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Marlo la O' VERTSOL

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Marlo la O'

BS-IS/Section O0A

SY 2009-2010




Name Check - marlolao (print screen)


The Cluetrain Manifesto 95 These

1) Markets are conversations

2) Markets consist of human beings, not demographic sectors

3) Conversations among human beings sound human. They are conducted in a human voice.

4) Whether delivered information, opinions, perspectives, dissenting arguments, or humoruos asides, the human voice is typically open, natural, uncontrived.

5) People recognize each other as such form the sound of this voice.

6) The internet is enabling conversations among human beings that were simply not possible in the are of mass media.

7) Hyperlinks subvert hierarchy.

8) In both internetworked markets and among intranetworked employees, people are speaking to each other in a powerful new way.

9) These networked conversations are enabling powerful new forms of social organization and knowledge exchange to emerge.

10) As a result, markets are getting smarter, more informed, more organized. Participation in networked market changes people fundamentally.

11) People in networked markets have figured out that they get far better information and support form one another than form vendors. So much for corporate rhetoric about adding value to commoditized products.

12) There are no secrets. The networked market knows more than companies do about their own products. And whether news is good or bad they tell everyone.

13) What's happening in the market is also happening among employees. A metephysical construct called "The Comany" and this is the only thing standing between the two.

14) Corporations do not speack in the same voice as these new netwroked conversations. To there intended online audinece, comapnies sound hollow, flat, literally unhuman.

15) In just a few years, the current homogenized "voice" of business--the sound of mission statements and brochures--will seem as contrived and artificial as the language of the 18th century French court.

See all chapters 1-15 in PDF format on slideshare

16) Already, companiesthat speak in the language of the pitch, the dog--and--pony show, are no longer speaking to anyone.

17) Companies that assume online markets are the same markets that used to watch their ads on television are kidding themselves.

18) Companies that don't realize their markets are now networked person-to-person, getting smarter as a result and deeple joined conversation are missing their best opportunity.

19) Companies can now communicate with their marktets directly. If they blow it, it could be their last chance.

20) Companies need to realize their markets are often laughing. At them.

21) Companies need to listen up and take themselves less seriously. They need to get a sense of humour.

22) Getting a sense of humour does not mean putting some jokes on the corporate web site. Rather, it requires bg values, a little humility, straight talk, and a genuine point of view.

23) Companies attempting to "position" themselves need to take a position. Optimally, it shuld relate to something their market actually cares about.

24) Bombastic boasts--"We are positioned to become the preeminent provider of XYZ"--do not constitute a positiion.

25) Companies need to come down form their Ivory Towers and talk to the people with whom they hope to create relationships.

26) Public Relations does not relate to the public. Companies are deeply afraid of their markets.

27) By speaking in language that is ditant, uninviting, arrogant, they build walls to keep markets at bay.

28) Most marketing programs are based on the fear that the market see what's really going on inside the company.

29) Elvis said it best: "WE can't go on together with suspicious minds."

30) Brand loyalty is the corporate version of going steady, but the breakup is inevitable--and coming fast. Because they are networked, smart markets are able to renegotiate relationships with blinding speed.

See all chapter 16-30 in PDF format on slideshare

31) Networked markets can change suppliers overnight. Netowrked knowledge workers can change employers over lunch. Your own "downsizing initiatives" taught us to ask the question: "Loyalty? What's that?"

32) Smart markets will find suppliers who speak their own language.

33) Learning to speak with a human voice is not a polar trick. It can't be "picked up" at some tony conference.

34) To speak with a human voice, companies must share the concerns of their communities.

35) But first, they miust belong to a community.

36) Companies must ask themselves where their corporate cultures end.

37) If their culture ends before the community begins, they will have no market.

38) Human communities are based on discourse--on human speech about human concerns.

39) The community of discourse is the market.

40) Companies that do not belong to a community of discourse will die.

41) Companies make a religion of security, but this is largely a red herring. Most are protecting less against competitors than against their own markets and workforce.

42) As with networked markets, people are also talking to each other directly inside the company--and not just about rules and regulations, boardroom directives, bottom lines.

43) Such conversations are taking place today on corporae intranets, but only when the conditions are right.

44) Companies typically install intranets top-down to distribute HR policies and other corporate information that workers are doign their best to ignore.

45) Intranets naturally tend to route around boredom. The best are built bottom-up by engaged individuals cooperating to construct something far more valuable: an intranetworked corporate conversation.

See all chapter 31-45 in PDF format on slideshare

46) An healthy intranet organizes workers in many meanings of the word. Its effect is more radical than the agenda of any union.

47) While tis scares companies wiless, they also depend heavily on open intranets to generate and share critical knowledge. They need to resist to urge to "improve" or control these networked conversations.

48) When corporate intranets are not constrianed by fear and legistics rules, the type of conversation they encourage sounds remarkably like the conversation of the netowrked marketplace.

49) Org charts worked in an older economy where plans could be fully understood form atop steep management pyramids and detailed work orders could be haded down for a high.

50) Today the org hacrt is hyperlinked, not hierarchical. Respect for hands-on knowledge wins over respect for abstract authority.

51) Comman-and-control management style both derive from and reinforce bureaucracy, power tripping and an overall culture of paranoia.

52) Paranoia kills conversations. That's the point. But lack of open conversation kills companies.

53) There are two covnersations going on. One inside the company. One with the market.

54) In most cases, neither conversation is going very well. Almost invariably, the cause of failure can be trace to obselete notions of command and control.

55)  As policy, these notions are poisonous. As tools, they are broken. COmman and control are met with hostility by intranetworked knowledge workers and generate distrust in intranetworked markets.

56) These two conversations want to talk to each other. They are speaking the same language. They recognize each other's voices.

57) Smart companies will get out of the way and help the inevitable to happen sooner.

58) If willingness to get out of the way is taken as a measure of IQ, then very few companies have yet wised up.

59) However subliminally at the moment, millioins of poeple now online preceive companies as little more than quaint legal fictions that are actively preventing these conversations form intersecting.

60) This is suicidal. Markets want to talk to companies.

See all chapter 46-60 in PDF format on slideshare

61) Sadly, the part of the company a networked market wants to talk to is usually hidden behind a smoke screen of huckterism, of language that rings false---and often is.

62) Markets do not want to talk to falcks and hucksters. They want to participate in conversation going behind the corporate firewall.

63) De-cloacking, getting personal: We are those markets. We want to get personal

64) We want access to your corporate infromation, to your plans and strategies, your best thinking, your genuine knowledge.

65) We're also the workers who make your companies go. We want to talk to customers directly in our own voice, not in platitudes written into a script.

66) As markets, as workers both of us our sick to death of getting our information by remote control. Why do we need faceless annual reports and third-hand markets research studies to introduce us to each other.

67) As markets, as workers, we wonder why you're not listening. You seem to be speaking in a different language.

68) The inflated self-important jargon are sailing around---in the press, at your onference---what's that got to do with me

69) Maybe you're impressing your investors. Maybe your impressing the Wall Street. You're not impressing us.

70) If you don't impress us your investors are going to take a bath. Don't they understand this? If they did, they woulndn't let you talk that way.

71) Your tired notions of "the market" make our eyes glazee over. We don't recognize ourselves in you projections---perhaps becuae we know we're already elsewhere.

72) We like these new markets better. In fact, we are creating it.

73) You're invited but its our world. Take your shoes off the door. If you want to barter us, get down off the camel.

74) Were immune to advertising. Just forget it.

75) If you want to talk to us, tell us something. Make something interesting for a change.

See all chapter 61-75 in PDF format on slideshare

76) We've got some ideas for you too. Some new tools we need, some better service. Stuff we'd be willing to pay for. Got a minute?

77) You're too busy "doing business" to answer our email? Oh gosh, sorry, we'll come back later. Maybe.

78) You want us to pay? We want you to pay attention.

79) We want you to drop your trip, come out of your neurotic self-onvolement, join the party.

80) Don't worry, you can still make money. That is, as long as it's not the only thing on your mind.

81) Have you noticed that, in itself, money is kind of one-dimension and boring? What else can we talk about?

82) Your porduct broke. Why? We'd like to ask the guy who made it. Your corporation strategy makes no sense. We'd like to have a chat with you CEO. What do you mean she's not in?

83) We want you to take 50 million of us as seriously as take one reporter from The Wall Street Journal.

84) We know some people form your company. They're pretty cool online. Do you have any more like that you're hidding? Can they come out and play?

85) When we have questions we turn to each other for answers. If you didn't have such a tight rein on "your poeple" maybe they'd be among the people we'd turn to.

86) When we're not busy being your "target market", many of us our your people. We' rather be talking to firends online than watching the clock. That wuld get your name around better than your million dollar web site. But you tell us speakng to the market is Marketing's job.

87) We'd like it if you got what's going on here. That'a be real nice. But it would be a big mistake to thnk we're holding our breath.

88) We have better things to do than worry about whether you'll change in time to get our business. Business is only a part of our lives. It seems to be all of yours. Think about it: who needs whom?

89) We have real power and we know it. If you don't quite see the light, some other outfit will come along that's more attrative, more interesting, more fun to play with.

90) Even at its worst, our  newfound conversation is more intresting than most trade shows, more entertaining than any TV sitcom, and certainly more true-to-life than the corporate web sites we've been seeing.

See all chapter 76-90 in PDF format on slideshare

91) Our allegiance is to ourselves--our friends, our new allies and aquantances, even our sparring, partners. Companies that have no part in this world, also have no future.

92) Companies are spending billions of dollars on Y2K.Why can't htey hear this market timebomb ticking? The stakes are even higher.

93) We're both inside companies and outside them. The boundaries that separate our conversations look like the Berlin Wall today, but they're really just an annoyance. We know they're coming down. We're going to work from both sides to take them down.

94) To traditional corporations, networked conversation may appeaar confused, may sound confusing. But we are organizing faster than they are. We have better tools, more new ideas, no rules to show us down.

95) We are waking up and linking to each other. We are watching. But we are not waiting.

See all chapter 76-90 in PDF format on slideshare

Retail Technology

1. The Point of Sale System.

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