Cover image for The cluetrain manifesto : the end of business as usual
The cluetrain manifesto : the end of business as usual
Levine, Rick.
Publication Information:
Cambridge, Mass. : Perseus Books, [2000]

Physical Description:
xxii, 190 pages ; 25 cm
Added Author:
Format :


Call Number
Material Type
Home Location
Item Holds
HF5548.32 .C58 2000 Adult Non-Fiction Central Closed Stacks

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The Cluetrain Manifesto burst onto the scene in March 1999, with ninety-five theses nailed up on the Web. Within days, had ignited a vibrant global conversation challenging sacred corporate assumptions about the very nature of business in a digital world. The Wall Street Journal called it "absolutely brilliant." Soon, executives from Fortune 500 companies everywhere were lining up to sign-on to the Manifesto. This is the book that delivers on the buzz. The Cluetrain Manifesto is a wake-up call that says business as usual is gone forever. 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. Today's markets are conversations. Their members communicate in language that is natural, open, honest, direct, funny, and often shocking. Companies that aren't listening to these exchanges are missing a dire warning. Companies that aren't engaging in them are missing an unprecedented opportunity. The Cluetrain Manifesto is the culmination of this very real phenomenon. It shares powerful, firsthand experiences describing how Internet business differs radically from the corporate status quo. The fact is that employees are getting hyperlinked even as markets are. Companies need to listen carefully to both. Forget business as usual, The Cluetrain Manifesto marks the dawn of something bigger: Markets are becoming better informed, smarter, and more demanding of qualities missing from most business organizations These networked markets are conversations in which customers are intelligent human beings, not faceless demographic sectors Today, the organizational chart is hyperlinked, not hierarchical. Respect for hands-on knowledge wins over respect for abstract authority Corporations must transform themselves into organizations that establish a genuine culture with a perspective, a personality, and a point of view Linking conversations inside the company to conversations in the marketplace will create enormous new value for companies that are clued-in.

Reviews 3

Publisher's Weekly Review

Experienced technology users with a history of communicating over the Web, Levine (Sun Guide to Webstyle), Locke (who has worked for MCI and IBM and written for such publications as Forbes), Searls (a senior editor at Linux Journal) and Weinberger (a regular commentator on NPR) want nothing less than to change the way the world does business. Commerce, they argue, should not be about transactions, it should be about conversations, no matter what the medium. The artifice that frequently accompanies buying and selling should be replaced by a genuine attempt to satisfy the needs, wants and desires of the people on both sides of the equation. Despite their long digressions, the authors occasionally succeed in making solid, clever points that reveal fundamental flaws in the structure of traditional businesses. Consider this comment about business hierarchies: "First they assume--along with Ayn Rand and poorly socialized adolescents--that the fundamental unit of life is the individual. This despite the evidence of our senses that individuals only emerge from groups." So far so good. But their apparent assumption that everyone in upper management, along with anyone who does not embrace every aspect of their utopian ideal, is a dolt may not be the best way to raise an army in support of their cause. Similarly, ignoring examples of companies that are already doing business differently--the magazines Inc. and Fast Company are filled with examples every month--and glossing over the specifics on how to implement their business model undercuts their credibility. (Feb.) (c) Copyright PWxyz, LLC. All rights reserved

Library Journal Review

Beginning as 95 posted theses in March 1999, the Cluetrain Manifesto (http://www. quickly sparked a lively Internet conversation about the current nature of business. The idea came from a former veteran executive from a now-defunct Fortune 500 firm when he was describing his firm's plummet: "The clue train stopped here four times a day for ten years, and they never took delivery." Authors Levine (Sun Guide to Web Style), Doc Searls (president, The Searls Group), et al., present their view of how the Internet is changing the very way people discuss their business challenges and how it's making markets smarter and faster. As the authors say, business-as-usual is gone forever, and this new "clue train" acts as a wake-up call, offering answers that are often couched in anecdotes and war stories. The narrative rides the razor's edge between glib hype and substance, and though readers may find that it occasionally dips deep into the New Age genre, this is for the most part a weighty work that gets at the heart of the matter: the powerful impact the Internet has had and will continue to have on our fundamental concept of organizational structure, management style, and market success. Highly recommended for all academic and larger public libraries.--Dale F. Farris, Groves, TX (c) Copyright 2010. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.

Choice Review

The basic theme of this well-written, humorous, and at times colorful book is that business has changed and that marketing power has moved from sellers to buyers because of the widespread adoption of the Internet. This volume originated with the authors' posting of "95 Theses" of their manifesto on the Web , which has attracted much attention. They discuss the profound impact of the Internet on the future of businesses and contend that managerial command and control and the organizational pyramid are being replaced by hyperlinks and that markets are now multidirectional conversations. They predict that marketing will become a craft when marketers learn how to listen to consumers because the Web is not primarily a medium for information, marketing, or sales, but a forum where people meet, talk, fight, play, etc. Filled with insights and written in a style that will appeal to students, this book is a must for undergraduate business collections and is also recommended for professional and public libraries. W. H. Brannen; Creighton University