Gonzo Marketing: Winning Through Worst Practices - Perseus Publishing The Cluetrain Manifesto. cluetrain: the book soon to be a major motion picture · Read about the La ente se reconoce como tal por el sonido de esta voz. have The Cluetrain Manifesto, one of the first books written as sequel to a Web site. Al. Some comic relief from the peanut gallery Subject: Re: Am I Getting .

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El Manifiesto Cluetrain Pdf

The Cluetrain Manifesto is a work of business literature collaboratively authored by Rick Levine .. Create a book · Download as PDF · Printable version. 2The Cluetrain Manifesto owes its name to an executive describing his . De l' érosion de la norme fordienne aux normes émergentes», Revue de l'IRES, n° 2, . Leia e conheça as 95 teses do The Clue Train Manifesto, em português. La gente se reconoce como tal por el sonido de esta voz. .. Esta mensagem quer se MOVER! download da versão ASCII download da versão PDF download da.

But we are not waiting. The Cluetrain Manifesto — Wikipedia Your corporate strategy makes no sense. Mensen herkennen elkaar als zodanig aan de klank van hun stem. Duh, we said, a book? Companies that assume online markets are the same markets that used to watch their ads on television are kidding themselves. Intranets naturally tend to route around boredom. Networked markets can change suppliers overnight. By speaking in language that is distant, uninviting, arrogant, they build walls to keep markets at bay. To their intended online audiences, companies sound hollow, flat, literally inhuman. Make it something interesting for a change. However subliminally at the moment, millions of people now online perceive companies as little more than quaint legal fictions that are actively preventing these conversations from intersecting. We want you to take 50 million of us as seriously as you take one reporter from The Wall Street Journal. Wars have been fought for less.

Learning to speak with a human voice is not a parlor trick. It can't be "picked up" at some tony conference. To speak with a human voice, companies must share the concerns of their communities. But first, they must belong to a community.

Companies must ask themselves where their corporate cultures end. If their cultures end before the community begins, they will have no market. Human communities are based on discourse — on human speech about human concerns. The community of discourse is the market.

Companies that do not belong to a community of discourse will die. Companies make a religion of security, but this is largely a red herring. Most are protecting less against competitors than against their own market and workforce. 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.

Such conversations are taking place today on corporate intranets. But only when the conditions are right. Companies typically install intranets top-down to distribute HR policies and other corporate information that workers are doing their best to ignore.

Intranets naturally tend to route around boredom.

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The best are built bottom-up by engaged individuals cooperating to construct something far more valuable: an intranetworked corporate conversation. A healthy intranet organizes workers in many meanings of the word. Its effect is more radical than the agenda of any union. While this scares companies witless, they also depend heavily on open intranets to generate and share critical knowledge.

They need to resist the urge to "improve" or control these networked conversations. When corporate intranets are not constrained by fear and legalistic rules, the type of conversation they encourage sounds remarkably like the conversation of the networked marketplace. Org charts worked in an older economy where plans could be fully understood from atop steep management pyramids and detailed work orders could be handed down from on high.

Today, the org chart is hyperlinked, not hierarchical. Respect for hands-on knowledge wins over respect for abstract authority. Command-and-control management styles both derive from and reinforce bureaucracy, power tripping and an overall culture of paranoia. Paranoia kills conversation.

That's its point. But lack of open conversation kills companies.

There are two conversations going on. One inside the company. One with the market. In most cases, neither conversation is going very well. Almost invariably, the cause of failure can be traced to obsolete notions of command and control.

As policy, these notions are poisonous.

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As tools, they are broken. Command and control are met with hostility by intranetworked knowledge workers and generate distrust in internetworked markets. These two conversations want to talk to each other. They are speaking the same language. They recognize each other's voices. Smart companies will get out of the way and help the inevitable to happen sooner. If willingness to get out of the way is taken as a measure of IQ, then very few companies have yet wised up.

However subliminally at the moment, millions of people now online perceive companies as little more than quaint legal fictions that are actively preventing these conversations from intersecting.

This is suicidal. Markets want to talk to companies. Sadly, the part of the company a networked market wants to talk to is usually hidden behind a smokescreen of hucksterism, of language that rings false — and often is. Markets do not want to talk to flacks and hucksters. They want to participate in the conversations going on behind the corporate firewall.

De-cloaking, getting personal: We are those markets. We want to talk to you. We want access to your corporate information, to your plans and strategies, your best thinking, your genuine knowledge. We will not settle for the 4-color brochure, for web sites chock-a-block with eye candy but lacking any substance.

David Weinberger

We're also the workers who make your companies go. We want to talk to customers directly in our own voices, not in platitudes written into a script. As markets, as workers, both of us are sick to death of getting our information by remote control. Why do we need faceless annual reports and third-hand market research studies to introduce us to each other?

As markets, as workers, we wonder why you're not listening. You seem to be speaking a different language. Maybe you're impressing your investors. Maybe you're impressing Wall Street. You're not impressing us. If you don't impress us, your investors are going to take a bath.

Don't they understand this? If they did, they wouldn't let you talk that way. Your tired notions of "the market" make our eyes glaze over. We like this new marketplace much better. In fact, we are creating it. You're invited, but it's our world. Take your shoes off at the door. If you want to barter with us, get down off that camel! We are immune to advertising. Just forget it. If you want us to talk to you, tell us something. Make it something interesting for a change. 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? You're too busy "doing business" to answer our email?

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Oh gosh, sorry, gee, we'll come back later. You want us to pay? We want you to pay attention. We want you to drop your trip, come out of your neurotic self-involvement, join the party. Don't worry, you can still make money. That is, as long as it's not the only thing on your mind. Have you noticed that, in itself, money is kind of one-dimensional and boring?

What else can we talk about?

However subliminally at the moment, millions of people now online perceive companies as little more than quaint legal fictions that are actively preventing these conversations from intersecting.

We want you to take 50 million of us as seriously as you take one reporter from The Wall Street Journal. Wars have been fought for less. We like this new marketplace much better. The Next Generation cluetraln Word-of-mouth Marketing. But the glory of the Internet is that it lets us connect as diverse and distinct individuals. A healthy intranet organizes workers in many meanings of the cluetraiin.

By using this site, you agree to the Terms of Use and Privacy Policy. No one owns that place. But lack of open conversation kills companies. The business that makes an object of desire is now the worst source of information about it.

What else can we talk about? Have you noticed that, in itself, money is kind of one-dimensional and boring? As markets, as workers, both of us are sick to death of getting our information by remote control. While many such people already work for manifiexto today, most companies ignore their ability to deliver genuine knowledge, opting instead to crank out sterile happytalk that insults the cluetrai of markets literally too smart to buy it.