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gitea: https://gitea.dyne.org/LEDGER/Communication
## Content Production Management and Distribution Strategy for LEDGER
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.
## LEDGER Marcom Strategy and Growth Hacking Plan
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)
In the SRI Work Programme deliverable we have covered a wide range of results that all confirmthe fact that that there is a need for both software development and business models that take into account the non-neutrality of digital infrastructures in the enhancement of their respective narratives. In this context, non-neutrality results from the interaction of academic, policy, software development and market forces, still promoting practices and techniques to achieve short-term thinking, compulsory growth, increased income disparity and decline in social capital. These factors contribute to the inability of the four communities to have a common voice that advocates an emancipatory agenda in order to liberate them from the shortsighted constraints mentioned above. By contrast, when it comes to the advantages for citizens and consumers together with policy and business sectors’ awareness of the importance to serve society with their endeavours, LEDGER aims at promoting open source models that take into account sustainable growth for the social good.
## INTRODUCTION/VISION-VIEW
### Citizents and consumers
In terms of Marketing and Communication Strategy (MarCom hereafter), LEDGER can be thought of as an 'attractor' involving four main communities froming LEDGER's community of communities: citizens and consumers, developers, policymakers and business communities together with all the stakeholders populating these networks. In effect, it would be pretty farfetched to argue that LEDGER can become a game changer in the market without the contribution of these communities and related stakeholders bases. Therefore, special emphasis will be put on how to engage such parties. Given the resources and timespan of the project, the latter are fundamental to effectively contribute to the marketing, communication and dissemination of LEDGER’s values as emerging from the Strategic Research and Innovation Work Programme and the descending business value proposition.
Both marketing and communication strategies will need to account for the lack of presence from the poles that affect citizents the most in their potential for choices that would empower and assist them in re-appropriating the socio-economic outcomes of the data and value belonging to them. Hence, citizens and consumers should be endowed with knowledge and tools to face the negotiable divide in order to let them have a voice in the process of emancipation from socio-economic models that do not serve their needs and desires. From a better understanding of both rights and duties of e-citizenry and e-commerce practices, they will find ways, through social media and real world channels, to take part to the conversation affecting their ability to bargain for the kind of services that they purposefully aspire to enjoy as a right or to buy from the market.
Contrary to 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.
### Software developers
Pull Marketing practices and techniques will be rolled out thanks to the dissemination of project's deliverables within the four communities, and related stakeholders bases, mentioned above. In particular, LEDGER as an attractor is a dynamic process in which these four communities, and related stakeholders, will converge over time to provide a space for direct engagement and production of optimal exploitation strategies around LEDGER outcomes.
The software community will be engaged mailnly with the use of public code repositories which allow for monitoring, contributing, discussing and proposing changes during all phases of development. Those benefits are inherent to open source practices, like sharing, reusing and collaborating which are key components of this methodology. Other public channels common to software developers interactions can be used like online chat groups such as irc cahnnels and broadcasting such as rss. Those channels cover different needs for communication and dissemination which are real time discussions and announcemnets respectively. Finally public engagement in local community meetings and non commearcial tech conferences are real life channels that can introduce Ledger to a broader tech audience.
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.
### Policy makers
Each vertical framework will leverage both the network outreach capabilities of evaluators and mentors. Moreover, marketing will be strictly intertwined with following the trail of dissemination activities in order to underpin MVPs with real world communities and meeting their real needs.
Indeed, in the SRI Work Programme deliverable we have covered a wide range of results that all confirm that there is a need for both software development and business models that take into account the non-neutrality of digital infrastructures in the enhancement of their respective narratives.
In this context, non-neutrality results from the interaction of academic, policy, development and market forces, still promoting practices and techniques to achieve short-term thinking, compulsory growth, increased income disparity and decline in social capital. In this context it is important to remind that all affect each of these communities.
These factors contribute to the inability for the four communities to have a common voice to advocate an emancipatory agenda to liberate them from the shortsighted constraints mentioned above. By contrast, when it comes to the advantages for citizens and consumers together with policy and business sectors’ awareness of the importance to serve society with their endeavours, LEDGER aims at promoting open source models that take into account sustainable growth for the social good.
Accordingly, the MarCom strategy will be addressed to these communities as they make the overall perimeter of initial LEDGER impact. The driving force will be the firm determination by the consortium to achieve successful outreach within all the four communities listed above. Successful outreach is measured to the extent to which LEDGER’s decentralised development ecosystems can be appealing to the citizens and operators working to let them meet their needs and desires in terms of decentralised data governance.
### CITIZENS AND CONSUMERS
First, citizens and consumers communities are confronted with issues that too often do not account for the ‘negotiable divide’ impelling onto them. Both policymakers and business communities are not always in tune with the needs of citizens and consumers in that the latter have to account for market dynamics that do not allow to take care of the problems affecting the former.
With LEDGER, both marketing and communication strategies will need to account for this lack of presence from the poles that affect them the most in their potential for choices that would empower and assist them in re-appropriating the socio-economic outcomes of the data and value belonging to them.
Hence, citizens and consumers will be endowed with knowledge and tools to face the negotiable divide in order to let them have a voice in the process of emancipation from socio-economic models that do not serve their needs and desires.
From a better understanding of both rights and duties of e-citizenry and e-commerce practices to the possibility to engage with LEDGER’s online communication platforms, both citizens and consumers will find ways, through social media and real world channels, to take part to the conversation affecting their ability to bargain for the kind of services that they purposefully aspire to enjoy as a right or to buy from the market.
### DEVELOPERS
Secondly, developers will be periodically informed about the state of the software stack developed within LEDGER from LEDGER GitHub’s channels (LINK TO LEDEGR GITHUM AS FOR T1.6 STATED IN THE THE PROPOSAL). by leveraging on community dynamics, they will have the possibility to further influence the direction of development and will be heard in terms of their needs when they relate to how decentralised data governance should grow within the different vertical use cases.
PLEASE ASPASIA AND JARO CONTRIBUTE TO THIS (Secondly)
### POLICYMAKERS
Policymakers are the communities that have a remarkable negotiable power in terms of project outreach outside the MVPs lab environment. Thus, at the policymaking level, LEDGER MarCom strategy will target both individuals and groups who have a stake into the outcomes of the project.
LEDGER will therefore encourage marketing, communication and dissemination activities to influence opinion and decision making processes within the policy domain by directly informing and attending to events promoted first and foremost by the Commission and relevant Directorates General, esp. those relevant to the implementation of solutions to problems affecting LEDGER’s verticals.
### BUSINESS COMMUNITIES
Policymakers are the communities that have a remarkable negotiable power in terms of project outreach outside the MVPs lab environment. Thus, at the policymaking level, LEDGER MarCom strategy will target both individuals and groups who have a stake into the outcomes of the project. LEDGER will therefore encourage marketing, communication and dissemination activities to influence opinion and decision making processes within the policy domain by directly informing and attending to events promoted first and foremost by the Commission and relevant Directorates General, esp. those relevant to the implementation of solutions to problems affecting LEDGER’s verticals.
### Business communities `aspra: I suggerst name change and shortening of this paragraph.`
LEDGER success will be measured in terms of uptake of its MVPs by the market populated by citizens and consumers enabled to access business models that serve their needs while avoiding to ask anything in exchange without their previous knowledge and consent. As a result and thanks to FBA and BLM’s leading roles, consumers and business communities will be involved as a central dissemination and communication channel to promote and grow LEDGER’s values and value proposition. Both are structurlly interwoven, in that values cannot be framed independently of the value proposition underpinning them. This will in fact be the primary marketing and communication strategy for the project, because it is, to our knowledge, the aspect that mostly characterises LEDGER when compared to other in ether public or private endeavours in the decentralised data governance areas.
Indeed, business communities are getting more and more aware about the topics and importance of the agenda that LEDGER is embodying. In turn, they are central for the uptake and upscaling of MVPs from LEDGER in that they can enjoy the adequate position and community outreach for large scale adoption of LEDGER’s venture builder solutions.
## IMPACT
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
## 1. Editorial guidelines
This editorial guidelines are here to provide all partners and involved participants with the essential information that needs to be distributed in all the stages of the duration of the LEDGER project as well as after the closing of the project in order to additionally provide with fulfilling the projects goals.
@ -135,10 +89,10 @@ General communication groups are represented in this diagram. Access is readable
![Internalcommunications.png](./images/InternalCommunication.png)
`In this diagram I dont see where the participants actually are. Also the color assigned to them is not present in diagram`
### 3.1. Brand (/Communication/1.Brand)
LEDGER project has to be integrated into NGI brand guidelines and has to be divagated in the contexts created by NGI. At the same time the communication aim of LEDGER wants to outreach to communities of FLOSS developers and more marginal communities that might be alienated by the language, both visual and in other ways narrative of a traditional campaign. This document aims to be a guide that includes this perspective.
LEDGER project has to be integrated into NGI brand guidelines `ref??` and has to be divagated in the contexts created by NGI. At the same time the communication aim of LEDGER wants to outreach to communities of FLOSS developers and more marginal communities that might be alienated by the language, both visual and in other ways narrative of a traditional campaign. This document aims to be a guide that includes this perspective.
#### 3.1.1. brand book for LEDGER project
A Brand book is a very good tool for general communication. It can evolve from the coordinate communication already studied for Ledger Project.
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### 3.10. Projects-firstround (/Communication/9.projects-firstround)
## 2. KPI
## 2. KPIs
LEDGER aims to support European internet innovators such as teams of minimum 3 people among developers and researchers to design and implement their projects as Minimum Viable Products.
We want to share some important performance indicators upfront with all participants:
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### 6.3. The Mentors
- list of mentors with cv, short pitch
### 6.4. Board and Jury
- all informations necessary to identify the board and jury
## 7. Distributors
- Web site
- Founding Box Community
- Dyne.org community (???)
- Social
### 7.1. Sharers and influencers
- Dyne.org community (???)
- Founding Box Community
- Influencer List (special list)
- Internal mailinglist
@ -372,14 +329,19 @@ How to treat press in events, in press releases, modules and templates
### 7.3. NGI communication and other Public channels of EU
Overview and guidelines
`missing content`
### 7.4. FoundingBox social network and communities
In dept guideline for partners on how to use FoundingBox app
`missing content`
### 7.5. Social Media
twitter network and hashtag guideline
system of retweet and how it has to work
Other social Network Hashtag policies
`why only twitter? Maybe we can employ and promote also newer SN like scuttlebutt. How about FB? How about grassroot local like squatradar in Amsterdam?`
`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?
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.