MIT Sloan Management Review

Management of Technology and Innovation, Marketing

Building Stronger Brands through Online Communities

By Gil McWilliam

April 15, 2000

Consumer brand companies need new management skills, and brand managers must understand online behavior if they wish to develop strong, sustainable, and beneficial online communities around their brands.

The popularity of communities on the Internet has captured the attention of marketing professionals. Indeed, the word “community” seems poised to overtake “relationship” as the new marketing buzzword. So-called “community brands” like the Geocities Web site (“home” of more than three million community members “living” in 41 “neighborhoods”) provide communication media for hundreds of thousands of individuals who share common interests. As consumer-goods companies create online communities on the World Wide Web for their brands, they are building new relationships with their customers and enabling consumers to communicate with each other. Many famous brands host online communities through bulletin boards, forums, and chat rooms, such as CNN (http://community.cnn.com), Disney (http://family.go.com/boards), the Shell International Petroleum forums (www.shell.com), Pentax (www.pentax.com; see the discussion group in the U.S. section), and the Bosch tools forum on www.boschtools.com. Heineken (www.heineken.com) allows individuals to establish their own virtual bars, where, as bartender, they can chat with other visitors or meet their friends; similarly, Nescafé has a café (http://connect.nescafe.com).

In fact, the number of companies hosting consumer-to-consumer communication is escalating. Forum One, a West Coast U.S. consulting firm that specializes in monitoring consumer community sites, currently catalogues more than 300,000 online topic-based discussion boards (up from 96,000 in September 1997). Some 85% of these are operated by commercial organizations (i.e., they do not have... To read the complete article, login or sign-up using the form below.

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