SB: Right now there seems to be a lot of confusion between social media and the definition of community. The idea of community is right now as fairly elusive one and is being bandied about like it’s some sacrosanct term. Community built around consumption is, for me fairly transitory. It reminds of an unruly mob during the time of the Paris Commune. We’re  not going to get a whole lot of sense out of this right now.

Then there’s these dire warnings coming from people like Forrester, that brands will be excluded from consumer choice because somehow they are now being defined by communities and no longer by the brand owners themselves. I think this is both disingenuous and untrue. Forcing brands out of their hands via social media created communities is only part of the story. While even as early as 2005 Tomi Ahonen and Alan Moore warned marketers, in their prescient work ‘Communities Dominate Brands‘, that if they didn’t cut loose the shackles of the traditional advertising agency and TV network model they would lose their brands. I’m seeing many of the same warnings again this year, particularly in the wake of the great financial crisis. But what real, if any, changes have we seen to this paradigm? No brands have fallen by the wayside because they didn’t have a social media strategy or because they continued advertising in traditional media.

JB: Brands may not fall by the wayside as such, but brands will become stronger because of their consumer engagement strategies. For example, the well known Dell Hell scenario certainly impacted on that organisation negatively, but by engaging with the community they came back stronger and more relevant to their client base. If they hadn’t done that who knows where that organisation would have been.

Some brands come to social media like Dell in a ‘reactive’ fashion knowing they now need to engage with consumers due to a negative event/issue. Other brands initiate the online engagement strategy ‘proactively’, understanding it will add value to their knowledge base, understanding the client better, product development and customer service.

SB: Ahonen and Moore predicted the consumer and their connected communities, would select the products and brands that are engaged in the most relevant dialogue with them. Somehow this would become the centre of a new modern and sustainable marketing model. While I think there are some massive shifts occurring,  I don’t think we’re quite there yet with this because I’m not sure anyone understands these kinds of ROIs yet.

Metrics, metrics, metrics. I can’t count so I am unable to help, but the fact is one can see where commerce is to be made, if one digs around a bit. And the big question is what is advertising and marketing in the 21st Century? When we live in a search economy, a participatory culture, where 25% of al media is made by us and there are 3.5 billion mobile phones of the planet. Networked economics?

Some called Tomi and I polemicists – I like to think we highlighted something critically important for brands, business and organisations. Remember our subtitle was, “business and marketing challenges for the 21st Century”. This went way beyond in my view the social media paradigm that so many are so now engaged in.

Thompson described “the plan” as “potentially the holy grail of future public service broadcasting provision in the UK”

The plan Stan is this

The BBC said its proposals to share its online and digital technology would provide help with the production, distribution and exploitation of content across the television industry. The corporation said the plans would generate more than £120m a year for UK public service broadcasting by 2014.

And the BBC is planning to share some of its content with the Telegraph Media Group in a deal that could see the iPlayer embedded onto the Daily Telegraph’s website. The BBC refused to confirm the identity of the newspaper group, but confirmed that it was in talks about a “non-exclusive pilot scheme” which could eventually be rolled out to other newspaper groups.

More on the BBC PSB (Stephen Fry Lecture) Much to the reported consternation of Channel 4, and I would imagine many other players as well.

Photograph: Jeff Overs/BBC/PA

But then they (other media players) could have gone there first. The idea that news – as in newspapers is Print and that news as in Broadcast is Audio-Visual, and never the twain shall meet is complete bunkum.

It was always the “settled” technology that decided: formats, business models, distribution and job descriptions.

As technology evolves so does the job description.

I thought, back in 2005, when we published Communities Dominate Brands that we were seeing some significant markers in what was to come. I think that we have really only just begun. My observation was then, and still is, that we are in the process of building the necessary infrastructure for the Networked Society. Look at it this way…

The full deployment of the enormous wealth-creating potential brought forth by each technological revolution requires, each time, the establishment of an adequate socio-institutional framework. The existing framework, created to handle growth based on the previous set of technologies, is unsuited to the new one. Thus, in the first decades of installation of the new industries and infrastructures, there is am increasing mis-match between techno-economic and soci-institutional spheres, as well as an internal decoupling of the economic system, between the old and new technologies. The process of re-establishing a good match and creating conditions both for recoupling and full deployment of the new potential is complex, protracted and socially painful

And many are feeling the pain right now. I mean who in their right mind is going to stand up in front of the board and shareholders and say,

You know what, having looked at our road map and having looked out the window, to sum up – we are fucked. My best observation is lets cut our losses and build for the future.

It is not going to happen is it. Which is why the BBC medicine, or the principal, is all the more painful to digest. But I think policy wonks, and others interested in communication, and enabling the flows of communication (because any constraint placed upon those flows of information, harm the economy, and harm society), need to think beyond short term to the long term.

Lord Currie of OfCom at a Royal Television Society dinner famously said

The rapid growth of first multi-channel, then digital, then PVRs and soon higher-speed broadband are simply the pre-tremors of the real volcanic eruption that technology is about to unleash. At the risk of being over-dramatic I would say that most traditional television broadcasters are today standing about the equivalent of one mile from Mount St Helens. When it blows, frankly, that will be too close and it will be too late to run.

Talking of fatal eruptions, the fall of the Roman empire was helped on its way by paper becoming in short supply and therefore, information could not be successfully transmitted throughout the Empire. And 1000 years later the newspaper owners in the UK, paid for the laying of hard roads for the postal service, paid by tolls, so that newspapers could be more widely distributed at greater quantity and greater speed. Does that commercial desire ring any bells?

The holy grail for public service broadcasting, I suggest the issue is rather bigger and broader than that. My fear is that we destroy all that is good about our broadcast culture, all of it, for the sake of a few short term vested interests, that’s the tragedy of the commons. And that really would be a fucking shame.

Oh and don’t forget the word Trust, Trust in media brands will be one of the biggest deals going. I know the Beeb has suffered, But if you were to say who were the most trusted media brand sin the UK I reckon its the BBC and the Guardian.

The rest are the grocers.

Of course his research touches on the law, he’s a law professor, but Lessig also reaches out to touch philosophical issues, societal issues, and media issues.

Whilst watching this video I wondered in what valuable context could I use what Lessig had to say. I did not have to wait long.

We are all aware of the drama that unfolded around the BBC as it became apparent that a documentary about the Queen no less had been badly doctored to suit a production company’s quest for christ knows what – Ratings coupled neatly with the whole phone in scandal from Blue Peter to Red Nose Day. Have a read of our research into this area . Is nothing sacred?

But today we learn that ITV faces a, c’mon wait for it…. A whopping ?70m fine after viewers were cheated out of millions of ???? in premium phone-ins. And, popular Saturday shows were at the epicentre of deception. As advertising revenues are drying up, the quest is on to replace them… this is the link between Lessig, corruption in all its ugly beauty and ITV and RDF and the BBC.

ITV last night faced the prospect of a fine of up to ?70m after some of its flagship Saturday night shows were at the centre of the most blatant examples yet of viewer deceit involving premium phone lines. Admitting a “serious cultural failure within ITV”, its executive chairman, Michael Grade, said he was shocked by the scale of the revelations.

Viewers wasted ?7.8m on premium phone calls they thought were influencing their favourite programmes, including those featuring Ant and Dec and Simon Cowell, with the full bill for the scandal running to ?18m.

And shares once again in ITV have dropped

And back to the theme of Lessig’s new project in the Observer Leader article Primetime robbery from the BBC and ITV

TV chairman Michael Grade said last week that an inquiry into the misuse of premium-rate telephone competitions on his channel had found ‘no corruption, no venality and no criminality’.

Ahem… no corruption, no venality, no criminality ? Why? Indeed the Observer Leader states

This was a collective abandonment of professional ethics. Reaping financial reward from competition entries took priority over honest dealing with entrants. The viewers were parted from their money on a pretence. In other words: corruption, venality and, quite possibly, criminality too.

– Is it the end of the affair? and here for CDB archives on ITV as we individually and collectively question the role of organisations, media and business in civic society in the 21st Century

Companies are from Mars and Customers are from Venus, And US Airways is right up there with the best of them and this next paragraph from the Leader article is very important to demonstrate why ITV failed so utterly…

The problem is that ITV does not traditionally see its viewers as customers, but rather as a commodity. They are counted up and sold, as a package of consumer eyeballs, to the real clients – the advertisers. But when ITV started charging people directly for participation in shows, its business model changed. The fact that its working practices did not take account of this new commercial reality testifies to colossal management failure.

To me this says it all about how large media brands see their customers. And why that perception blinds them the the world we live in today. The concepts of “Ownership,” “Arrogance,” “Greed,” “Avarice,” all bleed into eachother, poisoning the mind, deluding the soul that what you are doing is quite OK.

Because we have to make a profit. But the question is at what price? and at whose expense?

For me the world we are working hard to create and build via Engagement, Social Networking, Collaboration, all point towards a desire for greater transparency, trust, collaboration, co-creation, shared ownership and shared rewards.

Interestingly for me anyway, what they represent are the value and core components that enabled early civilisation to develop and grow, These are core human values, these are the values that enabled us to survive. What this tells me is that we are at the end of our Belle Epoque and its time to move on

The Observer Leader finishes

ITV, meanwhile, seeing its income fall as a result of increased competition, latched on to the quick fix of premium-rate phone-ins. That served the dual purpose of raising cash and maintaining a pretence of ‘interactivity’.

The two biggest players in terrestrial British television have been, in their own different ways, bluffing on a grand scale. They have pretended to adapt to the new media age without really understanding or managing the changes in their industry. It is we, the viewers, via the licence fee or the phone bill, who have bankrolled this complacency. We were robbed.

And indeed we were. I would suggest to Lawrence Lessig, that this particular period in British Broadcasting history becomes a part of his research and study into the murky world of Corruption.

Of course his research touches on the law, he’s a law professor, but Lessig also reaches out to touch philosophical issues, societal issues, and media issues.

Whilst watching this video I wondered in what valuable context could I use what Lessig had to say. I did not have to wait long.

We are all aware of the drama that unfolded around the BBC as it became apparent that a documentary about the Queen no less had been badly doctored to suit a production company’s quest for christ knows what – Ratings coupled neatly with the whole phone in scandal from Blue Peter to Red Nose Day. Have a read of our research into this area . Is nothing sacred?

But today we learn that ITV faces a, c’mon wait for it…. A whopping ?70m fine after viewers were cheated out of millions of ???? in premium phone-ins. And, popular Saturday shows were at the epicentre of deception. As advertising revenues are drying up, the quest is on to replace them… this is the link between Lessig, corruption in all its ugly beauty and ITV and RDF and the BBC.

ITV last night faced the prospect of a fine of up to ?70m after some of its flagship Saturday night shows were at the centre of the most blatant examples yet of viewer deceit involving premium phone lines. Admitting a “serious cultural failure within ITV”, its executive chairman, Michael Grade, said he was shocked by the scale of the revelations.

Viewers wasted ?7.8m on premium phone calls they thought were influencing their favourite programmes, including those featuring Ant and Dec and Simon Cowell, with the full bill for the scandal running to ?18m.

And shares once again in ITV have dropped

And back to the theme of Lessig’s new project in the Observer Leader article Primetime robbery from the BBC and ITV

TV chairman Michael Grade said last week that an inquiry into the misuse of premium-rate telephone competitions on his channel had found ‘no corruption, no venality and no criminality’.

Ahem… no corruption, no venality, no criminality ? Why? Indeed the Observer Leader states

This was a collective abandonment of professional ethics. Reaping financial reward from competition entries took priority over honest dealing with entrants. The viewers were parted from their money on a pretence. In other words: corruption, venality and, quite possibly, criminality too.

– Is it the end of the affair? and here for CDB archives on ITV as we individually and collectively question the role of organisations, media and business in civic society in the 21st Century

Companies are from Mars and Customers are from Venus, And US Airways is right up there with the best of them and this next paragraph from the Leader article is very important to demonstrate why ITV failed so utterly…

The problem is that ITV does not traditionally see its viewers as customers, but rather as a commodity. They are counted up and sold, as a package of consumer eyeballs, to the real clients – the advertisers. But when ITV started charging people directly for participation in shows, its business model changed. The fact that its working practices did not take account of this new commercial reality testifies to colossal management failure.

To me this says it all about how large media brands see their customers. And why that perception blinds them the the world we live in today. The concepts of “Ownership,” “Arrogance,” “Greed,” “Avarice,” all bleed into eachother, poisoning the mind, deluding the soul that what you are doing is quite OK.

Because we have to make a profit. But the question is at what price? and at whose expense?

For me the world we are working hard to create and build via Engagement, Social Networking, Collaboration, all point towards a desire for greater transparency, trust, collaboration, co-creation, shared ownership and shared rewards.

Interestingly for me anyway, what they represent are the value and core components that enabled early civilisation to develop and grow, These are core human values, these are the values that enabled us to survive. What this tells me is that we are at the end of our Belle Epoque and its time to move on

The Observer Leader finishes

ITV, meanwhile, seeing its income fall as a result of increased competition, latched on to the quick fix of premium-rate phone-ins. That served the dual purpose of raising cash and maintaining a pretence of ‘interactivity’.

The two biggest players in terrestrial British television have been, in their own different ways, bluffing on a grand scale. They have pretended to adapt to the new media age without really understanding or managing the changes in their industry. It is we, the viewers, via the licence fee or the phone bill, who have bankrolled this complacency. We were robbed.

And indeed we were. I would suggest to Lawrence Lessig, that this particular period in British Broadcasting history becomes a part of his research and study into the murky world of Corruption.

US Scareways deleted 76,000 miles from my account. Was a charter member of this flagrant flyer club. Said I didn’t fly with them over a specified time frame. Guess what? Who wants to fly this airline? I’ve written to Doug Parker, but from what I’ve been reading here, I’ve got a fat chance in hell to get them re-instated. So much for my daughter’s college graduation trip I’d been saving up for. No wonder Doug got busted for DUI in March 2007 ( Google it ). Running an airline like his would make me drink ‘n drive too! Anybody know Doug’s email?

Perhaps our community could help us find Doug’s email address!!?

If I treated my customers half as badly as US Air did and if I was half as unreliable, I wouldn’t have any customers at all. How do companies like this stay in business?

After my open letter to Doug Parker CDB has received an avalanch of horror stories about US Airways. Or US Scareways as one person said to me the other day.

I even use US airways in my speeches now and compare them to JetBlue who have demonstrated that they must put the customer first.

US Airways, are not the only ones, however they are the carrier that really got to me, and I still feel that they are not learning from their experience.

So Doug, will you please tell your customers what you are doing to improve the service for them. Or are you going to keep mum and hope that all your angry customers are going to go away.

But my jaw dropped to read of a US Airways mechanic and a US Airways pilot getting it on in the pugalistic sense.

Read on…

Like others, I endured a trip through hell last night on what should have been a routine two-hour flight from Phoenix to Houston (flight 2885). I was lucky, though, since it ran only four hours late. But also like the other postings here, I was appalled by a “customer service” by the same kind of nasty incompetent staff that ran the transports to Auschwitz. Unbelievable: people with a little power and no brains. The trip included:

After discovering a mechanical failure and getting the plane back to the gate, the pilot and mechanic got into a fist fight; the flight crew walked off;

And of course, on the tales could go. My whole experience with this airline was a revelation about how much they despise their passengers. I will certainly not fly with them again, and will do my best to warn friends to avoid them.

How do you keep flying Doug?

Two facts. Number one: The latest Airline Quality Rating (PDF download) finds that US Airways ranks dead last, when it comes to customer service. No surprise, considering the tumultuous past year in which it was assimilated into America West as it withered away on life support.

Number two: US Airways Chief Executive Officer Doug Parker’s compensation package totaled $5.68 million last year (in fairness, he did turn down a $770,000 bonus). Hmmm. Most people are on a litttle less than that! That’s more than four times the $1.25 million total he earned in 2004, according to reports.

wow that’s discipline for you…

If you’re thinking that something is wrong with this picture, you’re probably not alone. Something is very wrong with it.

yep.

And go and read all the comments on my open letter to Douglas, aka Doug. It beggars belief.

My question, what is the role of a CEO in today;s world, why should he be so well compensated with such an appalling track record. Why is the wall silent, when they could turn each crisis into an opportunity?

As we say… Engage or Die

I am the CEO of SMLXL Ltd or Small Medium Large Xtralarge. Co-Author of Communities Dominate Brands and Executive Director of Masthead.

I just wanted to let you know that I am speaking at MIT’s Comparative Media Studies Program TODAY

Now as a CEO and when presenting myself to a public audience like you Doug, I like to wear a suit.

So its a real shame that US Airways lost my bags, on an internal flight from Louisville to Boston via a Philly.

Your baggage desk told me my bags would be on the next flight from Philly to Boston, and delivered at the Hotel. As yet Doug nothing has arrived?

So would you be happy as a CEO to stand up in front of your peers in a dirty shirt, jeans, underwear, unshaven?

I can answer that one for you Doug, you would not. You would be really pissed off, and would be looking to give some one a good talking to for screwing up.

In this instance Doug that person is you, that I look to to take responsibility.

I have been misinformed, and your staff, well lets say Companies are from Mars and Customers are from Venus. Venus wants something that Mars can?t give her: tangible support in leading the life she chooses. She wants to be free from the time consuming stress, rage, injustice, and personal defeat that accompany so many of her commercial exchanges.

Doug, that is just how I feel right now

I want compensation, for the aggrevation, my missed medication and my suit, which I can tell you is expensive.

Perhaps you would like to get in touch and let me know how you plan to solve this for me?

I am also staying at the Hotel@MIT Double Tree Inn. 20 Sidney Street. Cambridge. MA

Alan Moore
CEO

alanm (AT) smlxtralarge (DOT) com

Forcing media to change

I love change. It’s sometimes frustrating, but it’s a fact of life in business – change or die. With lots of young, talented, caffeine-filled programmers cranking out daily updates, the landscape has changed to favor the small and quick. YouTube is constantly changing its user interface and adding social networking features. This constant “beta” status allows for rapid response to what is working and what isn’t. With an army of ravenous users offering feedback, it makes for a real-world build, test, and implement model. The thing I love about this is that the big guys are moving to make changes as well. When NBC has user-generated promos running for The Office and ABC says that their biggest competition is www.askaninja.com, you know they are taking this revolution seriously.

Via streaming media