Credit: next09
I just came back from the next09 conference in Hamburg, one of Europe's leading digital/creative/marketing forums that stands out in the conference circuit because of its unique German-international focus (bilingual program, 80 percent international attendees, many international speakers). This year's theme was "Share Economy," and the 1,300 attendees comprised of European VCs and angel investors, Web 2.0 entrepreneurs, media, creative agencies, and executives from German corporations (from BMW to Deutsche Bank to Deutsche Telekom).
In talking to many German attendees, my impression was that the German creative community shows no signs of a downturn. The German start-up scene in particular, if that is any indicator, is alive and kicking. There are many new promising Web 2.0 firms run by smart entrepreneurs (many of them are funded by entrepreneurs who made a fortune during the dot-com heyday), and there is a lot of money to go around. Notwithstanding this newly found confidence, however, Germans still look to the U.S., and in particular to Silicon Valley, for technology trends and innovative business models--this is nothing new but next09 was a stark reminder of how powerful the Valley myth still is. Consequently, there was a large contingent of social media folks from the Bay Area.
I met several great people including Lane Becker, the founder of Adaptive Path and co-founder and president of Get Satisfaction (the "people-powered customer service" that seems to be everybody's darling these days), Natasha Friis Saxberg, the founder of Mentory, a Web-based mentoring network, Maria Sipla from social network marketplace Linqia, Daniel Reckling from Neckermann.de, Germany's largest online retailer, Stephan Loyen from Simyo (a German discount telco), Darius Miranda from Wells Fargo (which appears to have a pretty sophisticated social media B2B strategy), and many others.
In conversations with Jackson Bond and Johannes Haus from Xing, the European equivalent to LinkedIn, it became evident that for social networks and other Web players "conversations" are the next big frontier. The business world is ready to embrace an enterprise Twitter, and many business communities (social networks and intra-company networks alike) are working on proprietary internal micro-blogging services--micro micro-blogging, if you will, that can be better customized and controlled. Yammer for everyone. In one of the main stage sessions at next09, Stowe Boyd ("Unmarketing") presented the Open Enterprise 2009 study, which predicts that in a few years 80 percent of knowledge-based tasks in corporations will be happening outside of formal organizational boundaries and will be open-sourced, crowd-sourced, social, and conversational.
In this vein, I was invited to speak about "The Shrinking Brand--Marketing in a Small World," a talk I had given before at the eMarketing conference in San Francisco. But after listening to Jeff Jarvis' terrific key note on "The Great Restructuring," Umair Haque's pledge for "Constructive Capitalism," and Andrew Keen's passionate rebuttal of both, I felt the need to change the focus of my talk and approach it from a broader view. It was also more fun to present something new. And so I came up with the "Seven Rules of the Chief Meaning Officer" (I know, I know, 10 would have been better, but sometimes there are only seven...), based on a concept I've been blogging about over the past few months. This was the first time I ever shared it at a public forum.
My key points, in a nutshell: As brands face an unprecedented level of competition, transparency, and consumer empowerment on the social Web, "meaning" is becoming the new powerful currency that connects brands with their brandholders in the "share economy." The new marketing leader, the chief meaning officer, is a strategic activist, social media entrepreneur, constant innovator, and integrator. The chief meaning officer has the potential to transform business through meaningful marketing--marketing that consistently creates added social value, not as an afterthought but a sine qua non. While marketing has always been the art of turning friends into customers and customers into friends, it is now the art of finding, befriending, and activating the like-minded for a common cause, for the common good--and for profit. Brands that have a reason to exist, an argument to win, will be more appealing than ever.
The Seven Rules:
1. Listen and converse (and converge)
2. Atomize your brand
3. Activate your customers
4. Think and act like a media company
5. Give more than you take
6. Be the change
7. Be yourself
Here are the slides:
More about the other next09 talks--and the emerging 'Share Economy' (that you may also call a "Twitter Economy")--in the next couple of days…
(Credit:
David Reece)
A few months after Barack Obama’s historic election, and a couple of weeks after the release of Barry Libert’s and Rick Faulk’s book Obama Inc. (and, of course, Obama's inauguration), the first start-ups are popping up that directly apply some of the widely heralded business lessons emerging from the innovative campaign. The fact that most of these lessons lie in the marketing domain supports the view I’ve expressed earlier and on numerous occasions: 1) Marketing will (again) become the number one change agent in business, 2) when it follows the new rules of “marketing with meaning,” that is, marketing which (simply put) consistently creates added social value – not as an afterthought but a sine qua non. While marketing has always been the art of turning friends into customers and customers into friends, it is now the art of finding, befriending, and “activating” the like-minded for a common cause, for the common good, for profit. Marketing, as the “voice” of business, is THE interface in a time when interface is everything. Marketing is the software. And software drives the value of products.
A recent example of this kind of Obama Inc. start-up, San Francisco-based firm Virgance, was featured in the Economist this week, and the article indicates that social impact in an activism 2.0 world is shifting from a welcome side benefit to an integral component in the business models of Internet entrepreneurs. The new kids on the web have internalized the lessons from the Obama campaign, and now they want to make a difference, too – and money. The Economist describes Virgance’s model as “for-profit-activism.” Named after a plot device in Star Wars, the company aims to support social causes through a multi-pronged campaign platform that resembles the way Obama for America mobilized its supporters, and it typically consists of four core elements: a web-empowered volunteer network, a presence on Facebook, a team of paid bloggers to promote the campaigns, and YouTube viral videos. Among the first Virgance-supported campaigns are 1BOG (“one block off the grid” – aiming to convince homeowners to switch to solar energy), Carrotmobs (public contests that incentivize retailers to become green), and Lend Me Some Sugar (based on the Facebook application that gives users virtual sugar cubes for donations to a cause of their choice).
Virgance is not the first for-profit-do-gooder of course; there have been plenty of others whose business model combines bottom line thinking with social value: the Economist, for example, puts Virgance in a line with Project RED. But Virgance is more like Facebook Causes. It adopts the forces of “Here Comes Everybody” and builds its entire business on a social web platform, embracing the principles of open-source, mass collaboration, and transparency: “If a for-profit company did the type of work that non-profits often do, but did it more efficiently, would people trust it the same way they trust non-profits?” the Virgance web site describes the company’s ambitious mission. ”What if everything the company did was completely transparent? What if it was open source? If we can create this kind of company, and succeed, how many other companies would follow our example? Along the way, could we change the face of the business world itself?”
Does that language sound familiar? The Obamapreneurs are adept at turning their campaigns into movements. Clearly, the Obamanization of business – both in terms of substance and style – has arrived in reality, and we will see more Obama Inc.’s in 2009.
On February 27-28, IESE Business School will gather entrepreneurs, scientists, foundations, and corporations at its annual student-run Doing Good and Doing Well conference in Barcelona. It’ll be interesting to see how the Obama gem will make its way into the more old-school world of CSR (corporate social responsibility).
(Credit:
SuperGreen Boards)
My colleague Hunter Smith of frog design has used his entrepreneurial spirit to launch a budding start-up based on his two greatest passions: eco-design and skateboarding. Hunter's company, aptly named SuperGreen Boards, employs some of the most advanced eco-friendly technologies for producing custom longboards, slalom, and speedboards.
SuperGreen Boards uses bamboo, which is not only beautiful, strong, and flexible but is also sustainably harvested. Maple wood, known as the gold standard for skateboards because of its strength under the pressure of the rider, takes a minimum of 100 years to mature before it can be used. Bamboo, in comparison, takes only five years for a stalk to mature, converts eight times more CO2, and is 17% harder than maple. Adding even more strength to the board, Hunter uses a fiberglass alternative made entirely of finely woven strands of bamboo fiber, and bonds it to the board using very low VOC (Volatile Organic Compound) epoxy. In the next few months, Hunter is hoping to convert from low VOC to a soy-based epoxy as the technologies become available.
Hunter says: "I'm delighted to see skaters adopt a green mentality and a desire to preserve the Earth for future generations. I am proud to provide boards for down-to-earth, eco-conscious riders with an eye for style."
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