Saurabh Garg on The New New Thing

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Ashish says that you “enable communities” and I think you “create” them. And since it’s a serious challenge to my understanding of social behavior, let me defend my position.

By the very definition,

a community is a group of individuals who are brought together by force or they come together because they share a common interest.

Classic examples are community of slaves working on erecting pyramids and users flocking pluggd.in because they are interested in start-ups in India.

Keywords in the definition are group, individuals and together. A group that is useful to the individual and together the group and the individual make it worth sticking to.

When I say that you create communities, it implies that you bring all these people together (by force, by coercion, by advertising, by showing them advantages of being a member, by hook, by rewarding participatory behavior or by showing that everyone but you is a member, or any of million other ways). Once there is a group, you share ideas and vision on what could become of this group if everyone participates. And when they start participating and everyone is in sync with the collective vision, the group become a community.

For a community to thrive, there needs to be a connecting thread – a reason for members to believe in. A selling proposition. An answer to “Why this community” question. This reason can again be provided by force (if you don’t work, you will be killed) or by prestige associated by just being a member (I am member of AsmallWorld.net – are you? I have access to GMail – do you have it? Etc.).

Second part is that the community as a whole should be useful for the members. No one would want to just give and not take anything in return. People don’t join communities. People join groups hoping that the group would be useful to them. Moment a group becomes useful for individuals, or that user, the group transforms from a group to a community.

When you are starting a community, you HAVE to bring together people. You will have to hand pick people who are committed to this binding thread with or without the usefulness of the community. These are the people whose actions would make the community useful for subsequent members. In case of pluggdin, for example, Ashish would have started writing about start-ups in India. He would have posted the link at relevant places, would have sent emails to friends and family who are interested in start-ups and slowly and gradually people starting coming in. He thus created a community. One member at a time.

On the other hand when you talk about enabling a community, you assume people already know why they are there. You assume that they

1. know what is common between all of them.
2. know why are they not a directionless herd.
3. know what is purpose of their group.
4. can see a larger picture.
5. know how is group useful.

This all might happen in an ideal world and I refuse to agree that any heterogeneous or even homogeneous group of people can answer all the above-mentioned questions. And if you are just enabling the community without holding their hand, telling them what to do and what actions to take. In my humble opinion, they will be as lost as kids in the topless bar :D.

And with this your-honor, I rest my case.

Regards,
Saurabh Garg
www.saurabhgarg.com/thoughts

P.S.: And I agree that your group/community should be empowered enough to recommend and make changes. They should be empowered to remove things that they don’t like. They should be empowered to freely add on to the community. They should be allowed to explore. They should be given the tools to be themselves and create new things for the community. :D

Image Credits: Sifah via Flickr.

External Links

1. WSJ: Why Most Online Communities Fail - via elan2

In this post I shall talk about brands as I understand them and as they are applicable to digital brands. Please note that this list is still in beta and will evolve with time. Your feedback would be really appreciated.

This is required because we need to stop looking at startups as just startups but serious businesses where branding plays a vital role. Often, the way you look at the business makes a lot of difference to way you work.

Coming to the point, I think there are three principles. Utility, Emotional Connect and Relationship that goes beyond just one product.

A: Utility

• Customers never talk about a brand they are going to use. They talk about the action they will perform. What problem does the brand solves?
  • I need to book and air ticket. I will use Cleartrip.
  • I need to upload slides and show them to friends. Let me use Slideshare.
• The brands that can make themselves synonymous to utility invariable become the leaders.
  • Can you Google the data on number of Internet users in India?
  • Can you Slideshare your presentation please?
• The utility could be functional, mechanical, emotional, psychological or any of those –al things.
  • Using Twitter helps me stay in touch with friends on the go.
  • I use FB because the elite Internet users in India are on FB.

B: Emotional Connect

• A customer will use a brand that he can associate himself with.
  • I like Apple products because they stand for innovation, user interface and simplicity.
  • Google stands for open culture. I am an open source evangelist and hence I will use and promote Google initiatives.
• If possible, the association with the brand should elevate the status of the user.
  • Google could have invited everyone when they launched Gmail. Limited invite was a way to get traction. All limited launches are like that.
  • Alltop gave away batches like “featured on alltop”. People displayed these batches because it was a way to show off that you belonged to the best of the category (as rated by alltop).

C: Relationship extending beyond single product

• The relationship should start with one product and when the company launches more products, I should be aspiring to buy them too. This is very important for creating sustainable businesses that go beyond one time relationship.
  • My relationship with Apple started with an Ipod. I have already bought a MacBook and have pre-ordered the iPhone.
  • I started using Google as a search engine. Then I started using groups. Then it was Gmail. And then calendar. The list continues.

Which one of the three things are valid about your brand? If it does only one, how can it do other things?

Please give your feedback to me at saurabh.garg+digitalbrands@gmail.com

Vivek posted a very interesting post on Venturewoods and here is my comment on the same.

Hi,

This post could be true for me I could change the location to Mumbai.

Comments by other people have been really interesting and here are my 2 cents on the same.

1. How do you balance the pay packet for a potential employee? Please give two scenarios - (a) You are self funded. (b) You are financially backed by an angel or a VC.
A: If I was self funded I would not have a lot of money to give away. I would be forced to look at things like equity or just share in profits. If it was a VC funded, I would have made adjustments for employee costs in my business plan and hence I would have money. Also my understanding tells me that most VC funded startups HAVE a lot of money.

2. Would you consider the prior experience of a candidate from a different domain, or would you simply consider him/her to be a fresher from your company’s perspective?
A: Tough one. I think depends on what person brings to the table. He could bring his experience, his learnings, his background, his perspective, his contacts, even things as intangible as his enthusiasm. If he brings something that I desire, I will make sure I will recruit him.

Talking about fresher or experienced, in a startup personally I dont think I need to have that kind of categorization for people. I want people for skills, not for showing off. Moment I start talking like that I become a lazy, slow moving company.

3. What kind of commitment would you expect from the new hire? What kind of notice periods/bonds would you look at?
A: No notice period. No bonds. Commitment - believe in the idea and evangelize that.

4. What are the legal aspects which you would look into before hiring someone? Would you do extensive background check on the candidate or rely on references or just hire him/her for what value they can bring in?
A: I would want to hire without checks. For me checks waste a lot of time and for a startup, time to market is really crucial. Once we start working, we can always figure out in due course if the person was appropriate or not. And if at a later stage, he is found inappropriate, we can easily part ways.

5. Would you have an age criteria to hire? In other words would you believe that a 21 year old could be as valuable as a 40 year old?
A: No age criteria. Yes a 21 year old can be very valuable. How? You just asked 5 questions that a 40 year old would have never asked. And when you are 21, you are not scared to ask those questions. And thats a huge things to have. There are more areas like understanding of the market from a teenager’s perspective, contacts with more fresh minds and top of everything else enthusiasm and confidence that young people have.

This is second in the 1v1 series after Popular vs Pertinent

I was talking to Monica when I remembered something I had thought of about 5 months ago. Finally posting it.

Expert vs Employee.

You can be seen and known as either an expert or employee.

An employee is a “just another person”. He is competent and does his job well but that is all to him. There is no such thing as new ideas, innovation, bright sparks coming out of him. He is one amongst the crowd. No one expects anything from him.

Expert on the other hand is someone who is everything an employee is and then there is lot more to him. He is expected to change the way world moves, come up with brilliant yet simple ideas and should be as close to indispensable as someone can be. Expert belongs to the rare breed.

Expert vs Employee in one line: You would not want to meet an employee but would pay to see an expert.

And interesting thing is that the distinction between an expert and and employee is often an outcome of the way a person himself thinks and approaches things. Until you start projecting yourself as an expert, no one would consider you an expert.

What are you? Expert? Employee?