Super Fans are a unique type of people. They possess all the qualities that make the ideal community member: loyal, passionate, excited and engaged, and will defend you and your brand until the very end. So it’s no secret that these are the types of people that you want in your community; what seems to be a secret, however, is how to actually get them.
Cancer sucks. There’s no two ways about it. We all know someone who was or is afflicted with this complicated ailment. On a personal level, I need both hands to count all the people I know who have been afflicted by this terrible disease. Thankfully, many are still with us and are survivors, but some were not so lucky in their fight. Let this blog be a tribute to all of them.
Those in the community space (such as ourselves) will defend the value of community until the very end. We’ve written an endless amount of blogs and eBooks on the benefits of community, and indeed, our colleagues in the community space have agreed with our assertions every step of the way.
But as logical and obvious as the benefits of community may seem, we’re aware that there could be a disconnect between community in theory and community in practice; that is, what leading community experts say about community might not actually be the case when you speak to organizations directly.
Ideation is one of the best tools that your community can have simply because some of the best ideas for your products come from your biggest fans.
Managing the ideation process, however, can be a challenge since there are likely hundreds, if not, thousands of ideas for product improvements and future product developments. The challenge then becomes how to actually find the best ideas - it can be similar to trying to find a needle in a haystack if you don't have a process in place.
For many organizations looking to navigate the uncharted waters of building a community as part of their digital strategy, a Community Manager, and their responsibilities, is often a foreign concept. As a result, the role of Community Manager can be ambiguous and have responsibilities that are, at best, loosely defined by the organization.