WEB 2.0
IDENTITY
MANAGEMENT
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EIKON STRATEGIC CONSULTING (1)
EIKON STRATEGIC CONSULTING (ESC) offers companies and institutions an
internal and external virtual identity management service (design,
implementation and management). This consists of :
Highlighting and analyzing the strengths and weaknesses of the company’s
image within the WEB 2.0 environment (using our proprietary methodology called
MoniWeb)
Checks the company’s internal readiness to construct relationship and
communication models compatible with WEB 2.0 culture.
Plans the company’s internal and external WEB 2.0 virtual identity in-keeping
with external expectations and internal trends.
Constructs the strategic identity map relating to the corporate community.
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Vodafone Community
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EIKON STRATEGIC CONSULTING (2)
Defines the community’s modus operandi.
Oversees the platform’s technical and graphical development.
Defines the community’s editorial policy and manages the moderation of the
community if and when required.
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Vodafone Community
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The Scenario
Companies currently face two core challenges:
1.
The management of their corporate presence within on-line communities.
Social communication on-line is different from traditional channels (portal websites
or e-commerce sites) due to the fact that the users generate the content.
Consumers can express their opinion about a brand and make this opinion known
to millions of people all over the world. Clients who share the very same view
points, can converse, meet and unite with a myriad of other customers.
2.
Web 2.0 and its relevant culture and tools as instruments of internal
communication. Increasingly house organs, conventions and the intranet itself
are perceived as obsolete tools that slow down the very process of communication
and render it bureaucratic instead of facilitating it. Internal social networks foster
social conversation dynamics between thousands of people face to face in a virtual
manner.
Although lots of brands nowadays are aware of the importance of their internal and
external online social visibility, they are not able to correctly manage this visibility
and they don’t succeed in intervening correctly with the management of negative
web publicity.
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Vodafone Community
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Changing Corporate Culture (I)
Creating an on-line community means transforming an official company website from a channel
of content distribution and marketing into a platform for sharing, interaction, and innovation.
Web 1.0
Web 2.0
Wikis
Information portal
Promotion
E-commerce
Brand identity communication
Blogs
Social Networks
Social Ranking
Forums
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Vodafone Community
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Changing Corporate Culture (II)
Web 1.0
Rigid
Controlled
Lack of customization
No interaction
Flexible
Open
Maximum customization
Total interaction
Infrequent up-dates
Frequent up-dates
Top-down approach
Bottom-up approach
Official
Marketing-focused
Information-centred
Boredom
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Web 2.0
Informal
Relationship/loyalty-focused
Focused on listening and sharing
Fun
Vodafone Community
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Shifting from the old to the new model
“Corporate” Model
Information management with online
contents filtered
Top-Down corporate decision making.
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“Social WEB” Model
Everyone can share/publish information
(2.0). Content is socially managed (e.g.
Wikipedia).
Bottom-Up
Approach:
Community
decision-making process.
Vodafone Community
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Which community?
Both internal and external on-line communities can be structurally, functionally and
identically different. The most common models are :

Communities created from user generated content, pluricentric and with
different types of leadership present (forums, chatrooms).

Communities of friends/fans of a blogger create a space where they support
their charismatic leader, therefore aggregating identity and approval (Obama).

Knowledge society communities, communities based on the principle of
participating in the collaborative construction of collective knowledge. (the
different kinds of WIKI).

Communities/social networks, a real and typical virtual social group based on
friendships and exchanges between the users (myspace, facebook….).
.
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FORUMS
Offering one’s clients/users a “self-expression zone” within one’s virtual territory
has both advantages and disadvantages for a company :

Advantages
 A sense of maximum availability and willingness to engage
 A privileged insight into trends, problems and Web needs

Disadvantages
Exposes the company to the threath of having to share the the strategic
decision making process with the community
 Renders corporate communication difficult and exposes the company to
the risk of distorted inaccurate information
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CORPORATE BLOGS


Advantages

Build a direct link between the company and clients/non-clients

Moderate, protect and manage web content with regards to the company
while at the same time allowing freedom of expression
Disadvantages

Tend to be perceived as official and institutional communication, and
therefore not very credible. To be successful on this front, a realignment in
the ways and style of communication needs to be undertaken.
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KNOWLEDGE SOCIETY
Companies can promote the collaborative production of material with regards to
their activities and their products. Knowledge society can be both internal and open
to the needs of external factors.

Advantages
An internal wiki community:


Facilitates expression and the sharing of informal and experimental
knowledge leading to the solution of problems and issues
sustains training, promoting active participation/involvement
An external wiki community:



transforms the clients’ knowledge and experience in to a “how to”,
that fulfills collective needs and expectations
facilitates the production of ideas and solutions
Disadvantages
Requires the readiness to revolutionize the training and information model
prevalent in companies, characterized by the student-teacher model
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Vodafone Community
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SOCIAL NETWORK
A social network spinning around a company and its products:


Advantages

Creates a “friendly” community of Web stakeholders who communicate
interests, opinions and information

Increases the engagment and the participation levels of the users

Attaches importance to the users’ content

Faciltates spontaneous word-of-mouth dialogue about the company

Used internally (for staff), the social network becomes an efficient and
innovative tool facilitating aggregation, training and strategic identity
formation
Disadvantages

The development, launch and operation of a social network require a
signifcant investment in terms of time, ideas and resources.
© Eikon SC. No part of this document may be used or reproduced without written authorization.