Group items tagged

find new ways of efficiency

arbitration between efficiency and care

a global thinking of the problem

Fighting the attention and desire resource shortage: stoping to use advertisement?

The question is rather here to think the moderation of the psychopower

empower transindividuation, i.e. to make sure that an economic activity creates more possibilities of individuation than it tend to destroy by attempting to capture attention and canalize motivation in a funnel. Empower transindividuation would imply to empowering actors of their own lifestyle, winning back the savoir-vivre prescribing production

Should marketing stop using psychopower?

marketing ethics guidelines

transactions are more likely to be morally defensible if both parties enter it freely and fully informed

the goal of marketing should be to increase the likelihood and frequency of free and informed transactions in the marketplace

putting freedom as a criteria of morality

the industrial use of pycho- and neuropower tend to fall under the category of barriers to freedom

neurotechniques – to capture the attention

psychotechniques – to attempt to create motivation

Most people think commercials are a small price to pay for these benefits

advertising

denying the schemes of addiction and the fact that we are becoming through the objects of attentions

right to avoid attention capture by advertising

progress made in cognitive sciences proving that

reward system being abnormally stimulated

Advertisements exploit

vulnerability and reinforce their overconsumption behaviors

“if food advertising on TV were banned, significant reductions in the prevalence of childhood obesity are possible.” (Veerman et al. 2009)

What is at stake falls to be much more complex than the sole Freedom of Speech invoked for the advertiser

liberty of non-reception

would mean to guaranty every citizen the right to choose where and when he wants to access the advertising information

Change in the industrial and commercial paradigm

Economy of contribution and peer production

An economy of contribution means that users of a service are contributing to the production of these services.

example

is open-source software that are contributively build by potentially hundreds of developers organized in communities

minimize the gap between the producer and consumer

blur the frontier between professionals and amateurs

The Copernican revolution of the Vendor Relationship Management paradigm

change in the commercial paradigm, described as an Intention Economy i.e. the opposite of the Attention Economy

consumers are charged to express and discuss their intention

with businesses rather than the usual paradigm in which businesses where fighting for a piece of canalized motivation

Implementing such a system would nevertheless imply that marketing departments dispose of a system in which they could value their supplies and where they could be easily found by customers. Doc Searls promotes his answer to this issue: the Vendor Relationship Management system.

the belief that free customers are more valuable than captive ones — to themselves, to vendors, and to the larger economy.

To be free

1. Customers must enter relationships with vendors as independent actors.

2. Customers must be the points of integration for their own data.

3. Customers must have control of data they generate and gather. This means they must be able to share data selectively and voluntarily.

4. Customers must be able to assert their own terms of engagement.

5. Customers must be free to express their demands and intentions outside of any one company’s control.

This is a profoundly game-changing approach

big data that is the rush for consumers’ information potentially leading to the same dead-end of attention destruction and affective saturation than the former offline paradigm

VRM system working as a marketplace

the goal of marketing should be to increase the likelihood and frequency of free and informed transactions in the marketplace

less imperfect and less biased information in a cultural context overvaluing transparency, and a bigger atomicity due to the hereafter introduced trend for re-localized peer production.

3.2.2.3 VRM and externalization of the socialization process

Promoting the end of advertisement

means to find a new way to make the information circulate, what was the primary goal of advertisement

Until there is no alternative to massive advertisement campaign for the information circulation, it is indeed hard to ask entrepreneurs and managers to get rid of those successors of propaganda: such a transition process necessarily imply adaptation costs from the producer and the consumer side, and possible competitive disadvantage against competitors still maximizing profit through advertisement means

But the internet transformation of the general organology offers new way to think information circuits and potentially constitute an opportunity to externalize the socialization process of products that is to empower citizen-consumers organized in communities

Empowering groups of citizen doesn’t annihilate the risks of mis-use or counterproductive interest-taker behaviors but a well-designed system of trust between peers could minimize this risk by creating a dependency to what social capital other peers give you, as it is happening in the sharing economy: the credibility of a contributive peer would be guaranteed through what the P2P Foundation calls Feedback systems and peer-police

a strong structuration of products characteristics, allowing customers to personalize their choices according to their desire and constraints: such a “VRM+” system

Marketing would then be the art of being as high as possible in this ranking, as it is happening in SEO for search engines, but in this context of criteria explosion, marketing would then be the disciple of listening to customers’ wishes and aspiration needing an attention, in order to kick in the production or to adapt the following series.

3.2.2.4 Toward a possible equi-power

Such a system would tremendously re-configure the balance of power and tend toward a form of equi-power i.e. a social organization in which abuses of a “big” would be the potential object of a ranking sanction by the peers

self-regulative function

a form of economic Darwinism would let to conscious organization the right to curve their path toward a durable configuration in accordance with the social ecosystem.

the idea of equi-power is a form of homogenization of the social matter, in which the distortions in the balance of power would be compensated by the gathering of small forces sharing a common interest

Such a sanction systems, if successfully implemented, would make value-destructing businesses progressively decline and hopefully bankrupt,

long-term valuable strategic choice

long term satisfyingly high ranking

It would be utopic to think that the “being cool” marketing

would disappear, but marketers would have to make those two objectives compose together.

This social capital contagion is nevertheless a tool that would need to be controlled in its form of violence by extensive testings and iterations with forms of protections for the smallest peers, that is to say to keep this form of social violence to institutionalized, classic forms of businesses, clearly beyond the line of what should be acceptable in the global village.

the goal is here to create an artificial form of majority that is a self-censuring responsible behavior of corporations

“We find that people will copy your design no matter what you do,” she says. “You might as well just play the game and go ahead and innovate. It’s fun, it keeps us on our toes.”

“The open source model just forces us to innovate,” says Boudreaux.

the open hardware model means that SparkFun’s existence depends not on any particular product, but on an ongoing relationship with customers that’s not too dissimilar to the loyalty commanded by a fashion house.

wolf of obsolescence is always at electronics’ door

don’t spend much time worrying about the copyists, they just keep releasing new looks

it’s about staying relevant and filling the needs of the community

SparkFun’s rapid turnover model is one that echoes the fashion industry.

keep their service exemplary

listening to their customers

developed a community of loyal users and fans

weekly new product posts

You can learn a lot about what a company cares about by looking at what they give away and what they protect.

SparkFun’s actual value is in the community of fans and loyal customers that keep coming back, and the expertise under its roof in servicing their needs.

Their catalog has about 2,500 items at any given time

SparkFun orders parts from 500 suppliers

15 new products every week

hey retire products at a similar rate, due to either low sales, or obsolescence

Of the 2,500 items, about 400 are things designed internally.

To handle the pace of change, SparkFun needs to keep its inventory lean.

“We try to do small runs and order in small quantities. Especially something that’s going to be obsolete quickly.”

To help manage the demand, they use an in-house software system

along with inventory and CMS management, tries to predict demand for different components and ensure they get ordered with sufficient lead time to account for how long it takes to get there.

the innovation (revisions and new releases) here at SparkFun is organic and not planned,” says Boudreaux, “But we do a few things to make sure we are keeping up.”

monitors all costumer feedback from emails to the comment section that is present on every page of the company’s site. They also ensure that team members have time to tinker in the office, write tutorials, and visit hackerspaces and maker events. “For us, designing (and revising) widgets is the job.”

anyone in the company can suggest ideas and contribute designs.

ideas run through an internal process of design, review, prototyping, testing and release.

“They eat these products up, even if the products are not ready for the mainstream & educator community due to minimal documentation or stability.”

symbiotic relationship with these early adopters, where feedback helps SparkFun revised and improve products for use by the rest of the community

I don’t think they help much

The risk of this rate of change is that SparkFun can end up outpacing some of their customers.

“There’s balance in everything,” says Boudreaux, “Innovation does not necessarily need speed in order to create valuable change. Sometimes innovation works at a slower pace, but that does not mean it is any less valuable to those that benefit from it, and we are constantly balancing the needs of two very different customers.”

unprotected and unencumbered by patents

racing to get the latest, coolest things in the hands of its customers.

patents

“We have to be willing to kill ideas that don’t work, take a lot of tough criticism, and move fast. If we stay agile, we stay relevant.”

cost $30,000 to $50,000

USPTO is so backed up you’ll have to wait three to five years to even hear back on their decision.

how much does technology change in five years?

company’s blog where they’ve been documenting production and business practices for years.

they even want to open source Sparkle. “It’s a wild ride,” she says, “but a fun one for sure.”