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Drillteam is a brand innovation company which follows a 2.0 approach to engaging consumers.
Our sweet spot: the hyper-mediated, time-shifting, ad-skipping, lean-forward consumer.
Our expertise: moving beyond the 1.0 model of broadcasting a singular message to 2.0 engagement. We interact directly with these influential consumers to co-create your brand.
Social networks. Blogs. Web 2.0. Word of mouth. Influencers. Live event activation. Brand ambassador networks. Online Collaboration Tools. Engagement. Relevance. It’s all connected through a mindset of interactivity and consumer control. This 2.0 world requires something more than new tactics. It requires a new approach. A new process.
That approach is what we call collaboration. You want some help navigating? Good. That’s what we do.
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The latest experiment with customer co-creation is Philips' Lifestyle Incubator's project. In addition to recently-launched Shapeways, a new web-based platform and global community for 3D-design and production, the allows those unfamiliar with software in the third dimension to alter existing designs, which include just a fruit bowl and light-up word thing, for now.
Shapeways is launching a private beta of a community for consumers wanting to create real objects. Eventually you’ll be able to share and co-create online as well.If you want to create a 3D dummy of a new type of Web tablet. You just upload the design from some CAD software onto the site. Shapeways checks whether the object can be made and provides a real-time cost estimate. Within 10 working days, a tangible 3D product is produced and shipped globally. At the moment they only print to four kinds of plastics but other materials, like metal, are planned.
"We recognize the desire of consumers who want to own or give something that is unique and
has their special, personal touch," commented Peter Weijmarshausen, CEO of Shapeways.
"With the Creator Engine, now anyone can participate in the artistic process and create
something that is truly a reflection of their own needs and tastes. With the Creator Engine, we have broken the currently existing trade-off between freedom of design and the complexity of the design process."
"In today's world, consumers are universally less and less satisfied with the choice that the usual shops offer," said Jochem de Boer, CMO of Shapeways. "Instead, they are looking for ways to reflect their personal identity in the objects that they choose to have around them, or that they carefully select as a unique gift for their loved ones."
Oh no, if people in the future can just create the objects that they want, what will be the use of brands????
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For the most part brands have stayed away from creating a Twitter presence because of frequent downtime and small user base, but Twitter is a tool beloved by the social media bloggerati. Several companies with tarnished brand or product reputations have ventured on to Twitter to start a more open conversation, and speak in a more human voice, such as Comcast and JetBlue. So when a person from Exxon Mobil began Twittering, it seemed to be in line with the same strategy - see what happens when you engage debate and start a dialog.
A user posing as Janet from Exxon Mobil appeared relatively legitimate, pointing to Exxon's philanthropic and community building efforts while gently dodging more difficult questions. The problem - no one at Exxon Mobil knows who Janet is.
The story was covered at Computer World, where an Exxon Mobil spokesman Alan Jeffers acknowledged, "She is not an authorized person to speak on behalf of the company. There are several inaccuracies (on Twitter). We take great care in having authorized people speak on behalf of the company. We want to make sure anyone who is speaking for the company is doing so accurately."
Not to mention the fact that Janet couldn't spell very well - that should have been the first tip-off. The second was a series of tweets making light of the Valdez oil spill. "Although the Valdez spill was tragic, it was only 10 million gallons. Compare that to the 73 million in the Nowruz Oil Field in 1983."
Since the story has come out, the feed has been taken over by friends of @ExxonMobilCorp joining in the farce and otherwise punking the company. The lesson for brands? Even when you've deemed a technology too new, problematic, or unstable, when there is a growing user base, there are powerful conversations happening. Monitoring and responding to emerging discussions is the first step in launching a social media strategy, even if you're not yet ready for one.
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Is this an officially sanctioned effort by Exxon to reach a hyper skeptical crowd? Or a rogue effort by a well intentioned communications staffer?
Exxon on Twitter
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Measuring WOM in so many ways:
via FreshChat
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We've been experimenting with open innovation in the marketing and product feedback space, and have been admiring the InnoCentive model from afar. A recent article from the NY Times makes us wonder about a fair exchange of value in these open models: If You Have a Problem, Ask Everyone.
The idea is just what we've seen work as a formula for successful collaboration - inviting people from outside of your industry, your corporate hierarchy, and your defined way of thinking. As an example, InnoCentive cites a chemist in Bloomington, Ill. who is a concrete expert solving an oil spill problem. Here's what doesn't add up: "The Oil Spill Recovery Institute of Cordova, Alaska, paid him $20,000 for his idea."
Admittedly, we know very little about the Oil Spill problem and the commercial value and feasibility of the concrete chemist's solution, but it just seems that $20,000 would be the kind of prize acceptable to a mid scale user generated video contest, not a game changing innovation challenge. This opens up a larger question - should companies compensate consumers, innovators, and advocates outside of their network, and if so, how should this value exchange happen?
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