Cluetrain — 10 Jahre danach

Das Clue­train Mani­fest und sei­ne vier Auto­ren haben radi­ka­le Ver­än­de­run­gen für das Mar­ke­ting vor­her­ge­sagt und eine Welt der Gesprä­che ange­kün­digt. Sie lagen damit unglaub­lich rich­tig und sie haben immer noch viel zu sagen. Die fol­gen­den zwei Arti­kel von der Kon­fe­renz Clue­train @ 10 hal­te ich des­we­gen für sehr lesens­wert.

Zum einen das Bei­spiel von Lego und wie das Unter­neh­men lern­te zuzu­hö­ren, zum ande­ren Doc Searls, einer der Clue­train Auto­ren.
Lego:

“Jake McKee told us the incredi­ble sto­ry of what Lego was like befo­re enga­ging with AFOLs (adult fans of Lego), and how it chan­ged as a result of his intro­duc­tion of tho­se fans to the com­pa­ny.”

Doc Searls:

1. Adver­ti­sing as we know it will die.
2. Her­ding peop­le into wal­led gar­dens and gues­sing about what makes them “soci­al” will seem as absurd as it actual­ly is. (Face­book is his examp­le.)
3. We will rea­li­ze that the most important pro­du­cers are what we used to call con­su­mers. (Yup.)

» wei­ter­le­sen — Clue­train 10+: Lego
» wei­ter­le­sen — Clue­train 10+: Doc Searls
» Clue­train 10+Die Erfah­run­gen von Lego:
“enga­ged kid spends about $25 per year. AFOLs spend on average $2000.”
“Lego is a crea­ti­ve medi­um” — the AFOL’s cen­tral idea. — Lego is a crea­ti­ve medi­um”

First step: don’t respect the hier­ar­chy.
Second: use tenaci­ty and get air cover (Hart­nä­ckig­keit)
Third: get the com­pa­ny to come down from its ivo­ry tower.
Fourth: the­re are no secrets.
Fifth: don’t hold your bre­ath. Chan­ge takes time.
Sixth: the ans­wers are not wit­hin the com­pa­ny.

Die Aus­sa­gen von Doc Searls
1. Adver­ti­sing as we know it will die.

2. Her­ding peop­le into wal­led gar­dens and gues­sing about what makes them “soci­al” will seem as absurd as it actual­ly is. (Face­book is his examp­le.)

3. We will rea­li­ze that the most important pro­du­cers are what we used to call con­su­mers. (Yup.)

4. The value chain will be repla­ced by the value con­stel­la­ti­on. (Many con­nec­tions.)

5. “What’s your busi­ness model?” will no lon­ger be asked of ever­y­thing. (What’s the busi­ness model for your kids?)

6. We will make money by maxi­mi­zing “becau­se effects”. (“Becau­se effects” are what hap­pen when you make more money becau­se of some­thing than with it.) E.g. search and blog­ging.

8. We will be able to mana­ge ven­dors at least as well as they mana­ge us. (Agree­ments bet­ween com­pa­nies and custo­mers shouldn’t be ske­wed in favor of the com­pa­nies — ven­dor rela­ti­ons­hip manage­ment -)

10. We’ll mar­ry the live web to the value con­stel­la­ti­on. (The Live Web isn’t just about stars. Rela­ti­ons­hips of any­bo­dy to any­bo­dy.)

Zum gleichen Thema

2 Replies to “Cluetrain — 10 Jahre danach”

  1. Col­la­bo­ra­ti­ve Intel­li­gence — Kun­de und Mit­ar­bei­ter zugleich
    Das Web 2.0 verändert nicht nur die Kom­mu­ni­ka­ti­on, son­dern auch Struk­tur und Pro­zes­se im Mar­ke­ting. Der “Prosument”, als moder­ne Form des Kon­su­men­ten wird dabei vie­ler­orts falsch ver­stan­den, als Jugendl…
  2. […] die die­ses Poten­zi­al nut­zen, haben ganz offen­sicht­lich […]

Schreibe einen Kommentar