David Wilson – McKinsey – Saatchi & Saatchi


Now if I am being honest there is no way that I could ever have envisaged my name alongside 2 (or is that three?) such illustrious names as these. OK so you could, rightly, point out, that it shouldn’t count because I have merely drawn the connection myself but let’s not get too pedantic! 

It is more important that YOU consider the message and let’s have a discussion about how we apply it to help build better business models as a basis for an economy built upon sustainability. So much more can be achieved through collaboration and sharing. Unless, of course, you can convince yourself (and me) that the new business coversion and retention rates your business achieves when competing in such a price-driven climate, justify the resources you have committed in that direction.

When sustainability means more than ‘green’

Protecting the natural environment isn’t the whole story: companies must consider their social, economic, and cultural impact as well. (JULY 2009)

Adam Werbach became the Sierra Club’s youngest president in 1996, at 23. Yet by 2004, he argued in a widely discussed speech that environmentalism had hit a wall because it focused on green issues rather than a larger goal: sustainability. His willingness to help Wal-Mart’s efforts to achieve it made him still more controversial among environmentalists. Werbach is now CEO of Saatchi & Saatchi S, a consultancy arm of the global advertising firm dedicated to sustainability solutions. This article is adapted from his new book, Strategy for Sustainability: A Business Manifesto.

In an accompanying video interview, he explains the ideas that inspired it.

Follow the link for the full article and interesting interview with Adam Werbach: Sustainability doesn’t mean "tree-hugging"!

SOCIAL MEDIA: …and business change V cost cutting


Here is a an extract from a blog (Freshnetworks) that, to me, reiterated how pressing the need is for an entirely new focus upon current business models.

IT, web, Advertising and marketing budgets are under pressure due to the current trading climate. Understandable? Yes. Wise???

I THINK:

Recognising that savings need to be made is correct but, when that impacts stakeholder relationships, at a time when they are CRITICAL, requires very serious consideration. I believe that there is a way to reduce (and re-direct) these costs AND to interact with your stakeholders.

Get smart. Make sure your business has VALUES and VISION at its core. Then, instead of shouting about your business, go, listen, talk, interact with the people who already make your business what it is. They will tell you what they want from you and that can be a massive investment in your business because you can establish the quality of your client relationship.

Stick with QUALITY not QUANTITY. Learn from the information you have gleaned. Apply it. You have a springboard to much more than might have been achieved with an extravagant ANNUAL Sales & Marketing budget.

But we all know it isn’t quite that easy. I would be happy to help, if I can.

From HappyAbout.info

A key area is in Community Management. People with the right knowledge and skills will become highly sought after. So it may be a good time to consider if there are any prospective candidates in your organisation who, with suitable training could save you MUCH more than, any amount of redundancies would!

Although I haven’t (yet) got my copy, this book looks to contain very useful lessons for all businesses engaging with – or planning to engage with – their customers and potential customers online.

Angela Connor has boiled down a huge subject into an 18-step strategy. Think of it as an accessible masterclass by a pragmatist rather than a theoretical lecture or high-minded discussion.

Currently Managing Editor of User-Generated Content at WRAL.com, in 2007 Angela launched GOLO.com, the first online community for the top-rated television station in the state which has grown to more than 12,000 members. Angela has a background in journalism that shines through in her written style, making it easy to follow, conversational and crisp.

Essentially, unlike some ‘gurus’ and ‘experts’ who perform a commentary, Angela has done the hard slog, learned the hard lessons and continues to grow her community day-to-day. Her thinking is fresh and grounded in reality. Connor returns again and again to the themes of interaction, engagement, conversation.

Above all, the importance of getting in the mix, not performing a high-handed role from atop, but being a part of your community, regardless of what the community is formed around. From the outset, Connor is clear: "We are now living in the conversation age, where one-way communication is no longer acceptable or desired. People want to engage and discuss, react and interact. "It is no longer effective to have an online presence without interaction."

Key lessons: .    

"It takes a different kind of investment to grow community, and a major portion of that investment is TIME." .    

Community managers need to have "a long-term strategy and a plethora of tools in your toolkit to turn lurkers into contributors and to encourage contributors to ramp it up a bit and move into the zone of those who post ‘very often.’ .    

Engaging, asking questions, chatting to members and offering them something useful and interesting is all vital. .    

Look after your members and appreciate them: "stroke a few egos". .    

Every community has its own culture and set of values. .    

Be open, honest, sharing – and accept and respond to criticism!

With this book, Angela Connor has put together a really handy overview with genuinely useful thinking points to steer community management efforts in the right direction. Above all else, the breadth of activities she covers for community managers keeps us mindful of just how diverse a role it is, and how important it is to do it right.

ISBN: Paperback: 978-1-60005-142-5 (1-60005-142-1)

ISBN: eBook: 978-1-60005-143-2 (1-60005-143-X)

Published by Happy About®.

David http://DavidGWilson.spaces.live.com