Thanks for your input.

I very much hope that IdeaStorm enables Dell to build ‘stronger, direct 1:1 relationships’. However, I would offer some friendly advice: relationships involve a degree of give and take. For it to work in the longer term, IdeaStorm needs to make its participants’ feel that their contribution is appreciated.

No-one’s expecting a seat on the board. But the prospects for IdeaStorm will be far better if the participants can see that their contributions are being appreciated. This could be shown in different ways, both tangible and non-tangible. As an example of the type of tangible benefits that might be offered, I’d suggest reading the Hallmark case study in Patricia Seybold’s book ‘Outside Innovation’. While Hallmark make cards and not computers, the way in which they provide relatively small benefits to members helps to maintain the continuing participation of its online community.

In Dell’s case, the type of tangible benefit could be something like a discount voucher for printer consumables for members who are considered (by whatever means Dell prefers) to have made a significant contribution.

Even if Dell doesn’t want to provide any tangible benefits to IdeaStorm members, it could use intangible ‘stuff’, for example an occasional exclusive webchat with Michael Dell for IdeaStorm members only, or an invitation to visit Round Rock for the best participants, or whatever.

Even if Dell don’t want to give anything, that would be tolerable. What’s most off-putting is this bit:
“We shall have the right, but not the obligation, to use your name, likeness, biography and other information about you in connection with any use of the Materials you submit.”

The IdeaStorm member doesn’t even have control over the use of their own name. That’s grating.
In value terms, it can actually mean the IdeaStorm member ends up with a benefit of less than zero, if Dell gets to use their name for its commercial gain.

I’m sure that Dell will be analysing usage data from IdeaStorm over the coming months. If your churn of members (who participate for a short time and then leave) is high, maybe the issues I’ve outlined here have something to do with it.

I very much hope that IdeaStorm is successful. Dell has been a great example of how mass customization can be applied on a global scale. So I am supportive of Dell’s efforts to build closer relationships with its customers.

The good news is that it’s early days for IdeaStorm – Dell can still fine tune the concept to improve its chances of becoming a vibrant community of customers that will stay the course as members and customers.

Isnt the whole concept of an interactive web for customers and companies to compare notes, build better, and in our case, even stronger, direct 1:1 relationships.

Ultimatley the direct dialogue results in better products and customers have the benefit of input and involvement to ensure products and services best meet their needs.