Contagious ideas is spotting trends. By Jeremy DUMONT, french strategic planner : interactive communications. Join PSST (opinion and trends) www.PSST.fr

Innovation Perspectives - Social Media is the Glue of Innovation by Braden Kelley

This is the second of several 'Innovation Perspectives' articles we will publish this week from multiple authors to get different perspectives on 'What is the role of social media in innovation? (Either inside or outside the organization)'. Here is the next perspective in the series:

by Braden Kelley

Social media serves an incredibly important role in innovation. Social media functions as the glue to stick together incomplete knowledge, incomplete ideas, incomplete teams, and incomplete skillsets. Social media is not some mysterious magic box. Ultimately it is a tool that serves to connect people and information.

I'm reminded of a set of lyrics from U2's "The Fly":


"Every artist is a cannibal, every poet is a thief
All kill their inspiration and sing about their grief"


Social media can help ideas grow and thrive that would otherwise wither and die under the boot of the perfectionist in all of us.

Do you remember the saying "it takes a village to raise a child"? Well, it takes a village to create an innovation from an idea as well, and social media helps to aggregate and mobilize the people and knowledge necessary to do just that.

But, that is social media working in the positive. We must remember that social media tools are just that - tools.

Just as easily as social media tools can be an accelerant for innovation, they can also be an inhibitor - if the participants or the presenters manage to make the less active majority feel that innovation is not something for them.

If you don't want to be a fool with a tool, then you must be careful to make sure that the social media tools in your organization are fulfilling their role in a positive way and leveraging existing knowledge management and collaboration toolsets:

1. To make innovative ideas visible and accessible


2. To allow people to have conversations


3. To build community


4. To facilitate information exchange


5. To enable knowledge sharing


6. To assist with expert location


7. To power collaboration on idea evolution


8. To help people educate themselves


9. To connect people to others who share their passion


10. To surface the insights and strategy that people should be building ideas from

The better you become at the above, the stronger your organization's innovation capability will become, the more engaged your employees will become, and the more ready you will become to engage successfully in open innovation.

For the most part, what I've been talking about is the role of social media in innovation inside the organization. When you leverage social media for innovation outside the organization, it gets a whole lot more complicated.

But, maybe that's a conversation for another day.

In the meantime, please consider the ways in which social media in your organization might be able to strengthen inter-disciplinary cooperation, make the organization itself more adaptable, and how it could help to create an organization with the power to transform more ideas into innovations.

You can check out all of the 'Innovation Perspectives' articles from the different contributing authors on 'How should firms develop the organizational structure, culture, and incentives (e.g., for teams) to encourage successful innovation?' by clicking the link in this sentence.

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 SOURCE business strategy  PAR: alexis mouthon  ACCÈS DIRECT A LA PLATEFORME: PSST.FR

 UNE INITIATIVE DE: POURQUOI TU COURS?  AGENCE DE PLANNING STRATEGIQUE 2.0  DIRIGÉE PAR: Jérémy Dumont

linking Customer Loyalty With Social Networking through foursquare. The Pepsi Loot app for the iPhone is intended to drive traffic to restaurants that serve Pepsi products.

By STEPHANIE CLIFFORD

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PEPSICO wants to sell its customers sodas whether they are near a grocery store, a restaurant or a gas station. With a new partnership that weaves its loyalty program into the location-based network Foursquare, PepsiCo gets a live notification when its customers are close to those sites, and can present offers that get them into the stores.

Enlarge This Image

The Pepsi Loot app for the iPhone is intended to drive traffic to restaurants that serve Pepsi products.

“Being able to drive foot traffic into our restaurant partners and our retail partners is a huge opportunity, because that’s where our product is sold,” said B. Bonin Bough, director of social and emerging media for PepsiCo. “Ten blocks mean a lot.”

Through smartphones that signal someone’s location, stores and brands like Starbucks, Tasti-D-Lite, Macy’s and Pepsi are getting live information about when and where people are shopping. Some companies are turning Foursquare into a virtual loyalty-card program, while others are creating their own location applications, offering customers discounts or other rewards for shopping.

“It gives us immediate feedback for what’s going on in the marketplace,” said Margery Schelling, chief marketing officer of PepsiCo Foodservice. “That’s invaluable.”

A phone is a simple replacement for a wallet stuffed with loyalty cards, but the real appeal for stores is in the location information provided by Foursquare and other location-based applications. Retailers can track when customers actually enter their stores. Such data can be used to learn things about store traffic, such as when men visit versus women. And it’s easier to note when the most loyal customers visit.

“If you check into work, then you leave work, you check into a bank and then you check into a store, that’s a behavior that, in aggregate, we might use to transform the way we market to you in the offline world,” Mr. Bough said. “We might see dayparts that are more likely for you to check out of some place and go to the store, and we might do advertising during that specific daypart in that specific place.”

Because consumers are electing to broadcast their location and signing up for these services, the privacy concerns aren’t enormous, another plus for marketers.

While Foursquare has a relatively small user base of about one million, the tactics companies are experimenting with could be extended to customers with a GPS-enabled smartphone, the companies say. Pepsi, in addition to beginning a Foursquare program, is also introducing a location-based iPhone application called Pepsi Loot through which customers can collect points toward free music downloads.

“We believe it’s a real, new opportunity to transform loyalty programs in a way that we haven’t done before,” Mr. Bough said.

Foursquare is sort of a social application meets game. Its members press a button upon arriving at various locations to “check in,” letting them accumulate points — they compete to be “mayor” of a certain site, or the person with the most check-ins at that site, and can unlock badges for completing certain activities. The designer Marc Jacobs, for instance, gave tickets to his fashion show to four people who unlocked a Marc Jacobs shopping badge. Members can also direct Foursquare to list nearby restaurants, banks or grocery stores, and see where their Foursquare pals are at that moment.

In March, Foursquare introduced a tool that lets businesses see who is checking into their locations. It lists data like the total number of check-ins, the male-to-female ratio, the top days and times Foursquare visitors come, and the top visitors.

“Foursquare hopes to tell them a little bit more about their loyal customer — who checks in when, where they go before and after,” said Tristan Walker, director of business development for Foursquare.

Tasti-D-Lite wove Foursquare into its loyalty-card program this year. When someone registers the card online or visits the loyalty Web site, she can click to connect the card with her Foursquare account (along with Twitter or Facebook). Whenever the card is swiped after that, the customer accumulates Foursquare check-in points and Tasti-D-Lite loyalty points at once.

“Imagine the amount of data we now have in order to make better marketing decisions, in order to make loyalty decisions, about our customers, as opposed to the paper punch cards we had before that didn’t do anything for us,” said B. J. Emerson, social technology officer for Tasti-D-Lite.

Starbucks has been offering Foursquare badges when people visit a certain number of stores.

“The next generation of that is potentially understanding a little bit more about loyalty as well,” Mr. Walker said. “We’re driving people to different stores. What about people who visit the same store over and over?”

The location-based opportunity is particularly big for consumer packaged goods brands like Pepsi. Those brands market their product heavily, but they depend on drugstores or restaurants to actually get consumers into stores. With Foursquare and apps that track consumers’ locations, Pepsi can strike a deal directly with the consumer.

Pepsi’s Foursquare program will begin running in June. While the company is still working out details, Mr. Bough said that he expects that when a Foursquare user is near a Pepsi retailer, an offer to enroll the person in a Pepsi rewards system will appear. Once people are enrolled, whenever they check in at a grocery store or drugstore selling Pepsi, they will accumulate rewards points or badges that they can redeem for products or offers or donate toward charities.

Separately, Pepsi Loot, to be introduced in mid-May, focuses on restaurants; about 200,000, including chains like Taco Bell, are participating.

The app shows the participating Pepsi-serving restaurants on a map, includes menus for them, and allows consumers to sign in to those locations (that sign-in is done separately from a Foursquare check-in). Once they do, they accumulate points toward song downloads. The restaurants can layer in offers, too — Shakey’s is giving $3 off a large pizza for people who show the Pepsi Loot app, for instance.

Macy’s, too, has announced that it will use an app from a company called Shopkick to send customers offers when they are in or near the department store.

Rewards will be critical for getting more people to use Foursquare and similar applications, said Amy Manus, director of media at Nurun, a digital marketing firm that did not work on the campaign. “Offering something that is beneficial for consumers is going to be essential in mass adoption,” she said.

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SOURCE NY times PAR: alexis mouthon ACCÈS DIRECT A LA PLATEFORME: PSST.FR

UNE INITIATIVE DE: POURQUOI TU COURS? AGENCE DE PLANNING STRATEGIQUE 2.0 DIRIGÉE PAR: Jérémy Dumont

Storytelling Applied to Design to build better experiences on internet

Experience Themes: An Element of Story Applied to Design

View more presentations from Cindy Chastain.

A new way to measure word-of-mouth marketing from McKINSEY, by Jacques Bughin, Jonathan Doogan, and Ole Jørgen Vetvik

Assessing its impact as well as its volume will help companies take better advantage of buzz.

APRIL 2010 • Jacques Bughin, Jonathan Doogan, and Ole Jørgen Vetvik

Source: Marketing & Sales Practice

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Consumers have always valued opinions expressed directly to them. Marketers may spend millions of dollars on elaborately conceived advertising campaigns, yet often what really makes up a consumer’s mind is not only simple but also free: a word-of-mouth recommendation from a trusted source. As consumers overwhelmed by product choices tune out the ever-growing barrage of traditional marketing, word of mouth cuts through the noise quickly and effectively.

Indeed, word of mouth¹ is the primary factor behind 20 to 50 percent of all purchasing decisions. Its influence is greatest when consumers are buying a product for the first time or when products are relatively expensive, factors that tend to make people conduct more research, seek more opinions, and deliberate longer than they otherwise would. And its influence will probably grow: the digital revolution has amplified and accelerated its reach to the point where word of mouth is no longer an act of intimate, one-on-one communication. Today, it also operates on a one-to-many basis: product reviews are posted online and opinions disseminated through social networks. Some customers even create Web sites or blogs to praise or punish brands.

As online communities increase in size, number, and character, marketers have come to recognize word of mouth’s growing importance. But measuring and managing it is far from easy. We believe that word of mouth can be dissected to understand exactly what makes it effective and that its impact can be measured using what we call “word-of-mouth equity”—an index of a brand’s power to generate messages that influence the consumer’s decision to purchase. Understanding how and why messages work allows marketers to craft a coordinated, consistent response that reaches the right people with the right content in the right setting. That generates an exponentially greater impact on the products consumers recommend, buy, and become loyal to.

A consumer-driven world

The sheer volume of information available today has dramatically altered the balance of power between companies and consumers. As consumers have become overloaded, they have become increasingly skeptical about traditional company-driven advertising and marketing and increasingly prefer to make purchasing decisions largely independent of what companies tell them about products.

This tectonic power shift toward consumers reflects the way people now make purchasing decisions.² Once consumers make a decision to buy a product, they start with an initial consideration set of brands formed through product experience, recommendations, or awareness-building marketing. Those brands, and others, are actively evaluated as consumers gather product information from a variety of sources and decide which brand to purchase. Their postsales experience then informs their next purchasing decision. While word of mouth has different degrees of influence on consumers at each stage of this journey (Exhibit 1), it’s the only factor that ranks among the three biggest consumer influencers at every step.

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It’s also the most disruptive factor. Word of mouth can prompt a consumer to consider a brand or product in a way that incremental advertising spending simply cannot. It’s also not a one-hit wonder. The right messages resonate and expand within interested networks, affecting brand perceptions, purchase rates, and market share. The rise of online communities and communication has dramatically increased the potential for significant and far-reaching momentum effects. In the mobile-phone market, for example, we have observed that the pass-on rates for key positive and negative messages can increase a company’s market share by as much as 10 percent or reduce it by 20 percent over a two-year period, all other things being equal. This effect alone makes a case for more systematically investigating and managing word of mouth.

Understanding word of mouth

While word of mouth is undeniably complex and has a multitude of potential origins and motivations, we have identified three forms of word of mouth that marketers should understand: experiential, consequential, and intentional.

Experiential

Experiential word of mouth is the most common and powerful form, typically accounting for 50 to 80 percent of word-of-mouth activity in any given product category. It results from a consumer’s direct experience with a product or service, largely when that experience deviates from what’s expected. (Consumers rarely complain about or praise a company when they receive what they expect.) Complaints when airlines lose luggage are a classic example of experiential word of mouth, which adversely affects brand sentiment and, ultimately, equity, reducing both receptiveness to traditional marketing and the effect of positive word of mouth from other sources. Positive word of mouth, on the other hand, can generate a tailwind for a product or service.

Consequential

Marketing activities also can trigger word of mouth. The most common is what we call consequential word of mouth, which occurs when consumers directly exposed to traditional marketing campaigns pass on messages about them or brands they publicize. The impact of those messages on consumers is often stronger than the direct effect of advertisements, because marketing campaigns that trigger positive word of mouth have comparatively higher campaign reach and influence. Marketers need to consider both the direct and the pass-on effects of word of mouth when determining the message and media mix that maximizes the return on their investments.

Intentional

A less common form of word of mouth is intentional—for example, when marketers use celebrity endorsements to trigger positive buzz for product launches. Few companies invest in generating intentional word of mouth, partly because its effects are difficult to measure and because many marketers are unsure if they can successfully execute intentional word-of-mouth campaigns.

What marketers need for all three forms of word of mouth is a way to understand and measure its impact and financial ramifications, both good and bad.

Word-of-mouth equity

A starting point has been to count the number of recommendations and dissuasions for a given product. There’s an appealing power and simplicity to this approach, but also a challenge: it’s difficult for marketers to account for variability in the power of different kinds of word-of-mouth messages. After all, a consumer is significantly more likely to buy a product as a result of a recommendation made by a family member than by a stranger. These two kinds of recommendations constitute a single message, yet the difference in their impact on the receiver’s behavior is immense. In fact, our research shows that a high-impact recommendation—from a trusted friend conveying a relevant message, for example—is up to 50 times more likely to trigger a purchase than is a low-impact recommendation.

To assess the impact of these different kinds of recommendations, we developed a way to calculate what we call word-of-mouth equity. It represents the average sales impact of a brand message multiplied by the number of word-of-mouth messages. By looking at the impact—as well as the volume—of these messages, this metric lets a marketer accurately test their effect on sales and market share for brands, individual campaigns, and companies as a whole (Exhibit 2). That impact—in other words, the ability of any one word-of-mouth recommendation or dissuasion to change behavior—reflects what is said, who says it, and where it is said. It also varies by product category.

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What’s said is the primary driver of word-of-mouth impact. Across most product categories, we found that the content of a message must address important product or service features if it is to influence consumer decisions. In the mobile-phone category, for example, design is more important than battery life. In skin care, packaging and ingredients create more powerful word of mouth than do emotional messages about how a product makes people feel. Marketers tend to build campaigns around emotional positioning, yet we found that consumers actually tend to talk—and generate buzz—about functional messages.

The second critical driver is the identity of the person who sends a message: the word-of-mouth receiver must trust the sender and believe that he or she really knows the product or service in question. Our research does not identify a homogenous group of consumers who are influential across categories: consumers who know cars might influence car buyers but not consumers shopping for beauty products. About 8 to 10 percent of consumers are what we call influentials, whose common factor is trust and competence. Influentials typically generate three times more word-of-mouth messages than noninfluentials do, and each message has four times more impact on a recipient’s purchasing decision. About 1 percent of these people are digital influentials—most notably, bloggers—with disproportionate power.

Finally, the environment where word of mouth circulates is crucial to the power of messages. Typically, messages passed within tight, trusted networks have less reach but greater impact than those circulated through dispersed communities—in part, because there’s usually a high correlation between people whose opinions we trust and the members of networks we most value. That’s why old-fashioned kitchen table recommendations and their online equivalents remain so important. After all, a person with 300 friends on Facebook may happily ignore the advice of 290 of them. It’s the small, close-knit network of trusted friends that has the real influence.

Word-of-mouth equity empowers companies by allowing them to understand word of mouth’s relative impact on brand and product performance. While marketers have always known that the impact can be significant, they may be surprised to learn just how powerful it really is. When Apple’s iPhone was launched in Germany, for example, its share of word-of-mouth volume in the mobile-phone category—or how many consumers were talking about it—was about 10 percent, or a third less than that of the market leader. Yet the iPhone had launched in other countries, and the buzz accompanying those messages in Germany was about five times more powerful than average. This meant the iPhone’s word-of-mouth equity score was 30 percent higher than that of the market leader, with three times more influentials recommending the iPhone over leading handsets. As a result, sales directly attributable to the positive word of mouth surrounding the iPhone outstripped those attributable to Apple’s paid marketing sixfold. Within 24 months of launch, the iPhone was selling almost one million units a year in Germany.

The flexibility of word-of-mouth equity allows us to gauge the word-of-mouth impact of companies, products, and brands regardless of the category or industry. And because it measures performance rather than the sheer volume of messages, it can be used to identify what’s driving—and hurting—word-of-mouth impact. Both insights are critical if marketers are to convert knowledge into power.

READ THE REST mckinsey 

About the Authors

Jacques Bughin is a director in McKinsey’s Brussels office, Jonathan Doogan is an associate principal in the London office, and Ole Jørgen Vetvik is a principal in the Oslo office.

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 SOURCE mckinsey PAR: glueman  ACCÈS DIRECT A LA PLATEFORME: PSST.FR

 UNE INITIATIVE DE: POURQUOI TU COURS?  AGENCE DE PLANNING STRATEGIQUE 2.0  DIRIGÉE PAR: Jérémy Dumont

Social TV, Relying on relationships to rebuild TV audiences. By William M. Bulkeley

This article is part of an annual list of what we believe are the 10 most important emerging technologies. See the full list here.

The viewership for live television broadcasts has generally been declining for years. But something surprising is happening: events such as the winter Olympics and the Grammys are drawing more viewers and more buzz. The rebound is happening at least in part because of new viewing habits: while people watch, they are using smart phones or laptops to swap texts, tweets, and status updates about celebrities, characters, and even commercials.

Marie-José Montpetit, an invited scientist at MIT's Research Lab for Electronics, has been working for several years on social TV--a way to seamlessly combine the social networks that are boosting TV ratings with the more passive experience of traditional TV viewing. Her goal is to make watching television something that viewers in different places can share and discuss--and to make it easier to find something to watch.

Carriers, networks, and content producers hope that making it easier for viewers to link up with friends will help them hold on to their audiences rather than losing them to services like Hulu, which stream shows over the Internet. And opening TV to social networking could make it easier for companies to provide personalized programming.Many developers are working on ways to let people share the viewing experience over broadband connections or through set-top boxes; indeed, cable companies and other broadband video providers have sponsored small trials of various interactive TV services around the world for more than 20 years. But most of the systems were even clumsier than the combination of laptop and large-screen TV that today's viewers have kludged together. ­Montpetit wants to unite different communication systems--especially cellular and broadband services--to create an elegant user experience. She's been sharing ideas about that sort of system with BT, which provides broadband connections to 15 million people in the United Kingdom and Ireland, including nearly a half-million digital-TV subscribers.

Though BT won't comment on what form its social-TV system might take, Montpetit and her students at the MIT Media Lab demonstrated an intriguing prototype last year. A central database aggregates video from online sources like YouTube, shares user-specified data with social networks, delivers video to the user's TV, and lets users and the people in their networks send comments and ratings back and forth via an iPhone app. It avoids using the TV screen for messages, something that has proved irritating to consumers who don't want clunky text obscuring the pictures on their 52-inch HDTVs. The app also allows the user to tell the network what program to show on his or her set. For instance, if a friend suggests a show and the owner agrees, that show will pop up at the appointed time. In February, Montpetit and her students presented a refined version of this system to BT. Jeff Patmore, who works with Montpetit as head of strategic university research at BT, says such a system could be rolled out this year, although he declines to confirm any plans. But Montpetit anxiously awaits U.S. deployment of social TV: her daughter, with whom she watches certain shows, heads off to college next fall. Engineering and business issues aside, she wants social TV to help friends and family stay connected, even as they move apart.

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 SOURCE technews PAR: glueman  ACCÈS DIRECT A LA PLATEFORME: PSST.FR

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“Newspapers don’t like to hear the voice of the people, and they are especially disturbed by the voice of assholes.” Why Jeff Jarvis got it wrong by spoke digital

• 
  

Yesterday, at the 140 Character Conference, Jeff Jarvis criticised the newspaper industry and their online communities.

The conference looked at what Jeff Pulver calls “The State of NOW” – which is about how social media affects traditional industries.

Here’s some select quotes from what Jarvis presented:

“I defended [newspaper] comments for years. But the problem is that comments are too often the voice of assholes.”

“Newspapers don’t like to hear the voice of the people, and they are especially disturbed by the voice of assholes.”

“We allow comments only after we are done with what we’re doing. It’s inherently insulting. We finish our work or stories and say, ‘Now you can talk about them.’”

Shocked? I was. Let’s address his points:

“Comments are too often the voice of assholes.”

Now, that’s not strictly true. As with any situation where you put people together, there will be those who shout the loudest, and those who make their point quietly and succinctly. With online communities – as with comments on newspaper websites – we gravitate to the comments of twats. Why? For pure psychological reasons.

Those loud comments by ‘assholes’ are entertaining. And they make us feel superior because we’re not getting involved with the news story on that type of level. God, if we’re going to discuss the story, we’ll do it at a dinner party.

So let’s think a little deeper about the people who write comments on newspaper websites. Who are they?

If you’re reading this blog post right now, I can guarantee you’ve never written a comment on a newspaper website. Or if you have, you’ve done it once or twice. No more. Why do I say that? Because you’re just like me. You work in the digital industry, you probably live in a city, you definitely own at least one Apple product, and if you have children born in the last couple of years they’ll have a retro name. I’m generalising, obviously, but you get my drift.

So if it’s not you – or me – writing those comments, who is it?

We (and I mean you and I) like to think that the people writing these comments are the type of people we’ll never be. We assume these people are probably overweight, support the BNP, have issues, live in suburbia, use a PC, and are poorly educated because they can’t spell and don’t care that they can’t.

We like to think these ‘newspaper assholes’ have dubious personal politics. They want to shut our borders, hate the way the government wastes the ‘tax-payer’s money’ (even though they’re on benefits), and even if they’re not sure where they stand on breast-feeding in public, they want to make sure they comment on it.

But this simply isn’t true of the majority of people interacting with newspapers online.

How do I know this? Well, I’ve been in charge of the communities for The Daily Mail and The Sun, and I’ve seen that yes, while there are comments written by people who fit the stereotype I wrote above, there are also other ones. They’re sensible, intelligent, and add value to a debate.

Yes, comments can be written by assholes, but the majority of them aren’t. And you shouldn’t let your vision of this be clouded by the loud ones who write the most attention-seeking remarks, or insult everyone who interacts with a newspaper online. Great way to encourage debate, Jeff. Impressive stuff.

“Newspapers don’t like to hear the voice of the people, and they are especially disturbed by the voice of assholes.”

1. I can guarantee that newspapers are NOT disturbed – especially or even vaguely – by the voice of ‘assholes’ (commenting on their sites). They find the more outrageous comments quite funny. Remember, newspapers have always had a letters page, so they’re used to seeing a wide-range of thoughts from their readers.

2. Newspapers DO like to hear the voice of the people. And I don’t understand why Jarvis thinks otherwise.

Take, for example, The Sun. Okay, so the paper may not be as influential or as ground-breaking as it was in the 80s, but it still does a fantastic job of claiming to not only listen to the voice of the people, but being that voice. The Sun has a 24/7 community and moderation team that actively encourages debate, and gets their readers involved in the latest issues. When I worked there the opinions of the people interacting on the site were taken to Conference, and The Sun even recently launched SunVote, to find out even more about what their readers are thinking. So how can Jarvis say that ‘newspapers don’t like to hear the voice of the people’?

And one more thing on this. Jarvis helped write Murdoch’s legendary speech to the American Society of Newspaper Editors in 2005, when Murdoch said:

“Success in the online world will [be achieved by] listening more intently to our readers.”

Upcoming pay-wall or not, The Sun has always listened to its readers, and will continue to do so – which is why they’ve invested heavily in online community, and why most of the other nationals do so, too.

“We allow comments only after we are done with what we’re doing. It’s inherently insulting. We finish our work or stories and say, ‘Now you can talk about them.’”

Or, actually, what’s more insulting is suggesting that a newsroom can’t produce articles of a decent quality without readers (or, as Jarvis calls them, ‘assholes’) getting involved.

Let’s be clear here. Journalists write the story, and readers/users/consumers/’assholes’ (whatever you want to call them), consume and then debate them. That’s the traditional model of news, albeit on radio, TV, or the web.

I don’t understand why – with more interactive technology – this should change.

When the bombs went off on 7/7, I encouraged people from around the world to tell their stories on the Mail website. The BBC did the same, and from that came phone footage of the bombs, and some shocking – but valuable – insights into what happened.

When the evil volcano ash cloud happened this week, you could see people from all over the world sharing their stories about being stranded. Again, it’s added-value, and it’s part of the story.

What it isn’t is that main story itself.

You can’t rely on your readers to write that story for you. How could you? They don’t have access to the wires, they don’t have investigative journalists working with them, they don’t have the money or the resources or the contacts to write something credible and truthful. (OhMyNotNews, anyone?)

So for that very obvious and basic reason alone, that news story has to be written by the newspaper itself.

And again, Jarvis is wrong in saying that once that story has been written, that it’s over, and it’s only when it’s over that people can comment on it. Okay, so perhaps that used to be case when people got their news from the paper edition, and then wrote a letter to the editor about it and popped it in the post.

But journalists constantly update their stories online, and more often than not they take the points – and possible leads – presented to them by readers, and follow up on them. I’ve seen it in action at the Mail and The Sun, and I’ve seen exclusives come out of it.

So again, what’s Jarvis talking about?

I absolutely agree that no national newspaper has cracked the full benefits of newspaper interaction. There definitely doesn’t seem to be an obvious ROI for the thousands spent on it, other than it being a feature readers want.

But why diss the people who work for those newspapers, and those who are in charge of doing their communities?

And, fucking hell, why call the readers who do get involved assholes’?

Have a bit of respect for people interacting with newspapers – and brands – all over the web. The future of news is going to be more interactive, more on-demand, more personalised. So why be rude about the trailblazing users? They’re making history right now. Even if a minority of them are ‘assholes’.

(These views are my own, and are not necessarily those of Holly and James, who I work with at Spoke.)

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 SOURCE  spoke digital     PAR: glueman  ACCÈS DIRECT A LA PLATEFORME: PSST.FR

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You Will Be Using FriendFeed In The Future — But It May Be Called Facebook (written in april 2009)

Last week, we wrote that FriendFeed was in danger of becoming “the coolest app that no one uses.” The thought was that while FriendFeed is doing some great things both in terms of its technology and feature-wise, it has failed to capture the growth of the hot micro-messaging service, Twitter. But I think that misses the real key comparison. If you look at it, FriendFeed is actually a lot closer to Facebook these days. You know, that service that 200 million plus people use. They’re doing a lot of similar things — only FriendFeed is doing them better.

Go ahead, take a look at the newly launched beta version of FriendFeed side-by-side with the recently redesigned Facebook. Sure, both also look a lot like Twitter, but look deeper, beyond the appearance and into the functionality. Both of the services’ main pages offer a stream of information, including information piped in from other services. Both have filters on the sidebar (though FriendFeed recently moved its from the left side — where Facebook’s are — to the right side). Both offer the ability to comment and “like” elements within the stream. And both offer the ability to hide information within the stream.

Now, use both services. Immediately, you’ll see what Facebook is trying to do: Show you an up-to-date look at what your friends are doing both on Facebook and around the web. But it’s not actually live — it’s static. You need to refresh the feed to get more information. FriendFeed, on the other hand, is updating in real-time.

At first, there was some backlash against this real-time updating on FriendFeed, with users complaining that there was too much information coming in, too quickly. But that talk has quieted down quite a bit in the week since its launch. And the real-time aspect has so far proven to be a boon for activity on the site. I’m looking at my FriendFeed stream right now compared to my Facebook stream — my FriendFeed stream has a lot more activity on it, despite Facebook having over 200 million users and FriendFeed likely having something south of a million users.

At a glance, FriendFeed feels alive, while Facebook feels, well, static.

Facebook plans to turn on real-time updates as well. But when it does, it could well be looking at another major backlash from users. If we saw a backlash against real-time on FriendFeed — which not only has much fewer users, but also has a user base that is considered to be full of “power” web users — just imagine what the backlash will be like on Facebook. It will be ugly.

And that’s why filters are so important. These allow you to show only certain updates from certain people on your stream. But again, FriendFeed has done a better job on them than Facebook has. Facebook has made it fairly easy to edit who is in what filter, but it’s still not obvious as to how to do that from a friend’s actual profile page. On FriendFeed, it’s obvious.

More importantly, FriendFeed has always made it easy to filter the stream not just by user, but by type of feed element. Facebook recently added this functionality, but it is much less tailored. For example, I can hide YouTube videos, but it will hide all YouTube videos. On FriendFeed, you can hide just YouTube videos from a certain user (but still get other updates from that user). And it’s easy to change those settings as any time. On Facebook, I have no idea how to do that.

And with these weaker filters (and a user base who isn’t accustomed to using them), when Facebook implements its real-time stream, a lot of information is going to go by without being noticed. That’s because while FriendFeed smartly brings elements back up to the top of the stream when a friend comments on or “likes” them, Facebook keeps them moving right on down the stream. This means that we’re not likely to see an 800+ comment stream below items like we saw the other day on FriendFeed during a live recording of the Gillmor Gang (yes, it was talking about FriendFeed, but still).

Obviously, Facebook is a lot more than just a stream of information — it’s the largest social network, with rich profiles, a robust application community, among many other things. But it’s also clear that Facebook wants to be the center of sharing information on the web. And right now, both Twitter and yes, FriendFeed are kicking its ass at that, in terms of execution.

Let’s jump back to Twitter for a second. A lot of people are caught up with the whole Facebook/Twitter comparison — and that probably includes those high up at Facebook (which failed in a bid to buy Twitter at the end of last year). It’s obvious that Facebook’s recent emphasis on status updates comes directly as a result in the surge in popularity of Twitter. It’s also clear that the large icons in the stream come from Twitter as well — something which I think is actually a mistake for Facebook, because the icons are far too large and make information intake even more difficult.

But I think it’s FriendFeed that Facebook should be more closely following, given what it wants to do with its service. That’s especially true when even more information starts coming into the site by way of Facebook Connect. Twitter has exploded in popularity because it’s so simple — but it’s far too simple for everything that Facebook want to do. But FriendFeed seems to be morphing into exactly what Facebook wants to be.

So the question I have now, is whether or not Facebook will copy these better features from FriendFeed? I think it will. After all, it had no problem borrowing the “like” feature, the importing of third-party stream elements, or the commenting functionality. (Sure, FriendFeed didn’t invent all of these, but they’ve been implemented on Facebook in nearly the exact same way they’ve been used on FriendFeed.) And if Facebook is able to follow that lead, 200 million plus users will essentially be using FriendFeed — just under the moniker of Facebook.

Unlike a lot of people out there, I believe Facebook is on the right track with its recent moves to centralize sharing on the web. But the redesign, in many ways, is half-baked. It needs to be executed better — it needs to be like FriendFeed.

get widgetminimize

CrunchBase Information

FriendFeed

Website:	friendfeed.com
Location:	Mountain View, California, United States
Acquired:	August 10, 2009 by Facebook for $47.5M in Cash and Stock

FriendFeed aims to be a one stop shop for all your social networking updates and news items. The four founders were all team members at Google and helped to launch such products as… Learn More

Facebook

Website:	facebook.com
Location:	Palo Alto, California, United States
Founded:	February 1, 2004
Funding:	$716M

Facebook is the world’s largest social network, with over 400 million users.

Facebook was founded by Mark Zuckerberg in February 2004, initially as an exclusive network for Harvard… Learn More

Twitter

Website:	twitter.com
Location:	San Francisco, California, United States
Founded:	March 21, 2006
Funding:	$160M

Twitter, founded by Jack Dorsey, Biz Stone, and Evan Williams in March 2006 (launched publicly in July 2006), is a social networking and micro-blogging… Learn More

Read more: http://techcrunch.com/2009/04/12/you-will-be-using-friendfeed-in-the-future-but-it-may-be-called-facebook/#ixzz0m6BJ3IRk

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 UNE INITIATIVE DE: POURQUOI TU COURS?  AGENCE DE PLANNING STRATEGIQUE 2.0  DIRIGÉE PAR: Jérémy Dumont

2009 / 2010 SOCIAL TRENDS Marketing Communication Media Creativity Design by pourquoi tu cours

The strategic planners of pourquoi tu cours (the ideas agency) have identified 4 major social trends for 2009.

1st social trend : Self Accomplishment
- Recentring on oneself
- The need for doing things 
- Conscience awakening

Second social trend : Interactive Identity
- Open Identity
- Co constructed Identity
- Active Identity
- Augmented Identity

The 3rd social trend : Networking
- People like us
- Activation links
- Interpersonal links
- Influence nodes

4th social trend : Collective automation
- Shared activity spaces
- Action communities
- Open access
- Geolocalisation
- Technological automation

2009 SOCIAL TRENDS Marketing Communication Media Creativity Design

View more OpenOffice presentations from Jérémy Dumont.

Pourquoi tu cours (the ideas agency) is a strategic planning agency run by Jérémy Dumont that helps brand managers develop strategies designed for the new interactive generation on and offline.

We have enabled companies such as iDTGV, Orange, LVMH, Crédit Coopératif to function as one dynamic network to increase their performance, to practice open innovation to develop new products and services, to engage consumers in new relationships through advertising, to build social platforms to better interact with stakeholders comunities or to integrate social media in their strategies.

At the forefront of innovation, our exchange platform, PSST(opinions and trends 2.0), is the place where 60 000 professionals working in marketing, communication, media and design interact to share ideas and master 2.0 innovations.

POTSED ON CONTAGIOUS IDEAS : 2.0 strategic planning BY : jérémy dumont THE BEST OF OUR BLOGS PSST.FR

AN INITIATIVE OF POURQUOI TU COURS ? 2.0 STRATEGIC PLANNING AGENCY jérémy dumont DIRECTOR OF STRATEGIC PLANNING

TENDANCE DE SOCIETE = rapport d'innovation sur la diffusion des valeurs féminines dans la société. Un rapport d'innovation de courts circuits, le cercle d'innovation du réseau interprofessionnel PSST.

...

Introduction du rapport d'innovation sur la diffusion des valeurs dites féminines

View more presentations from jérémy DUMONT.

La Diffusion Des Valeurs Dites Féminines - Partie 1

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La Diffusion Des Valeurs Dites Féminines - Partie 2

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• Pourquoi ce thème est-il d’actualité ?

• Certains phénomènes récents changent la société et accélèrent la diffusion des valeurs « dîtes féminines » :

• L’interdépendance : La globalisation et la libéralisation des capitaux nous donnent l’impression que nous ne contrôlons plus rien, que nous ne décidons plus de notre avenir. En fait nous commençons juste à réaliser que nous sommes tous interdépendants et que pour ne pas subir et pouvoir agir, de nouveaux modes de gouvernances sont à mettre en place avec comme leitmotiv les notions de démocratie participative et de bien commun.

• Le sens : Quel paradigme viendra remplacer la postmodernité et le nihilisme destructeur de sens qui la caractérise ? La notion de progrès qui guidait les lumières a depuis longtemps été abandonnée pour être remplacée par un grand vide. Aujourd’hui nous nous intéressons à un capital trop souvent méprisé, le capital humain pour ensemble construire un système qui fasse sens.

• La spiritualité : Au-delà de la religion, la nouvelle spiritualité émergente s’érige en protectrice de la vie. La sauvegarde de Gaïa n’est plus regardée comme un simple mythe païen.

• L'accomplissement de soi : Le regard normatif de la société s’est considérablement adoucis. Hier nous risquions l’exclusion de du groupe, de la communauté. Les personnalités d’aujourd’hui mêlent féminin et masculin à l’envie, bien loin des carcans de nos aînées. Les familles se recomposent, les hommes et les femmes se réinventent. Le regard normatif des autres n’est plus la norme, on cherche l’accomplissement de soi.

• Un rapport du cercle d'innovation courts circuits avec les contributions de =
• Christine Marsan, psychologue, chercheur en sociologie, écrivain

• Jean Louis Lespes, économiste

• Joël de Rosnay , biologie, prospective, fondateur d’Agora Vox

• Rafik Smati, fondateur et président du groupe Aventers

• Nishchalananda Saraswati, enseignant spécialiste des spiritualités

• Danièle Rousseau, Medef

• Thierry Verhelst, auteur

• Monique Grande, consultante

• Christine Page, auteur

• Jean Baptiste de Foucauld, pôle emploi

• Maïté Levasseur, journaliste

• Marc Luyckx, auteur

• Marc Halévy, physicien et philosophe

• Bernard Andrieu, philosophe du corps

• Fabienne Brugère, philosophe

• Roger Nifle, sociologue, directeur de l’institut cohérences

• BSV, Pro Senectute Suisse

• Une initiative de Jérémy Dumont, directeur du planning stratégique chez Pourquoi Tu Cours ? (l’agence des idées)
• newzy avait fait un reportage vidéo sur le lancement de cette étude lors des apéros du jeudi "tous en jupe, les hommes aussi" organisé pour explorer la diffusion des valeurs dites féminines dans la société" = www.lesaperosdujeudi.com
• La jupe est de retour dans les garde-robes masculines. L'association Hommes en jupe (HEJ) milite avec humour pour l'égalité des sexes et a profité des apéros du jeudi 30 avril pour défendre ses convictions.

• 
  Les hommes en jupe !
  envoyé par newzy-fr. - Regardez les dernières vidéos d'actu.
  

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The noble principles on which modern France was founded are in trouble. But the effort to give them new life is underway, says Patrice de Beer.

About the author

Patrice de Beer is former London and Washington correspondent for Le Monde.

Liberté, Egalité, Fraternité.... For more than two centuries, since the revolution of 1789, this motto has been carved on the nation's coat of arms and on the façade of public buildings all over France. Amid the revolution's rich cultural and imagistic repertoire, it is still considered the symbol of the motherland of human rights. Many French people believe it to be one of the most honourable legacies of an intermittently glorious past. But what remains of these noble ideals in the France of today?

A glance at current political realities suggests the answer is "not much".

Liberty? A cluster of fears - of immigration, of globalisation, of crime - has fuelled successive governments' efforts to centralise power, and trade an increasing number of long-taken-for-granted civic rights for a law-and-order strategy. The government of President Nicolas Sarkozy - who on 6 May 2009 celebrated the second anniversary of his election - has gone further than any previous one in this respect.

The grand ideal looks equally fragile abroad. Realpolitik leads France to trade with and indulge unsavoury leaders and authoritarian states. Patrice de Beer is former London and Washington correspondent for Le Monde

Equality? This is a period of economic crisis where much of the population lives in insecurity and near-despair. There is high unemployment; half of France's households live on less than €1,470 a month ($2,010); 13% of the population lives below the poverty-line. Millions of French people believe, for the first time in decades, that their children will be worse off than they are. The immigrant population and its children are ghettoised, more prone to unemployment, and victims of job discrimination.

There is a chasm between rich and poor. The notion of equality of opportunity and a "social elevator" based on merit shows its limits in an education system of which France was once proud. Today the university sector is starved of funds and packed with students who have meagre chances of finding a good job, while the successful business schools and grandes ecoles for the crème de la crème guarantee career-track progress for a favoured elite.

Fraternity? Nicolas Sarkozy describes the scions of two of France's wealthiest families - Arnaud Lagardère and Martin Bouygues, each of whom controls a media empire - as his "brothers". The French president, living symbol of the nation to the world, seeks his friends in the bling-bling world of opulence, greed and power. Another crony, the advertising tycoon Jacques Séguéla, captured the spirit of the age in the comment: "If you don't sport a Rolex watch at 50, you've wasted your life"! Too bad for the legion of "losers". 

The response to an appeal by Ségolène Royal - the socialist candidate who challenged Sarkozy in the presidential election of 2007 - for her audience to echo her chant of Fra-ter-ni-té was revealing; she was vilified on all sides, called mad by some and silly by others for embracing such passé mantras.

After the fall

The social corrosion and political manipulation of the principles that underpin modern France make it hard for the French to reclaim them. Yet in face of these depredations, there are signs of a struggle both to invigorate them and to reorder their priorities.

A survey recently published by two researchers of the Association pour la recherche sur les systèmes de valeurs (Arval) suggests that over the 2000s the French public's commitment to equality has for the first time become more important than that to freedom (see Pierre Bréchon & Jean-François Tchernia, La France à travers ses valeurs [France through her values], Armand Colin, 2009). The notion that social competition is itself valuable has retreated, while the idea that the state has a key role in guaranteeing welfare and regulating or directing business has advanced.

At the same time, the idea of fraternity has in some areas returned to prominence. In everyday life, for example, where local solidarities - nurtured at grassroots level by community groups and occasionally helped by municipal authorities - are helping some to survive the crisis. Indeed, when the economy is failing, life is getting harder, social distances widening and an ethic of individualism spreading, "solidarity" might look like an appropriately updated version of the classical "fraternity".

Such a modernisation of the founding ideals of modern France is reflected in another recent publication by one of the country's best known intellectuals, Régis Debray. In the latest episode of a colourful career - Debray followed the trail of Che Guevara to Bolivia in 1967, advised Francois Mitterrand in the 1980s, rallied to Jacques Chirac in the mid-1990s, all the way pouring out books on the media and political or religious affairs - the author breathes new life into the debate on "fraternity" and veers back to the left in the process.

Régis Debray's book - Le Moment fraternité (Gallimard, 2009) - wants France's embarrassed silence on this value to be lifted. He advocates a fraternité with a fighting spirit - a concept where the collective "we" overcomes narrow egoism, and a society disfigured by fragmentation and crazy numbers (shares, price indexes, polls, profits, debts) and is returned to human scale and sanity. 

For Debray, fraternité today involves not bland sermonising, far-left sloganising, nor nostalgic reminiscing. It means going beyond the intellectual comfort of social and intellectual bubbles, creating networks to build a new and better society. At a time when the increasingly unpopular Nicolas Sarkozy has expressed his loathing for "egalitarianism", Debray offers a way ahead on another flank for a left divided by personal rivalries and seeking a convincing substitute to the presidential regime. When each of the three "pillars" are in their own way under assault, and the painful economic recession threatens greater social violence, a coherent model of change is desperately needed. Régis Debray offers one way forward.

Liberté, Egalité, Fraternité ou la mort...in their own way the French may, after all, be seeking neither to live in the past nor abandon it, but to infuse its ideals with new life.

Also in openDemocracy on French politics:

Johannes Willms, "France unveiled: making Muslims into citizens?" (26 February 2004)

Patrick Weil, "A nation in diversity: France, Muslims and the headscarf" (25 March 2004) 

Henri Astier, "We want to be French!" (22 November 2005)

Alan Lentin, "The intifada of the banlieues" (17 November 2005)

Henri Astier, "France's revolt against change" (23 March 2006)

Henri Astier "In praise of French direct democracy" (12 April 2006)

KA Dilday, "Zidane and France: the rules of the game" (18 July 2006)

Henri Astier, "France's banlieues: year of the locust" (8 November 2006)

Henri Astier, "Jurassic Left: the strange death of France's deuxième gauche" (25 March 2007)

KA Dilday, "France's two worlds" (7 May 2007)

Hector Andrieu, "A lost left: the soul of French socialism" (5 June 2007)

James McDougall, "Sarkozy: big white chief's bad memory" (7 December 2007)

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Cardlytics Allows Advertisers to Link Promo Offers Direct to Transactions. McDonald's, Macy's Tap New Ad Medium: Web Bank Statements.

NEW YORK (AdAge.com) -- Imagine signing in to your online-banking account and finding promotions linked to your transactions. Underneath a transaction for a restaurant, there's an offer from that eatery for $10 cash back when you spend a minimum of $20. And underneath a purchase at an apparel chain, a rival offers 15% cash back for shopping at its store or website.

REWARDS: Cardlytics offers take the form of consumer rewards.

It may seem intrusive, but Cardlytics, the company behind the program, claims that advertisers, consumers and financial institutions are fast embracing this new advertising model. So far, major marketers such as McDonald's, Macy's and Staples have signed on with Cardlytics, while half a dozen financial institutions have implemented the service and are touting it as a rewards program for their customers.

In all, Cardlytics, a privately held company that officially launched the program last November, says it has run more than 100 marketing campaigns reaching nearly half a million customers. By the end of the summer, the company expects to have 50 to 70 financial institutions on board, reaching some 10 million customers by the end of the year.

"It's a whole new channel," said Hans Theisen, chief revenue officer. "It eliminates so much waste. I don't care whether it's digital, TV or print. You're not guessing about who your audience is. I can guarantee you're reaching a fast-food customer or apparel shopper or moviegoer."

Mr. Theisen can guarantee that because Cardlytics is privy to transaction data: the name of the merchant, date of the purchase, how much was spent and the customer's ZIP code. But it does not have access to personally identifiable data like customer names, account numbers or home addresses, which are managed by participating banks. Because of that, he downplays privacy concerns, noting that Cardlytics goes through "lots and lots" of regulatory steps in order to work with financial institutions. Customer information remains behind the bank's firewall.

Privacy "is always the first question we get, and it's the easiest to answer," he said. "We don't get privacy information. We don't cookie customers and follow them around the web. It's less infringing upon a customer's privacy than many behavioral-targeting companies."

Opt-out
Though customers have the ability to opt out of the program, opt-out rates across Cardlytics program have been less than 5%, said Mr. Theisen, about two-thirds less than the 12% to 15% opt-out rate the company modeled for.

Here's how it works: When a bank customer signs in to view his or her online statement they can see various reward offers in three places, alongside transactions, in a column on the transaction page or on a rewards-summary page. To activate the offer, they must click, and once the reward is activated, it is automatically converted when the consumer uses his or her debit or credit card at that merchant and the transaction is processed by their bank. No special software or interaction is necessary on the part of merchants. And because the program uses transaction data from debit cards and credit cards, the ads on the online statement are applicable to transactions made online or offline.

Cardlytics operates under a pay-for-performance model, so it gets paid only when consumers redeem an offer. Payment to Cardlytics varies based on client category and the type of offer, though advertisers receive a projection. Cardlytics declined to offer specifics on advertiser fees and said it could not legally share details on its financial arrangements with banks.

Aaron McPherson, an analyst focusing on payments and security technology at IDC Financial Insights, said that, from a security perspective, the Cardlytics program is not any riskier than other card-based rewards programs. Banks, he added, have always had the ability to target consumers based on the transactions they're making, they just haven't done it.

"Are consumers going to be freaked out by this? It's one of the reasons why banks have not historically been willing to go there," he said. "Banks have to be careful to position this as an opportunity."

THEISEN: Cardlytics chief revenue officer says his product's ability to target eliminates waste.

Peder Magee, an attorney with the Federal Trade Commission, added that with programs like this, the FTC focuses on transparency and consumer control. "We're looking at those elements through the lens of consumer expectations," he said. "Businesses need to make the fact that they're tracking different consumers over time apparent and give consumer tools to say I don't want that or I do want that." Both things Cardlytics' bank partners do.

Case study
McDonald's ran a Cardlytics test program for six weeks in its Houston region that includes 140 stores, and said results exceeded expectations. The fast-food chain offered customers 10% cash back which appeared in transaction statements alongside McDonald's purchases, as well as purchases made at competing fast-food chains. Of those who had not eaten at McDonald's in the last three months (based on debit and credit card transactions) but who had eaten at a competitor, 19% converted the Golden Arches' offer. The most-active fast-food customers -- those who had spent more than $75 in the channel over the prior three months -- converted at a rate of 60%. Average campaign activation rates are 15% but have been as high as 46%, according to Cardlytics.

John Bartold, VP-loyalty solutions at Epsilon, said targeting based on transactional histories, rather than demographics is a "shortcoming," but it wouldn't be hard to layer that information in. Indeed, Cardlytics says it is able to target a desired demographic based on transaction histories.

Danny Cervantes, marketing manager McDonald's Houston region, said that the program appealed on several levels. It enabled the company to reward loyal customers as well as target competitors' customers.

"The challenge is to educate the operators on how this works. But the fact that we know the number of folks that went out and spent more, that's huge. I'm not sure we can say that about any other media vehicle," he said.

List of Social Computing Strategists and Community Managers for Enterprise Corporations 2008 –Social Media Jobs and Professionals

 
 credits

If you’re interested in jobs for this space, please read the “on the move” posts.

Understanding how companies staff, organize, and prepare for social media/computing is one of my top interests personally and professionally. Having been a former Online Community Manager at Hitachi Data Systems, I want to make sure companies do it right. I’m often asked which companies have one of the two emerging roles, (companies love to benchmark against their peers) so I’ve decided to start a list, not only to back my research, but also for those wanting to show to their companies “hey this is starting to happen for real”.

The first role is the Social Computing Strategist, the second is the Community Manager, although the titles vary, and sometimes it’s a part-time function, there’s clearly a trend as corporations staff.

It’s important to note, that in the end, these skills (the ability to communicate online) will disperse and grow to many employees. Generation Y comes to us with these abilities built it as a “digital natives”– yet the need to organize will still occur, it’s a knee jerk reaction to every corporation.

This list, which I realize is going to be a lot of work, will be an ongoing index of these professionals, I will only do this for a limited time (probably till end of 2008, or until I can’t scale).

Requirements
Unlike a wiki, I will be vetting this list to ensure quality. Kindly leave a comment but first read the requirements:

1) This is your full time (and current) job even if you have a variation on the title –you are not a consultant. Sure, you do more than social media alone, but the organization realizes you’re on point as the expert.
2) You’re at a large corporation, in fact, a Fortune 5000 company, or you’ve over 1,000 employees. I can easily list out thousands of community managers at startups, but I’m trying to demonstrate how large corporations are moving forward.
3) Provide reference: You must provide your title, and a link to your blog/profile/linkedin that indicates your role and title, perhaps a post that announced your title or intentions.
4) Indicate which role you are, a Strategist (inward focused) Community Manager (externally focused), or Research of Product focused (developing a social media product/service for sale)
5) This is primarily for external efforts with customers and prospects –not internal
6) If you do not meet the requirements to meet this list, you can create your own, and I’ll prominently link to it. Update: April 2009, Ted has created a list for community managers that focus on internal communities.

I’ve you’re a social media professional (at a smaller company, agency, startup) I’ve a list for everyone on my “on the move” posts.

---

Ongoing List of Social Computing Strategists at Enterprise Corporations
The Social Media Strategist, whose job is to lead the internal charge, develops the program, gains resources, convinces management, and measures success.

Key differentiator for this group? They are primarily internally focused program managers.

Technology

Ken Kaplan, Broadcast and New Media Manager, Global Communications Group at Intel Corporation

Bob Pearson, Vice President, Communities & Conversations at Dell

Chris James’s Experience, Social Media & Community Strategist, Advanced Micro Devices

Gunjan Rawal, Worldwide marketing manager at Intel Software Network

Adam Christensen, Social Media Manager, IBM Corporation

Bryan Rhoads, Sr. Digital Strategist at Intel Corporation

Brian Ellefritz, Sr. Mgr, Social Media Marketing at Cisco Systems

Todd Watson, Social Media and Search Marketing Manager, IBM Software Group

Rawn Shaw, CoE Lead – Social Software Programs & Enablement at IBM

Vanina Delobelle, Global Product Director, Monster

Jeanette Gibson, Director of New Media, Cisco Systems

Karen Snyder, New Media Program Manager, Verisign

Marc Sirkin, Sr. Marketing Manager – The Microsoft CIO Network at Microsoft

LaSandra Brill, Manager, Web & Social Media Marketing at Cisco Systems

Tac Anderson, Social Media – CRM – Search, HP

Adam Gartenberg, Team Lead, Social Marketing Initiatives at IBM

Christopher Haro’s Experience, Social Media Manager, Premiere Global Services

Justin Kestelyn, OTN Editor-in-Chief, Oracle

Richard Binhammer, Senior Manager, Dell

Deanna Bell, New Media Program Manager, Cisco

Dave Mastronardi, Program Manager / Implementation Architect at Raytheon

Jamie Pappas, Social Media Strategist, Evangelist, and Enterprise Community Manager, EMC

Michael Brito, Global Social Media Manager, Intel

Annie Rodkins, Social Media Manager, Intel

Lorna Li, Web Marketing Manager , Social Networking & Social Media, SalesForce

Kelly Colgan, Media Relations Specialist, Schneider Electric

Dan Schawbel, Social Media Specialist, EMC

Bob Duffy, Senior Social Media Strategist, Intel

Mark Yolton, Senior Vice President, SAP Community Network, SAP

Steve Mann, GVP, Social Media & Customer Experience Strategy, SAP

Bob Duffy, Senior Social Media Strategist, Intel

Fred “Fritz” Alberti, Senior Manager of Social Media, Salem Communications

Tilly McLain, Community Manager, MyBlogLog, Yahoo

Diane Davidson, Sr. Manager of Customer Success and Community Program, Cisco, the WebEx Technology group

Rick Reich, Sr. Mgr, Social Media & Technologies, Citrix Systems

Rachel Makool, Sr. Director, Community Development, eBay

Electronics

Mark Squires, Head of Social Media Communications, Nokia

Marcie Cohen, Sr. PR Manager, Sony Electronics

Hospitality

Cassandra Jeyaram, Social Marketing Manager for InterContinental Hotels Group

Automotive

Chris Barger, Director, Global Communications Technology, General Motors

Scott Monty, Digital & Multimedia Communications Manager, Ford Motor Company

Christopher Barger, GM Director of Global Communications Technology, General Motors

Sylvia Marino, Executive Director Community & Social Media Operations, Edmunds.com Inc.

Airline

Paula Berg, Public relations specialist, Nuts about Southwest Blog, Southwest Airlines

Brian Lusk, Manager Customer Communication, Nuts about Southwest Blog, Southwest Airlines

Morgan Johnston, Manager Corporate Communication, JetBlue Airways

Alma Dayawon, Electronic Communications Manager, The Boeing Company

Aerospace

Ariel Waldman, NASA CoLab program coordinator

Finance and Insurance

Ed Terpening, VP of Social Media Marketing at Wells Fargo

Matthew Anchin, Vice President, Online Communications, American Express

Christine Morrison, Social Media Marketing Manager at Intuit’s Consumer Group

Scott Wilder, GM – Online Communities at Small Business Division, Intuit

Paula Drum, Vice President, Marketing, H&R Block

Alan Edgett, Sr. Director of Advanced Marketing Systems, Experian Interactive

Justin Gibbs, Online Marketing Strategist, Manager, Experian Consumer Direct

Annalie Killian, Director of Collaboration, Intranet, Communication and Innovation at AMP

Shawn Morton, Senior Consultant for Social Media at Nationwide Insurance

Matt Anchin, Vice President, Online Communications, American Express

Matthew Lehman ,Web Experience Director, Progressive Insurance

Consumer Products

Jim Deitzel, Sr. eMarketing Manager at Newell Rubbermaid

Lindsay Lebresco, Public Relations & Social Media Manager at Graco Children’s Products/Newell Rubbermaid

Bert DuMars, Vice President E-Business & Interactive Marketing, Newell Rubbermaid

Retail

Todd Feldman, Sr Manager, Emerging Marketing Channels, Circuit City Stores, Inc.

Stephanie Pike, Manager, Content and Community, Circuit City Stores, Inc.

Gary Koelling, Sr Mgr Social Technology, Best Buy

Steve Bendt Sr. Manager of Social Technology, Best Buy

Denise Garciano, Online Content & Community Specialist, PacSun

John Andrews Emerging Media Sr. Manager at Wal-Mart Stores, Inc

Research

Yemil Martinez, Director, New Media Marketing and Web Strategy, Institute for International Research (IIR) a subdivision of Informa

Michele Frost, Director, Web Marketing at Forrester Research

Heathcare

Marcus Frank, UX Strategist & Creative Director, National Cancer Institute

Burt Lum, Business Relationship Manager, HMSA

Shwen Gwee, Lead Business Analyst, Health Informatics and New Media at Vertex Pharmaceuticals

Media Gaming and Entertainment

Jessica Baker, Marketing Manager, Interactive Media, American Greetings Interactive

Michael Hall, Community Product manager, ABC.com

Charles Miller, Director, Inbound E-mail Operations and Blog Outreach, DIRECTV, Inc.

Eby Ghafarian, Manager, Product Engagement & Community Development at Hachette Filipacchi Media (Elle.com, caranddriver.com, roadandtrack.com)

Jean Fahmy Director, Director, Digital strategies, Transcontintental Media

Jason Richman, Director, Digital Product Strategy, NBC Universal

Daniel Thornton, Community Marketing Manager at Bauer Consumer Media

Charles E. Miller, Director, Inbound E-mail Operations and Blog Outreach, DIRECTV, Inc.

Agency

Shiv Singh, Vice President, Social Media & Global Strategic Initiatives, Avenue A Razorfish

Brad Mays, Senior Vice President (Social Media), Fleishman-Hillard

Jon Burg, Emerging Channels Specialist with Digitas

Services

James Davidson, Web Strategist, Creative Services & Branding, Manpower

---

Ongoing List of Community Managers at Enterprise Corporations
The Community Manager, who’s job is to primarily be a community advocate is a social media user, and is externally focused, they are primarily the face to the online community. As companies scale, I expect to see these types or roles appear often for each product group at larger companies, they often report directly to the strategist or at least have a dotted line.

Key differentiator for this group? They are primarily an externally (customer/community) facing role.

Technology

Lionel Menchaca, Community Manager, Dell

Anton Chiang, Web Communities Manager, Juniper Networks

Lacy Kemp, Social Media Communications Specialist at RealNetworks

Stephen Spector, Sr. Program Manager, Xen.org Community, Citrix

Michael Sandoval, Global Communities Manager, Texas Instruments

Vishal Ganeriwala, Sr. Manager of Citrix Developer Network, Citrix

Amie Paxton, Channel Community Manager, Dell

Angela LoSasso, Community & blogs strategist, HP

Tom Diederich, Social Media/Web Community Manager, Cadence Systems

Bill Pearson Bill, Manager, Intel Software Network, Intel

Josh Hilliker, Community Manager of the vPro Expert Center, Intel

Robyn Tippins, Community Manager, Yahoo! Developer Network at Yahoo!

John Summers, Community Manager at NetApp

Mario Sundar, Community Evangelist at LinkedIn

Tom Ablewhite, Community Manager, Thomson Reuters

Craig Cmehil, Community Manager for the SAP Developer Network

Lou Ordorica, Social Media Producer at Sun Microsystems

John Earnhardt, Senior manager, media relations and blogger in chief, Cisco Systems

Deirdre Walsh, Community Manager at National Instruments

Rachel Luxemburg, Community Manager at Adobe

Aaron Tersteeg, Software Developer Community, Intel

Josh Bancroft, Software Developer Community, Intel

Jeff Moriarty, Software Developer Community, Intel

Cathy Ma, Yahoo Community Manager, Yahoo Europe

Shashi Bellamkonda, Social Media Swami , Network Solutions

Ian Kennedy, Product Guy, MyBlogLog, Community Manager, Yahoo

David Kim, Manager, Online Marketing and Communities at Symantec

Marilyn Pratt, Community Evangelist, SAP Labs

Scott Jones, Community Manager and Content Strategist, SDN at SAP Labs

Badsah Mukherji, Sr. Community Manager at VMware

Jon Mountjoy, Community Manager & Editor-In-Chief at Salesforce

Senior Director, OTN & Developer Programs Oracle

Jake Kuramoto, Oracle Apps Labs, Oracle USA

Kelly Feller, Web Marketing Manager leading the IT Community site Open Port, Intel

Erica Kuhl, Sr. Producer & Community Manager, Salesforce.com Community

Aaron Tersteeg, Community Manager (Multi-core Development) Intel Software Network, Intel

Jeff Moriarty, Community Manager (mobility) for the Intel Software Network, Intel

Alison Bolen Editor, Sascom voices blog, SAS

Melissa Daniels, Community Manager for All-Star group for Yahoo! Messenger, Yahoo!

Amy Barton, Strategic Programs Manager, Intel Software Network, Intel

Holly Valdez, Community Manager, Cisco, the WebEx Technology group

Electronics

Ray Haddow, Blogger Outreach, Nokia

Charlie Schick, Lead on Nokia corporate blog, Nokia

Media, Gaming, Entertainment

Kellie Parker, Online Community Manager at Sega

Kristopher Shaw, Community Manager at MTV Networks UK

EM Stock, Senior Community Manager at Sony Online Entertainment

Katie Hamlin, Community Manager, Fodors.com, Random House

Justin Korthof, Community Manager at Microsoft

David Cushman, Digital Development Director, Bauer Consumer Media UK

Laurent Courtines, Community Manager at Games.com AOL

Research

John Cass, Online Community Manager, Forrester Research

Finance

Scott Moore, Senior Online Community Manager at Schwab Learning

Jose Antonio Gallego, Community Manager at BBVA (Spain)

Amy Worley, Director, Marketing Manager, HR Block

Fran Sansalone, Community Manager for the Open Calais Web Service, Thomson Reuters

Automotive

Karen Spiegler, Community Manager, Edmunds.com, Inc.

Alicia Dorset, Blog editor, General Motors

Retail

Slaton Carter, Online Community Development Manager, Whole Foods Market

Winnie Hsia, Online Community Moderator, Whole Foods Market

Consumer Goods

Jennifer Cisney, Chief Blogger, Kodak

Agriculture

Christopher Paton, Social Media Team Lead, Monsanto

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Ongoing List of Social Media Researchers and Social Media Product Managers
It’s become evident there are other roles within large enterprises that focus on Social Computing, in fact, these folks are researchers, analyzing online behavior or creating specs for future products. Expect large enterprise software companies to offer these features in their product suites in the coming future.

Key differentiator for this group? They are researching or building social media products that will be brought to market.

Technology

Jonathan Grudin, Principal Researcher, focused on the adoption of emerging (social computing) at Microsoft

Marc Davis, Social Media Guru, Yahoo! Corporation

Kingsley Joseph, Sr. Manager, Successforce.com & IdeaExchange, SalesForce

Jamie Greenly, Product Line Director Salesforce Ideas at Salesforce.com

Lawrence Liu, Senior Technical Product Manager for Social Computing, Microsoft SharePoint

Frank Gruber, Principal Product Manager for AOL in the social networking & platforms group, AOL

Alan Lepofsky, Senior Strategist at Socialtext

Filiberto Selvas, Social Media Strategy Director at Avenue A Razorfish

Marty Collins, Sr Product Marketing Manager, Social Media Strategist Windows/Windows Live, Microsoft

Matthias Zeller, Group Product Manager, Project Genesis, Adobe Systems

Moz Hussain, Director of Product Management, Unified Communications Group, Microsoft Corporation

Suzanne Minassian, Product Manager for IBM Lotus Connections, IBM

Steven Tedjamulia, Sr. Business Product Manager at Vignette Corporation

Dan Truax, General Manager for the Microsoft Server and Tools Online (STO) group, Microsoft

Dick Costolo, Social Media, Google

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Related Resources
I’ve kick started this list with a few that I know, please be detailed in the comments, as I’ll be reviewing to ensure accuracy. If you’re seeking a job, or wanting to hire folks, start with my “on the move” series of posts. Also see the New PR Wiki list of CEO blog. Shel Israel’s Global Survey of interviews on text and video have stories of many of these folks. Mario Sundar has a list of community mangers of all industries and sizes. Connie Benson left this list of community managers on twitter.

What and How to Submit
First, read the requirements stated above. Then submit Name, Title, Company, Which category (see descriptions), URL to bio that describes body of work. I prefer a link to your LinkedIn account that shows your role, as well as description of social media program or project.

If you’re shy, send me an email at [email protected], subject line should be “social media role” (I get hundreds of emails every day)

---

Update June 24: Bear with me, this is a major undertaking and I’m reviewing each entry. I also found quite a few comments being withheld by wordpress, I approved the ones I could find (using keywords to filter 25,000 spam comments). Please, carefully read the requirements before submitting, some I cannot add due to volume. If you wanted to create a list for SMB or internal folks, I’m happy to link to it.

Also, someone I respect suggested that this list is ‘outing’ those that may not want to be bombarded by vendors, most of these are submissions, and all records are public and found on LinkedIn. The kickoff list was a handful of people that were cited in public reports, who blog, or were in books. If you don’t want you name on here, simple email me and I’ll have it removed.

July 30th: Over a month since I started this list, it continues to grow and grow. I think we’ve gotten past the major influx, and now just a trickle of users are being added.

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The OxygenLive experiment. On the Twitter media team, we believe that tweets drive TV tune-in.

On the Twitter media team, we believe that tweets drive TV tune-in. But a hunch is one thing; a data point is another. And, as anyone who’s worked with TV audience measurement knows, it’s not always easy to go from correlation to causation.

People tweet about things that are popular, right? So popular TV shows generate a lot of tweets. No surprise there.

To get at a deeper relationship, you’d almost need to do an experiment. And that’s exactly what Oxygen did with the fourth season of their show Bad Girls Club.

Bad Girls Club is Oxygen’s biggest show, with over two million viewers per episode as of this writing. In the beginning of its fourth season, the network piloted a program called OxygenLive: a “social viewing party” with talent from the show, pulling comments and conversation from several networks, including Twitter, into a central hub.

Here’s what Oxygen discovered in the course of Bad Girls Club’s fourth season:

• During the East Coast airing, where they piloted the OxygenLive party, ratings for adults 18-49 were up 92% from the previous season. (109% for females 18-49.)
• During the West Coast airing, where they did not initially pilot OxygenLive, ratings were up only 14%. (And only 9% for females 18-49.)

Then Oxygen took an extra step and implemented OxygenLive on the West Coast as well. So here’s the variable in action: we get to see Bad Girls Club’s West Coast ratings with and without a social viewing component. The result?

• During the West Coast airing, with OxygenLive now running, ratings for adults 18-49 rose to 56% above the previous season. (For females 18-49, they reached 57%.)

From 14% to 56% for adults 18-49 and from 9% to 57% for females 18-49: we think those are important data points.

Here’s Jennifer Kavanagh, head of digital at Oxygen: “This was a great opportunity to pilot this idea we really believed in. We could show how digital can drive linear television.”

So what’s the OxygenLive experience actually like? It’s a combination of feeds—live video from show talent alongside questions and answers in a CoverItLive widget and, of course, tweets. You can get a sense for it here; Oxygen is now rolling the program out across the entire network.

Crucially, Oxygen kicked off the conversation 30 minutes before the show started. Too often, tactics that run in sync with a show provide a lift… just in time for the show to end. But because they gave themselves a head start, Oxygen had Bad Girls Club topics trending just five minutes into each episode—and they saw a consistent rise in viewership over the course of the hour.

And Oxygen used on-air promotion to let people know that OxygenLive was happening. Every episode began with a 10-second spot explaining that the conversation was happening online, and it was followed up by in-program promos throughout the show.

We love this. By building a social viewing experience around Bad Girls Club, Oxygen harnessed a new kind of “water cooler moment”—one that happens continuously in real-time, and one that delivers a measurable increase in ratings.

I heard you twice the first time ! Barriers to Customer-Centricity By Gaurav Bhalla

 
 credit

Have you heard Branford Marsalis' rendition of I heard you twice the first time? 

That's what you feel like telling most companies when you hear their claims to be customer-centric. It is difficult to pick up an annual report without hearing loud assertions of customer-centricity and customer value focus.

But few companies have started the journey in earnest, and fewer still can claim proficiency.

A Gartner Group report informs us that by 2007 fewer than 20% of marketing organizations among the Global 1000 enterprises had evolved enough to successfully leverage customer centric processes and capabilities.

The same Gartner report offers companies a performance tip. It advises that marketers that devote at least 50% of their time to advanced customer marketing processes and capabilities will achieve marketing ROI at least 30% greater than their peers who lack such an emphasis.

But this kind of thinking and exhortation is not new. In the 1950's and 1960's thinkers like Peter Drucker and Ted Levitt were urging companies to focus on the customer and customer needs - customers don't buy ¼" drills, they buy ¼" holes. 

For several years now marketing scholars have been advocating firms to shift their thinking away from a brand-centered way of thinking - managing product portfolios, to a customer-centered way of thinking - managing customer portfolios. Recent research has demonstrated quite conclusively that customer value is an excellent proxy for firm value and that companies investing in customer-centric initiatives enjoy higher financial returns.

The question that naturally arises is: "Why haven't more companies become addicted to a customer-centric way of life?"

After all, customer-centricity sounds right, it feels right, it even does right (higher financial returns). Why then the lag in evolution?

If we want to go beyond the usual suspects of culture and leadership, we will need to check our assumptions.  Quite a few of them are not true, the most notable being that strategy failures are due mainly due to failures of conceptualization and implementation.  But as I like to explain in my strategy courses, organizations are people, and most strategy failures are human failures.

Three human failures:

1) insufficient appreciation of a significant other,
2) the inability to visualize an alternate reality, and
3) the lack of will,

provide a non-traditional explanation why the signal to noise ratio for customer-centricity is so low.

Do companies really value their customers?

As ridiculous as the question sounds, it must be asked, given all the evidence we are surrounded with. Simply put, if they did, companies would behave differently, in a more customer-centric way. If the customer was a significant other of a company in a social sense, the two would have got divorced and stayed permanently divorced.

How do we explain this? Prayer offers an interesting analogy. For the majority of human beings, prayer is still an exercise of the lip affair, not the heart. Similarly, for most companies, customers are a lip affair, not a heart affair. 

For companies to become customer centric, customers must become a heart affair. As long as companies value their personal odyssey for the next round of higher profits and higher sales more than they value customers, this will never happen.

Type in the words "customer centric" in Google, and the first thing you find is customer-centric selling.  Not customer-centric innovation, not customer-centric product development, not customer-centric strategy.  Just selling.

The bare truth is that for most companies, the customer is a mere invisible means to an ever-increasing end; sales, market share, and profits. And the end is invariably more valuable than the means.

Can companies visualize the separate reality that customer-centricity represents?

Jack Nicklaus reportedly never played a golf shot without first visualizing it in his mind's eye.  Research conducted by brain scientists and cognitive psychologists affirms that the ability to visualize positive outcomes increases the probability of those needs becoming reality

But what if the company can't visualize what it really means to be customer-centric?  After all they can see tangibles like products, sales, and revenue charts on a daily basis.  And while it may not be ideal or optimum, it is real!

What if this alternate reality is really more hype than substance, what then?  And since most companies can never quite answer this question satisfactorily, the alternate reality stays locked and companies stay home, foregoing the customer-centric journey, despite its promise of greater prosperity and riches.

Do companies have the will to put in the hard yards that living a customer-centric life demands?

By all accounts customer-centricity is hard to build and sustain in large organizations. It requires a significant investment in people, training, resources, realignment of structure and processes, and breaking down information and power silos, to name just a few.  This is hard work and could test the will of even the most determined CEO. 

A few years ago I was in Athens, attending a global managers meeting for a large agency.  On the last day a great ritual was staged.  In the old Greek tradition we threw plates in the air (they were paper plates, throwing real china plates is banned), to symbolize a break from the past.  We committed ourselves to our customers, to innovation, and went home.  On returning home nothing changed, everything stayed exactly the way it was. 

Most companies want to win at customer-centricity.  They want the customer to love them more than their competitors.  But rarely do they have the will to do whatever it takes to earn the customer's love.  Up to a point, and no more. 

We don't need more analysis to understand why there is such a huge chasm between what companies claim by way of customer-centricity and how they actually conduct their businesses. 

All that we need is to acknowledge a cold and brutal fact:

customers are not # 1!

And as the good bard said - "...ay, there's the rub"

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The changing TV experience, towards social TV. By EXPERIENTIA (putting people first)

 Consumer Electronics 3.0 is the name Intel has chosen for a new concept of seamless integration of internet and television.

The CE 3.0 website is rich in content, but more than that, it exemplifies the relevance of a user-centred approach in the design of new and innovative technology-based products and services.

A few weeks ago, I reported on a few articles that dealt with the problems and challenges related to digital storage in the home.

Today, I will provide some user-centred design links on the topic of the changing TV experience:

Usage models in the digital home: some simple advice
by Dr. Genevieve Bell, anthropologist and director of Intel’s User Experience Group

“Our findings show, at the broadest level, something many of us knew intuitively—people love their televisions. In many different cultures, in many families, TVs emerged as a beloved, if not sometimes annoying, companion, friend, and constant in the home. Wherever we live, TV content engages us at an emotional and visceral level—it is more than simply entertainment, it is about a kind of engagement and about nurturing us as people. TV has our stories, and the characters become extensions of our families. The irony is that while the industry tends to talk about new technology, consumers want to talk about their family, their constant companions, and the comfort and nurturing that TVs bring. To avoid unintended consequences, we as an industry must learn to listen to people, and to be clear about their perspectives.

We need to be clear about the single purpose of an object—why people use it, care about it, desire it, buy it and keep it. The lesson here is not to be seduced by the impulse to increase the number of things any piece of technology can do, or to confuse its purpose with the functions it could incorporate. We must be very careful to identify the purpose of CE devices from a consumer perspective. It would be bad if we broke what people liked most about the television experience. In making consumer electronics devices smarter for instance, potentially increasing their number of functions and features, we should also keep their purpose in mind.

Violating this principle is a recipe for disaster.”

Opening a window into the lives of TV viewers
Q&A with Brian David Johnson, consumer experience architect within Intel’s Digital Home Group

“Our group includes two teams. The first team consists of social science and design researchers who spend time in people’s homes all over the world. This team is really dedicated to getting a sense of what makes people tick, what they care about, what frustrates them, what they aspire to. This research is focused around getting a sense of the larger cultural patterns and practices that shape people’s relationships to and uses of new technologies. [...]

After we have observed people in their homes, our ethnographers get together with our second team, the human factors engineers and research designers. This group takes the data, and the opportunities we have identified, and begins to build them into platform requirements and product specifications.

Through a set of rigorous processes and methods, the team creates personas, usage models and experience assessments that help drive the development of genuinely user-inspired and user-centric technologies. This process provides Intel with a uniquely valuable reference for our long-term product roadmap as well as a means of validating that our product development will meet the consumers’ needs.”

The changing TV experience – Recent findings from the Intel User Experience Group
This article by Françoise Bourdonnec, director of Home Experience Research & Exploration at Intel’s Digital Home Group, looks at what recent Intel research tells us about how Internet technology may change the TV experience – and some of the important questions that remain to be answered.

Listening to the ‘Voice of the Customer’ helps Intel Design to redefine new digital home experiences
Q&A with Jason Busta, a Voice of the Customer (VOC) researcher for Intel’s Mobility Group, and Kimberly Swank, primary VOC researcher for the Digital Home Group

Catalyst for the digital home: 1. Evolution of the fourth-generation user interface
In this first article in a two-part series, Gary Palangian and Randy Dunton of Intel’s Digital Home Innovations Team discuss the evolution of Consumer Electronics user interface.

Catalyst for the digital home: 2. Intel’s fourth-generation UI research
In this second article in a two-part series, Gary Palangian and Randy Dunton of Intel’s Digital Home Innovations Team describe Intel’s ongoing UI R&D program, and share some of the results to date.

Making the leap: the internet comes to the living room
Excerpts from a keynote address by William O. Leszinske, Jr., general manager of Intel’s Consumer Electronics Group, at the Digital Living Room Conference, March, 2008

The next-generation TV experience (video)
Interview with William O. Leszinske, Jr., general manager of Intel’s Consumer Electronics Group

Widget Channel: Personalize, enjoy & share your favorite Internet experiences on TV
In collaboration with Yahoo! Inc., Intel has developed a full-featured software framework named Widget Channel, that allows TV viewers to enjoy rich Internet applications called TV Widgets while watching their favorite programs.

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