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Notes from Web 2 - A Strategy Guide
- From Web 2.0: A Strategy Guide by Amy Shuen
- Motorola is one of the biggest adopters of web collaboration tools with 4,400 blogs, 4,200 wiki pages, and 2,600 people actively tagging content and social bookmarking, under an initiative called Intranet 2.0. Toby Redshaw, Motorola's vice president in charge of Enterprise 2.0 technologies, says that the company is now more effective at finding people with know-how and expertise: "It actually lets people see new relationships--to see maps of what smart people and like people have done." p. xiii (Preface)
- Critical mass matters, and the Web has reached that critical mass. Free web services, viral distribution, and active uploaders have compounded to create powerful cross-network and social network effects. p. xiv (Preface)
- You don't have to be a technologist to understand Web 2.0. It's not about the underlying technology but about the new ways that it enables large numbers of people to come together to work, share, and build. p xviii (Preface)
- Small numbers of hubs and connectors online can activate increased value for all users in your community. p. xix (Preface)
- There has been a "quantum leap [for users] from being passive viewers and readers to becoming actively participating, socially engaged, and collaborative uploaders -- personal contributors and creators of the Web. p 1
- Don't build applications. Build contexts for interaction. p 9
- Strategic points re "users create value":
- allow users to participate on your site, share information, share their own questions and ideas
- community catalysts (note: we need to train and network a core group of community catalysts on using social media tools)
- "In Yahoo! Groups, 1% of the user population starts the group, 10% participate actively and may actually author content, 100% of the user population benefits from the activities of the above groups." Bradley Horowitz, Yahoo! VP of product strategy p 23 (so our catalysts and moderators and content providers can be a small group we can support and network, while benefiting the entire network)
- help users make connections with each other p37
- allow users to keep up with site through syndication (RSS or similar approaches) p38
- support your active community members
- Strategic points re "networks multiple effects"
- users bring other users p41
- online networks form faster, more frequently, and more interactively than before. p41
- serve both the individual user but also the organization or smaller networks (e.g., campus centers, faculty groups, etc.), but may need different resources for each end of the spectrum of users
- reach critical mass to attain positive network effects p 67 (the more users you have the more users you'll get)
- find out ways to have other facets of our programming & organization can reinforce each other p 67 (e.g., searchable public member profiles in BWBRS contain link to their Facebook page, campus Facebook group page contains links to campus wiki for further information)
- support niches within our user base p 67 (e.g., special groups & wiki pages for users working on specific issue areas, geographical areas, specific roles, etc.)
- ensure that the sites have do-it-yourself features that allow users to address their own needs and wants p 67 (e.g., provide training in wiki use and then let creativity and necessity determine range of uses)
- Strategic points re "people build connections"
- Facebook users are highly interactive and engaged with Facebook, though the motivation is mostly individual or social motivation p 70 (vs. social justice, service) (our own informal survey suggests that an amazing % of students are on Facebook already)
- People with common goals and interests -- even highly specialized and unusual pursuits -- can find each other more easily and build groups. p 71
- note: Bonner network already has many of the serve 2.0 approaches underway but using web 1.0 tools
- social roles: online and offline p 71-71
- Connectors: the 'social glue' who know and want to introduce you to everyone 'you should know' wether for matchmaking or career mentoring (type of linkage: social linkage, relationship)
- Mavens: 'information brokers' who can't wait to tell you about the best deals and give you advice on where to stay and what to buy (type of linkage: information diffusion)
- Salesmen: 'evangelists' who get you to act and convince you to buy (type of linkage: directed action, decision maker, buying, transaction)
- Some of the most popular services on the Web today are online social networks built to help people find each other, share their stories, and connect. p72
- "hub" or "broker" node shortcut the average six steps to connecting p 74;
- Connections across a large network can have tremendous value and speed p 76 ("leapfrog link")
- The Web and related technologies help online connectors, salesmen, and mavens reach an exponentially larger audience, more frequently, more easily, and almost instantaneously. p 77
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Offline
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Online
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Connectors
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Develop relationships over time in face-to-face meetings with many other individuals.
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Benefit from using the Web, IM, email, audio, and video to connect directly to more people, more frequently, and more interactively.
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Mavens
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Have in in-depth knowledge about a particular subject and are eager to share it.
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Have an instantaneous means of broadcasting and publishing the knowledge they want to share and become information providers and brokers through referrals, reviews, forums, and communities that supplement emails, syndication (RSS) feeds, blogs, and wikis.
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Salesmen
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Influence people to take actions.
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Do the same thing but are supported by many different interactive formats and media.
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- diffusion of information -- adoption rates based on social influence p 80
- How do we 'seed' and shape new product adoption? "Current research findings seem to indicate that the raw number of early users and their first-degree 'friend' or online 'buddy' linkages, along with their social interactivity or frequency of contact, someday may be more critical in this 'online cascade' viral distribution model than highly paid influentials such as celebrities or brokers. p 82 (LinkedIn and Facebook as prime examples)
- LinkedIn: the rolodex moves online; defines business networking p83
- Facebook: introduce yourself online p 89
Notes from Web 2 - A Strategy Guide
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