His lectures got robust cheers for his dramatics demonstrations of the laws of physics, and are still reveting.
Remember when he was releasing a heavy pendulum from his own chin to prove he could predict its trajectory or when he propeled himselft on a tricycle using a fire extinguisher to show Newton's third law of action and reaction.
“Whether you like it or not, I’m going to make you love physics,” is Lewin's famous sentence.
Buyer behavior has changed, and that means re-examining your sales and marketing approach.
Now that consumers have the power to research each purchasing decision online with touch of a button, companies must retrain their sales force to act as consultants who take time to understand each prospective customer's pains, answer their questions, and guide them to the appropriate solution.
It is key to build an effective sales funnel, rich with educational content that establishes your company as the obvious choice to do business with. Sales and marketing team members must merge into a single department.
I found these two colleagues who explain very well this approach:
We are living through an age of internetification, similar to the age of electrification in the early 20th century.
I read this idea in a MOOC I'm taking this summer through Coursera.
During several decades, electricity evolved from a World's Fair curiosity, to a sensation in which electrical engineers were the computer scientist of their day. Our world became electrical: every device that could conceivably benefit from electrical power become powered by electricity. Edison's electric light bulb goosed the buildout of the electrical grid, and it was soon used to power irons, sewing machines, and factories.
In the same way, today we are seeing internet connectivity evolve from 56k modems towards the idea of wireless broadband as a utility whose presence you can simply assume. And with internetification our world will become mobile: every device that can benefit from an internet connection will be connected to the internet.
In other words, the mobile computing is not just a trend, but the future of computing.
U.S. universities are increasing their online offering, hoping to attract students around the world, and more top colleges are offering free MOOCs (massive open online courses) –even though less than 10 percent of students finish the courses they sign up for on their own.
Coursera, with its free college courses had drawn in two million users in less than a year, a faster launching than either Facebook or Twitter.
Harvard and MIT have each provided $30 million to create edX.
New ventures like Udemy help individual professors put their courses online.
A Stanford spinoff, Udacity, has attracted more than a milion students to its MOOCs, along with $15 million in financing.
Coursera, the Mountain View, Calif. based MOOC's (free online courses) leading company, has raised another $43 million in venture capital. The new investors include, among others, the investment arm of the World Bank and Laureate Education, an international higher education company with dozens of profit-making universities around the world.
Coursera raised $22 million from Kleiner Perkins Caufield & Byers; New Enterprise Associates; and the University of Pennsylvania and California Institute of Technology, two of its university partners.
What's going on here?
Well, Coursera's business model is starting to work. Its Signature Track offering, which charge a fee to students who want an identify-verified certificate upon successful completion of a free course, has produced since January more than $800,000.
In addition, Coursera has recently started to market its materials for use by public universities in blended on-campus classes. Universities that use the materials will pay licensing fees, which Coursera will share with the universities that produce the courses.
Now, Coursera, a year-old online university, works with 83 educational institutions of four continents, offering about 400 free college-level courses to more than four million students from every country in the world.
EdX.org, the not-for-profit learning enterprise, started to build the community of developers for its online learning platform after liberating its open source code on June 1.
In addition to the early contributors of edX founding partners, MIT and Harvard, universities such as Stanford, UCBerkeley and Queensland and technology providers such as 10gen are also contributing to the platform. EdX is working closely with these organizations to provide source code, development resources and a collaborative environment to facilitate ongoing enhancements and features.
For example, Stanford University has contributed functionaly such as real-time chat, bulk e-mail, new installation scripts, operations tools and integration with external survey tools to the platform. The University has also installed an instance of the edX platform at class.stanford.edu. Stanford will use the joint platform for both online course content for on-campus students and some online classes available to the public.
“We are an open source initiative because we think the community can help us dramatically improve the product, and we expect that there are teams who can collaborate with us to experiment with and evolve the teaching and learning experience. We look forward to the impact that expanding the edX platform developer community will have in the future,” stated Rob Rubin, vice president of engineering for edX.
The OpenEdX source code for specific projects includes:
edX's Learning Management System (LMS);
Studio, a course authoring tool;
XBlock, an API for integrating interactive learning projects;
Machine grading APIs.
Here at IBL Studios we have started to develop an online coursework about inbound marketing built on OpenEdX.
My colleague Koldo Garcia, CEO and founder of The Mad Video, won the Startup Conference Competition in the Silicon Valley, celebrated in the Reedwood City on May 30th. His company was chosen from over 250 international startups.
The Mad Video has created an easy online tool to allow video managers to tag and add information to anything inside a video. Viewers can interact with your video content and the tags that you define. It works with YouTube, Vimeo and Brightcove.
Above is a sample of a video tagged with this technology which IBL Studios produced and recently presented in San Francisco. This video, intended for the American VC community, features some of the most promising Spanish entrepreneurs as well as investors.
You can see Koldo at minute 4:32 of the video.
This picture was taken minutes before he won the competition. Congratulations, Koldo!
In this graphic –that I took from the HubSpot's State of the Inbound Marketing Report, that I blogged about– we can watch how the new marketing works.
This slide reflects that inbound marketing is a holistic, data-driven stategy that involves attracting and converting visitors into customers through personalized, relevant information and content – not interruptive messages – and following them through the sales experience with ongoing engagement.
YouTube has launched a pilot program for a small group of partners who will sell paid subscriptions to their videos, with fees ranging from $0.99 to $7.99 per month.
YouTube's goal is to create a prominent new marketplace for programming on the Internet.
The early participants include Sesame Workshop –which streams full episodes of the children's show to paying subscribers; Ultimate Fighting Championship –which streams martial arts fights– and The Young Turks –a progressive talk show.
The plan gives the creators of videos a new way to profit from their popularity, while YouTube gets a new source of revenue. For media start ups, it can be an alternative way to gain audience, instead of cable and television systems.
Several companies specializing in how-to videos are among the initial partners, including iAmplify, a producer of instructional workout videos. Other areas are children's programming, movies and documentaries, reruns of television shows from outside the United States.
YouTube said that all the paid channels would have 14-day free trials and many would offer discounted yearly rates for subscribers. Viewers will pay with Google Wallet, the same system Google's app store uses. Subscriber revenue split has not been disclosed yet. YouTube now keeps 45 percent of the revenue from the ads and gives producers the rest.