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Social Movement Model

Social Movement Model

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Published by vikramrajan

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Published by: vikramrajan on Jul 29, 2008
Copyright:Attribution Non-commercial


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Grow your Business like a Social Movement
I didn’t go to college for business. I focused on business management post-grad, through the business academy my father founded. In my college classes, I studied how we can change theworld by organizing social movements.I wanted to attend college around our capital to make a difference: From the first month I gotthere, I put my socio-political beliefs, and education, to practice. I organized rallies, delegations,and media stunts; we changed minds, policies, made the papers, and got on TV in Albany and NYC.I’ve converged grassroots organizing with business development: My book details how you canenergize your customers to become your advocates – to grow a business movement. I’vereferenced many great authors like Max Weber, Stephen Covey, Thomas Friedman, MalcolmGladwell, and Douglas Atkin. Here’s a preview of how you can orchestrate your own businessmovement.There are 6 forces you need to explore, test, and catalyze. With this model, we can see howMicrosoft is losing ground to a growing movement of Mozilla fans. By the way, you can evendiscover why and how religious fundamentalism is growing in the face of global pluralism.
Business Movement Model
Successful business movements, like social movements, catalyze and capitalize upon 3 sets of forces. Often, the catalysts are current technologies and brand positioning. Start organizing your  business movement by answering these questions, with your catalyzing forces in mind.
 Internal duality
: As social animals, we balance two psychological forces.1)
: We want to belong. How are you helping your customers help each other...toward your mission? How are you leveraging technology for your fans (customers and prospects) to work together?
: We want to feel special. How are you embracing “mass-customization” and personal service? How do your customers feel independent and special, as if your solutions arecatering to their unique wants?
 External duality
: Your customers are dominated by trends, currents, and regulatory forces. Fansgravitate to stars who exemplify their ideals.3)
Common enemy
: Who personifies the big antagonist, the antithesis, the Goliath, of your fans? How can they overcome this enemy by joining forces with you?4)
Charismatic leadership
: Who are the notable figures of innovation in your industry sector?Who is the revolutionary “David to Goliath”? How are you rallying your fans? How are youdeveloping the right charisma with your community?
 Actionable duality
: Fans showcase their shared mindset through characteristics and habits. In businesses, followers pay for this privilege. With musicians, we chant their lyrics and buy their songs.5)
: What do you want your customers (and prospects) to do on a repeated basis? Whyshould they develop these habits? What’s in it for them? How are you ritualizing these thinkingand action patterns?6)
: What are the conveniently-packaged products that help your fans affirm their allegiance? These are often videos, audios, texts, and events. What are your sound-bites,valuable lingo and memorable symbols that help people advocate your ideology?Mitch Kapor, of Netscape fame, could be leading the anti-Microsoft revolution. In 2003, hisorganization, Mozilla, introduced Firefox. This browser is far superior to even the latest MSInternet Explorer 7 – not because Mozilla is great, but because their model is. Instead of fearingcompetition, they grow through cooperation. Private programmers help to extend the features of Firefox.Mozilla offers an “open-source platform.” It is the opposite of Microsoft’s strategy, to sustaindominance through patents, acquisition, and integration. Open-source platforms enabletechnology geeks to adapt the program’s source code; standards ensure quality, integrity, etc.

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