Markets are getting smarter if people are well-informed and spreading the truth. Therefore, are markets getting dumber if messages based in ignorance or deceit or ulterior are dominating? Who's speaking the loudest, most frequently, and most compellingly?
This link has been bookmarked by 69 people . It was first bookmarked on 25 Jul 2006, by Vacuous Truth.
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17 Mar 17
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13 Dec 15
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conversations
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conversations
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enabling conversations
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Hyperlinks subvert hierarchy
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new forms of social organization
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knowledge exchange
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organized
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informed
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markets are getting smarter
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Participation
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they get far better information and support from one another than from vendors
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18 Feb 15
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As a result, markets are getting smarter, more informed, more organized. Participation in a networked market changes people fundamentally.
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Getting a sense of humor does not mean putting some jokes on the corporate web site. Rather, it requires big values, a little humility, straight talk, and a genuine point of view.
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come down from their Ivory Towers and talk to the people with whom they hope to create relationships
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Human communities are based on discourse—on human speech about human concerns.
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11 Jun 14
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04 Dec 13
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29 Jul 12
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12 May 12
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17 Mar 12
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Companies attempting to "position" themselves need to take a position. Optimally, it should relate to something their market actually cares about.
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Companies need to come down from their Ivory Towers and talk to the people with whom they hope to create relationships.
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Networked markets can change suppliers overnight. Networked knowledge workers can change employers over lunch. Your own "downsizing initiatives" taught us to ask the question: "Loyalty? What's that?"
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Smart markets will find suppliers who speak their own language.
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To speak with a human voice, companies must share the concerns of their communities.
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But first, they must belong to a community.
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If their cultures end before the community begins, they will have no market.
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Companies that do not belong to a community of discourse will die.
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Intranets naturally tend to route around boredom. The best are built bottom-up by engaged individuals cooperating to construct something far more valuable: an intranetworked corporate conversation
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A healthy intranet organizes workers in many meanings of the word. Its effect is more radical than the agenda of any union
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- Command-and-control management styles both derive from and reinforce bureaucracy, power tripping and an overall culture of paranoia.
- Paranoia kills conversation. That's its point. But lack of open conversation kills companies.
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There are two conversations going on. One inside the company. One with the market
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In most cases, neither conversation is going very well. Almost invariably, the cause of failure can be traced to obsolete notions of command and control.
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These two conversations want to talk to each other. They are speaking the same language. They recognize each other's voices.
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- We like this new marketplace much better. In fact, we are creating it.
- You're invited, but it's our world. Take your shoes off at the door. If you want to barter with us, get down off that camel!
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- We are immune to advertising. Just forget it.
- If you want us to talk to you, tell us something. Make it something interesting for a change.
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We've got some ideas for you too: some new tools we need, some better service. Stuff we'd be willing to pay for. Got a minute?
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Your product broke. Why? We'd like to ask the guy who made it. Your corporate strategy makes no sense. We'd like to have a chat with your CEO. What do you mean she's not in?
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When we have questions we turn to each other for answers. If you didn't have such a tight rein on "your people" maybe they'd be among the people we'd turn to.
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When we're not busy being your "target market," many of us are your people. We'd rather be talking to friends online than watching the clock. That would get your name around better than your entire million dollar web site. But you tell us speaking to the market is Marketing's job
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Our allegiance is to ourselves—our friends, our new allies and acquaintances, even our sparring partners. Companies that have no part in this world, also have no future.
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13 Dec 11
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A powerful global conversation has begun. Through the Internet, people are discovering and inventing new ways to share relevant knowledge with blinding speed. As a direct result, markets are getting smarter—and getting smarter faster than most companies.
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Whether explaining or complaining, joking or serious, the human voice is unmistakably genuine. It can't be faked.
Most corporations, on the other hand, only know how to talk in the soothing, humorless monotone of the mission statement, marketing brochure, and your-call-is-important-to-us busy signal.
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Companies need to listen carefully to both. Mostly, they need to get out of the way so intranetworked employees can converse directly with internetworked markets.
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Markets are conversations.
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Markets consist of human beings, not demographic sectors.
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Hyperlinks subvert hierarchy.
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These networked conversations are enabling powerful new forms of social organization and knowledge exchange to emerge.
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There are no secrets. The networked market knows more than companies do about their own products. And whether the news is good or bad, they tell everyone.
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What's happening to markets is also happening among employees. A metaphysical construct called "The Company" is the only thing standing between the two.
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To their intended online audiences, companies sound hollow, flat, literally inhuman.
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- Companies that assume online markets are the same markets that used to watch their ads on television are kidding themselves.
- Companies that don't realize their markets are now networked person-to-person, getting smarter as a result and deeply joined in conversation are missing their best opportunity.
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Companies need to realize their markets are often laughing. At them.
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Elvis said it best: "We can't go on together with suspicious minds."
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- Brand loyalty is the corporate version of going steady, but the breakup is inevitable—and coming fast. Because they are networked, smart markets are able to renegotiate relationships with blinding speed.
- Networked markets can change suppliers overnight. Networked knowledge workers can change employers over lunch. Your own "downsizing initiatives" taught us to ask the question: "Loyalty? What's that?"
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- Today, the org chart is hyperlinked, not hierarchical. Respect for hands-on knowledge wins over respect for abstract authority.
- Command-and-control management styles both derive from and reinforce bureaucracy, power tripping and an overall culture of paranoia.
-
- We are immune to advertising. Just forget it.
- If you want us to talk to you, tell us something. Make it something interesting for a change.
- We've got some ideas for you too: some new tools we need, some better service. Stuff we'd be willing to pay for. Got a minute?
- You're too busy "doing business" to answer our email? Oh gosh, sorry, gee, we'll come back later. Maybe.
- You want us to pay? We want you to pay attention.
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When we're not busy being your "target market," many of us are your people. We'd rather be talking to friends online than watching the clock. That would get your name around better than your entire million dollar web site. But you tell us speaking to the market is Marketing's job.
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We are waking up and linking to each other. We are watching. But we are not waiting.
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28 Jan 11
Roxanne Persaud21st Century business thinking and a powerful invitation to join the global conversation
mustread 21CE Cluetrain Social Enterprise in the Digital Era - References
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21 Dec 10
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08 Sep 10
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04 Aug 10
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07 Jul 10
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29 Jan 10
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22 Nov 09
Tapio LillerAlle 95 Thesen des Cluetrain Manifesto im Volltext im Netz.
marketing cluetrain web2.0 manifesto internet community smworkshop via:mento.info
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27 Aug 09
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22 Aug 09
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The Internet is enabling conversations among human beings that were simply not possible in the era of mass media.
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16 Jul 09
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07 Jul 09
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Most corporations, on the other hand, only know how to talk in the soothing, humorless monotone of the mission statement, marketing brochure, and your-call-is-important-to-us busy signal. Same old tone, same old lies. No wonder networked markets have no respect for companies unable or unwilling to speak as they do.
But learning to speak in a human voice is not some trick, nor will corporations convince us they are human with lip service about "listening to customers." They will only sound human when they empower real human beings to speak on their behalf.
While many such people already work for companies today, most companies ignore their ability to deliver genuine knowledge, opting instead to crank out sterile happytalk that insults the intelligence of markets literally too smart to buy it.
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Today, the org chart is hyperlinked, not hierarchical. Respect for hands-on knowledge wins over respect for abstract authority.
-
- Command-and-control management styles both derive from and reinforce bureaucracy, power tripping and an overall culture of paranoia.
- Paranoia kills conversation. That's its point. But lack of open conversation kills companies.
- There are two conversations going on. One inside the company. One with the market.
- In most cases, neither conversation is going very well. Almost invariably, the cause of failure can be traced to obsolete notions of command and control.
- As policy, these notions are poisonous. As tools, they are broken. Command and control are met with hostility by intranetworked knowledge workers and generate distrust in internetworked markets.
- These two conversations want to talk to each other. They are speaking the same language. They recognize each other's voices.
- Smart companies will get out of the way and help the inevitable to happen sooner.
- If willingness to get out of the way is taken as a measure of IQ, then very few companies have yet wised up.
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- However subliminally at the moment, millions of people now online perceive companies as little more than quaint legal fictions that are actively preventing these conversations from intersecting.
- This is suicidal. Markets want to talk to companies.
- Sadly, the part of the company a networked market wants to talk to is usually hidden behind a smokescreen of hucksterism, of language that rings false—and often is.
- Markets do not want to talk to flacks and hucksters. They want to participate in the conversations going on behind the corporate firewall.
- De-cloaking, getting personal: We are those markets. We want to talk to you.
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We're also the workers who make your companies go. We want to talk to customers directly in our own voices, not in platitudes written into a script.
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- If you don't impress us, your investors are going to take a bath. Don't they understand this? If they did, they wouldn't let you talk that way.
- Your tired notions of "the market" make our eyes glaze over. We don't recognize ourselves in your projections—perhaps because we know we're already elsewhere.
- We like this new marketplace much better. In fact, we are creating it.
- You're invited, but it's our world. Take your shoes off at the door. If you want to barter with us, get down off that camel!
-
- If you want us to talk to you, tell us something. Make it something interesting for a change.
- We've got some ideas for you too: some new tools we need, some better service. Stuff we'd be willing to pay for. Got a minute?
- You're too busy "doing business" to answer our email? Oh gosh, sorry, gee, we'll come back later. Maybe.
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Even at its worst, our newfound conversation is more interesting than most trade shows, more entertaining than any TV sitcom, and certainly more true-to-life than the corporate web sites we've been seeing.
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Our allegiance is to ourselves—our friends, our new allies and acquaintances, even our sparring partners. Companies that have no part in this world, also have no future.
-
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15 May 09
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People in networked markets have figured out that they get far better information and support from one another than from vendors.
-
There are no secrets. The networked market knows more than companies do about their own products. And whether the news is good or bad, they tell everyone.
-
Companies that assume online markets are the same markets that used to watch their ads on television are kidding themselves.
-
Because they are networked, smart markets are able to renegotiate relationships with blinding speed.
-
conversation they encourage sounds remarkably like the conversation of the networked marketplac
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Today, the org chart is hyperlinked, not hierarchical. Respect for hands-on knowledge wins over respect for abstract authority.
-
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21 Mar 09
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06 Mar 09
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13 Jan 09
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06 Jan 09
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01 Dec 08
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Elvis said it best: "We can't go on together with suspicious minds."
-
- Today, the org chart is hyperlinked, not hierarchical. Respect for hands-on knowledge wins over respect for abstract authority.
- Command-and-control management styles both derive from and reinforce bureaucracy, power tripping and an overall culture of paranoia.
-
Command and control are met with hostility by intranetworked knowledge workers and generate distrust in internetworked markets.
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18 Nov 08
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31 Oct 08
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27 Aug 08
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Markets are conversations.
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28 Jul 08
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03 Jul 08
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24 May 08
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16 Apr 08
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05 Apr 08
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Add Sticky NoteThrough the Internet, people are discovering and inventing new ways to share relevant knowledge with blinding speed. As a direct result, markets are getting smarter—and getting smarter faster than most companies.
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Add Sticky Notedemographic sectors
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Used for strategy development and mass marketing by virtually any company; shotgun approach? Or realistic?
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Add Sticky NoteThey are conducted in a human voice.
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I suppose "Me, too" is a human response; taking an opposing position can also be fashionable and authentic. That's the word: authentic. Or genuine. So a representative of an organization must suppress their own unique voice in order to "channel" the corporation's message?
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Add Sticky Notethe human voice is typically open, natural, uncontrived
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Except when it isn't; when it's being forced
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Add Sticky NotePeople recognize each other as such from the sound of this voice.
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This voice can be a persona created for a specific purpose. Can we always detect fakes?
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Add Sticky Notemarkets are getting smarter, more informed, more organized
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Again, assuming a well-informed and honest population
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Add Sticky NoteCorporations do not speak in the same voice as these new networked conversations. To their intended online audiences, companies sound hollow, flat, literally inhuman.
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Probably because 99% of the time they're afraid to say something that will either get them sued or that will cause share prices to drop. Or, perhaps less importantly than before, they're unwilling to talk about current and future plans for fear of losing ground to their competition.
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23 Feb 08
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05 Feb 08
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27 May 07
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30 Apr 07
A starting portion of the *free* book: The Cluetrain Manifesto: The End of Business as Usual by Levine, Locke, Searls & Weinberger (1999,2001).
accessibility book books business communication community design entrepreneur essay future inspiration interesting list management manifesto marketing media network power reading reference strategy technology vision Web2.0 for:eleavitt docbadwrench
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18 Apr 07
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25 Jul 06
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Public Stiky Notes
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