Lessig (2008, 183) suggests that hybrid economies are, “ones that build upon both the sharing and commercial economies, one that adds value to each”. They are increasingly becoming imperative in todays media world.
The key to adding value to a hybrid is a delicate balance, along with the ability to maintain separation between these concepts. Companies such as Microsoft are taking advantage of hybrid models, in order to get others to innovate in ways that will benefit their company.
Microsoft is a successful example of a company that has built a collaboration space, where a proportion of its members believe they are involved to build something together. Lessig (2008) suggests that there are three steps involved in making collaboration work, providing the community respect, responsibility and a sense of contributing to something meaningful.
Microsoft uses a site called ‘TechNet’, as Lessig (2008, 202) describes, “a network-based community collaborating to make it easier to use Microsoft products”. Users engage and interact on forums and blogs, helping those who are lost and sought digital support. The companies Chief of Community Technologies Group Marc Smith, leads a team to study this behaviour and how the communities can be improved. These users providing support are in fact volunteers dedicating their own time without any recognition, in order to help Microsoft customers resolve problems with their products. Smith (2008) believes that “cash exchange for community support” will only create further issues within the community and is not the answer. This raises the question, why do these dedicated volunteers continue to participate?
Many brands have their own sites dedicated to their support community, a group of loyal followers who can also be described as a ‘cult following’. Matt Hills (2002, 1) explains the difference between a typical ‘enthusiast’ and a ‘cultist’, “one key distinction is whether the fans interest is media-derived (cultist) or not (enthusiast)”. He further explains the difference between a committed fan, to one that has unlimited knowledge and is ‘fan-community-orientated’. Microsoft’s behind the scenes volunteers certainly fall into this category, with their brand loyalty, extensive knowledge, and drive to ultimately help other users. Other companies have also taken advantage of these collaboration spaces, such as Cult of Mac, where dedicated followers send in tips and rumours regarding the brand Apple. The site then posts daily news, analysis and reviews for its loyal community and followers.
In this video advertisement by Microsoft, the company plays on the fact that they know how dedicated fan followings can be towards a particular brand.
Consumers will always remain loyal to their preferred brands, and new media creates a perfect platform for companies to utilise this through hybrid economies. During a five-minute review in tutorials, Paige Talbot raised an important point, “could hybrid economies end up exploiting users, or are they really just leveraging a valuable resource?” Are these loyal followers being manipulated, and used as a means to an end? I believe that as long as individuals are willing contribute and are passionate about becoming involved within these collaboration spaces, I don’t see the harm in companies utilising this notion.
References
Cult of Mack. 2014. “About Cult of Mac” Accessed March 18, 2014. http://www.cultofmac.com/about/
Hills, Matt. 2002. Fan Cultures. 1st ed. London: Routledge.
Lessig, L. 2008. Chapter 7: Hybrid Economies. Remix: Making art and commerce thrive in the hybrid economy. New York, Penguin: 177-224.
Microsoft. 2014. “TechNet, Forums.” Accessed March 18, 2014. http://social.technet.microsoft.com/Forums/en-US/home
Engadget. 2013. YouTube video, posted April 29. Accessed March 19, 2014. https://www.youtube.com/watch?v=0-U4Yr9UNBo
Zucal, Caitlin. 2012. “Social Media: the Open Door to Brand Loyalty.” Social Media Today, October 26. Accessed March 19, 2014. http://socialmediatoday.com/caitlinz10/948696/social-media-open-door-brand-loyalty
