Everyone is wrong about influence. Except Your Customers

Editor's Notes

• #4: My goals with this conversation is to explain why marketers and business people should care about what customers do, and to explore the fundamentals of influence to give you ideas on how to identify, enroll, create
• #5: Why is influence? What makes someone pay attention to something vs. something else? Where can you observe it? CAUSATION
• #6: How do you create/identify/harness/enroll true influence? Learn how to develop/attract it
• #7: From the post “open to interpretation”
• #8: In the Tipping point, you had the connector – Connectors, sociable personalities who bring people together; Mavens, who like to pass along knowledge; and Salesmen, adept at persuading the unenlightened. (Paul Revere, for example, was a Maven and a Connector).
• #10: Who has influence. Who is influential in your market?
• #11: Thinking that influence is something you need to go extract for yourself vs. something you can grow/build/enroll
• #13: True influence flows from drawing together people with shared interests.
• #14: How gossip spreads – based on facts (facts detached from context), private (now public thanks to Internet), moral judgment from point of superiority (sentiment analysis), Some researchers believe that gossip started as a way for early humans to learn about their neighbors and determine who they could trust, making it a necessary tool for survival. Robin Dunbar, author of "Grooming, Gossip and the Evolution of Language," theorizes that gossip works in human societies the same way grooming does in primate societies, but more efficiently. Dunbar goes so far as to theorize that language evolved so that people could gossip and more effectively establish and defend social groups.Entertain each other Influence one another's opinions Exchange important information Point out and enforce social rules Learn from others' mistakes areas of relevancy among your customers and prospects, building community, and allowing others to amplify your influence as you meet their needsSomething to talk about – new, makes the person telling the story interestingRumors and gossip have similarly distasteful connotations, but researchers disagree about whether they are the same thing. Here's a rundown of different views on gossip and rumor: They're the same. Rumor is a specific type of gossip. Gossip is based in fact, but rumors are based in hypotheses. Gossip is a tool for maintaining social order, but rumor is a tool for explaining things that people do not understand. Gossip relates something people believe has happened, but rumors express what people hope or fear will happen.
• #15: How crisis spreadPatterns in conversation: how crisis manifested. People who are total unknowns to the brand and the online communities can become the catalysts when they take action - create a presence, share a pointed challenge for the brand. Start the conversation on something that is top of mind = relevant
• #16: The company organizes events -- Ducati Weekends and the World Ducati Week -- with a real tribe of 200,000 Ducati owners and a virtual tribe of 12 MM visitors yearly to the site Ducati.com. Tribe members, fans, spread the word about the brand. Ducati received front page media coverage on the weekend edition of the Daily Telegraph for a gathering of vintage Ducati, for example. The noteworthy part of the coverage is that it was not obtained through a public relations effort. The journalist is a member of the Ducati Tribe.With 600 Ducati owners clubs, 40 of which have been around for more than 5 years, owners and people passionate about the brand weigh in on the brand experience. They are part of Desmo Owners Club, DOC. Fans can create Ducati t-shirts, and the Internet gives them an opportunity to gather in person. For example, many from the club in Rome participate to the meet up in Dayton, Florida.Ducati's community is useful for communications and for crowdsourcing. Many of the community boards and forums are managed and created entirely by fans without intervention from the company.
• #17: 2008 daily chronic pain, in partnership with universities and research organizations; MIT researchers, privately funded 2004, life-changing diseases (ALS in 1998)Down to earth information in a moment of need
• #18: why do people do it? Desire to control, affect physical and virtual worlds
• #19: Relevancy:Entertain each other Influence one another's opinions Exchange important information Point out and enforce social rules Learn from others' mistakes
• #21: Global members, year, cities, countries, at event in Denver (time spent with like-minded people), milestone in 2001, years I did it, members’ count in PHL – virtual + physical
• #23: The chance to be part of something bigger – change the control + alt // delete launched on humanity
• #25: http://www.bplusd.org/2009/02/25/t-shaped-influence/ -- T-shaped influence Wide influence covers a larger group at a less personal level. While you have relationships and reputation in that group, you may not have a known track record or tight connections. For influencing organizations, that means that you’ve got contacts, conversations, and awareness across the org chart. Wide influence also gives you the awareness to make multi-disciplinary connections, a key source for innovation.Focused influence is narrower, concentrated relationships with key individuals. That might be in the executive suite, or in marketing,  in R&D or in all three. Focused influence is something that happens more in small groups and especially one-on-one. It takes time to cultivate. It grows from shared experiences, shared successes (ands sometimes shared failures), and shared values and vision. That doesn’t mean that people in your focused influence core always agree with you. But they do know and respect you. Make sure you respect them too, because this kind of confidence is easy to lose if you take them for granted.
• #27: This session focuses on the process of identifying areas of relevancy among your customers and prospects, building community, and allowing others to amplify your influence as you meet their needs.
• #29: the dots, people and ideas, design and strategy, internal and external, physical and virtual, known with unknown – reinforcing pathways that extend beyond your networks
• #34: online / offlineniche interestspoints of passion
• #36: Asking the right questions
• #37: MotivationInvestigate behaviorReason for beingPurposeMap assumptions
• #38: AccessTacit knowledgeSimplicity
• #40: MotivationInvestigate behaviorReason for beingPurposeMap assumptions
• #43: Seeing the invisible
• #44: relationshipsthe dotsideas and peopledesign and strategyinternal and externalphysical and virtualKnown and unknown
• #45: Transforms transactions (potential) into relationships
• #47: AccessTacit knowledgeSimplicity
• #48: UnderstandPatternsInteractionsControlsAssumptions
• #49: Predictmutate
• #50: the invisible - one of the biggest problems businesses have growing up is that their interests are not aligned with those of their customers anymore
• #51: Developing a sense of timing, also making sense of things
• #54: Developing a sense of timing, also making sense of things
• #56: Developing a sense of timing, also making sense of things = experimenting with purpose
• #57: In the sense of acting again – reactions to what happens in real time – Kevin Kelly on things that cannot be copied) immediacy, personalization, authenticity, attention, interpretation, accessibility, embodiment, findabilityTo the cards that the market deals you
• #58: AccessTacit knowledgeSimplicity
• #59: AccessTacit knowledgeSimplicity
• #60: FrequencyIntensityDuration
• #61: How do you create/identify/harness/enroll true influence? Learn how to develop/attract it
• #62: too much attention on INVESTMENT, not enough on RETURN = the business model problem