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          New stuff!Well, new since 1999.

          Cluetrain.com went live in April, 1999. Below is the site as it existed then.

          Read the entire original book online for free

          From Doc
          &
          David:
          New Clues
          (2015)

          Catch up with the site's creators:
          Rick Levine
          Chris Locke
          Doc Searls
          David Weinberger
          Tenth Anniversary Edition (2009)
          Show new
          cluetrain: the book soon to be a major motion picture

          Read about the book

          Read the first chapter:
          "Internet Apocalypso"
          Read the Manifesto
          Who signed the Manifesto

          Read the Bumper Sticker

          Buzz
          Fuzz
          Reach
          Rap (related discussions)

          "The clue train stopped there four times a day for tenyears and they never took delivery."
          Veteran of afirm now free-falling out of the Fortune 500

          "...companies so lobotomized that they can't speakin a recognizably human voice build sites that smell like death."
          "Fear and Loathing on the Web" The Industry Standard and CNN Interactive

          Meet the Ringleaders

          the cluetrain letters

          Signatories
          including...
          • Bruce Hunt
            Adobe Systems
          • Larry Bohn
            net.Genesis
          • Robert Kost
            US Interactive
          • Dave Winer
            UserLand
          • Tom Matrullo
            Comcast Online
          • Dan Miller
            The Kelsey Group
          • Keith Dawson
            TBTF
          • Eric S. Raymond
            Open Source Initiative
          • and many more...

          荔枝视频在线观看

          La ente se reconoce como tal por el sonido de esta voz.
          Les gens se reconnaissent entre eux grâce au son même d'une telle voix.
          Menschen erkennen einander am Klang ihrer Stimme.
          Le persone si riconoscono tra loro come talidal suono di questa voce.
          Mensen herkennen elkaar als zodanig aan de klank van hun stem.
          As pessoas se reconhecem como tal pelo som desta voz
          Folk genkender hinanden på stemmens lyd.
          Mennesker gjenkjenner hverandre som menneskerved lyden av en slik stemme.
          M?nniskor k?nner igen andra m?nniskor
          genom ljudet av deras r?ster
          Ljudi, kak pravilo,uznajut drug druga po golosu.
          Link to Hebrew translation
          х учасники сп?лкуються на мов?, яка ? природним, в?дкритим, чесним, прямим, см?шн? ? часто шоку?.
          Efektywna rozmowa rozpocz??a globalny.


          A powerful global conversationhas begun. Through the Internet, people are discovering and inventing new ways to share relevant knowledge with blinding speed. As a direct result, markets are getting smarter, ...and getting smarter faster than most companies.

          These markets are conversations. Their members communicate inlanguage that is natural, open, honest, direct, funny andoften shocking. Whether explaining or complaining, joking orserious, the human voice is unmistakably genuine. It can't befaked.

          roadkill

          Most corporations, on the other hand, only know how totalk in the soothing, humorless monotone of the missionstatement, marketing brochure, andyour-call-is-important-to-us busy signal. Same old tone, sameold lies. No wonder networked markets have no respect forcompanies unable or unwilling to speak as they do.

          But learning to speak in a human voice is not some trick,nor will corporations convince us they are human with lipservice about "listening to customers." They willonly sound human when they empower real human beings to speak ontheir behalf.

          While many such people already work for companies today,most companies ignore their ability to deliver genuineknowledge, opting instead to crank out sterile happytalk thatinsults the intelligence of markets literally too smart tobuy it.

          However, employees are getting hyperlinkedeven as markets are. Companies need to listen carefully toboth. Mostly, they need to get out of the way sointranetworked employees can converse directly withinternetworked markets.

          Corporate firewalls have kept smart employees in and smartmarkets out. It's going to cause real pain to tear thosewalls down. But the result will be a new kind ofconversation. And it will be the most exciting conversationbusiness has ever engaged in.


          if you only have time for one clue this year, this is the one toget...

          Online Markets...

          Networked markets are beginning toself-organize faster than the companies that have traditionallyserved them. Thanks to the web, markets are becoming betterinformed, smarter, and more demanding of qualities missing frommost business organizations.

          ...People ofEarth

          The sky is open to the stars. Clouds roll over us night and day.Oceans rise and fall. Whatever you may have heard, this is ourworld, our place to be. Whatever you've been told, our flags flyfree. Our heart goes on forever. People of Earth, remember.

          95 Theses
          Signers & Comments
          1. Markets are conversations.
          2. Markets consist of human beings, not demographic sectors.
          3. Conversations among human beings sound human. They are conductedin a human voice.
          4. Whether delivering information, opinions, perspectives, dissentingarguments or humorous asides, the human voice is typically open,natural, uncontrived.
          5. People recognize each other as such from the sound of this voice.
          6. The Internet is enabling conversations among human beings thatwere simply not possible in the era of mass media.
          7. Hyperlinks subvert hierarchy.
          8. In both internetworked markets and amongintranetworked employees, people are speaking to eachother in a powerful new way.
          9. These networked conversations are enabling powerful new forms ofsocial organization and knowledge exchange to emerge.
          10. As a result, markets are getting smarter, more informed, moreorganized. Participation in a networked market changes peoplefundamentally.
          11. People in networked markets have figured out that they get farbetter information and support from one another than fromvendors. So much for corporate rhetoric about adding value tocommoditized products.
          12. There are no secrets. The networked market knows more thancompanies do about their own products. And whether the news isgood or bad, they tell everyone.
          13. What's happening to markets is also happening among employees. Ametaphysical construct called "The Company" is the only thingstanding between the two.
          14. Corporations do not speak in the same voice as these newnetworked conversations. To their intended online audiences,companies sound hollow, flat, literally inhuman.
          15. In just a few more years, the current homogenized "voice" ofbusiness — the sound of mission statements andbrochures —?will seem as contrived and artificial as thelanguage of the 18th century French court.
          16. Already, companies that speak in the language of the pitch, thedog-and-pony show, are no longer speaking to anyone.
          17. Companies that assume online markets are the same markets thatused to watch their ads on television are kidding themselves.
          18. Companies that don't realize their markets are now networkedperson-to-person, getting smarter as a result and deeply joinedin conversation are missing their best opportunity.
          19. Companies can now communicate with their markets directly. Ifthey blow it, it could be their last chance.
          20. Companies need to realize their markets are often laughing. Atthem.
          21. Companies need to lighten up and take themselves less seriously.They need to get a sense of humor.
          22. Getting a sense of humor does not mean putting some jokes on thecorporate web site. Rather, it requires big values, a littlehumility, straight talk, and a genuine point of view.
          23. Companies attempting to "position" themselves need to takea position. Optimally, it should relate to something theirmarket actually cares about.
          24. Bombastic boasts —?"We are positioned to become thepreeminent provider of XYZ" —?do not constitute a position.
          25. Companies need to come down from their Ivory Towers and talk tothe people with whom they hope to create relationships.
          26. Public Relations does not relate to the public. Companies aredeeply afraid of their markets.
          27. By speaking in language that is distant, uninviting, arrogant,they build walls to keep markets at bay.
          28. Most marketing programs are based on the fear that the marketmight see what's really going on inside the company.
          29. Elvis said it best: "We can't go on together with suspiciousminds."
          30. Brand loyalty is the corporate version of going steady, but thebreakup is inevitable —?and coming fast. Because they arenetworked, smart markets are able to renegotiate relationshipswith blinding speed.
          31. Networked markets can change suppliers overnight. Networkedknowledge workers can change employers over lunch. Your own"downsizing initiatives" taught us to ask the question: "Loyalty?What's that?"
          32. Smart markets will find suppliers who speak their own language.
          33. Learning to speak with a human voice is not a parlor trick. Itcan't be "picked up" at some tony conference.
          34. To speak with a human voice, companies must share the concerns oftheir communities.
          35. But first, they must belong to a community.
          36. Companies must ask themselves where their corporate cultures end.
          37. If their cultures end before the community begins, they will haveno market.
          38. Human communities are based on discourse — on human speech abouthuman concerns.
          39. The community of discourse is the market.
          40. Companies that do not belong to a community of discourse willdie.
          41. Companies make a religion of security, but this is largely a redherring. Most are protecting less against competitors thanagainst their own market and workforce.
          42. As with networked markets, people are also talking to each otherdirectly inside the company — and not just about rulesand regulations, boardroom directives, bottom lines.
          43. Such conversations are taking place today on corporateintranets. But only when the conditions are right.
          44. Companies typically install intranets top-down to distribute HRpolicies and other corporate information that workers are doingtheir best to ignore.
          45. Intranets naturally tend to route around boredom. The best arebuilt bottom-up by engaged individuals cooperating to constructsomething far more valuable: an intranetworked corporateconversation.
          46. A healthy intranet organizes workers in many meanings ofthe word. Its effect is more radical than the agenda of anyunion.
          47. While this scares companies witless, they also depend heavily onopen intranets to generate and share critical knowledge. Theyneed to resist the urge to "improve" or control these networkedconversations.
          48. When corporate intranets are not constrained by fear andlegalistic rules, the type of conversation they encourage soundsremarkably like the conversation of the networked marketplace.
          49. Org charts worked in an older economy where plans could be fullyunderstood from atop steep management pyramids and detailed workorders could be handed down from on high.
          50. Today, the org chart is hyperlinked, not hierarchical. Respectfor hands-on knowledge wins over respect for abstract authority.
          51. Command-and-control management styles both derive from andreinforce bureaucracy, power tripping and an overall culture ofparanoia.
          52. Paranoia kills conversation. That's its point. But lack of openconversation kills companies.
          53. There are two conversations going on. One inside the company. Onewith the market.
          54. In most cases, neither conversation is going very well. Almostinvariably, the cause of failure can be traced to obsoletenotions of command and control.
          55. As policy, these notions are poisonous. As tools, they arebroken. Command and control are met with hostility byintranetworked knowledge workers and generate distrust ininternetworked markets.
          56. These two conversations want to talk to each other. Theyare speaking the same language. They recognize each other'svoices.
          57. Smart companies will get out of the way and help the inevitableto happen sooner.
          58. If willingness to get out of the way is taken as a measure of IQ,then very few companies have yet wised up.
          59. However subliminally at the moment, millions of people now onlineperceive companies as little more than quaint legal fictions thatare actively preventing these conversations from intersecting.
          60. This is suicidal. Markets want to talk to companies.
          61. Sadly, the part of the company a networked market wants to talkto is usually hidden behind a smokescreen of hucksterism, oflanguage that rings false — and often is.
          62. Markets do not want to talk to flacks and hucksters. They want toparticipate in the conversations going on behind the corporatefirewall.
          63. De-cloaking, getting personal: We are those markets. Wewant to talk to you.
          64. We want access to your corporate information, to your plans andstrategies, your best thinking, your genuine knowledge. We willnot settle for the 4-color brochure, for web sites chock-a-blockwith eye candy but lacking any substance.
          65. We're also the workers who make your companies go. We want totalk to customers directly in our own voices, not in platitudeswritten into a script.
          66. As markets, as workers, both of us are sick to death of gettingour information by remote control. Why do we need faceless annualreports and third-hand market research studies to introduce us toeach other?
          67. As markets, as workers, we wonder why you're not listening. Youseem to be speaking a different language.
          68. The inflated self-important jargon you sling around —?in thepress, at your conferences —?what's that got to do with us?
          69. Maybe you're impressing your investors. Maybe you're impressingWall Street. You're not impressing us.
          70. If you don't impress us, your investors are going to take a bath.Don't they understand this? If they did, they wouldn't letyou talk that way.
          71. Your tired notions of "the market" make our eyes glaze over. Wedon't recognize ourselves in your projections —?perhapsbecause we know we're already elsewhere.
          72. We like this new marketplace much better. In fact, we arecreating it.
          73. You're invited, but it's our world. Take your shoes off at thedoor. If you want to barter with us, get down off that camel!
          74. We are immune to advertising. Just forget it.
          75. If you want us to talk to you, tell us something. Make itsomething interesting for a change.
          76. We've got some ideas for you too: some new tools we need, somebetter service. Stuff we'd be willing to pay for. Got a minute?
          77. You're too busy "doing business" to answer our email? Oh gosh,sorry, gee, we'll come back later. Maybe.
          78. You want us to pay? We want you to pay attention.
          79. We want you to drop your trip, come out of your neuroticself-involvement, join the party.
          80. Don't worry, you can still make money. That is, as long as it'snot the only thing on your mind.
          81. Have you noticed that, in itself, money is kind ofone-dimensional and boring? What else can we talk about?
          82. Your product broke. Why? We'd like to ask the guy who made it.Your corporate strategy makes no sense. We'd like to have a chatwith your CEO. What do you mean she's not in?
          83. We want you to take 50 million of us as seriously as you take onereporter from The Wall Street Journal.
          84. We know some people from your company. They're pretty coolonline. Do you have any more like that you're hiding? Can theycome out and play?
          85. When we have questions we turn to each other for answers. If youdidn't have such a tight rein on "your people" maybe they'd beamong the people we'd turn to.
          86. When we're not busy being your "target market," many of usare your people. We'd rather be talking to friends onlinethan watching the clock. That would get your name around betterthan your entire million dollar web site. But you tell us speakingto the market is Marketing's job.
          87. We'd like it if you got what's going on here. That'd be realnice. But it would be a big mistake to think we're holding ourbreath.
          88. We have better things to do than worry about whether you'llchange in time to get our business. Business is only a part ofour lives. It seems to be all of yours. Think about it:who needs whom?
          89. We have real power and we know it. If you don't quite see thelight, some other outfit will come along that's more attentive,more interesting, more fun to play with.
          90. Even at its worst, our newfound conversation is more interestingthan most trade shows, more entertaining than any TV sitcom, andcertainly more true-to-life than the corporate web sites we'vebeen seeing.
          91. Our allegiance is to ourselves — our friends, our new alliesand acquaintances, even our sparring partners. Companies thathave no part in this world, also have no future.
          92. Companies are spending billions of dollars on Y2K. Why can't theyhear this market timebomb ticking? The stakes are even higher.
          93. We're both inside companies and outside them. The boundaries thatseparate our conversations look like the Berlin Wall today, butthey're really just an annoyance. We know they're coming down.We're going to work from both sides to take them down.
          94. To traditional corporations, networked conversations may appearconfused, may sound confusing. But we are organizing faster thanthey are. We have better tools, more new ideas, no rules to slowus down.

          95. We are waking up and linking to each other. We are watching. Butwe are not waiting.
          signers | ringleaders |buzz


          Copyright ? 1999 Levine,Locke, Searls & Weinberger.
          authors @ cluetrain.com
          All rights reserved.

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          on condition that this page remains intact.
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          The Cluetrain Manifesto (cluetrain.com/index.html) by Levine,Locke,Searls,Weinberger is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License [Added 2015]

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