Development of Media to a Knowledge Manager for a community and the impact on communication policy.

Challenge

Has the function of media for your organization changed? Who belongs to your community? Is your organization a Knowledge Manager for customers and partners? What service of structuring and processing of information are you providing?

Background

For media competition is only a click away. Media such as newspapers relied in the past on collecting and standardizing information from various sources as quickl as possible in print formats for local consumers, This way local markets for advertisement and communication were served and created. The conceptual model of communication was not changed by the Internet, the means of presentation and the publicity, the possibilities to filter and customize information for target groups have been completely reshaped by search engines like Google.

As a result, media once considered local turned into competitors, information in different media became comparable, the speed and the selection got more important than the analysis. Google is an example of identity between data flow and process without any intervening sale. The customer filling the search algorithm is creating the value proposition for the clients of Google. The business model of collecting reports from different parts of the world for local presentation was made redundant by the Internet. The conceptual model of market has not changed, but the transparency, flow of information, process of contracting and execution of contracts were completely changed. Shops turned into free counseling services for online purchase, the regional price differences and the margins based on lack of information on the customer side were leveled.

No longer the local proximity is essential for access to information but belonging to a Knowledge Community. Media have a new function as a knowledge management platform for interested parties and stakeholders. Mission is now to stimulate online discussions on topics, selecting and filtering comments and commentators. Successful examples are magazines also organizing conferences, advising on decisions and providing space for self-expression. Instead of putting the creative power into the supply of automated and standardized products (newspapers, television programs, web pages) to a target group, the challenge has moved to create a flexible and adaptable service integrating different purposes. The effort has shifted from research to dialogue with the community.

Solution

By analyzing the processes in which customers are interacting with their media, the relevant media were selected. The adaptation of the communication policy with a focus on the relevant communities reduced wastage in unfit media.

Conclusion

• Is your communication policy already adjusted to the change in the media market?
• Àre you already a Knowledge Manger for your customers?
• Are you actively managing the community of your customers and partners?