The first three parts of the book are written in an inspiring way and contain many relevant references to practice. When talking about involved employees, good examples are given such as the Hewlett Packard Demo Days , where employees are voluntarily deployed as brand ambassadors. These examples are often described as separate customer cases, which means that the book also remains a good reference work to look up a number of concrete practical examples.
The customer cases vary from examples with budgets of many millions to brother cell phone list small initiatives. An expensive case is Heineken Star Player , where consumers come into contact with the Heineken brand for more than 2 hours during a Champions League match, by means of an interactive game. One of the much smaller initiatives, with perhaps just as great an impact, is the case of Zappos , where employees have postcards on their desks to send to customers celebrating their birthdays when they are alerted to this via a contact moment. The fourth part of the book focuses on implementing this vision within an organization. Depending on the phase your company is currently in, it is certain that a major change process will have to be initiated in order to be able to change into a Conversation Company.
Before you get to this fourth part of the book, you will already have a good idea of the changes that will be needed within your organization. Each chapter ends with a number of statements, but especially questions that you should ask yourself. These questions analyze the current situation within your company with questions such as "Do you only reward new customers or also loyal customers?" or "Are there already organic communities with fans of your company?" Together with a number of analyses, these answers provide an image of where you stand as an organization and what you still need to work on.