The basic characteristic of sharing marketplaces is that they extract value from the stuff we already have. And the benefits are hard to argue: lower costs, less waste, and the creation of global communities around shared values. Increased urbanization has led to high population densities that favor the sharing of resources and even make it a necessity: where space is scarce, the efficient and flexible allocation of resources is a requirement.Technological advances that have deeply influenced new generations have accompanied this cultural shift. The rise of the Internet has lowered transaction costs, reduced friction and information asymmetry in the marketplace, and created a new brand of community building. GPS, mobile technology, and social networks enable reliable and personalized services right when they’re needed. As Botsman puts it in What’s Mine Is Yours, For the first time in history, the age of networks and mobile devices has created the efficiency and social glue to create innovative solutions, enabling the sharing and exchange of assets from cars, to bikes, to skills to spare space.Millennials and the Net Generation have spent most of their lives with the World Wide Web and are highly connected, earning them the nickname digital natives. In a world in which all forms of media make their journey into a digital, de-corporeal space, research shows that people are beginning to actually prefer this disconnected reality to owning a physical product, writes Josh Allen Dykstra inFastCompany. Ownership just isn’t hard anymore. We can now find and own practically anything we want, at any time, through the unending flea market of the Internet.Take the Swedish online music streaming services Spotify. While just a few decades ago, owning a Beatles vinyl inspired fans to proudly pin the album cover on their bedroom wall, today music lovers can wallow in their favorite tunes anytime, anywhere and share them with friends across the planet—directly from the cloud, flexibly and without ownership.Trust and our virtual personaOK, sharing music is easy. But how about sharing my car or letting a complete stranger sleep on my couch?A recent US-wide study by Carbonview Research shows that while 60 percent of overall respondents find the concept of sharing appealing, issues of trust shaped two-thirds (67%) of consumers’ perceived fears about participating in the sharing economy.Hosting an out-of-town visitor via a service such as Airbnb is not a trivial social exercise. Lending out your car or tools also involves a social risk, which is where trust comes in: It remains the centerpiece of the sharing economy.Trust is, by definition, an asymmetric relationship: The one doing the trusting is the one also taking the risk. My decision to let someone use my bicycle is primarily based on the perception of the trustworthiness of that person. But how can we measure trust in virtual space, and how can marketplaces for sharing communicate trust between users?Wired writer Olivia Solon explains Rachel Botsman’s views on the importance of trust as “the ability to measure or value a person’s reputation—their reputation capital—across different marketplaces will become a crucial metric for the 21st century, which [Botsman] believes ‘will be more important than our credit history.’” Along these lines, sites like Airbnb have focused on integrating a user’ssocial graph, a map that depicts personal relations within and across virtual networks, to better confirm identities and instill trust in users.The centrality of trust in collaborative consumption has given rise to a new business opportunity: a secondary market for trust. The startup TrustCloud aims to empower the social economy by developing a portable reputation system for the Internet. The company calculates a user’s consistency, reliability, and responsiveness by measuring his social presence across social media sites such as Facebook, Twitter, and LinkedIn. That TrustScore will become to the sharing economy what the credit score (which represents a person’s creditworthiness) is to the US financial system. As TrustCloud’s Cindy Grogan explains, “The increasing amount of available online data essentially serves up a hologram of yourself.” As the gap between our digital and real identities narrows, trust can increasingly be built in the virtual space.Rent a Mountain Village and where we’re headingWhile many pundits have declared that the sharing economy is poised to shift into high gear in 2012, this won’t happen without a few speed bumps, which include the issues of insurance and taxation.Airbnb recently experienced several PR setbacks that have severely impacted the delicate issue of trust in the peer-to-peer marketplace and prompted the company to establish a trust and safety center, which includes a $1-million host insurance guarantee and should encourage home owners to keep opening their homes to strangers. The sharing economy’s wildcard, its participants, just can’t entirely be controlled, observes Ariel Schwartz in FastCompany’s Co.EXIST blog.The regulatory ecosystem is only slowly catching up with the nascent sharing economy. Airbnb recently announced that it has booked a total of 10 million nights since it launched in 2008, but this type of runaway growth is a double-edged sword in the sharing economy sector. When Airbnb was small, it was easy for regulators and politicians to ignore. Now, the traditional tourism industry is increasingly pressing fiscal authorities to levy taxes on peer-to-peer lodging services. Claiming that transient occupancy of private residences is not different from hotel services as defined by the city’s tax code, San Francisco’s treasurer and tax collector recently rolled out regulation that will put Airbnb and similar services on the hook for the city’s 14% hotel tax.As new regulations take shape, authorities around the globe will likely look toward San Francisco, one of the most fertile grounds for the sharing economy, to set the example. As so often happens, legislation and tax codes limp behind innovation and must catch up with a behavioral shift that will, inevitably, create losers just as it does winners.For traditional industries that understand and embrace the shift, it provides opportunities for reinvention and innovation. In a brilliant public relations stunt, the Swiss skiing village Engelberg recently offered the whole village for rent on Airbnbfor $60,000 per night, using in its favor the home-tel that is, home plus hotel trend, which is said to hurt the traditional tourism industry. And in response to the Millennials preference for sharing as opposed to owning a car, BMW last year launched its own car-sharing service DriveNow in collaboration with the rental company SIXT.The sharing economy opens heaps of opportunities and space for creativity. Old industries are falling victim to creative destruction, and many have recognized that a marketplace that caters to Millennials should accommodate consumers who want nimble access to, instead of outright ownership of, things.Clearly, collaborative consumption is uprooting and shaking the status quo of traditional industries, such as tourism, the taxi business, the labor market, real estate and who knows what will be next? For now, I will remain an enthusiastic observer and cautious participant in the sharing economy—and I look forward to my next traveling adventure, living like a local.
To embrace the collaborative economy -- and the resiliency it provides to companies -- businesses need to play a game of musical chairs.The sharing economy is usually discussed in terms of consumer-focused, peer-to-peer services. But what does it mean to companies, and what B2B opportunities are being explored?Companies have three options:1. If you sell products, turn them into services.2. If you offer services, create a marketplace.3. If you run a marketplace, empower that marketplace to build products.Shifting to servicesBusinesses that sell products need to go beyond just selling and start offering products on demand, renting them or turning them into subscriptions.Netflix and Salesforce, for example, have been offering DVDs and software, respectively, as subscriptions for years. BMW and Toyota have begun renting cars in San Francisco. And Dollar Shave Club and Beauty Box are turning shaving razors and cosmetics into items people can buy subscriptions for.These models build deeper loyalty and commitment while also selling products quicker by making them on demand.Building a marketTo move from selling services into running a marketplace, companies need to enable and encourage customers to resell products in turn, reducing the need to buy new products.GM, for example, has partnered with car-sharing service RelayRides to help people find idle cars that are available for rental.Outdoor gear maker Patagonia and online auction giant eBay teamed up on Patagonia's Common Threads program to help people resell used -- but still useable -- Patagonia gear, with a portion of sales gong to non-profits.Again, embracing such collaboration with customers can build deeper brand loyalty.Setting up a platformComing full circle, those who run marketplaces need to activate those marketplaces to help customers become the ones who make products.Nike has an online system that lets people co-design shoes by picking styles, colors and other personalization.Etsy, the online market for artists, makers and crafters, is now working with West Elm and Nordstrom to put local artisan crafts on store shelves.GE is working on advanced manufacturing by partnering with Quirky, using social media to determine things to build. Paul Rogers, GE’s chief development officer, described the effort as, “If we built this, would it sell?”And a whole host of products wouldn't exist -- or wouldn't have been launched as fast as they did -- without Kickstarter, which allows the crowd to "choose" which products should be created by funding them in advance of their creation.
GE says it is licensing thousands of patents to Quirky, a New York City startup that lets people collaborate on designing household products and brings them to stores.General Electric Co. said Wednesday that it is opening its "most promising" patents and new technologies to Quirky's community of inventors to develop new consumer products. In another venture called Wink: Instantly Connected, GE and Quirky will work together to launch a new line of household products that are connected to apps.Quirky lets people submit inventions that range from kitchen tools to power strips to bathroom accessories. The company develops them from sketches to the final product. Quirky keeps the rights to the products and the inventors and Quirky members who gave input on the design get royalties.
http://www.yukaichou.com/gamification-examples/gamification-stats-figures/#.UsUtifQW190Go To Jupiter: E-learning Game for EmployeesGo To Jupiter is a Game Based Learning Solution, used to teach to 500 agents about a new medicine.Astrazeneca’s agents have to earn points to be the first to reach a Stadium (which represents the official launch event of the medicine and where agents, answering questions using a remote control, can earn new points to improve their game ranking).In the web game, agents can get points by answering quiz and playing different mini-games focused on the features of a new product.Alittleb.it has developed the game and conceived the concept and the entire game-experience. Our partner MCA Group has produced the graphics and it has organized the launch event.Go To Jupiter has been developed using our Social Game Platform – Ludum. “WE ARE GOING TO ROLL OUT A NEW PRODUCT. HOW CAN WE ACTIVELY ENGAGE OUR AGENTS TO BETTER UNDERSTAND ITS FEATURES?” Main project’s Objetives:to teach to 500 agents about a new medicine, keeping costs downto create an effective voluntary e-learning system – so we have used many involvement drivers: teams competitions, cooperation and competition inside teams, mini-games with a really immediate gameplay, virtual items, achievements and awards, leaderboards, levels, etc.to communicate the Astrazeneca’s corporate culture, to improve work environment, to create an effective team building toolto check real-time the training resultsto focus agents’ attention on the new product, considered strategic by the companyto create expectations about the launch eventSome Results:High usage rates (97%)The most of the agents where using the platform outside of their work time95% of the users completed each teaching sessionEffective team building tool
A few of my favorite key points fromYoutility:People used to earn loyalty. Now information does. B2B customers will only contact a sales rep after independently completing 60 percent of the purchasing decision process. Your sales reps aren’t introducing your ideas and products, your information online is.Map customer needs to useful marketing. Can I be honest? This one spoke right to my heart. There is a whole chapter on useful case studies here, but to quote Baer directly:“Understanding what people need to know from you is only half the battle. You also have to know how they consume information…”Your employees are your most important–and most overlooked–audience. I may have uttered an “Amen” as I read this. In so many discussions about what earns loyalty, employees are totally ignored. And while Baer focused on marketing, and the vast audience your employees potentially bring, the same rule can be applied to customer experience.This type of thinking needs to be a process, not a project. A main point about why focusing on the customers’ needs requires an ongoing focus is because customer needs change, even if your marketing doesn’t.Full of hand-drawn charts and graphs, along with great case studies, examples and guides, this is a very helpful book. And that’s the whole point, isn’t it? If more companies thought along these lines, we’d all have better days.What we’re trying to do with all forms of marketing is tie interests to actions. We assume that some percentage of the people seeing your smoke signal are indeed in the market for a new horse, and when we link interest and action to create a prospective customer, we call that “filling the top of the funnel.”There are 3 ways to fill the top of that funnel, to tie interest to action to create a potential customer.Top of Mind AwarenessThe first way has been around forever, and is called “top of mind awareness.” The premise is that you maintain a consistent presence in the marketplace of messaging, with ongoing advertising and promotions so that customers think of you first when they are ready to purchase whatever it is that you sell.This system is of course expensive, because it requires always-on marketing. It’s also a system that’s getting far more difficult, as our highly fractured media landscape makes it harder to consistently reach audiences. And there’s also rising suspicion of the integrity of marketing messages, especially among desirable, young consumers.Frame of Mind AwarenessThe second way to fill the top of that funnel has been around since the invention of the Yellow Pages, but really took off with the advent of Yahoo!, and then Google. I call it “frame of mind awareness.” In this approach – which we now often call “inbound marketing” – the premise is that when they’re ready, the potential customer will find you. You create content that makes it easier for your company to be found via search and social media, and wait for the leads to roll in.While frame of mind awareness is more efficient than top of mind awareness because you’re only interacting with self-determinant hand-raisers, your upside is capped. You don’t create demand with inbound marketing, you just fulfill demand that exists organically.Friend of Mine AwarenessThere is also third system. A new way to fill the funnel that may be the best of both worlds. I call it “friend of mine awareness.”With friend of mine awareness, you seek to have the prospective customer allow you inside their circle of trust, where you become more than just a purveyor, but rather a valuable resource.Then, when the customer is ready to buy, they don’t have to go find you, because you’re already there.Be a YOUtilityThe difference between helping and selling is just 2 letters. But those letters make all the difference. Your company needs to become a YOUtility. Sell something, and you make a customer. Help someone, and you make a customer for life.Geek Squad understands YOUtility.I was at a conference a couple years ago whereRobert Stephens, the founder of Geek Squad, was speaking. He showcased their YouTube channel which has hundreds of instructional videos on how to set your DVR, swap out a hard drive, and tasks of that nature.Someone asked him a great question: “Let me get this straight Robert. You’re in the business of fixing things?” “yes” he nodded. “But yet, you have all these videos showing people how to fix things themselves. How does that make business sense?” “Well, our best customers are the people that think they can do it themselves. But even if they can, someday they’ll be over their head, and who will they call for help? We’re betting it’s the company whose logo they looked at for 8 minutes when we gave them free video help.”Vanderbilt University Medical Center understands YOUtility.They provide free of charge for expectant mothers aBaby Time mobile app. It includes a contraction timer, a phone book to list contact information for people to call when the baby is on the way, a checklist of items to bring to the hospital, and driving directions.Taxi Mike understands YOUtility.Mike drives a cab for Banff Taxi in Alberta, and to stand out from the rest of the drivers, he produces an online and offline guide to the local hotspots. Taxi Mike’s Dining Guide is a simple, 8.5×11, tri-fold rack brochure, printed on bright yellow paper, and available for free just about everywhere in town.In his guide, Mike tells you the best BBQ places, clubs, happy hours, patios, places for kids, and other insider info. Wisely, he also includes a map of the downtown area on the front. The portable size and map make it perfectly logical to bring Mike’s Dining Guide with you when out on the town in Banff. And then, when you’re blurry-eyed at 12:30am, you pull out the guide and there is Mike’s phone number in big, bold letters.Your Company Can Do ThisIn a world where every prospective customer is facing an invitation avalanche, where every business is asking people to follow their tweets, read their blog, or watch their videos, you must resist the temptation to communicate solely and endlessly about your company, hoping for a quick sale.Helping can replace selling, or at the very least reduce the friction within that sales transaction. And you can do this. You can help your customers learn – like Geeksquad. You can help them plan – like Vanderbilt. You can help them enjoy – like Mike the Taxi Driver.If you want to succeed in a world where the balance of marketing power has swung dramatically in favor of the customer, you need to become a YOUtility.
Objective: To share some basic ideas to inspire thinking and discussion.Key points: 1 good communications is the exchange of values. No matter what channel you will use, the key is to tell a meaningful story. No propoganda. No education. 2 good communications need to use any channels that is fit. You need to choose channel based on the content strategy. Not vice versa.
