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- 1. Leveraging and Integrating Social Media Into Your Business Tuesday, February 10, 2009
- 2. Leveraging and Integrating Social Media Into Your Business John Kembel CEO, HiveLive, Inc. john@hivelive.com Tuesday, February 10, 2009
- 3. Our Conversation Today Tuesday, February 10, 2009
- 4. Our Conversation Today Think beyond blog + wiki + forum Tuesday, February 10, 2009
- 5. Our Conversation Today Think beyond blog + wiki + forum Need to find new ways to innovate Tuesday, February 10, 2009
- 6. Our Conversation Today Think beyond blog + wiki + forum Need to find new ways to innovate Promising wave 1: “design thinking” Tuesday, February 10, 2009
- 7. Our Conversation Today Think beyond blog + wiki + forum Need to find new ways to innovate Promising wave 1: “design thinking” Promising wave 2: “community thinking” Tuesday, February 10, 2009
- 8. Our Conversation Today Think beyond blog + wiki + forum Need to find new ways to innovate Promising wave 1: “design thinking” Promising wave 2: “community thinking” Applied: design thinking + community thinking Tuesday, February 10, 2009
- 9. Think Beyond Blog, Wiki, Forum Tuesday, February 10, 2009
- 10. Social Marketing Myths Tuesday, February 10, 2009
- 11. Social Marketing Myths It’s about blogs, wikis, forums & social networks Tuesday, February 10, 2009
- 12. Social Marketing Myths It’s about marketing in *new* channels Tuesday, February 10, 2009
- 13. Social Marketing Myths It’s about spreading my brand in viral ways Tuesday, February 10, 2009
- 14. Social Marketing Myths It’s about engagement and participation Tuesday, February 10, 2009
- 15. Social Marketing Myths ANOTHER ONE? Tuesday, February 10, 2009
- 16. Tuesday, February 10, 2009
- 17. Tuesday, February 10, 2009
- 18. Podcasts Mashups Digg Feed Burner RSS Wikis Web 2.0 Profiles MySpace Technorati Complex LinkedIn Twitter Widgets Forums Facebook Blogs Nodes Communities Social Capital Networks Metrics Network Theory E-learning Tuesday, February 10, 2009
- 19. Tuesday, February 10, 2009
- 20. QUALITY CONVERSATIONS Tuesday, February 10, 2009
- 21. QUALITY CONVERSATIONS DRIVE YOUR BUSINESS Tuesday, February 10, 2009
- 22. QUALITY CONVERSATIONS Tuesday, February 10, 2009
- 23. CUSTOME R PEER-TO- CARE PEER CROWD SUPPORT SOURCING QUALITY CONVERSATIONS CO- RELEVANT + RICH ORGANIC + ADAPTABLE WORD OF DESIGN MOUTH Tuesday, February 10, 2009
- 24. CUSTOME R PEER-TO- CARE PEER CROWD SUPPORT SOURCING QUALITY CONVERSATIONS CO- RELEVANT + RICH ORGANIC + ADAPTABLE WORD OF DESIGN MOUTH Tuesday, February 10, 2009
- 25. CUSTOME R PEER-TO- CARE PEER CROWD SUPPORT SOURCING QUALITY CONVERSATIONS CO- RELEVANT + RICH ORGANIC + ADAPTABLE WORD OF DESIGN MOUTH INNOVATION Tuesday, February 10, 2009
- 26. Tuesday, February 10, 2009
- 27. BUSINESS INNOVATION Tuesday, February 10, 2009
- 28. BUSINESS INNOVATION DESIGN COMMUNITY THINKING THINKING -COMMUNITY D. PROCESS - UNDERSTAND & OBSERVE - GENERATE & PROTOTYPE - TEST & ITERATE PEOPLE COMMON GROUND Tuesday, February 10, 2009
- 29. We Need New Ways to Innovate Tuesday, February 10, 2009
- 30. Innovation is Important “Innovation is now recognized as the single most important ingredient in any modern economy” Tuesday, February 10, 2009
- 31. Business Execs Agree 23%! Top priority! 43%! Top-three priority! Top-10 priority! 27%! Not a priority! 7%! “Where does innovation rank among your company’s strategic priorities?”! Base: 2,468 senior executives at the 1,500 largest global corporations (by market capitalization)! Source: Boston Consulting Group, “Innovation 2007: A BCG Senior Management Study,” October 2007quot; Tuesday, February 10, 2009
- 32. Business Execs Agree 23%! Top priority! TOP 3 PRIORITY 66% 43%! Top-three priority! Top-10 priority! 27%! Not a priority! 7%! “Where does innovation rank among your company’s strategic priorities?”! Base: 2,468 senior executives at the 1,500 largest global corporations (by market capitalization)! Source: Boston Consulting Group, “Innovation 2007: A BCG Senior Management Study,” October 2007quot; Tuesday, February 10, 2009
- 33. Companies are Investing in Innovation $447 Billionquot; Spending billions on ! new product development! 2006quot; Source: Top 1,000 R&D spenders, Booz Allen Hamilton Global Innovation 1000! Tuesday, February 10, 2009
- 34. Innovation Pays Off Innovative products capture market share Products Launched! Average Share! Breakthroughquot; 2%! 26%! innovation! Incremental quot; 32%! 4%! innovationquot; Line extension! 66%! 1%! Source:The McKinsey Quarterly: For 261 new products, across 18 high-growth categories, launched 2000-04! Tuesday, February 10, 2009
- 35. Paradigm Shift in Innovation “This is really the biggest paradigm shift in innovation since the Industrial Revolution. For a couple hundred years or so, manufacturers have been really imperfect at understanding people’s needs. Now people get to decide what they want for themselves.” Eric von Hippel! MIT Professor of Innovation & Entrepreneurshipquot; Tuesday, February 10, 2009
- 36. Companies Discovering New Ways to Innovate Engage customers online in dynamic, disruptive, cutting edge models Companies are involving customers ! online to … quot; -! co-design new productsquot; -! crowdsource product ideas ! and prioritiesquot; -! test products and gather rapid ! feedback cycles.quot; -! accelerate time-to-market! CUSTOMER-POWERED INNOVATION Tuesday, February 10, 2009
- 37. Companies Discovering New Ways to Innovate Engage customers online in dynamic, disruptive, cutting edge models Companies are involving customers ! online to … quot; -! co-design new productsquot; -! crowdsource product ideas ! and prioritiesquot; -! test products and gather rapid ! feedback cycles.quot; -! accelerate time-to-market! CUSTOMER-POWERED INNOVATION Tuesday, February 10, 2009
- 38. Design Thinking Tuesday, February 10, 2009
- 39. Design Thinking Design Thinking is an approach that uses the designer’s sensibility and methods for problem solving to meet people’s needs in a technologically feasible and commercially viable way. In other Tim Brown words, design thinking is human-centered innovation.” IDEO http://ideo.com/thinking/approach/ Tuesday, February 10, 2009
- 40. P&G Changes Its Game How Procter & Gamble is using design thinking to crack dificult business problems …from new product initiatives to other types of pressing business issues such as strategy, retail relationship building, and matters of operational excellence… …visualization, prototyping, and iteration are facilitating communication internally and with customers like never before.” July 28, 2008 . http//snurl.com/5bsdt Tuesday, February 10, 2009
- 41. Recipe for Routine Innovation Generate Prototype Understand Observe Test Iterate “We engage end users throughout the design process.” Tim Brown IDEO Tuesday, February 10, 2009
- 42. 1. Understand Observe EMPATHY Tuesday, February 10, 2009
- 43. 1. Understand Observe EMPATHY We want people to use these techniques daily in their work—using broad insights; learning faster; failing faster. Design thinking can be applied everywhere, every day.” Tuesday, February 10, 2009
- 44. 2. Generate Prototype OPTIONS We want people to use these techniques daily in their work—using broad insights; learning faster; failing faster. Design thinking can be applied everywhere, every day.” Tuesday, February 10, 2009
- 45. 3. Test Iterate ITERATION We want people to use these techniques daily in their work—using broad insights; learning faster; failing faster. Design thinking can be applied everywhere, every day.” Tuesday, February 10, 2009
- 46. Design Thinking Recipe for routine innovation Generate Prototype Understand Observe Test Iterate Tuesday, February 10, 2009
- 47. Design Thinking Recipe for routine innovation Generate Prototype Understand Observe Test Iterate 1. Diversity of perspectives 2. Customer-centered 3. Empathy + options + iteration Tuesday, February 10, 2009
- 48. Community Thinking Tuesday, February 10, 2009
- 49. Tuesday, February 10, 2009
- 50. Tuesday, February 10, 2009
- 51. Podcasts Mashups Digg Feed Burner RSS Wikis Web 2.0 Profiles MySpace Technorati Complex LinkedIn Twitter Technologies Widgets Forums Facebook Blogs Nodes Communities Social Capital Networks Metrics Network Theory E-learning Tuesday, February 10, 2009
- 52. Podcasts Mashups Digg Feed Burner RSS Wikis Web 2.0 Profiles MySpace Technorati Complex LinkedIn Twitter Technologies Widgets Forums Facebook Blogs Nodes Communities Social Capital Networks Metrics Think beyond blogs + wikis + forums + social Network Theory E-learning Tuesday, February 10, 2009
- 53. It’s About the People Tuesday, February 10, 2009
- 54. Business-purposed Communities are Like Onions Tuesday, February 10, 2009
- 55. People + Activities Drive the Business Business-purposed communities Think beyond blog + wiki + forum: … UGC ethnographies, idea generation, crowdsourcing priorities, co-design, concept-testing … Tuesday, February 10, 2009
- 56. People + Activities Drive the Business Business-purposed communities A company asset A place to customers to connect and share A WOM lead-generation engine A way to foster loyalty and participation A powerful insights tool for PMs A place to get answers and support Think beyond blog + wiki + forum: … UGC ethnographies, idea generation, crowdsourcing priorities, co-design, concept-testing … Tuesday, February 10, 2009
- 57. Business Benefits of Customer Communities Communities deliver benefits across all dimensions of marketing and CRM Existing Approaches Existing Approaches Search (SEO) Loyalty programs Online ads (PPC) E-mail marketing New media campaigns Cu Community Approaches Lo st ad tion Community Approaches Authenticity and trust y ra om y Ge Le Word-of-mouth Membership and alt ne er Invitations participation Viral content Community Approaches Community Approaches Cu p Ideastorms co-design P2P customer care om ar t st ke ar Su Crowdsourcing and voting Community help ch po er M se rt Concept testing and support Re Existing Approaches Existing Approaches Third-party research Call centers Focus groups Online support Online surveys Virtual agents Tuesday, February 10, 2009
- 58. Design Thinking + Community = Innovation Tuesday, February 10, 2009
- 59. Customer Centeredness Drives Innovation Customers participate in the innovation process Tuesday, February 10, 2009
- 60. Customer Centeredness Across Entire Cycle Involve customers as part of your team Generate Prototypequot; Understand ! Observequot; Test ! Learnquot; Innovation Process! Hasso Platner Institute of Design at Stanford (the “d.school”) | IDEO! Tuesday, February 10, 2009
- 61. Customer Centeredness Across Entire Cycle Involve customers as part of your team Generate Prototypequot; Understand ! DEEPEN Observequot; EMPATHY Test ! Learnquot; Innovation Process! Hasso Platner Institute of Design at Stanford (the “d.school”) | IDEO! Tuesday, February 10, 2009
- 62. Customer Centeredness Across Entire Cycle Involve customers as part of your team INCREASE OPTIONS Generate Prototypequot; Understand ! DEEPEN Observequot; EMPATHY Test ! Learnquot; Innovation Process! Hasso Platner Institute of Design at Stanford (the “d.school”) | IDEO! Tuesday, February 10, 2009
- 63. Customer Centeredness Across Entire Cycle Involve customers as part of your team INCREASE OPTIONS Generate Prototypequot; Understand ! DEEPEN Observequot; EMPATHY Test ! Learnquot; SUCCEED SOONER Innovation Process! Hasso Platner Institute of Design at Stanford (the “d.school”) | IDEO! Tuesday, February 10, 2009
- 64. The Innovation Challenge Involving customers throughout the entire process is impractical for most companies Generate Generate Customer Centeredness is:! Prototype! Prototypequot; $! Expensive! Understand quot; Observe! Understand ! Observequot; Time Intensive! Test ! Test quot; Learnquot; Learn! Tuesday, February 10, 2009
- 65. The Innovation Challenge Involving customers throughout the entire process is impractical for most companies Generate Generate Customer Centeredness is:! Prototype! Prototypequot; $! Expensive! Understand quot; Observe! Understand ! Observequot; Time Intensive! Test ! Test quot; Learnquot; Learn! Tuesday, February 10, 2009
- 66. Communities Involve Customers Full Cycle UNDERSTAND OBSERVE GENERATE PROTOTYPE TEST LEARN Tuesday, February 10, 2009
- 67. Customer Communities Facilitate Discovery UNDERSTAND DISCOVERY! OBSERVE GENERATE PROTOTYPE TEST LEARN Tuesday, February 10, 2009
- 68. On-Demand Discovery Understanding DIRECT TRANSPARENT UNDERSTAND OBSERVE! DISCOVERY! PEER-TO- PEER Deep understanding! Authentic! New insights! CONVERSATIONAL Tuesday, February 10, 2009
- 69. Customer Communities Fuel Collaboration UNDERSTAND OBSERVE GENERATE COLLABORATION! PROTOTYPE TEST LEARN Tuesday, February 10, 2009
- 70. On-Demand Customer Powered Ideas RICH CONTENT GENERATE PROTOTYPE! SELF COLLABORATION! ORGANIZING Rich expression of ideas! Diversity of viewpoints! Stronger concepts! DIVERSE MEMBERSHIP Tuesday, February 10, 2009
- 71. Customer Communities Drive Iteration UNDERSTAND OBSERVE GENERATE PROTOTYPE TEST ITERATION! LEARN Tuesday, February 10, 2009
- 72. On-Demand Iteration FIXED COSTS TEST LEARN! ITERATION! Faster, on-demand feedback! Cost effective cycles! AUDIENCE PRECISION CONTINUOUS CONNECTIONS Tuesday, February 10, 2009
- 73. Tuesday, February 10, 2009
- 74. VIGNETTES Tuesday, February 10, 2009
- 75. Tuesday, February 10, 2009
- 76. Co-Designing Products CASE STUDY Tuesday, February 10, 2009
- 77. agilecommons.org CASE STUDY Tuesday, February 10, 2009
- 78. FINALIST SUPPORT agilecommons.org CASE STUDY Tuesday, February 10, 2009
- 79. CUSTOMERS ENGINEERS PRODUCT MANAGERS agilecommons.org CASE STUDY Tuesday, February 10, 2009
- 80. FEEDBACK CONCEPTS CUSTOMERS ENGINEERS PRODUCT MANAGERS agilecommons.org CASE STUDY Tuesday, February 10, 2009
- 81. FEEDBACK CONCEPTS CUSTOMERS ENGINEERS PRODUCT MANAGERS agilecommons.org ROADMAP CASE STUDY Tuesday, February 10, 2009
- 82. FEEDBACK CONCEPTS CUSTOMERS ENGINEERS PRODUCT MANAGERS agilecommons.org ROADMAP DEVELOPMEN T CASE STUDY Tuesday, February 10, 2009
- 83. FEEDBACK CONCEPTS RELEASE CUSTOMERS ENGINEERS PRODUCT MANAGERS agilecommons.org ROADMAP DEVELOPMEN T CASE STUDY Tuesday, February 10, 2009
- 84. CONCEPT RELEASE CUSTOMERS ENGINEERS PRODUCT MANAGERS agilecommons.org ROADMAP DEVELOPMEN T CASE STUDY Tuesday, February 10, 2009
- 85. CONCEPT Business Agility RELEASE Routine Innovation CUSTOMERS Quality Conversations ENGINEERS PRODUCT MANAGERS agilecommons.org ROADMAP DEVELOPMEN T CASE STUDY Tuesday, February 10, 2009
- 86. Tuesday, February 10, 2009
- 87. Software Marketplace CASE STUDY Tuesday, February 10, 2009
- 88. community.serena.com CASE STUDY Tuesday, February 10, 2009
- 89. community.serena.com CASE STUDY Tuesday, February 10, 2009
- 90. EXCHANGE CRM ANALYTICS community.serena.com CASE STUDY Tuesday, February 10, 2009
- 91. PARTNER EXCHANGE CRM ANALYTICS community.serena.com FREE TOOL COMPOSER CASE STUDY Tuesday, February 10, 2009
- 92. PARTNER STOREFRONT EXCHANGE CRM ANALYTICS community.serena.com FREE TOOL COMPOSER CASE STUDY Tuesday, February 10, 2009
- 93. $ CUSTOMER PARTNER STOREFRONT EXCHANGE CRM ANALYTICS community.serena.com FREE TOOL COMPOSER CASE STUDY Tuesday, February 10, 2009
- 94. $ CUSTOMER PARTNER STOREFRONT EXCHANGE CRM ANALYTICS community.serena.com FREE TOOL VIRAL DISTRIBUTION COMPOSER CASE STUDY Tuesday, February 10, 2009
- 95. $ CUSTOMER PARTNER STOREFRONT EXCHANGE CRM ANALYTICS community.serena.com FREE TOOL VIRAL DISTRIBUTION COMPOSER CASE STUDY Tuesday, February 10, 2009
- 96. $ CUSTOMER PARTNER STOREFRONT EXCHANGE CRM ANALYTICS community.serena.com FREE TOOL VIRAL DISTRIBUTION COMPOSER CASE STUDY Tuesday, February 10, 2009
- 97. $ CUSTOMER Innovation PARTNER Customer-powered STOREFRONT Marketing EXCHANGE Quality Conversations CRM ANALYTICS community.serena.com FREE TOOL VIRAL DISTRIBUTION COMPOSER CASE STUDY Tuesday, February 10, 2009
- 98. Tuesday, February 10, 2009
- 99. Customer Communities Work in Most Industries Innovation is not just for software ELECTRONICS B2B INDUSTRIAL GOODS E-COMMERCE FINANCIAL AUTOMOTIVE SERVICES CONSUMER MEDIA GOODS ENTERTAINMENT Tuesday, February 10, 2009
- 100. Customer Communities Work in Most Industries Innovation is not just for software ELECTRONICS ELECTRONICS ELECTRONICS ELECTRONICS B2B INDUSTRIAL B2B INDUSTRIAL B2B INDUSTRIAL B2B INDUSTRIAL GOODS GOODS GOODS GOODS E-COMMERCE E-COMMERCE E-COMMERCE E-COMMERCE FINANCIAL AUTOMOTIVE FINANCIAL AUTOMOTIVE FINANCIAL AUTOMOTIVE FINANCIAL AUTOMOTIVE SERVICES SERVICES SERVICES SERVICES CONSUMER CONSUMER CONSUMER CONSUMER MEDIA MEDIA MEDIA MEDIA GOODS GOODS GOODS GOODS ENTERTAINMENT ENTERTAINMENT ENTERTAINMENT ENTERTAINMENT Tuesday, February 10, 2009
- 101. Customer Communities Work Across Marketing Innovation is not just for product development LEAD GENERATION CUSTOMER LOYALTY PEER-TO-PEER LOYALTY CUSTOMER INSIGHT Tuesday, February 10, 2009
- 102. Customer Communities Work Across Marketing Innovation is not just for product development LEAD LEAD GENERATION GENERATION CUSTOMER CUSTOMER LOYALTY LOYALTY PEER-TO-PEER PEER-TO-PEER PEER-TO-PEER SUPPORT LOYALTY LOYALTY CUSTOMER CUSTOMER INSIGHT INSIGHT Tuesday, February 10, 2009
- 103. Customer Communities Work Across Business CUSTOMER! LEAD! CUSTOMER! CUSTOMER! LOYALTYquot; GENERATIONquot; SUPPORTquot; INSIGHTSquot; Tuesday, February 10, 2009
- 104. Customer Communities Work Across Business INSIGHTS INNOVATION CUSTOMER! LEAD! CUSTOMER! CUSTOMER! LOYALTYquot; GENERATIONquot; SUPPORTquot; INSIGHTSquot; Tuesday, February 10, 2009
- 105. Customer Communities Work Across Business INSIGHTS INNOVATION CUSTOMER! LEAD! CUSTOMER! CUSTOMER! LOYALTYquot; GENERATIONquot; SUPPORTquot; INSIGHTSquot; PLATFORM! FLEXIBLE ADAPTABLE! CUSTOM FIT PARTICIPATION BUSINESS AGILITY Tuesday, February 10, 2009
- 106. Customer Communities Work Across Business INSIGHTS INNOVATION CUSTOMER! LEAD! CUSTOMER! CUSTOMER! LOYALTYquot; GENERATIONquot; SUPPORTquot; INSIGHTSquot; PLATFORM! FLEXIBLE ADAPTABLE! CUSTOM FIT CUSTOM FIT PARTICIPATION PARTICIPATION BUSINESS AGILITY BUSINESS AGILITY Tuesday, February 10, 2009
- 107. Online Communities Are a Game Changer “. . .online communities will shock the qualitative market research world. They provide cheaper, faster, and newer types of insights than today’s traditional qualitative research modes, such as focus groups . . .” Brad Bortner Forrester Tuesday, February 10, 2009
- 108. The Takeaways A quick review of the main points we’ve covered so far To fuel quality conversations, you have to think beyond blogs, wikis, and forums. Companies must innovate to survive. Design thinking and customer communities are the new ways to drive innovation. Tuesday, February 10, 2009
- 109. Tuesday, February 10, 2009
- 110. Make Customers the Center of Your Enterprise John Kembel CEO, HiveLive, Inc. john@hivelive.com Tuesday, February 10, 2009
Hinweis der Redaktion
- Markets are conversations. Today, these conversations are happening in a whole host of technologies.
- And, these are catalyzing a great shift in business. But we’ve been treating these technologies as new channels for the same old marketing strategy, and I think we’ve been missing the point. Forward-thinking companies are quickly learning that there’s more to it than these technologies... more than simply having conversations.
- It’s the quality of the dialogue that counts. In fact, I’ll go so far as to say: The future of your business is tied to your ability to foster quality conversations with your customers. Quality conversations drive your business, by bringing your customers into the center of your enterprise.
- These are types of interactions we all want with our customers: Co-designing products crowdsourcing insights peer-to-peer care word of mouth marketing
- Conversations that directly drive business innovation.
- And that’s what I’d like to talk about today: innovation, and how two new approaches are changing the way we do it.
- Innovation is top of mind for a lot of people. Companies see innovation as one of the next significant differentiators to provide competitive advantage.
- Today's business leaders agree. The Boston Consulting Group surveyed over 2000 senior execs from top global corporations. Over 65% of these executives said that innovation was a top-three strategic priority. Innovation represents a practical and important concern for business leaders.
- Companies are investing heavily in innovation. It’s not just something that they say is important. They are spending billions and billions of dollars on new product development. A Booze, Allen, & Hamilton study found that in 2006 companies spent nearly half a trillion dollars developing new products.
- Successful Innovation produces amazing results. According to a 4 year McKinsey Study, breakthrough products on average captured a 26% market share. However, the study also shows that only a small percentage of product launches achieved this type of success. So on one hand . . . true innovation can deliver a substantial payoff. On the other hand . . . innovation is not easy. And . . . repeatable, routineinnovation is even harder.
- Paradigm shift: people get to decide what they want for themselves.
- Innovation may be hard, but there’s hope. Many companies have discovered new, disruptive ways to innovate.
- [ Establish credibility and set context with quote from Tim Brown of IDEO] • Design thinking is human-centered innovation
- P&G is: Changing the corporate culture Using design thinking to crack difficult business problems More than 40 design thinking workshops have been held in P&G business units across the globe during the past year Design thinking is being used by cross-functional teams to drive new product initiatives strategy, retail relationship building, and operational excellence
- When you look at business-purposed communities and consider people first (rather than technologies), you immediately see a richness and complexity. E.g., customers, employees, partners, prospective customers, prospective partners, alumni, industry experts, design and strategy firms… A community has to be meaningful and valuable to all constituents to thrive. You have to engage each audience differently, consider their unique perspectives and needs… and then figure out how to connect that to your business … forget this, mistreat the community, and it’ll make you cry… The analogy: they’re all unique, living, organic, you seed + weed + feed them, you grow and nurture them…
- The art and challenge is to design a community that 1) respects the richness of your audience and uniqueness of brand, but also that 2) is connected to business goals and drives your business forward. Need a vocabulary substantially different that blog + wiki + forum… need to think of activities that connect and that drive innovation…
- The overlap between design thinking and community is actually quite wonderful. Both are human-centered, insights-driven, and are fueled by flexible and iterative ways of working . Together, they can change the way customers innovate – by turning the focus to customers. Community requires getting out of your comfort zone.
- Customer-centeredness is more than just observing and studying your customers (the petri dish approach to insights & innovation)... it's more than conducting a survey or running a focus group. It's about INVITING (allowing, empowering) them to PARTICIPATE in and CONTRIBUTE to the innovation process. This is subtle, but it's important... customers move from being subjects to participants, to collaborators.
- For customers to be truly involved and participating in the innovation process, they need to act as a part of your team... contributing and collaborating THROUGHOUT the entire innovation cycle. Remember the three-phase design thinking process I talked about a few minutes ago? When you bring that process into a community, you can put customers at the center of your enterprise . That's the paradigm shift, that's the big opportunity: continuous customer involvement... customers at the center of your process, helping drive innovation at every step of the way.
- Without an online customer community, involving customers throughout the entire process would be impractical. Through traditional means (such as surveys and focus groups), involving customers in the entire process is time intensive, costly, and challenging to coordinate. With a community, you can make it easier and less expensive, and you can let customers choose their own levels of participation.
- Customer centeredness requires an ongoing posture of discovery and willingness to see customers from a fresh perspective every time.
- Customer communities enable you to discover WHAT your customers are thinking, but also WHY.  They enable back and forth conversations that are direct and transparent. They enable dynamic and rich peer-to-peer conversations,.that allow your customer to connect, share, and learn from one another. Not only do you learn directly from your customers, but also from their interactions with one another.
- Customer centered companies regard their customers as partners in product design. 
- Customer communities are great for collaboration for numerous reasons: They support many forms of ideation and expression. They also support rich and diverse membership models. You can tap into a network effect of collaboration by setting up your community so that customers to collaborate directly with one another -- building on and improving their own ideas
- Customer centered-companies rely on numerous rapid iteration cycles to get it right. They engage and trust their customers to test and validate their design directions as well as to assess when their products are ready for market.
- Failing early and often is the best way to succeed sooner.  Customer communities dramatically lower the barriers to iteration – both in cost and in time.
- I’d like to share two stories of companies doing these things and more... using customer communities.
- Rally Software is using community to collaborate with its customers and drive product design.
- Agile Commons Groundswell award finalist The largest online community dedicated to advancing Agile software development practices.
- Customers provide feedback on Rally's roadmaps and generate new concepts for products and features. Other members build on ideas and crowdsource priorities through voting. Rally product managers pull ideas from the community into their lifecycle management system. They weave customer-created concepts directly into their real-time roadmap. Rally engineers more efficiently develop the right features, already vetted by customers. Customers can track the features they care about, and are notified when they are released. Full cycle. Other activities: - members spin up on agile by educating and supporting one another - they share integration examples, and best practices - the community even attracts new members (and Rally new customers) by invitation and by Word-Of-Mouth
- business agility. routine innovation. conversations that matter.
- Second example: Serena, a global software company, is reinventing their business, also with the help of their customers and partners. They are using community to bring an entirely new product line to market.
- Serena recently launched a new product, called Mashup Composer, for creating business mashups. They created an online community to serve as a marketplace for partners to exchange and sell mashups created with this new tool.
- Partners can get the new Composer tool for free In the community, [CLICK] they set up StoreFronts (or MicroExchanges) to market and sell their mashups. They can add forums, videos, FAQs and ratings/reviews support and highlight the best. Customers can then easily [CLICK] find and buy mashups for their businesses. [CLICK] They can even get the composer tool themselves to modify those they like & create new ones. Serena has also taken the next step and integrated the community with their [CLICK] CRM and Lead Analytics systems. If a customer visits a MicroExchange, watches a video, or gets a demo, they’re identified as a promising lead and the partner is notified to follow up. Notice this is a new business model for partners and a new distribution model for Serena's products. Together, they are creating an entirely new market.
- innovation. customer-powered marketing. conversations that matter.
- Design thinking and community thinking can power innovation for almost any type of company.
- The innovation process and the principles of design can be applied to many aspects of marketing...
- Customer communities can be woven into and across your businesses in a number of different ways... really, at all points of customer-engagement and connection. These are all things you are doing today but with a community you can do these in a customer powered way.
- Key learning from working with cutting edge companies – choose a flexible platform. Choose a platform that enables you to match and accommodate the unique needs of your community. With a flexible platform you can support organic growth and will be able to adapt to the evolving needs of your community. With a flexible platform you do more than just a blog, wiki, or forum. You can support the specific activities that are unique and specific to your brand, to your community... activities that drive participation and engagement, and also that move your business forward.
- Forrester Research, one of the leading analysts in this space, characterizes the potential of online communities as disruptive... as game changing... here's what they say: “. . .online communities will shock the qualitative market research world. They provide cheaper, faster, and newer types of insights than today’s traditional qualitative research modes, such as focus groups . . .” - Forrester, April 2008