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.* This collective intelligence has assumed many varied forms: When customers shop for a book,Amazon.com provides them with a list of books bought by other readers.This listing may offercustomers more clarity than many actual comments about the book.Alexa does the same with websitesand their visitors.Delicious, Kaboodl, and Furl allow users to build libraries or public collections ofpages, providing more alternatives to pool individual research efforts similar to those found in wikis,the tool used to create Wikipedia articles.According to David Sifry of Technorati, which publishes periodic surveys of the blogosphere.146 Chapter 14 SketchUp is another good example of how Google has been ableto leverage the efforts of volunteers.This 3D modeling tool (acquiredwhen Google purchased @LastSoftware, a small startup) was releasedin a free version with the sole aim of enabling users to build applica-tions that would extend Google Earth in interesting ways.Google has extended this cooperative volunteer effort into areasthat most companies would retain for themselves, such as translatingpages, new product introductions, and indexing images (for imagesearch).In fact, Google is available in 130 languages today onlybecause volunteer hobbyists get together regularly to exchange tipsand tricks about the best way to translate documentation.And whenGoogle introduces images searchable by category, with captions, itwill be able to do so because of these contributions.(The companyeven invented a game called Image Labeler, wherein a participantscores points with no tangible value each time his or her entrymatches those of other players who propose captions for imagesdisplayed by the software.)But why would people volunteer to work for free for a companyas profitable as Google? Their motivations are diverse.Some jump injust to be part of a Google project and to compete with other skill-ful programmers.Others contribute out of philanthropy or in theinterests of activism: Volunteer translators want to see their languagegain greater currency on the Internet. It s enough to see my motherusing the Danish version of Google, said one volunteer translator.The quality of these volunteer translations is largely overseen by thevolunteers: Users correct one another.In all cases, these volunteers assemble around Google becauseof the tools provided and because they can prove their skills anddemonstrate their achievements to the whole wide world.These communities of volunteers have played a defining rolein Google s rapid success.In fact, saying they are the reason forGoogle s success would not be an exaggeration.Without them,Google probably wouldn t be the market leader that it is today.Thevolunteers offer not only pools of expertise in which Google can fishfor assistance but also a rich source of market research.The minutea new idea emerges, community members are on top of it, discuss-ing it and speculating on its chance of success.Where conventionalPutting Users in Charge 147 companies must resort to traditional market research to discoverwhat their users want, Google has only to listen for the rustle ofideas in the conversations of its followers.The trends that interestmarketing professionals are evident in their beginning stages as usersexamine, analyze, and recommend changes to new products.And,not surprisingly, these conversations also play a determining role inpublicizing new products.The Rogers Diffusion ModelThe technology adoption lifecycle is often illustrated by the normalbell curve popularized by Everett Rogers in his book Diffusion ofInnovations, published in 1962.In his work, Rogers segments pur-chasers into five categories: innovators, early adopters, early majority,late majority, and laggards, as shown here.22.5%InnovatorsEarly Early Lateadopters majority majority Laggards13.5% 34% 34% 16%The five categories of technology adoptersThe rate of product adoption and purchase behavior is relatedto psychological and sociological factors.Innovators actively seekinformation about new ideas, with a focus on novelty.Early adopt-ers, on the other hand, consider the benefits that an idea or productaffords.The early majority deliberates for some time before adoptinga new idea, whereas the late majority approaches innovation with a skeptical and curious air and does not adopt it until most othershave done so.Early adopters are opinion leaders the people othersgo to for their view on new products.148 Chapter 14 The Bass Diffusion ModelThe Rogers model is easy to understand and apply to new productreleases, but unfortunately, it has become a bit old fashioned.Mostmarketing theorists now prefer the Bass diffusion model pioneeredin 1969 by Frank Bass, an academic who is often referred to as afounder of scientific marketing.3The Bass diffusion model (shown here) describes the processof product adoption as theresult of the interactionsbetween users and potentialusers.The Bass model hingeson the interplay of three fac-tors: market size, innovation(customers who buy withoutbeing influenced by the cur-Timerent state of the market), andimitation (customers whoseThe Bass diffusion model of product adoptionbuying decisions are influ-enced by others).In the Bass model, the coefficients of innovation and imitationare not fixed, as in Rogers s theories, but variable.In other words,purchase behaviors are not related to psychological factors.Noparticular set of people is thought to be more naturally prone tobeing pioneers than imitators (a fact that has been confirmed byresearch).The person who buys a PC as soon as it is introducedmay delay buying that hot new mobile phone and may not own adigital camera.People do not fall into discrete and fixed categories [ Pobierz całość w formacie PDF ]
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.* This collective intelligence has assumed many varied forms: When customers shop for a book,Amazon.com provides them with a list of books bought by other readers.This listing may offercustomers more clarity than many actual comments about the book.Alexa does the same with websitesand their visitors.Delicious, Kaboodl, and Furl allow users to build libraries or public collections ofpages, providing more alternatives to pool individual research efforts similar to those found in wikis,the tool used to create Wikipedia articles.According to David Sifry of Technorati, which publishes periodic surveys of the blogosphere.146 Chapter 14 SketchUp is another good example of how Google has been ableto leverage the efforts of volunteers.This 3D modeling tool (acquiredwhen Google purchased @LastSoftware, a small startup) was releasedin a free version with the sole aim of enabling users to build applica-tions that would extend Google Earth in interesting ways.Google has extended this cooperative volunteer effort into areasthat most companies would retain for themselves, such as translatingpages, new product introductions, and indexing images (for imagesearch).In fact, Google is available in 130 languages today onlybecause volunteer hobbyists get together regularly to exchange tipsand tricks about the best way to translate documentation.And whenGoogle introduces images searchable by category, with captions, itwill be able to do so because of these contributions.(The companyeven invented a game called Image Labeler, wherein a participantscores points with no tangible value each time his or her entrymatches those of other players who propose captions for imagesdisplayed by the software.)But why would people volunteer to work for free for a companyas profitable as Google? Their motivations are diverse.Some jump injust to be part of a Google project and to compete with other skill-ful programmers.Others contribute out of philanthropy or in theinterests of activism: Volunteer translators want to see their languagegain greater currency on the Internet. It s enough to see my motherusing the Danish version of Google, said one volunteer translator.The quality of these volunteer translations is largely overseen by thevolunteers: Users correct one another.In all cases, these volunteers assemble around Google becauseof the tools provided and because they can prove their skills anddemonstrate their achievements to the whole wide world.These communities of volunteers have played a defining rolein Google s rapid success.In fact, saying they are the reason forGoogle s success would not be an exaggeration.Without them,Google probably wouldn t be the market leader that it is today.Thevolunteers offer not only pools of expertise in which Google can fishfor assistance but also a rich source of market research.The minutea new idea emerges, community members are on top of it, discuss-ing it and speculating on its chance of success.Where conventionalPutting Users in Charge 147 companies must resort to traditional market research to discoverwhat their users want, Google has only to listen for the rustle ofideas in the conversations of its followers.The trends that interestmarketing professionals are evident in their beginning stages as usersexamine, analyze, and recommend changes to new products.And,not surprisingly, these conversations also play a determining role inpublicizing new products.The Rogers Diffusion ModelThe technology adoption lifecycle is often illustrated by the normalbell curve popularized by Everett Rogers in his book Diffusion ofInnovations, published in 1962.In his work, Rogers segments pur-chasers into five categories: innovators, early adopters, early majority,late majority, and laggards, as shown here.22.5%InnovatorsEarly Early Lateadopters majority majority Laggards13.5% 34% 34% 16%The five categories of technology adoptersThe rate of product adoption and purchase behavior is relatedto psychological and sociological factors.Innovators actively seekinformation about new ideas, with a focus on novelty.Early adopt-ers, on the other hand, consider the benefits that an idea or productaffords.The early majority deliberates for some time before adoptinga new idea, whereas the late majority approaches innovation with a skeptical and curious air and does not adopt it until most othershave done so.Early adopters are opinion leaders the people othersgo to for their view on new products.148 Chapter 14 The Bass Diffusion ModelThe Rogers model is easy to understand and apply to new productreleases, but unfortunately, it has become a bit old fashioned.Mostmarketing theorists now prefer the Bass diffusion model pioneeredin 1969 by Frank Bass, an academic who is often referred to as afounder of scientific marketing.3The Bass diffusion model (shown here) describes the processof product adoption as theresult of the interactionsbetween users and potentialusers.The Bass model hingeson the interplay of three fac-tors: market size, innovation(customers who buy withoutbeing influenced by the cur-Timerent state of the market), andimitation (customers whoseThe Bass diffusion model of product adoptionbuying decisions are influ-enced by others).In the Bass model, the coefficients of innovation and imitationare not fixed, as in Rogers s theories, but variable.In other words,purchase behaviors are not related to psychological factors.Noparticular set of people is thought to be more naturally prone tobeing pioneers than imitators (a fact that has been confirmed byresearch).The person who buys a PC as soon as it is introducedmay delay buying that hot new mobile phone and may not own adigital camera.People do not fall into discrete and fixed categories [ Pobierz całość w formacie PDF ]