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開放式領導   開放,究竟有什麼好處?
              Chuck Chiang
美國運通行銷長John Hayes
我們對於可以衡量的事物往往高
估其價值,對於無法衡量的事物
卻又往往低估。
EX. 人與人之間的關係
    大學評鑑制度
李夏琳 Charlene Li
自身開放經驗分享:
書名網路徵求事件

優點:
1.節省成本
2.回應速度極快
3.話題討論度的延燒
4.提昇潛在讀者的參與度
背後成本:
1.作者本身對網路人脈所投入的大量時間
開放好處
促進快速的回應
消除摩擦與不滿
安妮婆婆事件
網路Po文:
我不喜歡 Comcast



鄉民攻擊信件湧入:
Comecast出來面對

主管馬上聯繫處理。
(黃金48小時)
安妮婆婆事件
是危機也是轉機!!!
開放好處
社群帶動的營收
DellOutlet:
160萬人 follow
200萬美元營業額
優點:
1.折扣訊息即時快速
2.銷售問題有人即時回應
開放式領導 第四章 開放的好處
 在初期“衝粉絲“階段,以整合性的媒體與事件操作有助於快速拉抬聲勢,
  吸引粉絲:像是星巴克的「投完票請你喝咖啡」行銷活動就是一個很好的
  例子。

 以平易近人但專業的口吻與粉絲互動:以星巴克為例,初期負責Twitter帳
  號經營的人也是內部的咖啡專家,因此與粉絲聊起咖啡時,會讓對方有
  “內行“的感覺。

 不一定要自己發言,讓粉絲替品牌發聲:像是星巴克粉絲團預設顯示的不
  是星巴克自己的發言,而是所有人的動態,社群經營者只需要適度的導引
  話題或引用粉絲的發言,就可以讓粉絲替自己的品牌說話。

 別只是貼促銷訊息,發言的內涵與主題性、趣味度也很重要:不論是星巴
  克的品牌故事、有關咖啡的知識、門市所發生各種具有人情味的故事、企
  業的動態等,都是吸引粉絲回應或轉貼的好素材。
轉錄自 Inside
http://www.inside.com.tw/2011/05/18/starbucks_and_user_community_2
 讓粉絲多參與:徵求意見、投票、共同達成某項任務…都是讓粉絲參與的
  好方式,而其參與的動態又會更新在他的塗鴉牆上,進而吸引他的朋友
  注意。

 號召粉絲一起貢獻內容:照片或影片都是粉絲們參與門檻不高但又吸引人
  瀏覽的好內容。

 與粉絲聯手做公益可以促進參與:網友總是樂於對公益相關的議題廣為散
  佈或參與,這也是吸引新粉絲加入的好方法之一。

 別忘了適時提供“夠份量“的好康:與其一直拿折價券疲勞轟炸,不如間
  隔一段時間但提供真正“夠份量“的優惠回饋給粉絲,轉換率會高出許
  多。

轉錄自 Inside
http://www.inside.com.tw/2011/05/18/starbucks_and_user_community_2
開放好處
帶動話題與討論
Ford Fiesta:
送出100輛新車給100個特
派員(Agents) ,免費讓你
試開整整半年,期間所有
油錢、保險全包,代價是
只要每個月完成一項任務,
並將任務的執行過程,用
文字/圖片/影片Post在各
個social media上即可。
本




網友口碑宣傳,勝過自賣自誇
開放好處
保護聲譽
捍衛聲譽
   在2007年,星巴克曾經發生一次「內部備忘錄外洩」
事件:霍華舒茲在2007的情人節發出了一份備忘錄給全體員
工,內容關於他在巡視了數百家星巴克門事後所觀察到的一
些問題例如星巴克帶給顧客的「品牌體驗」逐漸因為展店過
於快速、成本考量等原因而弱化,因此希望大家一起重新思
考並採取行動改善。

   而這份備忘錄被轉貼到網路社群之後迅速傳到媒體,
包括華爾街日報、紐約時報、金融時報、美聯社、路透社等
媒體及網站、部落格,並被解讀為〝星巴克有麻煩了〞。
捍衛聲譽
  這次的事件讓霍華舒茲有了兩點體會

(一)網際網路讓個人與企業的任何動態、言論隨時都會
攤在大眾面前,因此發表任何言論前都必須自行把關。

(二)星巴克缺乏與網路社群對話的經驗與工具,因此在
這次的事件中,星巴克仍只能透過發表正式聲明以及接受
《紐約時報》等媒體專訪的方式做後續的溝通。

因此霍華舒茲認為,在資訊的流動已經與往日不同的社群
時代,星巴克已經不能只依靠在門市訴說咖啡故事與傳達
咖啡體驗,而必須在網路社群領域有所突破。
捍衛聲譽
星巴客計畫推出星巴克的第一個官方網路社群,
而在籌備的過程中,星巴克發現真正的挑戰不在
網站建置與技術上,而在於當與網路社群的對話
展開之後,如何避免如員工發言不當、無法滿足
顧客期待、不實的批評等,但是霍華舒茲基於一
點仍要求組織必須堅持往下走— 因為即便星巴克
不做,網路上也已經多的是討論、批評星巴克的
討論區與部落格了,而唯有星巴克投入並參與、
主持與網路社群的對話,才能取得發言權。
捍衛聲譽
捍衛聲譽不能作為開放策略的主
要目標,因為沒多久人們會發現
你抱持防衛的心態,而不是試圖
建立真正的關係。說穿了捍衛聲
譽是深耕彼此關係後出現的美好
副產品。公司有難時關鍵的員工
和顧客才會聲援。
美國企業可口可樂集團
行銷長 Joe Tripodi
「反駁?還不如讓粉絲先替你出
頭。在社群媒體上受到攻擊時,
別急著回應,先讓忠實的粉絲出
馬替你辯護,反而促進更活躍的
社群互動。」。
開放好處
彼此支援與協助
直接偏轉與間接偏轉
直接偏轉與間接偏轉




官方可以直接在社群公布最新
狀況,讓粉絲得知最新進展,
也降低了客服人員的負擔。
開放好處
產生創新
產生創新
因為朋友的朋友在醫院上班,
機車停在停車場遭到不明人
士損壞,調閱監視器之後確
定是這個人所為,以麻煩神
通廣大的網友幫忙解析看看
車牌嗎? 謝謝
產生創新
產生創新
擁抱開放前需注意
真開放!假開放?
罩子放亮點:慎思 明辨 篤行
罩子放亮點:慎思 明辨 篤行
Thanks

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開放式領導 第四章 開放的好處