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Quick Peek: The End of Business as Usual

Quick Peek: The End of Business as Usual

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Publicado porBrian Solis
A sneak peak into The End of Business as Usual by Brian Solis without having to buy the book!
A sneak peak into The End of Business as Usual by Brian Solis without having to buy the book!

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Published by: Brian Solis on Mar 09, 2012
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JWBT573-fm JWBT573-Solis September 14, 2011 20:17 Printer Name: Courier Westford, Westford, MA
Foreword Katie Couric x
Introduction (R)evolution: How Internet Culture Has Created a
New Era of Social Consumerism xiii
This Is None of Your Business, So Make It Your Business xiv
Chapter 1 A Quiet Riot: The Information Divide and the
Cultural Revolution 1
The Human Genome Meets Digital DNA 4
Don’t Blame It on the Youth 5
Ch-Ch-Changes 6
Chapter 2 Youthquake: Millennials Shake Up the
Digital Lifestyle 8
Boom 10
Digital Darwinism: Controlling Your Way
to Obsolescence 12
Chapter 3 The Medium Is No Longer the Message 15
Social Networks as Your Personal Operating
System (OS) 17
Don’t Google Me, Facebook Me 19
Twitter Me This . . . The Facebook Generation 19
Chapter 4 The Attention Deficit Crises and
Information Scarcity 22
Remorse and Social Network Fatigue 23
Poster’s Remorse 24
Does Attention Bankruptcy Loom Behind the Thin Veil
of Popularity? 25
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If You Can’t Tweet ’Em, Join Them 27
The Progress of Progress 29
Chapter 5 The Evolution of the Network Economy and the
Human Network 32
Content Was King 33
Context Is King: Defining Our Experiences 35
The Shift in Networking: Nicheworks Bridge Social and
Interest Graphs 36
Recognizing the Value of Nicheworks 43
Interest Graphs Are the Constructs of Maturing
Information Networks 45
Chapter 6 The Nextwork: Defining Tomorrow’s
Information Network 48
Do I Know You? Oh Yes, You’re Friends with Their
Friends Who Are Friends with Those Who Are
Friends of Mine 50
It’s a Smaller World, after All 51
Information at the Speed of Tweets 53
Chapter 7 Your Audience Is Now an Audience of Audiences
with Audiences 56
Short Attention Span Theater 57
An Audience with an Audience of Audiences 60
The People Formerly Known as the Audience 61
The Psychology of the Audiences with Audiences 62
Zuckerberg’s Law 63
Interest Graph Theory 64
On-Demand Networking: Investing in Narrow and
Wide Experiences 68
Chapter 8 Convergence: The Intersection of Media and the
Human Network 72
The Digital Footprint 73
I Want My Web TV. . . . Be Careful What You Wish For 75
Channeling a Connected Audience 77
The Living Room Is Alive and Clicking 78
New Consumerism: From Clicks to Cliques 79
An Audience of Information Ambassadors 81
Chapter 9 Measures of Digital Influence and Social Capital:
From Nobody to Somebody 83
The Human Algorithm 84
Digital Influence Creates a New Media World Order 84
JWBT573-fm JWBT573-Solis September 14, 2011 20:17 Printer Name: Courier Westford, Westford, MA
Contents ➤ vii
Defining Influence 85
Seeking Relevance: The Social Consumer Hierarchy 86
The Social Stock Market 87
The Square Root of Influence Is Social Capital 88
The New Era of Endorsements: When Nobodies
Become Somebodies 91
Influence Is Not Popularity and Popularity Is
Not Influence 93
The Tools of the Trade 95
Influencing the Influencer 98
Chapter 10 The Dawn of Connected Consumerism 100
You Are Now Entering the Trust Zone 101
A Day in the Life of the Connected Consumer 103
Checking In to the New Reality of Geolocation 106
Steering Action through Incentives 111
When Purchases Become Social Objects 112
It’s Not How You See Me, It’s How I Want You
to See Me 113
Chapter 11 The Rise of Collective Commerce 117
On the Web, One Is a Lonely Number:
Socializing Commerce 118
The Fifth C of Community = Social Commerce 121
Buy with Friends! The Savings of the Crowds 123
Build It and They (Won’t) Come 126
The Laws of Attraction and Affinity 127
ABC: Always Be Closing 132
Chapter 12 Creating Magical Experiences 136
m-Commerce: The Smartphone Makes
Shoppers Smarter 137
Reality Bytes 139
Price Comparison Apps Lead to Purchases or
Competitive Purchases 140
Discounting Prices, but Not Loyalty 141
Virtual Mirrors Reflect the True Persona of the
Connected Customer 144
Excuse Me While I Check Out 145
Designing Shareable Experiences 147
Chapter 13 Brands Are No Longer Created, They’re
Co-Created 151
Branding the Customer Relationship 151
If Ignorance Is Bliss, Awareness Is Awakening 152
JWBT573-fm JWBT573-Solis September 14, 2011 20:17 Printer Name: Courier Westford, Westford, MA

In the Human Network, Brands Become the Culmination
of Shared Experiences 154
The Awakening Flips the Switch 159
The Poetry of Language and Media 163
Chapter 14 Reinventing the Brand and Sales Cycle for a
New Genre of Connected Commerce 169
Plug into the Grid of Decision Making 170
Once More, This Time with Feeling 171
I’m Not Just Listening to You, I Hear You; I See and
Feel What You’re Saying 172
Bring the Essence of Brand to Life 173
Brand Essence Exercise 174
A Model for Emotive Engagement 175
Funneling Through Time 177
The Collapse of the Funnel and Emergence of New
Consumer Touchpoints 180
The Decision-Making Circle 185
Chapter 15 Aspiring to Reach beyond Conformity to
Inspire Customers 190
Market Fragmentation Leads to Diversification 192
Behaviorgraphics 197
The Interest Graph Is Alive: A Study of Starbucks’s
Top Followers 201
Chapter 16 The Last Mile: The Future of Business Is
Defined through Shared Experiences 212
The Apple of My Eye: Designing Magical
(and Shareable) Experiences 213
The Laws of Engagement 216
Like a Virgin: Treating Customers Like They Were
Touched for the Very First Time 219
Distribution of Engagement Resources and Strategies 224
A Market in Transition Begets a Business in Motion 227
Chapter 17 The Culture Code: When Culture and Social
Responsibility Become Market Differentiators 229
The Zappos Story: The Customer Service Shoe Is
Now on the Other Foot 231
Zappos: Putting the Customer in Customer Service 232
Zappos: The Culture of Customer Advocacy 233
Zappos: Delivering Happiness 233
JWBT573-fm JWBT573-Solis September 14, 2011 20:17 Printer Name: Courier Westford, Westford, MA
Contents ➤ ix
The New CEO: Chief Experience Officer 235
In Good Company: Philanthropic Capitalism and the New
Era of Corporate Social Responsibility 237
Giving Back Is the New. . . Red 238
One Day without Shoes: A March toward Prosperity and
Social Responsibility 239
Empathy Loves Company 241
Chapter 18 Adaptive Business Models: Uniting Customers
and Employees to Build the Business of
Tomorrow, Today 244
The Adaptive Business Learns through Reflection and
Leads through Projection 245
The Dilemma’s Innovator 246
Rethinking the Future of Business: Building
the Framework 250
From Bottom Up to Top Down and Outside In to
Inside Out 255
Dell’s Bells 257
The Dellwether of Customer Sentiment 258
The Future of Business Is Up to You 265
Chapter 19 Change Is in the Air: The Inevitable March toward
Change Management 269
The Future of Business Starts with Change and
Ends with Change Management 270
The March toward Change Leads to Relevance:
A Blueprint for Change 271
Phase 1: Setting the Stage 272
Phase 2: Managing Change 273
Phase 3: Reinforcing Change 274
Connecting Value Propositions to Personal Values 274
This Is Your Time 278
Chapter 20 What’s Next? The Evolution of Business from
Adaptive to Predictive 280
Notes 284
Index 295
JWBT573-bintro JWBT573-Solis September 14, 2011 20:19 Printer Name: Courier Westford, Westford, MA
(R)evolution: How Internet Culture Has Created
a New Era of Social Consumerism
This is a book about the new era of business, consumerism, and your
role in defining the future of everything. . . .
Let me start by saying thank you for picking up this book. If you
read only these few lines, realize that you are part of a consumer
revolution that is changing the future of business, media, and culture.
You did not intentionally enlist in this movement, but you are indeed
part of it.
Consumers are connecting with one another, creating a vast and
efficient information network that shapes and steers experiences and
markets. Whether you’re a business professional or a consumer, you
are part of this new era of connected or social consumerism and
individually and collectively, the effects of your actions and words
are nothing short of extraordinary when concentrated. Together,
you. . . me . . . we have the power to change things around us. Every
day, we’re learning and practicing how to make sense of these emerg-
ing privileges. Businesses and consumers have the power to change
the course of the economy and it’s nothing short of disruptive.
People are now investors in and beneficiaries of a new genre of
collective intelligence that informs and guides people in real time.
Information, whether we contribute or learn, is now a wonderful
commodity that’s on demand. Needless to say, people are informing
and are informed.
In just a few short years, we witnessed how people-powered
Wikipedia displaced industry giant Britannica as the world’s ency-
clopedia. The so-called wisdom of the crowds is now forming a power
of the crowds, creating a newformof group buying to unlock amazing
deals online and in the real world. Groupon, LivingSocial, Facebook
Deals, and the countless others that are emerging empower groups of
people to buy and save together, and inturn, share these opportunities
with those to whom they’re connected online and offline.
JWBT573-bintro JWBT573-Solis September 14, 2011 20:19 Printer Name: Courier Westford, Westford, MA

Simply by discussing the experiences we’ve had with brands and
businesses on reviewsites, in blogs, and in online communities, we’ve
created a new world of consumer influence. People make decisions
based onthe shared experiences of others. And that influence is sweep-
ing, as consumers are increasingly connecting to one another.
Remember the Yellow Pages? Websites such as Yelp, Craigslist,
Angie’s List, and even Foursquare collectively displaced what was
once the community staple for local businesses and service providers
by moving information and experiences to online communities and
social networks.
Once “too big to fail” businesses such as Borders, Tower Records,
Wherehouse, Circuit City, and Blockbuster are now gone. Each busi-
ness is a victim of Digital Darwinism, the evolution of consumer
behavior when society and technology evolve faster than the ability
to exploit it. Digital Darwinism does not discriminate. Every business
is threatened.
This is just a little taste of how consumer behavior has changed
the landscape for buying and selling—and this transformation is just
getting started. It’s nothing new. What is different, though, is that
change forces just that: change. Those businesses that recognize dis-
ruption and develop a culture and process for innovation now and
over time will survive the perpetual threat of Digital Darwinism.
The consumer revolution is already underway. The question is:
How do you better understand the role you play in this production
as a connected or social consumer as well as a business professional?
As a stakeholder, it’s now your obligation to study how, when, where,
and why consumers are connecting and how they’re making and
influencing decisions. Doing so brings clarity to your work to create
and steer consumer experiences to your advantage.
This book reveals how digital culture is changing the landscape of
business, consumerism, and the workplace, and what you should do
about it.
This book was written to groom a new generation of leaders, peo-
ple who want to lead and are looking for the answers and inspi-
ration necessary to guide others into uncharted territory. It’s an
exploration of culture, society, and how to unravel trends and hype
to find the meaning in all of this. It’s how we’ll grow personally and
JWBT573-bintro JWBT573-Solis September 14, 2011 20:19 Printer Name: Courier Westford, Westford, MA
Introduction ➤ xv
professionally. For many of us, applying these insights at work will
also teach us how to embrace new media in our personal lives.
What are the pillars of a successful business? Competitive prices?
Great service? Widespread distribution? Better products? Maybe. But
experience has taught us that ambition, practicality, and achieve-
ments are the traits of successful leaders. As a result, we sometimes
compromise consumer experiences for numbers . . . business goals,
minimized expenses, and increases in efficiencies, forecasts, and
sales. Find any business owner or executive and they’ll tell you that’s
just good business. But is that enough to survive Digital Darwinism?
If marketing and PR departments serve as the voices of companies,
how are we to really know?
It’s the difference between being market-driven and marketing-
driven. The true voice and personality of a company is rarely heard
unless a customer calls in to the service department or visits the
business in person to demand personalized attention and resolution.
Suddenly marking is no longer “the voice.” The front-line service rep-
resentative is in charge of defining the consumer experience and the
next steps a consumer may take, including sharing that experience
with others. But how are representatives instructed to steer experi-
ences today? How are they rewarded for cultivating memorable and
satisfying engagements to encourage the sharing of positive experi-
ences? Representatives are instead often motivated with incentives
for increasing sales or churning through customer calls and emails
faster than their peers, measured by time to resolution and transac-
tional satisfaction.
Following these interactions, customers would walk away perco-
lating with emotion. Whether positive, negative, or ambivalent, it’s
human nature to share these experiences with peers and quite hon-
estly, anyone who’ll listen. Again, none of this is new. It’s human
nature. Businesses have long known that a happy customer tells a few
people, but an unhappy customer tells many, many more.
But everything was business as usual, until it wasn’t. And, that’s
where this story begins.
Of course, no matter the business, the only factor as signifi-
cant as customer acquisition is customer retention. But it’s exponen-
tially more expensive to acquire new customers than it is to retain
them. Some businesses embrace this reality and hold it sacred. Oth-
ers see the allure of saving money at the expense of positive experi-
ences to placate customers rather than continually earn their affinity
and loyalty.
The true character of any business is revealed in the collective
experiences of its customers. It’s about what people say when you’re
JWBT573-bintro JWBT573-Solis September 14, 2011 20:19 Printer Name: Courier Westford, Westford, MA

not around. With the rise of social media, people are connecting with
one another to create vast networks rich with interaction. The so-
cial graphs that people create as a result are increasingly becoming
interconnected, creating an audience that, too, boasts an audience
with audiences. And guess who’s in control of the information that
circulates within each network? It’s not the brand or its clever messag-
ing, attractive promotions, or creative gimmicks. People are in con-
trol. The choices they make and the experiences they share through
their words, relationships, and actions, influence those around them.
This book will introduce you to the connected consumer and how
they search for, discover, and share information, and ultimately, make
decisions. In many significant ways, they’re not at all the customer
you think you know.
Some of us are becoming the very consumers we’re trying to reach
and as a result, we are changing everything. By placing ourselves
in the spotlight, we gain a more personal view of the change un-
folding before us, without the obstruction of our business blinders
we unknowingly wear in our professional lives. It’s this perspective
that’s usually missing from today’s business approach and prevailing
Understanding this new connected consumer will help us gain
two critical business traits long absent from the hallmark of typi-
cal business culture, the ability to feel and show empathy and the
ability to change. To best earn residence in the minds and hearts of
customers, we must invest in shaping exceptional experiences worth
Understanding this newconsumer and what moves themwill help
businesses compete for tomorrow, today. It’s the acceptance of this
perspective that will allow us to uncover and affect the decisions that
orbit and define the brands we represent.
The businesses that aspire to a higher purpose will outperform
businesses that focus on the bottom line.
People aspire to be part of something bigger than themselves. Give
them something to align with to create a sense of belonging. Give
them something to talk about. Give them a reason to share experi-
ences. After all, you are part of the new digital culture that is defining
the future of all of this. Change is upon us. Change is because of us.
It is not the strongest of the species that survives, nor the most intelligent that
survives. It is the one that is most adaptable to change.
—Charles Darwin

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