The VRM project had a bit of a bash this week.
The key learnings from it are brilliantly summed up by Chris Carfi at the Social Customer Manifesto in The Principles of VRM
Among the implications of these Doc Searls pointed out is:
"A free customer is more valuable than a captive one".
What's your relationship like with your customer? Do you like to think in terms of capture, lock-in, owning relationships?
Take a look.
Mobile Operators (among others) are advised to sit down first.
Doc speaks:
The further ahead you look - the faster you go | davidpcushman AT gmail.com | These are my views and my views only.
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FasterFuture.blogspot.com
The rate of change is so rapid it's difficult for one person to keep up to speed. Let's pool our thoughts, share our reactions and, who knows, even reach some shared conclusions worth arriving at?
videos ... this one, firefox wouldnt work, opera wouldnt work, had to lower myself to ie7 ... but i love doc's mind
ReplyDeletedo you know umair haque? www.bubblegeneration.com .. he has been expounding, ok, pontificating, on this stuff for a few years.... another good mind, in london ..
my deeper question is about transformation, true change, and there are very few people in established businesses who have any willingness to truly change ... under duress, maybe ...
and on the reformer side, there are a lot of weathermen, predicting what is coming, and almost none of them have a clue about how to actually change things ....
death and destruction, ok, the gentle dying off of the old, are transformation's best friend
only edge thinkers can even contemplate the need for change,... to the establishment, it is indistinguishable from suicide, because it is complete loss of self-identity ...
how do you create change? or is nature doig it, and we are just along for the ride?
thanks for your post,
gregory lent
gregory, real coincidence, just now I was reading some of Umair's work - a strategy note. I think we share a mindset (at least on the evidence of that paper).
ReplyDeleteRe weatherman, agreed. It's very hard to change when weighed down by success.
Those starting with nothing are having a freer run at showing the way - google, youtube, ebay etc
The answer may lay (for large successful companies) to start with internal disruptive units (treating themselves as start-ups), to seed, show and tell the way.