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Moved impact measures metrics chapter 8. Small re-additions/typos

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Aspasia Beneti 2019-01-17 14:28:17 +01:00
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## IMPACT
`Aspra: this should be moved to chapter 8 i.e. metrics`
Because of its decentralised and innovative nature, LEDGER MarCom's pragmatic impact cannot be measured in a linear and progressive way a priori. By leveraging from the evaluators and mentors communities, together with consortium partners, LEDGER will aim at building independent and autonomous groups which will endorse LEDGER's model and value proposition in order to disseminate in their civi, policymaking, developmental and business practices in a decentralised way and throughout the six verticals animating MVPs production.
More than quantitative KPIs, MarCom will aim at involving communities and individuals who have a prior engagement in their activities which overlaps, completely or in part, with LEDGER’s values and value proposition. The updating and further dissemination of LEDGER’s output should count on communities who have already an ethos that is compatible with decentralised data governance.
In this context, LEDGER aims at providing a decentralised development ecosystem, which can serve the rods communities’ needs in terms of both technical and marketability standpoints.
## Content Production Management and Distribution Strategy for LEDGER
The role of Ledger in terms of the marketing and communication strategy can be thought as the **Attractor** that aims to create a larger community by bringing together the following four communities: citizens and consumers, software developers, policymakers and commercial entities. Emphasis will be put on the engagement of those parties, which in turn will contribute to the communication and dissemination of Ledger's values as emerging from the Strategic Research and Innovation Work Programme and the descending business value proposition. Ledger as an attractor is a dynamic process in which such communities, and related stakeholders, will converge over time to provide a space for direct engagement and production of optimal exploitation strategies around the project's outcomes.
The role of Ledger in terms of the marketing and communication strategy (MarCom hereafter) can be thought as the _Attractor_ that aims to create a larger community by bringing together the following four communities: citizens and consumers, software developers, policymakers and commercial entities. Emphasis will be put on the engagement of those parties, which in turn will contribute to the communication and dissemination of Ledger's values as emerging from the Strategic Research and Innovation Work Programme and the descending business value proposition. Ledger as an attractor is a dynamic process in which such communities, and related stakeholders, will converge over time to provide a space for direct engagement and production of optimal exploitation strategies around the project's outcomes.
Unlike most Push Marketing practices endorsed in the conventional market place, LEDGER’s MarCom strategy shall aim at pulling in and securing the involvement of the proper parties, i.e. those who can understand and appreciate LEDGER’s ethos values and business value proposition. Marketing activities will be organised at the light of the marketability needs of each vertical in order to promote a collaborative economy framework wherein each contributing party will acknowledge a direct and impactful engagement. (for details see sec. 4)
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`missing content`
## 8. Metrics
How do we measure the impact of our communication, how do we keep track of it and how and when do we correct the range of our communication narratives on this project?
`missing content`
Because of its decentralised and innovative nature, LEDGER MarCom's pragmatic impact cannot be measured in a linear and progressive way a priori. By leveraging from the evaluators and mentors communities, together with consortium partners, LEDGER will aim at building independent and autonomous groups which will endorse LEDGER's model and value proposition in order to disseminate in their civi, policymaking, developmental and business practices in a decentralised way and throughout the six verticals animating MVPs production.
More than quantitative KPIs, MarCom will aim at involving communities and individuals who have a prior engagement in their activities which overlaps, completely or in part, with LEDGER’s values and value proposition. The updating and further dissemination of LEDGER’s output should count on communities who have already an ethos that is compatible with decentralised data governance.