dinsdag 8 juli 2008

Storbacka: Strategic Account Management

Kaj - professor Sales and Account management - Storbacka's inaugural speech over Strategic Account Management.

dinsdag 1 juli 2008

WIKINOMICS

The open source movement embodies the spirit of collaboration. Yochai Benkler dubs it 'the wealth of networks.' Howard Rheingold's term is 'smart mobs'. It is the idea of technology enabled collaboration economics. Collective action and complex interdependencies play a more important role, while the central role of competition and survival of the fittest shrinks to make room.

Accros a number of disciplines the concept of cooperation plays a more important role, while the concept of competition gets a less important role. We are moving into another economic form that is fundamentally different from previous ones: COLLABORATION ECONOMICS.

The relationship between Communication, Media and Collective Action: Human communication, Media and the ways in which we organize socially have been co-evolving for quite a long time. Now, the enabling cooperation-technologies are based on the internet: In the many-to-many era every desktop is now a printing press, a broadcasting station, a community or a market place AND evolution is speeding up from desktop to personal mobile supercomputers to personal mobile ambient computing.

Howard Rheingold about Collaboration Economics: "Altruistic punishment may be the glue that holds societies together".



Collective action is about two types of Social dilemma's: (1) The prisoners dilemma c.q the ultimatum game and (2) The tragedy of the commons.

(1) The ultimatum game learnings: People from other cultures have radically different ideas of what is fair. Somehow the basis of our economic transactions can be influenced by our social institutions.

(2) The tragedy of the commons (Gerard Harden): Humans will inevitably destroy any common pool resource in which people cannot be restrained from using it. In case after case humans destroy the commons that they depended on. But in a growing number of instances we see people able to escape from the prisoners dilemma (= fundamental, disruptive change of economic form). People are only prisoners as long as they consider themselves to be. People escaped by creating institutions for collective action in which cooperative arrangements have moved from a periferral rol to a central role.

Collaboration economics create new forms of wealth. Jim Surwicki and Yochai Benkler describe how the new collaboration-economics-form is emerging (open source, new form of production, peer-to-peer production). In the past, new forms of cooperation (enabled by new technologies) created new forms of weatlh. Conclusion: We are moving into yet another economic form that is significally different from previous ones.

Cases: HP & IBM are open sourcing their software, Ely Lilli has created a market for solutions, Toyota treaths their suppliers as a network and trains their suppliers. Why? Because they learned that a certain kind of sharing is in their self interest. Google is enriching others not because of altruism, but as a way of enriching themselves. Ebay caused fundamental, disruptive change; it solved the prisoners dilemma and created a market where none would have excisted (by creating a feedback-mechanism that turns a prisoner's dilemma into a insurance game).

We don't know enough yet and are just beginning to discover what the basic principles are. This is just the beginning - we should and will soon learn more about the technologies of Cooperation & Sharing:

1. Easy to use

2. Enable connections

3. Open

4. Group forming

5. Self-instructions

6. Leverage self interest

We should start by developing maps of this cooperation-territory, so that we can talk about it accros disciplines. In the past, new ways of thinking helped alleviating suffering. What forms of of suffering could be alleviated and what forms of wealth could be created if we knew a little bit more about the new forms of cooperation. Get the cooperation project started!

Yochai Benkler: Open Source Economics

Peer-to-peer filesharing is fundamentally a distruted data storage and retrieval system.

We see the emergence of a fourth transactional framework: Social sharing & Exchange (social production). Not that it is the first time that we do nice things to each other as social beings (we do it all the time), but for the first time with a major economic impact.

Social sharing & exchange as a modality of economic production:

Characteristics:

1. decentralized authority and capacity to contribute to effective action. (instead of property, asking permission: 'may I create?) .

2. Open for anyone to create, innovate and share, if they want to. Property is one mechanism of coordination, but it is not the only one. Instead what we see are social frameworks for all of the critical things that we use property in the market, normally.

3. Motivation structures are different. Money isn't always the best motivator, think of sex.

4. It also requires new organizational approaches. Task organisation. You don't have to hire experts, now take the same problem and chunk it into small pieces and give people 5 minutes time.

-> A new social phenomenon is emerging.

1. New form of competition: It's creating and it's most visible if we see it als a new form of competition (P2P -> Recording industry, Free/open source software -> Microsoft, Skype -> Telecomms, Wikipedia -> Encarta)

2. But it is also a new source of opportunities for companies:

A new set of social relations and social behaviors emerging

- Some of it are toolmaker: for newly able users

- You built platforms for self expression and collaboration.

- Surfers

-> Stuff will flow out of connected human beings = social production.

Social production = a real fact, not a fad: it's the critical long term shift caused by the internet

Social production = in some contexts more efficient than markets or firms

Social production = sustainable and growing fast

Social production = a threat to, and threatened by, incumbent industrial models (intellectual property, telecomms, other new funky laws are the battlefield over the institutional ecology)

Four transactional frameworks:

Decentralized, market based: Price-system

Decentralized, non-market: Social sharing & exchange

Centralized, market based: Firm hierarchy

Centralized, non market: Government; non-profits

It also requires certain new organizational approaches. From task-organization (you have to hire people to tell them what to do, what to do with their time).

A new social phenomen

A new form of competition.



Charles Leadbeater over Collaboration Economics: "Je bent wat je deelt". In de wereld van de Britse innovatie-deskundige Leadbeater (boek We-Think) is de mens niet langer consument, maar deelnemer. Internet maakt samenwerken en delen tussen grote groepen mensen waar ook ter wereld mogelijk. Dat levert niet alleen nieuwe businessmodellen op. Het kan ook leiden tot fundamenteel andere manieren van gezondheidszorg of onderwijs.

Clay Shirky at TED on Institutions versus Collaborations

maandag 16 juni 2008

Bauer uitgeverij:

Wat drijft ons? Motivatie en (keuze) gedrag

In 'Wat drijft ons' beschrijft Giep Franzen de oorsprong van het menselijk gedrag. Waarom doen wij wat wij doen? Het vertrekpunt van de psychologie, sociologie, communicatie-wetenschap en bedrijfskunde. In hoeverre wordt ons gedrag bepaald door diepere drijfveren - en welke zijn dat?

Samenvatting "Wat drijft ons"
- Overzicht van de ontwikkeling op het gebied van de motivatie-theorie
- Uiteenzetting van de huidige inzichten in basisbehoeften en menselijke doelen
- De rol van het onbewuste en de invloed van de genen en de omgeving op gedrag


Evolutie-theorieën
Instinct-theorieën
Drive-theorieën
Het individueel onbewuste
Het collectief onbewuste
Behoefte theorieën
Het streven naar perfectie
Behoeften
Basisbehoeften

Persoonlijkheidkenmerken
Identiteit
Persoonlijkheid
Waarden
Levensstijlen

Het zelfsysteem
De aard van het zelf
Het zelfsysteem
Inhoud van het zelfconcept
Zelfcompetentie en zelfachting

Emoties
Motivatie en emoties
De aard van emoties
Toenaderings- of vermijdingsreactie
Basisemoties

Motivatie en situatie
Het behaviorisme
Twee-factorentheorieën
Bekrachtigingstheorieën

Verwachtingen en doelen
Verwachtingstheorieën
Expectancy-value theorie
Doeltheorieën
De theorie van motivationele systemen
De Self-Determination Theory

Doelen
Indeling van persoonlijke activiteiten
Aantrekkingskracht van het doel
Aanpassingsprocessen
Doelhiërarchieën
Dimensies van doelen

Basisbehoeften

Genen en omgeving

Het 'nieuwe' onbewuste
Bewuste en onbewuste processen
Automatische processen
Twee-processentheoriën

Zwem-consultant? Zwemmen leer je in het water.

Leadbeater "Je bent wat je deelt".

In de wereld van de Britse innovatie-deskundige Charles Leadbeater (auteur van recent verschenen boek We-Think) is de mens niet langer consument, maar deelnemer. Internet maakt samenwerken en delen tussen grote groepen mensen waar ook ter wereld mogelijk. Dat levert niet alleen nieuwe businessmodellen op. Het kan ook leiden tot heel andere manieren van gezondheidszorg of onderwijs.

Hoe bedrijven en arbeid georganiseerd worden kan allemaal op zijn kop gezet worden. Het kan, maar het zal niet vanzelf gaan. Hoe voorkom je dat er te veel toeschouwers langs de lijn blijven staan?

Het industriële tijdperk was een tijdperk van massaproductie. De eenentwintigste eeuw is een periode van massacreatie. Leadbeater pleit voor het gebruik van internet om creativiteit te ontwikkelen. In organisaties zal creativiteit en innovatie verstrekkende gevolgen hebben. Creativiteit is lastig te managen. Belangrijk is DAT je het gaat doen, want het is heel erg trial and error.

Innoveren is net zwemmen. Heb jij wel eens mensen ontmoet die een zwem-consultant hadden. Het is leuk als iemand aan de kant met jou de bewegingen doorneemt, maar zwemmen leer je in het water.

zaterdag 14 juni 2008

Sociale media veranderen medialandschap

CMO Philips over Marketing Accountability

Philips-marketeers worden sinds begin 2008 op de Net Promotor Score (NPS) afgerekend. Bedrijven meten een NPS door consumenten en klanten een enkele, simpele vraag te stellen: 'How likely is it that you would recommend us to a friend or colleague?' De antwoorden zorgen voor een verdeling van de customerbase in drie groepen: Promoters, Passives en Detractors.

Promoters zijn waardevolle assets, omdat ze voor winstgevende groei zorgen door langere relaties, meer herhalingsaankopen en doordat ze het merk promoten bij collega’s, vrienden en bekenden.

De NPS motiveert een organisatie meer aandacht te geven aan de buitenwereld. CMO Philips, Geert van Kuyck: 'We hadden bij Philips niet de gewoonte om onze managers op iets anders af te rekenen dan op winst en verlies, maar je moet ook het langetermijndenken bevorderen. We rekenen de manager nu af op de winstgevendheid, maar ook op de gezondheid van de customerbase. NPS is daarvoor het meetsysteem. Het is redelijk onthullend. Je ziet meteen in welke business je een probleem hebt. Je ziet ook dat een kleine business soms een geweldige NPS haalt. Moet je daar dan niet investeren om het groter te maken? Je ziet ook plaatsen waarvan je je moet afvragen of je daar nog wel wilt zijn.'

Andere bedrijven kiezen vanuit dezelfde accountabilty achtergrond en met een soortgelijke doelstelling voor de MCA (Market Contact Audit) in plaats van NPS.

(Bron: Tijdschrift voor Markting, juni 2008)

woensdag 11 juni 2008

Tien vragen die iedere Chief Marketing Officer (CMO) zou moeten stellen

Pete Blackshaw: 10 key questions every CMO and brand-builder today needs to probe and explore. There are more, of course, but this is an important start.

  • What's the strategic relevance of listening? Listening has always been important, the foundation for marketing success. But it takes on critical new dimension and significance in this age of consumer control. Empowered consumers talk all around us today, with or without our permission or preferred parameters of dialogue. Moreover, their conversations have real consequence and value to brands on many levels. Brands need to ask hard strategic questions about how deeply and intimately they want to understand and relate to these conversations, even the angry ones. For folks like Joel Rubinson, the newly appointed chief research officer of the Advertising Research Foundation, this question is at the top of his new agenda.


  • How do we stay credible with consumers? If CGM (define), social media, the blogosphere, and Wikipedia have taught us anything, it's that we must be credible if we're to withstand consumers' attentive eyes and expressive mouths. We can't BS, and we can't dance around issues. Be aware of the six drivers of credibility: trust, authenticity, transparency, listening, responsiveness, and affirmation. We must constantly revisit the credibility equation.


  • How do we gain permission to market to consumers? What is permission? Seth Godin got it right many years ago with "Permission Marketing," but the permission landscape, especially in a social media enabled world, has shifted dramatically, and we must keep revisiting the question. Peer-to-peer "permission," one could argue, is raising the bar around what many might consider very loose and presumptuous permission standards by advertisers. Our success as businesses will depend on how well we define the permission landscape.


  • What is engagement? How do we measure it? The industry effort to use engagement as a next-generation metric is spot-on, but so far we're all over the map. Not that consensus is critical; the exploratory and debate and fresh new questions it stimulates may well be the higher benefit here. But it's time to converge on common metrics that drive more transparency and simplicity in media and marketing planning. Every CMO should start thinking about what engagement means and how it can be leveraged as a powerful new measurement and accountability standard.


  • How do we stay authentic and meaningful with consumers? An outgrowth of consumers' well-documented distrust of advertising is a parallel consumer need and expectation for greater authenticity. Consumers are placing a higher value on that which appears real, sincere, consistent, and genuine. Hence the growth in organic claims, corporate blogs reflecting the passion of senior executives or product managers, and more. Some, like Bob Gilbreath and Jay Woffington of integrated agency Bridge Worldwide, refer to this as "meaningful marketing." Whatever we label it, consumers are looking for more substance, meaning, and authenticity in how we market. This isn't an easy question. Balancing the quest for authenticity with imperatives of growth presents numerous challenges.


  • How do we facilitate and catalyze cross-functional relationships to unleash new value and synergy? If anything, the growth of digital and social media has severely blurred boundaries between corporate silos, and while this brings some order of short-term complexity and confusion, it also presents opportunity. Companies have a unique opportunity to redesign and reshape the organization. Does it still make sense, for instance, for marketing and consumer affairs to sit in independent silos, consistently contradicting each other in the respective approaches to consumer engagement and attention? At some point, do research and media start to become one and the same, insofar as media measurements are bringing unprecedented levels of research value to the table? What about advertising versus PR firms? They're both breathing down the neck of social media and world-of-mouth practices in an effort to get closer to real consumer behavior. Are these silos sustainable?


  • How do we intervene with consumers at critical inflection points? What are they? Search has taught us that advertising works at that key inflection point when the consumer is curious. Consumers seek content, and targeted advertising attempts to satisfy that need with content, solutions, or additional needs. This is just tip of the opportunity iceberg digital and interactive present. We simply need to map out the change and inflection points where advertising has the opportunity to bring value or solutions to the table. Relationship marketing, enabled by smarter CRM (define) systems, is a key part of the equation.


  • How much marketing budget should be invested in indirect activities? What I can clearly see after analyzing CGM for nearly eight years is that a significant percentage of media is now coming directly from consumer-to-consumer communications. This is the product of indirect activity, not paid media. Investing in social responsibility is a classic indirect marketing activity. Investing in consumer affairs is another. So, too, is customer service. While we focus intense attention on media optimization, we often neglect the areas that fall outside the paid model. This all needs to be carefully reevaluated.


  • How do we nurture customer advocacy? In the age of virality, loyalty just isn't enough. Advocacy is the engine behind word of mouth, CGM, and so much more. Brand advocacy matters today because it precipitates an indelible digital trail of commentary that publicly rewards or indicts brand performance or the fulfillment of brand promises. The key is to understand the core drivers of what specifically nurtures advocacy.


  • How do we protect and defend brand equity and reputation? Let's face it. It's much harder to protect brand equity in the age of consumer control. Bad news travels fast, Google search results keep bad buzz front and center, and Wikipedia acts like a constant reminder to the world of brands defects, shortcomings, and failures. CMOs must think long and hard about what it takes to insulate and protect their brands, as well as manage difficult situations.

Crowdsourcing-case: KLM

Crowdsourcing = het fenomeen dat het dankzij internet makkelijker is geworden voor bedrijven om creativiteit buiten de eigen organisatie aan te boren.

Crowdsourcing = het principe dat mensen van over de hele wereld samenwerken aan het verbeteren van een (open source) product

Definiëring van (bijna) synonieme begrippen: Crowdsourcing/Community driven innovation/ Co-creation/ Open Source Marketing/User Generated Content = Community driven production/ Community Activation

Crowdsourcing-effects: 1. Beter product, 2. Kostenbesparingen



Het bezoek van Crowdsourcing-guru Jeff How (eind juli 2008 nieuw boek Crowdsourcing: Why the Power of the Crowd Is Driving the Future of Business) aan Nederland vorige week is een mooie aanleiding om een Nederlands Crowdsourcing praktijkvoorbeeld te belichten: Crowdsource case KLM

Op initiatief van KLM-directeur Bram Gräber en Directeur Klantenrelatiebeheer Paul Rombeek zijn i.s.m. bedrijf Favela Fabric 3 eigen 'webcommunity's' geinitieerd waarop KLM ideeën en plannen bespreekt met klanten:

1. BlueLab (dialoog met klanten uit het MKB/sinds oktober 2007)

2. KLMInTouch (dialoog met actieve reizigers/sinds januari 2008)

3. ReisagentDialoog (dialoog met reisagenten/sinds mei 2008)


Via BlueLab kunnen MKB'ers meepraten over plannen die KLM heeft, of eigen ideeën aandragen. Concrete resultaten:

1. KLM heeft naar aanleiding van BlueLab dialoog een nieuw type goedkope tickets ingevoerd, waarop reizigers toch volledige spaarpunten in het Frequent Flyer Programma krijgen;

2. KLM legde het plan voor om NS-Businesscard-houders extra korting te geven als ze per trein naar Schiphol reizen. Na enthousiaste reacties op Bluelab heeft KLM het plan doorgezet;

3. 56% van de 400 KLMInTouch-deelnemers levert minstens 1x per maand online een bijdrage


Veel bedrijven willen graag via het web met hun klanten communiceren omdat het tegen relatief lage kosten uitgebreid en interactief contact mogelijk maakt. Belangrijk daarbij is te laten zien dat je ook serieus naar de community-deelnemers luistert en concreet iets doet met de feedback. Daarom houden 10-tallen KLM managers zich regelmatig met de 3 webgemeenschappen bezig en worden de al uitgevoerde plannen bewust online gezet.

(bron: Wessel Gossing, FD, 6 juni 2008)

Crowdsource-kenners die de MarketingFacts-crowd noemt:

Eric von Hippel, Henry William Chesbrough, Dion Hinchcliffe, Dann Gillmor, Pete Cashmore (Mashable), Cory Doctorow (Boing, Boing), Charlene Li, Guy Kawasaki, Howard Rheingold, Clay Shirky, Jake McKee, Jeremiah Owyang, Gary Vaynerchuck, Mark Shuttleworth (Canonical -> Ubuntu) en Prahalad.


Next: Crowdsource case Schiphol, Crowdsource case Rijkswaterstaat, Crowdsource case ABN AMRO, Crowdsource case Loyalis.

zaterdag 7 juni 2008

Steven Covey: 7 habits of highly effective people

Prachtige, praktische en nuttige samenvatting van Steven Covey' boek '7-habits-of-highly-effective-people'.

vrijdag 6 juni 2008

Age of Innovation (Prahalad, mei 2008)

In his newest book "The age of innovation", Management expert C. K. Prahalad discusses the new landscape of innovation, in which companies must learn to co-create with their consumers, making use of a global ecosystem of resources.

Belangrijkste learnings uit zijn boek:
- Prahalad over organiseren: "Bedrijven zullen constant het gedrag van de consument moeten screenen om op veranderende voorkeuren te anticiperen; Stel de consument centraal, niet meer het eigen bedrijf zelf;
- De ideale manager van de toekomst is meer op projecten georiënteerd en niet meer op hiërarchie; Bedrijven zullen hun organisatie radicaal moeten omgooien; van Rigide en Hiërarchisch naar Flexibele netwerken; Willen bedrijven overleven dan moeten ze outsourcen; vorm uitgebreide netwerken met kleine en grote leveranciers, onderzoeksinstituten en non-gouvernementele organisaties.
" Meer over netwerk-organisatie klik hier.



- Prahalad over innovatie: "In het nieuwe tijdperk van globalisering en toenemende concurrentie moeten bedrijven constant innoveren om te overleven; Na verhoging-kwaliteit-tegen-lagere-kosten en vervolgens verhoging-differentiatie-tegen-lagere-kosten, komt nu intensievere-innovatie-tegen-lagere-kosten; Innovatie is prima te combineren met efficiëntie." Meer over innovatie klik hier.



- Slotwoorden Prahalad "Het is belangrijk om een visie te hebben, maar neem kleine stappen op weg ernaartoe."