Activating, 121
Active lurkers, 165–166. See also Lurkers
Advertising, 225–228
Affinity groups, 27–28
Allocating human resources, 148–149
Altruism center of the brain, 10
Amazon, 55, 76, 83, 155, 228, 314, 330
Ambassador program, 49
American Express Members Project, 227
American Express Open Forum, 52, 197
Anderson, Chris, 79
Anderson, Elena, 204
Antcliff, Richard, 116
Anthropologists, 188
Apple Genius, 76
Apple zealots, 22
Ariely, Dan, 9, 59, 66, 72, 77, 188, 275, 318
Atomization of complex modern corporation, 277
Bad-mouthing a product, 7–8
Bank of America, 180
Behavioral economists, 188
Benchmarking. See Measuring the hyper-sociality index
Bennis, Warren, 321, 322, 326, 327
Berreby, David, 25
Best Buy, 34, 107, 123, 173, 245, 298–299, 301
Blogging, 202–204
Bloomberg Businessweek, 56
BluePages, 288
BMW owners, 24
Bottom-up communication, 298
Boyd, Robert, 20
Brafman, Ori, 9
Brafman, Rom, 9
Brand, 209–211
Brand communities, 71
Brand perception, 218
Brand positioning, 217–220
“Build it and they will come” vision, 192–195
Business 2.0
business model platforms, 314
hyper-social business platforms, 315–319
product platforms, 313–314
questions to ask, 328
Business Exchange, 56
Business measures, 162
Business metrics. See Metrics
Business model platforms, 314
Business objectives, 161–162, 265
Business tactics, 42–43
Buying, 72
Buying decision, 33, 171, 220, 221, 256
Buyology (Lindstrom), 97
Cambrian House, 318
Cancer survivors, 21
Carone, Christa, 32
CarSpace, 242
Caveat emptor, 259
Center for excellence, 163
Chandler, Alfred, 154
Channels. See Networks vs. channels Chief
culture officer, 93
Chief Culture Officer (McCracken), 93
Chief customer officer (CCO), 93, 187–188
Chief Customer Officer Council, 188
Christensen, Clay, 270
Chumby, 272
Clevenger, Bryant, 301
Clift, Simon, 78
Cocreation, 271, 276, 279–281, 725
Cohendet, Patrick, 113
Colombo, Mark, 69, 167, 185, 218, 249
Command-and-control methods of management, 6
Communication, 50
Communication from side to side, 298
Communication upward, 298
Communities, 47–61
characteristics of effective, 194
content, 51–55
corporate purposes, 271–273
marketing goals, 273
member profiles, 55–56
members, 48–51
social infrastructure, 58–60
technology infrastructure, 60
transactions, 56–60
Community features, 165, 176, 194, 241, 286
Company men, 82
Complexity theory, 312
Comstock, Beth, 91, 116, 182, 210, 276, 308
Connectivity, 16
Consumer buying decision, 33, 171, 220, 221, 256
Content developers, 52
Controlling the brand, 156, 209–211
Core attributes, 154
Corporate blogging, 202–204
Corporate boundaries, 147
Corporate researchers, 274
Corporate rule books, 321–322
Coupons, 225
Cova, Bernard, 72
Creatures of habit, 5
Crowdsourcing (Howe), 289
Crowdsourcing advertising to user base, 227
Culture, 20
Current TV, 227
Customer care, 247–248
Customer communications, 34
Customer complaints, 86
Customer experience, 237–251
customer care, 247–248
customer service, 238–243, 245
customer support, 243–245
defined, 238
direct/indirect contact, 238
questions to ask, 250–251
Customer knowledge/opinions, 145
Customer lifetime value, 167, 168
Customer platforms, 91
Customer product reviews, 155
Customer referrals, 168
Customer relationship management (CRM), 229, 250, 305
Customer service, 34, 36, 238–243, 245
Customer service and support center, 224
Customer support, 243–245
Customer support boards, 242
Customer touch points, 219, 221, 249, 305–306
Customers’ value, 237
Dassault Systemes, 34
Data analysis, 306
Data analysis skills, 187
Data parsing, 187
Davison, Lang, 290
Defenders of belief, 22
Defense industry, 262
Defunct communities, 193
Dell, Michael, 178
Dell Computer, 13–14, 34, 36, 107, 242, 332
Dell Hell, 13–14
Dell IdeaStorm community, 331
Detractors, 180
Diagnostic sales model, 262
Dietz, Caroline, 276
DigiDads, 232
Dilbert-like behaviors, 326
Discounts, 225
Disruption theory, 270
Domino’s Pizza, 16
Dopamine, 10
Dopplr, 318
Double-income marriage, 291
Dove Evolution ad, 225
Drucker, Peter, 17, 81, 215, 321, 322
Ducati motorcycle riders, 22
Dunbar, Robin, 26
eBay, 44
Edelman Trust Barometer, 6
Edge of chaos, 313
Effective community features, 194
Efficiency-centricity, 87
Eli Lilly, 34
“Emerging Best Practices: Social Media Monitoring, Engagement & Measurement,” 103
Employee communications, 34, 38
Employees. See Talent
Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation (von Krogh et al.), 304
End goal of business, 173
Endnotes, 329–334
Endowment effect, 195
Engaging, 120
Ethnographically based research, 78
Exception handling, 184
Eyeball-based business, 226, 231
Factors of production, 154
Fan clubs, 21
Fan page, 224–225
Farmville, 226
FASTforward thought leadership blog, 233
Feedback, 144
Fiduciary relationship, 82
Filter and reality checker, 278–279
FireLink, 27
Firms-within-a-firm, 177
Fiskars, 34, 36, 44, 72, 117–118
Fiskateers, 44, 50, 71, 117, 118
Ford, Henry, 277
Four pillars
human-centricity. See Human-centricity vs. company-centricity
messiness. See Social messiness vs. process and hierarchy
networks vs. channels. See Networks vs. channels
tribes vs. market segments. See Humans vs. consumers
4P’s of marketing, 216
Free Beer, 317
Future directions, 329–334
brokers in consolidating world, 330–331
information curators, 334
knowledge management, 304–309
marketing, 233–235
too many ideas, 331–333
unbundling of organization, 333–334
Gale, Porter, 143
Ganz, Marshall, 319
Gillespie, Jay, 118
Gilovich, Thomas, 28
Gilvar, Ted, 53
Godfather, The, 30
Google, 173
Gore, W. L., 116
Group behavior, 10
Groupthink, 24
Hagel, John, 39, 48, 101, 102, 169, 170, 177, 216, 217, 290, 292, 333
Halo effect, 227
Herding animals, 4–5
Here Comes Everybody (Shirky), 12, 52
Hewlett-Packard, 66
Hierarchy. See Social messiness vs. process and hierarchy Hollywood syndrome, 321
Homophily, 24
Honda Element, 70
How We Know What Isn’t So (Gilovich), 28
Howe, Jeff, 289
H&R Block, 231
HSI, 127. See also Measuring the hyper–sociality index
Hsieh, Tony, 324
Human 1.0, 4–10
Human capital, 283. See also Talent
Human-centricity vs. company-centricity, 81–94
chief culture officer, 93
chief customer officer, 93
focus groups, 91
HSI, 133–134
human-centricity, 83–85
knowledge flows, 92
obstacles to human-centricity, 85–89
product platforms, 91
questions to ask, 94
steps to becoming more human-centric, 89–93
value proposition, 90
Humana, 201
Humanize your company, 105
Humans vs. consumers, 65–80
engaging with tribes, 73–74
HSI, 132–133
leaders, 74
questions to ask, 80
tribes vs. market segments, 69–73
Hyper-social business platforms, 315–319
Hyper-sociality
customer complaints, 86
customer service, 36
defined, 4
employee communications, 38
future directions, 329–334
game changer, as, 40–45
goal, 83
impact of, 31–45
inevitability of, 39–40
knowledge management, 38
measurement. See Measuring the hyper-sociality index
myths. See Seven myths
overt actions, 129
pillars. See Four pillars
product innovation and development, 35–36
reverse of a fad, as, 32
sales and marketing, 33–35
scope of business, 42
tactics, 42–43
talent acquisition and development, 37–38
Hyper-Sociality Index (HSI), 127. See also Measuring the Hyper–Sociality Index
I-Prize, 23
IBM, 34, 38, 105, 219, 231, 233, 288, 301, 316, 330
IBM developer community, 201
IBM global CIO community, 22
Idea-evaluation tools, 299
IdeaStorm, 272
IDEO, 326
In-house product development teams, 24
Individuating, 78
Influentials, 230
Informal improvisation, 305
Information channels. See Networks vs. channels
Information curator, 334
Insular knowledge, 81
Intellectual diversity, 325
Internet Evolution community, 54
Interruption marketing, 258
Intuit’s Partner Platform, 198, 314
Jeep, 72
Jeep owners, 70
Job listings, 54
Kellogg Cares social responsibility program, 227
Kernel Crossover, 317
Kludge: The Haphazard Construction of the Human Mind (Marcus), 67
Knitters, 48
Knowledge channels. See Networks vs. channels
Knowledge flow mentality, 39, 40
Knowledge management, 34, 38, 297–310
data analysis, 306
defined, 297
future directions, 304–309
informal improvisation, 305
“need to know” information, 308
obstacles, 307
questions to ask, 309–310
technology, 300–304
tribes, 299–300
Knowledge sharing, 187
Knowledge stock mentality, 39
Kuro5shin, 334
Last.fm, 318
Lattice management structure, 116
Lavington, Susan, 107, 108, 274, 285
Lavoie, Jim, 315
Leadership, 319–328
diversity, 325–326
entourage, 326–327
humanist behavior, 321
letting go of control, 327–328
questions to ask, 328
rule books vs. values, 321–322
they live their values, 322–323
transparency, 324–325
trust/trusted environments, 323–324
Leadership status, 229–230
Legacy firewalls, 307
Legal department
fiduciary relationship, 85
HSI, 132
social messiness vs. process, 122–124
Levy, Paul, 325
Lewis, Debby, 118
LinkedIn, 242
Linux, 316
Listening platform, 249
LivingSocial Visual Bookshelf, 228
Long tail, 79–80
Lost Sidekick mobile phone, 12–13
Lurkers, 165–166, 193, 303, 319
Mafia Wars, 226
Management thinking, 141–157
allocating human resources, 148–149
changing role of corporations, 152–153
classical thinking, 142
controlling the brand, 156
employees, 153–154
feedback, 144
immediate steps to take, 147–152
middle management, 147
monetizing social media, 149
partnering, 148
questioning approach, 150–152
questions to ask, 156–157
volunteers, 155
“Managing with the Brain in Mind” (Rock), 294
Marcus, Gary, 67
Marino, Joe, 315
Market norms, 59
Market segmentation, 77–79
Market share, 143
Marketers’ Consortium, 204
advertising, 225–228
brand positioning, 217–220
CRM, 229
customer service and support center, 224
four P’s, 216
future directions, 233–235
lead generation, 220–225
porting activities to new platform, 273
PR and thought leadership, 231–233
product development, and, 273, 275
questions to ask, 235
search engine optimization, 224
three/four A’s, 217
three I’s, 216
Markets, 67–68
Marriott Rewards Insider community, 199
Mass customization, 75
MasterCard, 231
McCracken, Grant, 93
Measuring the hyper-sociality index, 127–140
broad functional perspective, 131–132
competitors, 128
example (retailer), 129–130
flexible tool, 137
how often to use it, 138
human-centricity vs. company-centricity, 133–134
multiple HSIs, 137
network vs. channel, 134–135
questions to ask, 132–136
social messiness vs. process, 135–136
stakeholders, 132
Tribalization of Business Study, 139
tribe vs. market segment, 132–133
trust/reciprocity scorecards, 173
underperformance, 138
uses, 138–140
Media companies, 153
Member profiles, 55–56
Members, 48–51
Menon, Ram, 181, 248, 327, 328
Messiness. See Social messiness vs. process and hierarchy
Metrics, 159–174
customer loyalty, 167
customer referrals, 168
lurkers, 165–166
net promoter score (NPS), 171
practicality, 161–164
questions to ask, 173–174
reciprocity barometer, 172
return on attention, 170
return on information, 169–170
return on skill set, 170
share of community time, 170
trust barometer, 172
what to measure, 164–167
Microsoft, 14–15, 34, 105, 231, 233, 242, 243
Microsoft MVP program, 50, 239–240
Microsoft thought leadership community, 204
Middle management, 147
Militaristic marketing approaches, 216
Military personnel, 48
MINI Cooper, 225
MINI Cooper owners, 71
Mini-Microsoft guy, 14–15
Monetizing social media, 149
Moore, Geoffrey, 259
Moore’s law, 11
“My company is smarter than me” effect, 204
My Starbucks Idea community, 331
National Institutes of Health (NIH), 9
“Need to know” information, 308
Net Gain (Hagel), 48
Net promoter score (NPS), 171
Net reciprocity score, 172, 173
Net trust score, 173
Networks vs. channels, 95–109
channels, 97–99
example (USA Today), 107–109
finding/engaging with networks, 103–107
HSI, 134–135
networks, 99–103
questions to ask, 109
tectonic shift, 96
what flows through them, 101
Neurophysiology, 9
Neuros, 272
Nextera, 70
NIH, 9
Nike, 206
Nissan, 70
Not invented here syndrome, 195–198
Notes (endnotes), 329–334
NPS, 171
Obama presidential campaign, 319–320
One big idea, 205–206
Online communities. See Communities
Online customer review, 155
Open Source Green Vehicle, 317
Open source software, 155, 274–275, 316, 317
O’Reilly, Tim, 3
Organization chart, 145–147
OScar, 317
Overt actions, 129
Parents who have children with disabilities, 48
Parliamentary expense-account fiasco, 8
Peck, Kristin, 278
Peppers, Don, 167, 168, 184, 204, 208
Pillars. See Four pillars
Pilot program, 201
Planet Feedback, 112
Platform for participation, 13–15, 41
Pleasure center of the brain, 9–10
Police officers, 21
PR & thought leadership, 34
PR and thought leadership, 231–233
Predictably Irrational (Ariely), 9, 59
Prediction Markets, 302
Predictive research, 78
Preindustrial social status quo, 32
Principle of market share, 143
Process. See Social messiness vs. process and hierarchy
Procter & Gamble, 36, 98, 226, 231, 272
Product customization, 75
Product development and innovation, 34, 35–36, 269–281
altering key corporate functions, 278–279
cocreation, 271, 276, 279–281, 725
cycle times, 273
innovation, 278–281
noncommercial locations, 274–275
organizational structure, 274
possible drawbacks, 276–278
product development, 270–278
questions to ask, 281
success stories, 272
when product is finished or complete, 274
Product development teams, 24
Product innovation and development, 34, 35–36
Product placement, 226
Product platforms, 91, 313–314
Product reviews, 155
Professionally created content, 51–54
Psychological “halo” effect, 227
Public relations function, 86
Questioning approach, 150–152
Reciprocity barometer, 172
Reciprocity reflex, 4
“Refer a friend” program, 76
Return on attention, 170
Return on information, 169–170
Return on investment (ROI), 168–169
Return on skill set, 170
Richerson, Peter J., 20
Rite Solutions, 315–316
Ritz-Carlton, 322–323, 324, 325
Rock, David, 294
Rogue marketers, 116
Role playing, 186
Root cause analysis, 79
Rule books, 321–322
Rules, 25–27
Rypple, 288
Saffo, Paul, 228
Sales, 33–35
burgeoning costs, 263
changes to, 257–263
diagnostic sales model, 262
emerging technologies, 263
metrics, 266
new salespeople, 264
one-on-one phenomenon, as, 253
push vs. pull model, 262–263
questions to ask, 267–268
sales funnel, 254
simultaneous conversations with different departments, 266–267
transparency, 254
Sales funnel, 254
SAP developer community, 8–9, 22, 50, 103, 200–201, 248, 254, 308
SCARF, 295
Schmidt, Eric, 79
Scope of business, 42
SEAMS
activating, 121
engaging, 120
measurement, 121
sensing, 120
storytelling, 121–122
Search engine marketing, 224
Second Life, 263
Seekers of the truth, 22
Self-organized publishing models, 334
Self-selection, 185–186
Sense of fairness, 8
Sensing, 120
Seven myths, 191–211
“build it and they will come” vision, 192–195
controlling the brand, 209–211
“my company is smarter than me” effect, 204
not invented here syndrome, 195–198
one big idea, 205–206
questions to ask, 211
smallness, 198–202
Share of community time, 170
Shared passion, 194
Signs, 25–27
Singer, Marc, 177
Slashdot, 334
Smith, Vernon L., 7
Social capital, 172
Social cliques, 96
Social media, 3, 41, 95. See also Hyper-sociality
Social messiness vs. process and hierarchy, 111–124
activating, 121
engaging, 120
framework, 118–122
HSI, 135–136
legal department, 122–124
measurement, 121
SEAMS, 119–122
sensing, 120
social messiness, 114–118
storytelling, 121–122
Social norms, 59
Social profile, 230
Social Q&A system, 133, 242, 248, 306–307, 344
Socially responsible brands, 227
Society for Sustainable Mobility, 317
Sony, 232–233
Soviet-era-style policies, 40
Spencer, Rob, 60
Spy, 245
St. George, Marty, 114, 171, 230
Statisticians, 306
Storytelling, 121–122
Successful communities, 194
Super-users, 246
Survey. See Tribalization of Business Study
Sway (Brafman/Brafman), 9
Symbols, 25–27
Tactics, 42–43
Talent, 34, 37–38, 175–189, 283–296
exception handling, 184
four pillars, 183–184
recruiting, 289–293
required skills, 175–183, 186–187
rising power of employees, 154
SCARF, 295
self-selection, 185–186
threat response, 295
training, 186
transparency, 288
volunteers, 293
Technology, 196–197
Terms of use statement, 208
The Loop, 301–302
Threat response, 295
Three A’s of marketing, 217
Three I’s of marketing, 216
TiVo customer support community, 195–196
Too many ideas, 331–333
Top-down communication, 298
Touch points, 219, 221, 249, 305–306
Training, 186
Transparency, 254, 288, 324–325
Tremor, 99
Tribal engagement, 73–74
Tribal equity, 171–172
Tribal Leadership (Logan), 115
Tribalization of Business Study
business measures, 162
business objectives, 161–162
communities, 50
corporate communities, 149
corporate purposes of online communities, 271–273
customer care, 247
customer service, 239
helping customers and one another, 240
leaders of tribes, 74
leverage communities, 223
lurker metrics, 166
management thinking, 141
managers, 178
“nobody engages in our community,” 202
online communities, 88
people dedicated to hyper-social activities, 331
sales, 264
tribe-based product development, 35
unexpected benefits, 117
Tribe, 311
group behavioral characteristics, 68
hanging out together, 68
how formed, 20–22
knowledge management, 299–300
leaders, 74
Tribe vs. market segment. See Humans vs. consumers
TripAdvisor, 199
Trust barometer, 172
Twelpforce, 245
Ultimate bargaining game, 7
“Unbundling the Corporation” (Hagel/Singer), 177
Unica, 203
Unilever, 78
Us and Them: Understanding Your Tribal Mind (Berreby), 25
USA Today, 107–109
User-generated content, 54
Value proposition, 90
Varian, Hal, 306
Viewer-created ad message (VCAM), 227
Virgin Airlines, 143
Virtual communities. See Communities
Virtual ghost towns, 193
Visible Hand: The Managerial Revolution in American Business, The (Chandler), 154
Visual Bookshelf, 318
Vocalpoint, 98
von Krogh, Georg, 304
War metaphors, 5–6
Water Cooler, 301
“We are smarter than me” project, 334
Web-based research, 33
Webber, Alan, 160, 164, 322, 325
Western Union, 219
Who Sucks, 112
Wilder, Scott, 60
Win story, 133
W.L. Gore, 321
Women-owned small businesses, 49, 69
Word of mouth, 92, 160, 171, 223
Workplace Internet leisure browsing, 324
World Bank, 172
www.hypersocialorg.com, 330
X Prize Foundation, 317
Yahoo!, 242