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Description
Flashcards by Flurina Baumann, updated more than 1 year ago
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Created by Flurina Baumann
over 8 years ago
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| Question | Answer |
| Groundswell (L&B) | A social trend in which people use technologies to get the things they need from each other, rather than from traditional institutions like corporations. To master the groundswell, focus on relationships, not technology. |
| Streisand effect (L&B) | Events where attempts to remove content from the internet cause it to spread broadly instead. Example: Streisand insisted not showing her house in internet when a photographer want’s to publish the California coastline. The result, the public crowd spread pictures of her house with her name all over the web. |
| Web 2.0 (L&B) | The software is more interactive – with people connecting all the time, ex. Facebook connecting people directly with each other. |
| Blogosphere (L&B) | The authors of blogs read and comment on other’s blogs. They also site each other, adding links to other blogs from their own posts. This interlinking creates relationships between the blogs and their authors and forms the blogosphere. |
| Social network site (L&B) | Ex. Facebook. Members of these sites maintain profiles, connect with each other and interact. One major activity on these sights are “friending”, a mechanism by which people acknowledge relationship with and keep up with their friends. |
| Folksonomy (L&B) | When there is a loose, overlapping classifications of tags (ex a nascar forum could be described as a discussion group or a fan phenomenon), it depends on the people, not experts. Tags have become the standard way that sites add people-driven organizations. |
| RSS - Really Simple Syndication (L&B) | it is a tool that brings you updates. Instead of going out to blogs, news sites, auction sites and so on, RSS brings the updated content to you. RSS has two elements, a transmitter generating a feed and a receiver to see the feed. |
| Widget (L&B) | Mini program that’s connected to the Internet. It’s an overview of a specific area of interest, for example weather and calender. RSS but more specified. |
| Social Technographic Profile (L&B) | At the core is a way to group people based on the groundswell activities in which they participate. The real power of the profile is that by it we can understand how social technologies are being adopted by people. If this group is your customers, you can use the profile to build an appropriate social strategy. |
| Social Technographic Profile (L&B) Ladder | |
| Social Technographic Profile (L&B) Creators | Are at the top of the ladder, they are online consumers who at least once a month ex. publish a blog, article or upload videos. In Europe about 14% of the population. |
| Social Technographic Profile (L&B) Conversationalists | Participate in the frequent back-and forth dialogue that’s characteristic of status updates at Facebook and Twitter. They do this at least weekly, not just monthly. 31% of people in Europe. |
| Social Technographic Profile (L&B) Critics | Reacts to other content online, posting comments on blogs or online forums, posting ratings and reviews, or edit wikis. It is easier to react than to create so 20% are critics in Europe. |
| Social Technographic Profile (L&B) Collectors | Save URLs and tags on a social bookmarking service like Delicious, vote for sites on services like Diggs, or use RSS-feeds. This act of collecting and aggregating information plays a vital role in organizing the tremendous amount of content being produced by Creators and Critics. Collectors are an elite group, including only around 10% of online Europeeans, but should grow as more sites build in diverse types of Collector activities. |
| Social Technographic Profile (L&B) Joiners | Participate in or maintain profiles on social networking sites like Facebook, they are one of the fastest growing groups. They are 41% of everybody online in larger countries in Europe. |
| Social Technographic Profile (L&B) Spectators | consume what the rest produce – blogs, online videos, podcasts, forums and reviews. Being a spectator requires less effort and it is so the largest group with 54% of the Europeans online. |
| Social Technographic Profile (L&B) Inactives | Nonparticipants, they still remain, although fewer people every year are completely untouched by social technologies. 32% of the European online population, but remember that offline consumers can’t participate at all. |
| Social Technographic Profile (L&B) Alpha Mom (as target group example) | They are comfortable with technology, interested in parenting and have above-average incomes. She’s educated, a multitasker, kidcentric and she has the goal of mommy excellence. |
| POST-Method (L&B) | People: What are your customers ready for? What´s important is to assess how your customer will engage, based on what they´re already doing. Objectives: What are your goals? What is the most powerful objective? Strategy: How do you want relationship with customers to change? To answer the question helps you to make changes and figure out how a strategy can be measured. Technology: What application should you build? After decided on the people, objectives, and strategy, you can move on to pick appropriate technologies and also blogs, wikis, social networks. |
| Five objectives that companies can pursue in the groundswell (L&B) | Listening Talking Energizing Supporting Embracing |
| Five objectives (L&B) Listening | Use the groundswell for research and to better understand your customer and find out what your company stands for. (This goal is the best suited for companies that are seeking customers insights for use in marketing and development.) |
| Five objectives (L&B) Talking | is good because you can use the message to spread messages about your company (Choose this goal if you´re ready to extend your current digital marketing initiatives for example banner ads, search ads, e-mails), to a more interactive channel. |
| Five objectives (L&B) Energizing | is to create and find enthusiastic customer and turn them into word-of-mouth machines. (This works best in companies that know that they have brand enthusiasts to energize.) |
| Five objectives (L&B) Supporting | Set up groundswell tools to help your customers support each other. (This is effective for companies with significant support costs and customers who have a natural affinity for each other). Apple. |
| Five objectives (L&B) Embrancing | Integrate your customer into the way your business works, including using their help to design your products (This is the most challenging of the five goals, and it´s best suited to companies that have succeeded with one of the other four goals already). |
| Listening strategies (L&B) | 1. Set up your own private community. A private community is like a continuously running, huge, engaged focus group. A natural interaction in a setting when you can listen in. 2. Begin brand monitoring. Hire a company to listen to the Internet for example blogs, discussion forums, and twitter. Then have it deliver to you neat summary reports about what´s happening or push the results out to departments, like customer service, that can address pressing customer issues. |
| Why listening to the groundswell? (L&B) | 1. Find out what your brand stands for. 2. Understanding how buzz is shifting. 3. Save research money 4. Find the sources of influence in your market. 5. Manage PR crises. 6. Generate new product and marketing ideas. |
| Talking with groundswell (L&B) | Today the companies have to communicate and talk to their customers and make them talk to other customers. Talking with groundswell means stimulating conversation. |
| Techniques talking with groundswell (L&B) Post a viral video | Put a video online, and let people share it. To be most effective, these videos must allow people to interact. They should direct people to a social network, a blog, or a community where they can form further relationships with each other or with the company. These are mechanism that can help people in the middle stage of the marketing funnel. |
| Techniques talking with groundswell (L&B) Social networks | Creating a personality within social networking sites like MySpace. It is one of the simplest ways to extend your brand reach. It is not for every brand, but if the brand appeal to customers ages 13-35 they must engage in social networks because their customers are already there. Many brands messages are not as easy as the one marketers are putting on Facebook, then blogging is an other option. |
| Techniques talking with groundswell (L&B) Blogs | Blogging is advantageous for a longer-term commitment with the customers. When using blogs, the company should listen to and responding other blogs in the blogosphere to empower the executives or staff. One tips for to reach success with your blog is the want to engage in dialogue with your customers. Other tips are that it is important to listening, be honest, develop a plan and a goal for the blog and estimate the ROI. |
| Techniques talking with groundswell (L&B) Communities | It is a powerful way to engage with your customers and deliver value to them. They are also effective at delivering marketing messages, as long as you listen, do not just shout. Communities are cheap to create, but to create an effective community, you must constantly support and maintain it. To stay relevant and successful the communities need care and feeding, with content, new features and redesign. Do not proceed unless you are certain that you will get the benefits you are looking for. |
| Best talking technique for each problem (L&B) | - Awareness problem (people do not know about you): Viral videos - Word-of-mouth problem (you need people to talk to each other): Social networks - Complexity problem (you have complicated messages to communicate): Blogs - Accessibility problem (you can not reach your customers): Community |
| Techniques for energizing enthusiasm (L&B) 1. Rating reviews | To tap into customers’ enthusiasm with ratings and reviews works best for retail companies and other with direct customer contact. The sites is build on itself, where the customers read reviews - buy the product - use it - and then figure - “Hey, why don´t I contribute to help the next guy”. This is energizing groundswell in an easy way. Positive reviews and ratings increase the buy rate. |
| Techniques for energizing enthusiasm (L&B) 2. Create a community | Is a way to energize your customers. This works best if your customer is truly passionate about your product, especially in B2B. Communities makes the customers feel like a stakeholder and then they feel that they are a part of the company’s success and then they would like to have constant contact. All activities in the community is about reinforcing positive behaviours, encouraging new customers, and generate referrals. |
| Techniques for energizing enthusiasm (L&B) 3. Online communities | Companies can participate in and energize online communities of their brand enthusiasm to build relations. E.g. Lego used this method when develop the products designed for adult. They were energizing the base includes a strong element of listening in their online community. |
| Supporting Forum (L&B) | Any company whose products raise a lot of questions should consider forums. It helps companies save money and make the customers be co-producers. Customers may perceive themselves as people with a common sense in forums and they communicate and support the forum themselves. |
| Wiki (L&B) | Using wikis is a common way for companies to harness the collaborative power of their employees. And nowadays it is open for everyone. Using wikis is great if you think your customers are ready to share in a common collection of information. But wikis are a lot harder and contain more risks than forums. Because first of all you need people, the second key ingredient is content. |
| Innovating faster (L&B) | Embracing is not just listening to the customers; it is also to innovate fast. This saves money and makes it difficult for the competitors. |
| Crowd sourcing (L&B) | When the company asks the groundswell to provide the company with ideas. Use an ad-campaign in order to get feedback from the customers by asking how to improve the product or service that the company offers. |
| The internal groundswell (L&B) | Internal groundswell is all about creating new ways for people to connect and work together in the company. It is about relationship and not technology. It is important to promote a listening culture from the top down. The internal groundswell does only work if the management is listening. |
| Empower organization (L&B) | A business that encourage social technologies to enable better connection and relationships between customers and employees, often lead to better products, more efficient workflow, loyal customers, lower cost and greater revenues. A key part of this is the connection employees and customer has though the social media, like Facebook, Twitter or different blogs. |
| The five stages of social maturity (L&B) | The stages helps companies to understand were the organization is on the “map”, were you are going and how to get there. 1. The dormant (inaktiv) stage 2. Testing stage- Early implementation 3. The coordinating stage 4. The scaling and optimizing stages- Management embraces social applications 5. Empowering stages |
| The five stages of social maturity (L&B) 1. The dormant stage | No social activity: Organization do not piloting any social technologies. |
| The five stages of social maturity (L&B) 2. The testing stage | Early implementation: Individuals in the business or in different departments is testing the application. It can be through different platforms like Facebook, Twitter or YouTube. At retailers, the testing stage often includes rating and reviews. If a company is in a testing stage, the advice is: don’t stop now. |
| The five stages of social maturity (L&B) 3. The coordinating stage | Extending success through handling the distribution of the tasks around the grounswell. Management begins to coordinate across teams and departments. |
| The five stages of social maturity (L&B) 4. The scaling and optimizing stage | Management embraces social applications: The organization shows a shift toward growing and improving social applications. |
| The five stages of social maturity (L&B) 5. Empowering stage | Organization empowers all relevant employees by fostering and rewarding the “heroes” in the organization. |
| The ubiquitous (universal) groundswell (L&B) | Groundswell technologies are exploding. They are cheap and easy to improve and can easily tap into the Internet advertising and connect people who want to be connected. Embedded within every activity, not just computers, but on mobile devices and in the real world. It means that social network will connect people into groups they care about. |
| Attaining groundswell thinking (L&B) 7 Steps to build a powerful success according to the groundswell thinking. | 1. Never forget that the groundswell is about person- to- person activity. You must be ready to connect to people you haven’t met, customers for example. 2. Be a good listener. Success in the groundswell means listening not just to customers but to other in you company as well. The best listeners will end up the smartest. 3. Be patient. 4. Be opportunistic. This means seeking places to build applications that make progress on connecting with customers. 5. Be flexible. Always surprise people. 6. Be collaborative. Working together and backing each other up. 7. Be humble. People who are connecting together are a hugely powerful force. |
| consumer focus (V) | True consumer focus means obtaining value for the customers (whether or not they buy all the items they should of a company´s products and services). As well as obtaining value from the customers (who voluntary choose to stay with a company that obtains value for them). |
| Problem with the conventional approach (V) | it’s harder to just compete with just products and services. |
| Achieving customer lock-on (V) | Lock-in mean that the customer has no choice of company (monopoly). In contrast lock-on means that the customer select their sole, dominant or first choice because of an on-going, superior value at low delivered cost. With lock-on it is not the product or technology that keeps the competitors away, it is the customers. |
| Value add-on (V) | Improving the customers’ experience after they’ve experienced something, for example a product. |
| The customer-activity cycle (V) | -Pre – when customers are deciding what to do to get their desired result. -During – when customers are doing what they decided on -Post – when customers are maintaining the results – reviewing, extending, upgrading and updating. |
| Capitalizing on value gaps (V) | If any interruption in the flow of the customer-activity cycle occurs value gaps are created. These gaps open up new entrants for competitors unless the company fills these gaps with value adds-ons. |
| Creating breakthrough value (V) | instead of waiting for value gaps to occur companies creates them to later fill them up with breakthrough value. |
| Economies of skill (V) | the skill is most critical in getting superior value at low delivered cost in the use of information and knowledge and many new offerings from other companies that are based on this skill. After the initial investment in getting to know the customer the cost of updating the information is low. The skill to use customer input, is to have customers working for free. |
| Economies of stretch (V) | With the economies of stretch customers that have locked on in one market space are taken into new markets spaces. The company has no acquisition cost and low margin cost, because information, knowledge and relationships are already established. |
| Economies of sweep (V) | Thanks to technology and social media, increasing numbers of customers can lock on at a low marginal cost to the company. Sweep your message. |
| Economies of spread (V) | ones the companies achieved lock-on and gathered the critical momentum, revenues grow and cost decline, economy of spread is created. There is a bigger potential of getting the revenues to arch upward than diminish. |
| Customer-focused interactions loop (V) | strategies for creating lock-on. 1. Relationship 2. Knowledge and Information 3. Networks 4. Players 5. Developers 6. Costs |
| Customer-focused interactions loop (V) Loop 1 Relationship | the more relationships with customers strengthen due to the superior value that customers receive because the enterprise knows and suits their unique needs, the more the relationship is reinforced, thus increasing the lock-on. |
| Customer-focused interactions loop (V) Loop 2 Knowledge and Information | the more information and knowledge are used and reused to create proactive and precise offerings for customers, the more they lock on. Therefore, the more they share information and knowledge, the better the offering and the more they lock on. |
| Customer-focused interactions loop (V) Loop 3 Networks | The more people and machines are linked by interactive technology to form a network to increase the value for customers, the more customers lock on, drawing still more nodes into the network, thus enhancing customer value and lock-on |
| Customer-focused interactions loop (V) Loop 4 Players | The more players involved in supplying, supporting and servicing the offering to provide value add-ons at critical points in the customer-activity cycle, the more customers lock on, attracting still more players, which provides more value add-ons, thus reinforcing customer lock-on. |
| Customer-focused interactions loop (V) Loop 5 Developers | The more developers innovate to offer constantly improving value to customers, the more customers lock-on, accelerating the rate of innovation, application and customer lock on still more. |
| Customer-focused interactions loop (V) Loop 6 Costs | A relationship strengthen. Knowledge and information are increasingly shared, used and reused, and e-technology producers customer value. The more the new economies take effective, reducing costs that can be passed on to customers, the more customers lock on. |
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