Episode 180 of The SitePoint Podcast is now available! This week Patrick O’Keefe (@ifroggy) interviews David Lee King (@davidleeking) about digital media in a modern library and also his book Face2Face – Using Facebook, Twitter, and Other Social Media Tools to Create Great Customer Connections.
SitePoint Podcast的第180集现已发布！ 本周，Patrick O'Keefe( @ifroggy )就现代图书馆中的数字媒体以及他的著作《 Face2Face –使用Facebook，Twitter和其他社交媒体工具建立良好的客户关系》采访了David Lee King ( @davidleeking )。
You can download this episode as a standalone MP3 file. Here’s the link:
您可以将本集下载为独立的MP3文件。 这是链接：
SitePoint Podcast #180: Face2Face with David Lee King (MP3, 42:19, 40.6MB)
SitePoint Podcast＃180：David Lee King的 Face2Face(MP3，42:19，40.6MB)
Patrick and David discuss the challenges of digital media for a modern library, like eBook pricing and serving your customers through digital pathways. THey also discuss his book Face2Face and not only how this relates to libraries connecting in a ‘human’ manner with customers, but how this can apply to all businesses.
帕特里克(Patrick)和大卫(David)讨论了数字媒体对现代图书馆的挑战，例如电子书定价和通过数字途径为您的客户提供服务。 They还讨论了他的书《 Face2Face》，不仅讨论了这与图书馆以“人为”方式与客户联系的关系，还讨论了这如何适用于所有企业。
Browse the full list of links referenced in the show at http://delicious.com/sitepointpodcast/180.
浏览http://delicious.com/sitepointpodcast/180上显示的参考链接的完整列表。
Patrick: Hello and welcome back to another edition of The Site Point Podcast. My name is Patrick O’Keefe. And we have an interview today with David Lee King. David is a friend of mine. He is the Digital Services Director at the Topeka and Shawnee County Public Library in Topeka Kansas. He is a constant, prominent voice regarding digital innovation in libraries. In 2008, he released “Designing the Digital Experience, How to Use Experience, Design Tools and Techniques to Build Web Sites Customers Love.” He has now followed that up with a brand new book, “Face2Face, Using Facebook, Twitter, and Other Social Media Tools to Create Great Customer Connections.” David, it’s great to have you on.
帕特里克：您好，欢迎回到Site Point播客的另一版本。 我叫帕特里克·奥基夫。 今天我们对大卫·李·金进行了采访。 大卫是我的朋友。 他是堪萨斯州托皮卡和托皮卡县和肖尼县公共图书馆的数字服务总监。 对于图书馆的数字创新，他是一个坚定而坚定的声音。 在2008年，他发布了“设计数字体验，如何使用体验，设计工具和技术来构建客户喜欢的网站”。 现在，他紧跟着发行了一本全新的书：《 Face2Face，使用Facebook，Twitter和其他社交媒体工具来建立良好的客户关系》。 大卫，很高兴您加入。
David: Hey, thanks. Thanks, Patrick.
大卫：嘿，谢谢。 谢谢，帕特里克。
Patrick: We met, I want to say . . . I know we met in person first at South by Southwest, probably three or four years ago. I don’t know if that was the first time that we met, or if we had talked online before that. It’s hard to keep track.
帕特里克：我们见了，我想说。 。 。 我知道我们大概是三，四年前在西南边的西南面见过的。 我不知道那是我们第一次见面，还是在那之前我们在网上聊天。 很难追踪。
David: We did talk online before that.
大卫：在那之前我们确实在网上聊天。
Patrick: Okay.
帕特里克：好的。
David: Because of your book.
大卫：因为你的书。
Patrick: Oh, I applaud your memory.
帕特里克：哦，我为你的记忆鼓掌。
David: I think I had a question or something. I was like, I think I’m going to email the author, or something like that.
大卫：我想我有一个问题。 我当时想，我想将电子邮件发送给作者，或类似的东西。
Patrick: Excellent. Well, I applaud your memory, then. But, since then, we’ve kept in touch. I’ve read both your books, and provided advance praise, and like what you’re doing. You were kind enough to have me out to speak at Pod Camp Topeka 2010 . . .
帕特里克：太好了。 好吧，那我为你的记忆鼓掌。 但是，自那时以来，我们一直保持联系。 我已经阅读了您的两本书，并给予了很高的赞誉，并且喜欢您所做的事情。 您真好，让我在2010年托皮卡营地演讲。 。 。
David: Right.
大卫：对。
Patrick: . . . which is a great event. A great un-conference. It’s happening again this year.
帕特里克： 。 。 这是一个伟大的事件。 一个巨大的非会议。 今年又发生了。
David: Yes, it is.
大卫：是的。
Patrick: We’ll talk about that a little later. But for now I want to jump in to, kind of, your background, a little bit. You know, looking at your LinkedIn profile, I’ve picked up a few details. Doing some stalking, some Googling.
帕特里克：我们稍后再谈。 但是现在，我想稍微介绍一下您的背景。 您知道，通过查看您的LinkedIn个人资料，我了解了一些详细信息。 做些跟踪，一些谷歌搜索。
David: Sure.
大卫：好的。
Patrick: But you were the acting Director at the Kansas City Public Library for seven years. And then you became the Digital Branch and Services Manager at the Topeka and Shawnee County Public Library for about six years, before you were promoted to Digital Services Director. Or at least a title change, I noticed.
帕特里克(Patrick)：但是您担任堪萨斯城公共图书馆的代理主任已有7年了。 然后，您成为Topeka和Shawnee县公共图书馆的数字分支和服务经理大约六年，然后被提升为数字服务总监。 我注意到，或者至少是标题更改。
David: Title change, yes.
大卫：换头，是的。
Patrick: Come, on, promotion. Beef it up a little bit. No, but the question I have is libraries are a constant in your background. Were libraries a specific choice? Or were you just an IT guy who the job was at the library and then you developed into that space? Or was it always, libraries something that you wanted to do?
帕特里克：来吧，升职。 牛肉一点。 不，但是我的问题是图书馆在您的背景中是一个常数。 图书馆是一个特定的选择吗？ 还是您只是一个在图书馆工作然后又发展到那个领域的IT人员？ 还是总是，图书馆想做些什么？
David: It was neither of those things, actually.
大卫：其实这些都不是。
Patrick: Okay.
帕特里克：好的。
David: I learned how to use computers in college, honestly, because way back when, I could get, like, 10% extra credit if I typed my paper out on a computer.
大卫：我真的在大学里学会了如何使用计算机，因为回到过去，如果我在计算机上打字，我可以获得10％的额外学分。
Patrick: Right.
帕特里克：对。
David: And I needed that 10 extra credit. So, I used it. My future wife showed me how to do it. I was like, hey, this is pretty easy. And then I got out of college. Like many people do, didn’t really know what I wanted to do, you know.
大卫：我还需要那10点信用。 所以，我用它。 我未来的妻子向我展示了如何做。 我当时想，嘿，这很容易。 然后我离开了大学。 就像很多人一样，我真的不知道我想做什么。
Patrick: Okay.
帕特里克：好的。
David: Kicked out of the door and like, oh, shoot, what should I do? I had tried a few things. I worked in the financial industry for awhile as a customer service rep, a phone rep type thing. Didn’t much care for that. I have a music background so I decided, hey, I’ll try my hand at being a musician or recording engineer, that kind of stuff. Eventually moved to Nashville, and did that for a couple of years, realized that it was fun, but I wasn’t really making money in it. Not enough to support a family. So, realized, okay, I need to actually do something to make a full-time salary. I started researching a little bit and figuring what it was I liked to do. And I remembered way back in college, not so much the writing of the papers, but the researching, I really actually quite enjoyed. You know, finding those little tidbits of knowledge in books and stuff. And then a light bulb went off, and I said, hey, I could do that for a job. That would be pretty cool. I started looking into libraries. That required a graduate degree, which was cool. I went to the University of Tennessee in Knoxville, got my graduate degree in Library and Information Science, right around the time the web hit. I graduated in ’94, ’95. My first job out of library school, I was the Electronics Services Librarian, which meant putting CD ROM’s into the computer so people could get to the databases back then. The library said, “Hey, we want a web site.” And everybody else sort of stepped back a step, and said, “He’s the young guy, let him do it.” And I was like, sure, that sounds like fun. I learned just like everybody else did back then. I learned the 20 different tags that you needed to make a site.
大卫：踢出门，想，哦，开枪，我该怎么办？ 我尝试了几件事。 我在金融行业工作了一段时间，担任客户服务代表(电话代表类型)。 对此并不太在意。 我有音乐背景，所以我决定，嘿，我会尽力成为一名音乐家或唱片工程师。 最终搬到了纳什维尔，做了几年，意识到这很有趣，但是我并没有真正从中赚钱。 不足以养家糊口。 所以，意识到，好吧，我需要实际做些事情来赚取全职薪水。 我开始进行一些研究，弄清楚自己喜欢做什么。 我想起了上大学时的经历，而不是论文的撰写，而是研究的过程，我实际上非常享受。 您知道，在书籍和东西中发现了这些知识的小窍门。 然后灯泡熄灭了，我说，嘿，我可以做这份工作。 那实在是太酷了。 我开始研究图书馆。 那需要一个研究生学位，这很酷。 我去了诺克斯维尔的田纳西大学，并在访问网络的那一刻获得了图书馆和信息科学的研究生学位。 我毕业于'94，'95。 我从图书馆学校毕业后的第一份工作是电子服务图书馆员，这意味着将CD ROM放入计算机中，以便人们那时可以访问数据库。 图书馆说：“嘿，我们想要一个网站。” 然后其他所有人都后退一步，说：“他是年轻人，让他去做。” 而且我想，当然，这听起来很有趣。 我学到了其他人一样的东西。 我了解了制作站点所需的20种不同标签。
Patrick: Right.
帕特里克：对。
David: And I’ve been doing that kind of stuff since then. It’s morphed into IT manager jobs and web master jobs, and now a digital branch manager job, where I don’t really code so much anymore. But I hire coders, and do more long range planning and direction for web sites. I work a lot with staff on conversations. You know, on how to get that conversation going in a blog post, how to write consistently, how to use Twitter or Facebook for an organization rather than, you know, for me talking to my mom. That kind of stuff. And it’s been really a fun gig so far. I’ll say it that way.
大卫：从那以后我一直在做这种事情。 它演变为IT经理职位和Web主管职位，现在变成了数字分支经理职位，在这里我不再需要编写太多代码了。 但是，我聘请了编码人员，并为网站做更长期的规划和指导。 我经常与员工进行对话。 您知道如何在博客中进行对话，如何保持一致写作，如何在组织中使用Twitter或Facebook，而不是让我和妈妈聊天。 那种东西 到目前为止，这确实是一次有趣的演出。 我会这样说。
Patrick: Very cool. And you know, you mentioned extra credit for using the computer. There was a time when you had to be motivated to use the laptop or the computer. But now, obviously, that’s . . . I don’t even think that if you gave students extra credit for handwriting the paper, they would bother to do it.
帕特里克：非常酷。 而且您知道，您提到了使用计算机的额外功劳。 曾经有一段时间，您不得不被激励使用笔记本电脑或计算机。 但是现在，显然是。 。 。 我什至不认为，如果您给学生更多手写笔迹的荣誉，他们会费心去做。
David: No. I can’t imagine writing a paper by hand. That would be horrible.
大卫：不。我无法想象要手工写论文。 那太可怕了。
Patrick: So as I mentioned, you were at the Topeka and Shawnee County Public Library. And, like I said I had the good fortune to come there in 2010. And, I have to say, I think the library that stands out most in my mind, from my childhood is the Nashua Public Library in Nashua, New Hampshire. Because I lived around that area for about 10 years, and spent a good amount of time at the library there. I’ve got to say, my experience was that it was dark, and there was mean ladies there. As a kid, those were two of the prominent things there. But I came to your library, and it was bright, and the people were nice. Not to slander the Nashua Public Library.
帕特里克：正如我所提到的，您在托皮卡和肖尼县公共图书馆。 而且，就像我说的那样，我很幸运能在2010年到达那里。而且，我不得不说，我认为从我的童年时代开始，我最重视的图书馆就是新罕布什尔州纳舒厄的纳舒厄公共图书馆。 因为我在该地区生活了大约10年，并且在那里的图书馆度过了很多时间。 我必须说，我的经历是天黑了，那里有女士们。 小时候，那是那里的两大突出事件。 但是我来到了你的图书馆，那里很明亮，人们很好。 不要to毁纳舒厄公共图书馆。
David: Oh, that’s an interesting comment.
大卫：哦，这是一个有趣的评论。
Patrick: I’m sure they’ve changed now. I’m sure they’re different.
帕特里克：我确定他们现在已经改变了。 我敢肯定他们是不同的。
David: Yeah, probably.
大卫：可能。
Patrick: But, it was funny to see that. I guess, take that as a compliment, but you had a nice library there. I enjoyed it.
帕特里克：但是，看到那很有趣。 我想，这是一种赞美，但是您在那里有一个不错的图书馆。 我很喜欢它。
David: Oh, good. Thanks. I’m glad you noticed. No mean ladies here.
大卫：哦，很好。 谢谢。 很高兴您注意到了。 mean妇们在这里。
Patrick: I didn’t see anybody scowling at me. I was like, what? Am I in a library? What?
帕特里克：我没看到有人对我皱眉。 我当时在想什么？ 我在图书馆吗？ 什么？
David: Oh, gosh.
大卫：天哪。
Patrick: No, am I expected to tip? No, okay. I want to get into the library a little bit and especially the library website. You know, I noticed a few things about the website that I want to bring attention to and ask you about. I noticed that you not only encourage people to call you, but you also encourage them to text you and chat with you via a website or web- based chat. That’s the first time I’ve seen that, I think. I’ve never seen anybody encourage me to text them, first of all, I don’t think. I’ve rarely ever seen that, business or otherwise.
帕特里克：不，我应该给小费吗？ 不用了 我想进入图书馆，特别是图书馆的网站。 您知道，我注意到了一些我想引起注意并询问您的有关网站的信息。 我注意到，您不仅鼓励人们给您打电话，而且还鼓励他们给您发短信并通过网站或基于Web的聊天与您聊天。 我想那是我第一次看到这一点。 我从未见过有人鼓励我给他们发短信，首先，我不认为。 无论是业务还是其他方面，我都很少见过。
David: Yeah.
大卫：是的。
Patrick: But, it’s certainly the first time I’ve seen a library do that.
帕特里克：但是，这肯定是我第一次看到图书馆这样做。
David: Okay.
大卫：好的。
Patrick: You know this space well. Is that something that you see a lot? Is it growing, that sort of text and chat communication with libraries?
帕特里克：您对此空间非常了解。 那是您经常看到的东西吗？ 与图书馆的文本和聊天通讯正在增长吗？
David: Yeah, it’s a growing service, I’d say. I think a lot of libraries would really like to do that nowadays. I just saw a statistic that said that almost half of all adults in the United States are carrying around smart phones now. So, obviously they have that capability. And it’s 60%, 70% with younger people. People, customers for the library are wanting to ask us questions, but they’re not always in the library, physically. You know, the bright library with the smiling people, like you said, from my library. They’re, unfortunately, in their cars, hopefully parked. They’re at work, in a meeting, they have a question. Texting provides them a really easy, quick way to ask us a question. Yeah. So, more and more libraries are doing that. It’s a little harder to get the technology. My library, we can futz stuff on our own and figure it out. Other libraries actually have to buy a service that works. So, yeah.
大卫：是的，我会说这是一项不断发展的服务。 我认为当今很多图书馆都非常愿意这样做。 我刚刚看到一个统计数据，说现在美国几乎一半的成年人都随身携带智能手机。 因此，显然他们具有这种能力。 占60％，年轻人占70％。 图书馆的人员和客户都想问我们问题，但实际上他们并不总是在图书馆中。 就像您说的那样，明亮的图书馆里面带微笑的人们来自我的图书馆。 不幸的是，他们正坐在车里，希望能停下来。 他们在工作中，在开会中，他们有一个问题。 发短信给他们提供了一种非常简单，快捷的方式向我们提问。 是的 因此，越来越多的图书馆正在这样做。 获得这项技术有点困难。 在我的图书馆中，我们可以自己修理东西并弄清楚。 其他图书馆实际上必须购买一项有效的服务。 嗯是的。
Patrick: So you’re able to mess with different things because you have people on staff who are more technically minded. Is that the primary reason?
帕特里克(Patrick)：因此，您可以将各种事情弄混，因为您的员工中技术性更高。 那是主要原因吗？
David: Right. I’ve got a staff of eight in my IT department.
大卫：对。 我的IT部门有八名员工。
Patrick: Now, I don’t know if you’ve ever sat down and calculated this stuff, but do you know the volume of the chat and text-based services versus, for example, the phone, and how active it really is with people.
帕特里克：现在，我不知道您是否坐下来计算过这些东西，但是您是否知道聊天和基于文本的服务(例如电话)的数量以及它的活跃程度如何？人。
David: To a point. I don’t know, I didn’t bring up the numbers of, like, how many walk in questions we get, how many phone-based questions we get.
大卫：一点。 我不知道，我没有提出多少，例如，我们遇到了多少个即时提问，我们遇到了多少个基于电话的问题。
Patrick: Right. Well, I wouldn’t ask you to quantify walk-in questions.
帕特里克：对。 好吧，我不会要求您量化步入式问题。
David: We have those, though. We have those. We keep stats. For example, in August, chat-based services, we had 346 questions that came through just for one month. That would be . . .
大卫：不过，我们有。 我们有那些。 我们保留统计数据。 例如，在八月的基于聊天的服务中，我们有346个问题仅持续了一个月。 那会是。 。 。
Patrick: And that’s just the web-based chat. Or is that both text and chat?
帕特里克：那只是基于Web的聊天。 还是短信和聊天？
David: That’s both text and chat.
大卫：既是文字，也是聊天。
Patrick: Okay.
帕特里克：好的。
David: We sort of lump them both together into the same service, so it just counts, whatever it is , as one thing. That’s quite a few. And they can be really quick questions, like, how do you spell this word? Or they can be, sort of, involved, you know, I’m looking for this, help me do this research kind of stuff. That’s good.
戴维：我们将两者都集中在一起进行相同的服务，因此无论它是什么，都只是一回事。 那是很多。 它们可能是非常快速的问题，例如，您如何拼写这个单词？ 或者他们可以某种程度地参与其中，您知道，我在寻找这个，可以帮助我进行此类研究。 非常好。
Patrick: Do people actually text you for spelling?
帕特里克：人们实际上发短信给您拼写吗？
David: Sometimes.
大卫：有时。
Patrick: Oh, come on.
帕特里克：哦，拜托。
David: Well, you know, they’re in their our catalog. They can’t find the hobbit because they spelled it wrong, or whatever. You know.
大卫：恩，您知道吗，它们在我们的目录中。 他们找不到霍比特人是因为他们拼写错误或其他原因。 你懂。
Patrick: Okay. Yeah, I got it.
帕特里克：好的。 是的，我明白了。
David: It’s that kind of stuff. Sure.
大卫：就是那种东西。 当然。
Patrick: Yeah, I see. I was curious how you facilitate that. You mentioned that you mess around with different methods, especially the texting. Because I have a decent understanding of web-based chat services and, you know. But as far as texting, is there a specific service or is just sort of a library phone, or how does that work?
帕特里克：是的，我明白了。 我很好奇您如何为您提供便利。 您提到过，您会使用不同的方法，尤其是发短信。 因为我对基于Web的聊天服务有很好的了解，所以您知道。 但是就发短信而言，是否有一项特定的服务，或者仅仅是一部图书馆电话，或者它是如何工作的？
David: Yeah, some libraries do that. I know at least one library that just bought an iPhone for that service. That’s a really easy way to do it. It sits at the reference desk. We’re a bit more involved than that. You’ve been in our library. It’s pretty big. We have 220 something staff.
大卫：是的，有些图书馆这样做。 我知道至少有一个图书馆为此服务购买了iPhone。 这是一种非常简单的方法。 它位于咨询台。 我们比这更投入。 您去过我们图书馆。 很大 我们有220名员工。
Patrick: Wow.
帕特里克：哇。
David: Total. So what we do . . . we started off, when I first started working at the library, we didn’t have a service like that. So we easily turned something on using NEBO. Easy, problem solved, David could check that off his list. After a while, we sort of outgrew that service. Long before it shut down. Then we moved to a library-based service, called Library H3lp. The ‘e’ in help is a 3, if somebody’s interested in looking it up. It had a few more services. But it was a free service for awhile, and then the company started wanting us to pay for it. We didn’t want to do that. Nothing wrong with the company. We were just, like, I think we can do this on our own. So we have moved to an open source product, igniterealtime.org is the company’s name. It’s a product called Spark. It’s basically an open sourced, I guess you could say, corporate communications type thing. And it allows us to have that chat and text service, and then also gives all of our employees a way to have a chat service just amongst each other, too. So if we have 30 people logged in, say, to the public side of our chat reference service, if you ask me a question, and I didn’t know the answer, I could forward that question on to somebody who would be able the question. And it would be seamless on that end, so you wouldn’t really see that happening as a customer, but you’d get your question answered. Then on the back end, for the text based part of that, we’re using Google Talk as a gateway. So that’s how we’re doing the text part of it, just using a Google phone number, basically. Yeah. It’s working pretty well. We’re happy with it so far.
大卫：总计。 那我们该怎么办。 。 。 我们开始的时候，当我第一次开始在图书馆工作时，我们没有这样的服务。 因此，我们很容易使用NEBO启用了某些功能。 很简单，问题解决了，大卫可以检查一下他的清单。 一段时间后，我们已经超出了该服务的范围。 它很早就关闭了。 然后，我们转到了基于库的服务，称为库H3lp。 如果有人有兴趣查找帮助中的“ e”，则为3。 它还有一些服务。 但这是一段时间的免费服务，然后公司开始希望我们为此付费。 我们不想这样做。 公司没事。 我们只是，就像，我认为我们可以自己做到这一点。 因此，我们开始使用开源产品igniterealtime.org。 这是一个名为Spark的产品。 我想您可以说，它基本上是一种开源的公司通信类型的东西。 它使我们能够拥有聊天和文本服务，然后还为我们所有的员工提供了一种在彼此之间也提供聊天服务的方式。 因此，如果我们有30个人登录到我们的聊天参考服务的公共端，如果您问我一个问题，而我不知道答案，我可以将该问题转发给可以题。 而且这将是无缝的，因此您不会真的以客户的身份看到这种情况，但是您会回答您的问题。 然后在后端，对于基于文本的部分，我们使用Google Talk作为网关。 因此，基本上就是使用Google电话号码，这就是我们处理文本部分的方式。 是的 运行良好。 到目前为止，我们对此感到满意。
Patrick: Another thing I noticed on the library site was the, and this is probably going to sound like a lame bunch of . . . the form to fill out to get a library card. And I mean, oh, yeah. I noticed that and I said, that’s pretty cool. Because I’ve checked my local library, and I couldn’t do it. I could not do it here. I’m on the Outer Banks of North Carolina. And our library system is the Albemarle Library System. You can look it up. Anyway, they have a library website, of course. But you can’t sign up for a library card. They have an FAQ page where it says you need to come in, basically it’s like a two sentence answer, you need to come in and see us. So, I kind of like, you have a form there. People can get the form side out of the way instead of sitting at the library, you know, like at the doctor’s office, with a clipboard and a pen. But, I was curious about how much people use that versus the paper forms, which I’m sure you still have to give people. Is it a lot of people? Is it reducing a lot of the paper, what do you want to call it, like, for the environment, so to speak?
帕特里克(Patrick)：我在图书馆网站上注意到的另一件事是，这听起来像是一堆la脚的。 。 。 填写表格以获得图书馆卡。 我的意思是，哦，是的。 我注意到了，我说，那很酷。 因为我已经检查了本地图书馆，所以无法这样做。 我在这里做不到。 我在北卡罗莱纳州的外滩。 我们的图书馆系统是Albemarle图书馆系统。 你可以查查看。 无论如何，他们当然有一个图书馆网站。 但是您不能注册借书证。 他们有一个FAQ页面，上面说您需要进入，基本上就像一个两句话的答案，您需要进入看看我们。 所以，我有点像，您在那里有一个表格。 人们可以不用填写表格，而不必坐在图书馆，就像在医生办公室那样，使用剪贴板和笔。 但是，我对人们使用纸质表格的数量感到好奇，我敢肯定您仍然必须给人们用纸质表格。 有很多人吗？ 它会减少大量纸张吗，对于环境，您想称它为什么呢？
David: Not yet. For example, last month we got over a 1,000 people who were new card holders at the library, which is actually pretty good. I looked that up just for you.
大卫：还没有。 例如，上个月我们在图书馆有超过1,000名新持卡人，这实际上非常不错。 我只是为你查了一下。
Patrick: Thank you.
帕特里克：谢谢。
David: And I thought, wow, that’s cool. Then I asked somebody in my department to look up how many people we had sign up online, and it was 88.
大卫：我想，哇，太酷了。 然后，我要求我所在部门的某人查询我们有多少人在线注册，当时是88岁。
Patrick: Okay.
帕特里克：好的。
David: So, not a lot. But, the cool thing about that service is they get their library card number immediately, so they can put stuff on hold without actually having to come into the library. Or if they want to use one of our databases, like, to look up an article, magazine article or something, you have to have a library card number to do that. So that gives them that number just like that, automatically. So for those 88 people, it was pretty big help.
大卫：所以，不是很多。 但是，关于该服务的最酷的事情是，他们可以立即获得图书馆卡号，因此他们可以暂挂物品，而不必真正进入图书馆。 或者，如果他们想使用我们的数据库之一来查找文章，杂志文章或其他内容，则必须具有图书馆卡号。 这样，他们就会自动获得该数字。 因此，对于这88个人来说，这是很大的帮助。
Patrick: Yeah, I can see that as a really good thing, for obvious reasons. But also, it’s probably the type of thing that people have to get used to.
帕特里克：是的，出于显而易见的原因，我认为这是一件非常好的事情。 但这也可能是人们必须习惯的事情。
David: Well, yeah.
大卫：是的，是的。
Patrick: Because I think we’ve been taught throughout our lives that when you get a library card, you go to the library, you, maybe, bring them a piece of mail or something. And then you fill in the form. You don’t go onto the website. That’s just not done.
帕特里克(Patrick)：因为我认为我们一生都被教导说，当您拿到借书证时，便去了图书馆，也许您会给他们带来一封邮件或其他东西。 然后填写表格。 您不会进入该网站。 只是没有完成。
David: Right. Exactly. Exactly. We’re trying to do it different.
大卫：对。 究竟。 究竟。 我们正在尝试做不同的事情。
Patrick: Right, you’re at the forefront. You mentioned your web team a little earlier. And I was curious to know what that web team looks like, as far as the number of people and how . . .
帕特里克：对，你在前列。 您刚才提到了您的网络团队。 而且我很想知道该网络团队的人数和方式。 。 。
David: Yeah, yeah.
大卫：是的，是的。
Patrick: Not hard numbers, but just a general sense of the team, and do you have in-house developers, do you hire out when you need something done? How does that all work within your team?
帕特里克(Patrick)：不是硬性数字，而是团队的一般意义，您是否有内部开发人员，是否需要做一些事情时才雇用？ 这一切在您的团队中如何运作？
David: That’s always a hard question to answer because it’s not just, “Oh, we have three.” Because, we’ve got me. I’m sort of in charge of all of that part of what we do at the library. So I do long-range planning. I’ll test out a new tool and then get a group together to start figuring out how to use it, maybe in a pilot project. Just, generally, be the leader for that. We’ve got one full-time web developer, who does all the hardcore coding type stuff. We’ve got one person who is our designer. Used to be, well, still is, not used to be, still is an artist. So that’s why, at least in my opinion, our website looks pretty attractive.
大卫：这始终是一个很难回答的问题，因为不仅是“哦，我们有三个。” 因为，我们得到了我。 我负责我们在图书馆所做的所有工作。 所以我做了长远的计划。 我将测试一个新工具，然后召集一个小组来开始弄清楚如何使用它，也许是在一个试验项目中。 通常来说，只要成为领导者即可。 我们有一个专职的Web开发人员，他负责所有核心编码类型的工作。 我们有一个人是我们的设计师。 过去曾经是，现在仍然是，过去不是，仍然是艺术家。 因此，至少在我看来，这就是为什么我们的网站看起来很有吸引力。
Patrick: Right. I agree.
帕特里克：对。 我同意。
David: So we’ve got those two guys that are sort of working on the back end, designing it, developing it, maintaining. Then we’ve got what we call our creative group, which is our marketing department and our web guys all together. We get together weekly and just meet. We talk about marketing stuff and brochures, but we also talk about the website. Figure out how better to do things. We’ll frequently visit a part of our website and try to make it better. You know, that kind of stuff. Then we get to the content. You know, we’ve got a lot of content on our website. We’ve got, probably 15 blogs. We’ve got Facebook and Twitter, and that kind of stuff. Those are all done by different people in our library. So, we might have a team of two or three that are just in charge of one blog. They write the posts. Actually, I work with them to schedule it out. So they’ll tell me, I want to do it two times a week. And so I’ll say, okay, you get Tuesdays at noon and Fridays 6:00 am, so when people wake up, there’s content there. We do the same thing for our Facebook page. We’ve got a team of maybe 12 to 15 people now that are focused on writing content and trying to engage people. So that’s sort of how we break that part of it up. It’s not centralized at all. It’s sort of spread out throughout the organization with leadership involved.
大卫：所以我们有两个人在后端进行工作，设计，开发，维护。 然后，我们有了一个所谓的创意小组，这是我们的营销部门和网络人员。 我们每周聚会，只是见面。 我们谈论营销材料和小册子，但同时也谈论网站。 弄清楚如何更好地做事。 我们将经常访问我们网站的一部分，并尝试使其变得更好。 你知道的，那种东西。 然后我们进入内容。 您知道，我们网站上有很多内容。 我们大约有15个博客。 我们有Facebook和Twitter，以及类似的东西。 这些都是由我们图书馆中的不同人员完成的。 因此，我们可能会有一个由两三个人组成的团队来负责一个博客。 他们写帖子。 实际上，我与他们一起进行了安排。 所以他们会告诉我，我想每周两次。 所以我会说，好吧，您会在中午的星期二和上午6:00举行，所以当人们醒来时，那里就会有满足感。 我们对我们的Facebook页面执行相同的操作。 现在，我们已经拥有了一支由12至15个人组成的团队，他们专注于编写内容并努力吸引人们。 所以这就是我们将其分解的一部分。 它根本不是集中的。 它涉及领导层，分布在整个组织中。
Patrick: Cool. I appreciate you taking us through that. So we talked a bit about your library. I’d like to talk a bit about libraries in general now. And specifically an issue that I’ve seen you writing about and something that you’re passionate about, which is making e- books more accessible for libraries. I know it’s probably not the easiest issue to drum down into a sentence or two, but what are the primary issues that are facing you right now?
帕特里克：酷。 感谢您带领我们完成这项工作。 因此，我们谈到了您的图书馆。 我现在想大致谈谈图书馆。 特别是我见过您写的一个问题以及您热衷的问题，这使图书馆更容易使用电子书。 我知道这不是一句话或两句话最简单的问题，但是现在您面临的主要问题是什么？
David: Yeah. Well, it’s actually pretty easy. There are thousands and thousands of publishers out there. But the stuff that most people want to check out, at least from a public library, they’re published by six publishers. They’re generally called the big six publishers. They’re, like, Random House, Penguin. You know, those names that most people would probably recognize. Out of those six, two don’t sell to libraries at all. Two of them haven’t, but they’re starting little bitty pilot projects with, like, a single library to test the waters. One of them sells to libraries, but then after it’s checked out 26 times, they make you buy it again. And one has always sold to libraries, but they recently jacked the prices up to three or four times the price of the book, which isn’t really a good model, good sustainable model going forward for libraries. Out of those six, most of them don’t sell the stuff that our customers are actually wanting to check out. It’s a big problem. We have an e-book service and I just heard yesterday that we’re running out of stuff to buy. Really. Because we’re looking at this huge list of books and going, ah, there’s nothing there our customers actually are interested in. What are we going to do?
大卫：是的。 好吧，这实际上很容易。 那里有成千上万的出版商。 但是大多数人至少要从公共图书馆中检出的东西是由六个发行者发行的。 他们通常被称为六大出版商。 他们就像企鹅兰登书屋一样。 您知道，大多数人可能会认出的那些名字。 在这六个中，有两个根本不卖给图书馆。 他们中的两个还没有，但是他们正在用一个库来测试水域，开始一些小小的试点项目。 其中之一卖给图书馆，但在结帐26次后，又让您再次购买。 而且它一直都卖给图书馆，但是最近它们把价格提高到了书价的三到四倍，这并不是一个好模型，对于图书馆来说，这是一个可持续的好模型。 在这六种产品中，大多数都不销售我们客户真正想要退房的东西。 这是个大问题。 我们有一个电子书服务，昨天我才听说我们已经没有足够的东西购买了。 真。 因为我们正在看的书不胜枚举，啊，我们的客户实际上没有任何兴趣。我们要做什么？
Patrick: Yeah, you’re like “Managing Online Forms?” Oh, crap. No one’s interested in that. Who’s going to read that stuff.
帕特里克：是的，您就像“管理在线表格吗？” 真是的 没有人对此感兴趣。 谁去读那些东西。
David: Oh, boy.
大卫：哦，男孩。
Patrick: Well, I noticed that you shared a link on Twitter recently. And it was via Sara Houghton, on Twitter. And it was published by the American Libraries Magazine. And what it is is a price comparison of the cost of e-books for libraries and for consumers, as of September 5th, 2012. So, very recent. I wanted to ask you about this and what this chart actually means. For example, I see “50 Shades of Gray.” Not a piece of literature I have yet enjoyed. But it costs $47.85 for libraries via, the service is Overdrive in 3M. That’s the price for the e-book. And then there’s a consumer pricing, which is unsurprisingly, $9.99 for Amazon or general retailers. Where you buy e-books they tend to be priced in that realm. So, what does the difference mean? What does that mean to libraries?
帕特里克：嗯，我注意到您最近在Twitter上分享了一个链接。 这是通过Twitter上的Sara Houghton进行的。 它由美国图书馆杂志出版。 截止到2012年9月5日，这是对图书馆和消费者电子书成本的价格比较。 我想问您有关此图表的实际含义。 例如，我看到“ 50种灰色阴影”。 我还没有喜欢的文学作品。 但是，通过图书馆的费用为47.85美元，该服务是3M中的Overdrive。 那是电子书的价格。 然后有一个消费者定价，毫不奇怪，亚马逊或一般零售商的定价为9.99美元。 在您购买电子书的地方，它们往往在该领域定价。 那么，区别是什么意思呢？ 这对图书馆意味着什么？
David: Well, it’s highly irritating to libraries, honestly. Because any of us could go out and buy that “50 Shades of Grey” book from Amazon, from Barnes and Noble, pretty easily. Put it on our Kindle or whatnot. But for a library to do that, it costs four or five times as much. If we buy it from, say, Overdrive. They’re the most popular e-book service out there. We’re not actually buying the book. We’re renting it, so to speak. If we decide to move away from Overdrive, that 50 bucks is just gone, and we don’t get the book, which is pretty irritating. So, we’ve paid four or five times the price, just for access. I can understand an online company that’s giving us access to content, you’re paying for a service, not just the book. But, we’re paying for the book, but we’re also paying an annual maintenance fee for that service already. Why is the price jacked up? Mainly for the publishers because they don’t quite trust libraries. They’re looking at the traditional public library, “I can get stuff for free there”. Right?
大卫：嗯，说实话，这对图书馆非常恼火。 因为我们每个人都可以轻松地从亚马逊，巴恩斯和诺布尔那里购买那本“ 50色的灰色”书。 将其放在我们的Kindle或其他产品上。 但是对于一个图书馆来说，它的成本是它的四到五倍。 如果我们从Overdrive购买。 它们是那里最受欢迎的电子书服务。 我们实际上不是在买书。 可以这么说，我们正在出租它。 如果我们决定离开Overdrive，那50块钱就没了，而我们没有得到这本书，这很令人讨厌。 因此，我们已经为访问支付了四到五倍的价格。 我能理解一家在线公司，它使我们能够访问内容，您是在为服务付费，而不仅仅是书本。 但是，我们需要支付这本书的费用，但是我们已经为此服务支付了年度维护费。 为什么价格上涨？ 主要针对出版商，因为他们不太信任图书馆。 他们正在看传统的公共图书馆，“我在那里可以免费得到东西”。 对？
Patrick: Right. Yes.
帕特里克：对。 是。
David: But what they’re not seeing, actually what they’re starting to notice, is that we’re free marketing places. In Topeka, there is one book store, Barnes and Noble. And there’s us. We’re bigger. We have more stuff, we’ve got friendly people, like you said. We’ve got a coffee shop. We’re centrally located. That sort of looks like a book store with big displays of publishers’ stuff. Right?
大卫：但是，他们没有看到的，实际上是他们开始注意到的，是我们是免费的营销场所。 在托皮卡，有一家书店，Barnes and Noble。 还有我们。 我们更大。 正如您所说，我们还有更多东西，我们有友好的人。 我们有一家咖啡店。 我们位于市中心。 看起来像是一家书店，上面有大量的出版商资料。 对？
Patrick: Right.
帕特里克：对。
David: And, unlike Barnes and Noble, we have the backlog of all the other stuff those authors have written. Whereas, Barnes and Noble, they’ll have the newest stuff, if it’s popular. You know, like Stephen King, they’ll have more of his things. Not everything. We have that. So, we can sell the backlog for free. But then we’ve got statistics, and publishers are starting to get statistics, too, that show people who use libraries to check out either print books or e-books, most likely will buy their next book. Which makes sense because if you start a series, you get number 1 here, number two is checked. So what are you going to do if you want to get it? Right? You’re going to go buy it. You’re going to get your Kindle out, click that easy one click button and continue reading. And then maybe check out the third one. They’re starting to realize we’re not that scary, but it’s not there yet. So, they’re saying, let’s make this pricing point higher, so we make a profit. I’m not sure that makes sense.
大卫：而且，与巴恩斯和诺布尔不同，我们还有这些作者写过的所有其他作品的积压。 鉴于Barnes和Noble受欢迎，他们将拥有最新的东西。 你知道，像斯蒂芬·金一样，他们将拥有更多他的东西。 并非一切。 我们有。 因此，我们可以免费出售积压的产品。 但是随后我们有了统计数据，出版商也开始获得统计数据，这表明使用图书馆检查印刷书籍或电子书的人们很可能会购买下一本书。 这是有道理的，因为如果您开始一个系列，您将在此处获得1号，则将检查2号。 那么，如果您想得到它该怎么办？ 对？ 你要去买它。 您将拿出Kindle，单击该简单的一键式按钮，然后继续阅读。 然后检查第三个。 他们开始意识到我们并不那么害怕，但是还不那么害怕。 因此，他们说，让我们提高这个定价点，以便我们获利。 我不确定这是否有意义。
Patrick: Just to dive into that pricing a little bit, $47.85, you’re essentially licensing the work, from what I gather.
帕特里克(Patrick)：只要深入研究一下这个价格，即$ 47.85，您实际上就是从我收集的作品中获得许可。
David: Right.
大卫：对。
Patrick: Is that per year or is that one-time fee for as long as you maintain your maintenance fee as part of the service. Or how often do you have to pay that $47.85?
帕特里克：是每年还是一次费用，只要您维持服务的维护费用即可。 还是您必须多久支付一次$ 47.85？
David: For most of those publishers, it’s a one-time fee, except for Harper Collins. I’m pretty sure it’s Harper Collins. They’re the 26 uses thing, so after that book is checked out 26 times, then we’d have to pay that fee again to access the book.
大卫：对于大多数出版商来说，这是一次性费用，但哈珀·柯林斯除外。 我很确定这是哈珀·柯林斯。 它们是26种用途的东西，因此当该书被检出26次后，我们将不得不再次支付该费用才能使用该书。
Patrick: One of the trick issues here is the nature of e-books and how someone could duplicate them, right? And they’re easily duplicated. When you have the print book, you have the print book. You take that out and no one else can have it. So, one of the things I was curious about with this pricing, and how e-books pricing works with libraries, is are you limited by the number of copies you can lend out at a certain time.
帕特里克：这里的棘手问题之一是电子书的性质以及有人如何复制它们，对吗？ 而且它们很容易复制。 当您拥有印刷本时，便拥有了印刷本。 您将其取出来，没有其他人可以拥有它。 因此，我对此定价感到好奇的一件事，以及电子书定价如何与图书馆一起使用，受到您在特定时间可以借出的副本数量的限制。
David: Uh-huh.
大卫：恩。
Patrick: For example, when you pay that price, can you send out as many copies as you want, 10 copies? Or, as versus the print, you can only do one. How does that work as far as the number of people who can check it out?
帕特里克：例如，当您支付该价格时，是否可以发送任意数量的副本，即10份？ 或者，与打印相比，您只能做一个。 可以检查的人数如何？
David: That’s one person at a time. We’d have to pay that 50 bucks twice for two people to. Then, that sort of varies, you can pay for an all inclusive license on certain books, that sort of thing, so anybody can access it. Costs more, you know.
大卫：一次只有一个人。 我们必须两个人两次付那50块钱。 然后，这种变化，您可以为某些书籍支付全包式许可证的费用，这样任何人都可以访问它。 成本更高，您知道。
Patrick: Well, that’s was my one way to justify that pricing for publishers. Sorry.
帕特里克：嗯，那是我为发布商证明价格合理的一种方法。 抱歉。
David: Yeah, not so much.
大卫：是的，不是很多。
Patrick: I still had to ask the question. In fairness, to say, that if it’s treated as a license and you can be allowed ten copies, okay. But if it’s just one, and it’s actually reasonably verifiable as one, then obviously the pricing doesn’t match up.
帕特里克：我仍然不得不问这个问题。 公平地说，如果将其视为许可证，并且可以允许您获得十份，那就好了。 但是，如果它只是一个，并且实际上可以合理地验证为一个，那么显然价格是不匹配的。
David: Not so much. I was going to say, you’d mentioned it’s sort of hard to copy that print book. I don’t know if you’ve noticed this or not, with my first book, every week I can click on a link in Twitter or something like that through my vanity feed, and find a pdf copy of my first book out there. I’ve downloaded an illegal copy of my book.
大卫：没那么多。 我要说的是，您提到过要复制那本印刷书很难。 我不知道您是否在第一本书中注意到了这一点，每周我都可以通过虚荣供稿单击Twitter或类似内容中的链接，并在那里找到第一本书的pdf副本。 我已经下载了我的书的非法副本。
Patrick: Yeah, I actually have a Google alert set up for that also. And I’m fairly well schooled on the old DMC. I notice it a lot.
帕特里克：是的，实际上我也为此设置了一个Google警报。 我在旧的DMC上学得很好。 我注意到很多。
David: Yeah. Yeah, right.
大卫：是的。 是的，对。
Patrick: It tends for me to be the pdf e-book version that was put out, and it’s not like a scanned version. Is yours a scanned version, like they put it in a copier?
帕特里克(Patrick)：对我来说，它往往是发行的pdf电子书版本，而不像扫描版本。 是您的扫描版本，就像他们放入复印机一样吗？
David: I think it is.
大卫：我认为是。
Patrick: That’s interesting so . . . But that’s a different sort of issue.
帕特里克：这很有趣。 。 。 但这是另一种问题。
David: Yeah, it is.
大卫：是的。
Patrick: I have had to take down a number of different copies. Not as much as, I’m sure, Harry Potter deals with. So that was an interesting discussion. I definitely learned some things about e-book pricing. I was not aware of that. And I honestly don’t know how my publisher handles it because I’m pretty sure they fall outside of the big six. At least in the U.S. Internationally, I’m distributed by McGraw Hill, but in this country I’m not. It’s AMACOM, the American Management Association. So I’ll have to look into that and see what they’re a part of and what they’re charging. Because I’m definitely curious now.
帕特里克：我不得不摘下许多不同的副本。 我敢肯定，与哈利·波特所处理的不一样。 因此，这是一个有趣的讨论。 我绝对学到了一些有关电子书定价的知识。 我没有意识到。 老实说，我不知道我的出版商如何处理它，因为我很确定他们不在六大出版商之列。 至少在美国，在国际上，我是由McGraw Hill发行的，但是在这个国家，我却没有。 是AMACOM，美国管理协会。 因此，我必须对此进行调查，看看他们是其中的一部分以及他们要收费的内容。 因为我现在很好奇。
David: Yeah. Definitely.
大卫：是的。 绝对是
Patrick: I just want to throw a kind of, random question out there, that occurred to me. And really, what brought it up was your latest blog post. Or at least, your latest blog post as of last night. You were talking about Starbucks cards.
帕特里克：我只想向我提出一个随机的问题。 的确，引起它的是您的最新博客文章。 或者至少是您截至昨晚的最新博客文章。 您在谈论星巴克卡。
David: Oh, yeah.
大卫：哦，是的。
Patrick: And how you go to the library all the time, but now you’re going to Starbucks. You’re in Starbucks getting coffee, and you notice these cards, on the counter presumably, that were offering you a free song, the Zack Brown Band, and also . . . What was the other card?
帕特里克(Patrick)：您一直都在图书馆，但现在您要去星巴克。 您正在星巴克(Starbucks)喝咖啡，并且在柜台上发现这些卡片，大概是在为您提供免费歌曲，扎克布朗乐队(Zack Brown Band)和。 。 。 另一张卡是什么？
David: It was a Yoga app from iTunes or something like that.
大卫：这是iTunes上的Yoga应用程序或类似的应用程序。
Patrick: A free app. So, you were talking about how this was good, and how it exposes you to different apps, different songs, and there’s value created for Starbucks, for the artist, for you as the customer, and how the libraries could take advantage of this. That was the point of the post, is to ask people to think about how can you benefit as libraries, since that’s the heavy part of your readership, by this strategy. And, I skipped that discussion totally . . .
帕特里克：免费的应用程序。 因此，您在谈论这是多么的好，如何使您接触到不同的应用程序，不同的歌曲，以及为星巴克，艺术家，作为您的客户创造的价值，以及图书馆如何利用这一点。 那是帖子的重点，是让人们考虑一下您如何才能从图书馆中受益，因为通过这种策略，这是您读者的大部分。 而且，我完全跳过了那个讨论。 。 。
David: Okay.
大卫：好的。
Patrick: . . . as I sometimes do. And just thought, why aren’t there more Starbucks in libraries? Because, I’ve thought of this before. I’ve seen it before, very rarely. I’ve heard about it. But, it seems to make a lot of sense. Because you go to Barnes and Noble and you see people sitting in Starbucks reading books they don’t buy. And at libraries, you’re supposed to read books you don’t buy. Except if you leave later and buy them at a later date, as you talked about. Libraries can drive sales. So I don’t mean it like that. But, it seems like it makes so much sense, Starbucks to cut in the library, give them a little piece of that, which helps the whole system work, and raises our boat, so to speak. Why is that not so? Is there a competitive business reason why that’s not so. Have you heard much discussion about this?
帕特里克： 。 。 就像我有时候那样 只是想，为什么图书馆中没有更多的星巴克？ 因为，我之前已经想到过这一点。 我以前看过，很少见。 我听说过 但是，这似乎很有意义。 因为您去过Barnes and Noble，并且看到坐在星巴克的人们在看他们不买的书。 在图书馆，您应该阅读不买的书。 正如您所说的，除非您稍后离开并稍后购买。 图书馆可以推动销售。 所以我不是那个意思。 但是，看起来星巴克削减库存，给他们一点钱似乎很有道理，可以说这有助于整个系统的运作，并提高了我们的工作能力。 为什么不是这样？ 有没有竞争性的商业原因，为什么事实并非如此。 您听说过很多与此有关的讨论吗？
David: That’s a good question. I know in larger libraries, they don’t usually have a Starbucks. But they will have a coffee shop of some type. Even a small library I’ve been in has. So, some do have that kind of stuff. It’s usually more of a franchise, or a ‘I’m a librarian, do I really want to figure out how to run a restaurant’ problem. Because it’s a completely different business. For our library, we actually rent the space out to a guy who knows how to do restaurants. And them, we’ve got a deal going there somewhere. Because we don’t know how to do that. Right? I know how to buy a coffee, I don’t know how to sell it 50 times a day. I think it’s mainly that, probably.
大卫：这是一个很好的问题。 我知道在较大的图书馆中，它们通常没有星巴克。 但是他们会有一家咖啡店。 甚至我去过的一个小图书馆也没有。 所以，有些确实有这种东西。 通常更多的是专营权，或者是“我是图书馆员，我真的想弄清楚如何经营餐馆”的问题。 因为这是完全不同的业务。 对于我们的图书馆，我们实际上将空间出租给了一个会餐馆的人。 而他们，我们在某处达成了一项协议。 因为我们不知道该怎么做。 对？ 我知道怎么买咖啡，我也不知道每天卖50次。 我认为主要是因为。
Patrick: Yeah, and you know, the thing I was thinking of is not necessarily on the libraries. Though I think it would be a good strategy for libraries to go out there and say, hey, we would have a Starbucks. But I think it would be an interesting strategy if Starbucks went out there. And I’m sure you can make contact with libraries, trade publications, mailing lists, and what have you, and say, “Hey, we want to start populating libraries with Starbucks coffee shops. And we’ll give you X percent of the profit.” And I bet a number of libraries would probably jump at that if they could.
帕特里克：是的，而且你知道，我在想的东西不一定在图书馆。 尽管我认为图书馆走到那里说，嘿，我们将拥有一个星巴克是一个很好的策略。 但是我认为，如果星巴克走出去，那将是一个有趣的策略。 而且，我敢肯定，您可以与图书馆，行业出版物，邮件列表以及您拥有的东西进行联系，然后说：“嘿，我们想开始在星巴克咖啡店里堆满图书馆。 我们将给您X％的利润。” 我敢打赌，如果可以的话，许多图书馆可能会跳上这一点。
David: Oh, they probably would. I mean, there’s hundreds of thousands of libraries in the United States alone, waiting for Starbucks to come in.
大卫：哦，他们可能会的。 我的意思是，仅在美国就有成千上万的图书馆在等待星巴克的到来。
Patrick: Waiting. I suggest this as someone who doesn’t even drink coffee.
帕特里克：等待。 我建议这个人甚至不喝咖啡。
David: Yeah, there you go.
大卫：是的，你去了。
Patrick: All right. Starbucks, libraries aside. I want to talk about the book a little bit. “Face to Face” is the name of the book. ‘Using Facebook, Twitter, and Other Social Media Tools to Create Great Customer Connections.’ We’ve kind of talked about that already. That was sort of my goal was to talk about how you’re doing that for the library, through different features and functionality. And I think we’ve done that. But to get a little more specific, your book talks a lot about being human. And for companies and organizations to be human is kind of the overriding theme. Who are some of your favorite human companies on the web?
帕特里克：好的。 星巴克，图书馆除外。 我想谈点这本书。 “面对面”是本书的名称。 “使用Facebook，Twitter和其他社交媒体工具来建立良好的客户关系。” 我们已经讨论过了。 那是我的目标，目的是通过不同的特性和功能来谈论您如何对库执行此操作。 我认为我们已经做到了。 但是要更具体一点，您的书中谈到了很多关于人的问题。 对于公司和组织而言，要成为人类是最重要的主题。 您最喜欢网络上的人类公司中的哪些人？
David: Yeah. Well, obviously, the big company that’s usually mentioned here would be Zappos. And they really do a good job. It’s fun to just see what they’re doing, and how they’re connecting to customers. But a smaller company that I know about just from my audio and video stuff, is Rhode Microphones. They make that video mike that you can stick on top of cameras, among other things. They do an amazing job of connecting with customers. For this interview I was actually looking back through some of their tweets and their Facebook account. They do some really cool stuff. They do very direct, short and sweet customer support and service, through Twitter. They’ll say, oh, my gosh, here’s the link to that thing you need. Or, here’s my phone number, give me a call, let’s figure it out. They do really human sounding stuff there, which is cool to see. On their Facebook account, they do that kind of stuff, too. They run contests. But they’ll also do visual stuff. Like show customers using their product out in the wild. Not so a, oh, look, 20 people are using my thing. But to me anyway, it’s sort of cool to see how customers are using these microphones. Because I get idea from that. You know? And say, “Oh, I never thought about using it that way.” And that’s what they’re sharing. They love their product, they’re sharing ways to use their product, through social media. I find that to be a very human type thing. It’s like you saying, David, have you thought about this? Oh, that’s cool. That’s what the company is doing, organizationally.
大卫：是的。 好吧，显然，这里经常提到的大公司就是Zappos。 他们确实做得很好。 仅仅看看他们在做什么，以及他们如何与客户建立联系是很有趣的。 但是我仅从音频和视频方面了解的一个较小的公司是Rhode麦克风。 它们使您可以像粘贴在摄像机顶部的视频麦克风一样。 他们在与客户建立联系方面做得非常出色。 在这次采访中，我实际上是在回顾他们的一些推文和Facebook帐户。 他们做一些非常酷的事情。 他们通过Twitter提供了非常直接，简短而友善的客户支持和服务。 他们会说，哦，天哪，这是您需要的东西的链接。 或者，这是我的电话号码，给我打个电话，让我们找出答案。 他们在那里确实听起来很人性化，很酷。 在他们的Facebook帐户上，他们也做这种事情。 他们举办比赛。 但是他们也会做视觉作品。 就像展示客户在野外使用他们的产品一样。 不是，哦，看，有20个人在用我的东西。 但无论如何对我来说，看看客户如何使用这些麦克风还是很酷的。 因为我从中得到想法。 你懂？ 然后说：“哦，我从没想过要那样使用它。” 这就是他们分享的内容。 他们喜欢自己的产品，他们通过社交媒体分享使用产品的方式。 我发现这是非常人性化的事情。 It's like you saying, David, have you thought about this? 哦，太酷了。 That's what the company is doing, organizationally.
Patrick: That is cool. And what of my favorites is Think Geek. You’re probably familiar with them, as a geek who thinks. They have this great Twitter feed. And just a kind of great overarching strategy of how they communicate with customers via all means, right? The website, email. Social media, though, is kind of, the topic today. On any given day, you can see them tweeting about some exciting product. You can see them tweeting about someone using their product, some sort of geek humor. The Wreck-it Ralph trailer they just tweeted out, it’s amazing. They say the licensing coup, alone, is amazing. I don’t know if you’re familiar with that movie, but they’ve got all these video game characters licenses from numerous companies into one film. Anyway, so they just share all of this crazy stuff. I’m just looking at it, just looking at it here without any preparation. Just looking at the feed. “Happy programmers day. It’s the 256th day of the year, aka, two, upper arrow, eight, or pound a values of an eight bit byte. Hug a dev you love.” I have no idea what that mean because I’m not a programmer, but you know programmers know what that means. And that’s the kind of stuff that they tweet out. And they tweet it out like data cupcakes, kids, just different kinds of stuff and products, and geeky references. You stroll through it and there’s just such a personality that comes through the feed, and that’s what I love. I’m not even looking at the replies. Because the replies are also great. I don’t know how much of this I can read. But it’s just so funny, it’s topical, they talk about things with different people. But you mentioned something very important. And that is that Zappos helps people on the space that they’re asking the question. And I think that’s really important. Because there are private things in a transaction that you can’t say out there in public. And there’s perfectly legitimate reasons to take something to email, or take something to the phone.
Patrick: That is cool. And what of my favorites is Think Geek. You're probably familiar with them, as a geek who thinks. They have this great Twitter feed. And just a kind of great overarching strategy of how they communicate with customers via all means, right? The website, email. Social media, though, is kind of, the topic today. On any given day, you can see them tweeting about some exciting product. You can see them tweeting about someone using their product, some sort of geek humor. The Wreck-it Ralph trailer they just tweeted out, it's amazing. They say the licensing coup, alone, is amazing. I don't know if you're familiar with that movie, but they've got all these video game characters licenses from numerous companies into one film. Anyway, so they just share all of this crazy stuff. I'm just looking at it, just looking at it here without any preparation. Just looking at the feed. “Happy programmers day. It's the 256th day of the year, aka, two, upper arrow, eight, or pound a values of an eight bit byte. Hug a dev you love.” I have no idea what that mean because I'm not a programmer, but you know programmers know what that means. And that's the kind of stuff that they tweet out. And they tweet it out like data cupcakes, kids, just different kinds of stuff and products, and geeky references. You stroll through it and there's just such a personality that comes through the feed, and that's what I love. I'm not even looking at the replies. Because the replies are also great. I don't know how much of this I can read. But it's just so funny, it's topical, they talk about things with different people. But you mentioned something very important. And that is that Zappos helps people on the space that they're asking the question. And I think that's really important. Because there are private things in a transaction that you can't say out there in public. And there's perfectly legitimate reasons to take something to email, or take something to the phone.
David: Yeah, definitely.
David: Yeah, definitely.
Patrick: But, I think one of the ways people make a big difference is when they don’t throw every inquiry in that basket. Not every response is, call 1-800-this. You can confirm basic fact. You can say, oh, your package will be there on Friday. The stuff that isn’t your Social Security Number or your credit card or your name or address, I think that’s really important. That’s how a lot of people are setting themselves apart, is by helping people in the space where they felt comfortable to ask the question.
Patrick: But, I think one of the ways people make a big difference is when they don't throw every inquiry in that basket. Not every response is, call 1-800-this. You can confirm basic fact. You can say, oh, your package will be there on Friday. The stuff that isn't your Social Security Number or your credit card or your name or address, I think that's really important. That's how a lot of people are setting themselves apart, is by helping people in the space where they felt comfortable to ask the question.
David: Right. I often will tell people, for libraries, and this works well for other businesses, too. Just go where people gather. You do that physically, why not do that online, too. So if your customers happen to be gathering in Foursquare or in Twitter or LinkedIn, or whatever, you should probably be there having conversations with them. I think it’s really important. It’s free, you know.
David: Right. I often will tell people, for libraries, and this works well for other businesses, too. Just go where people gather. You do that physically, why not do that online, too. So if your customers happen to be gathering in Foursquare or in Twitter or LinkedIn, or whatever, you should probably be there having conversations with them. I think it's really important. It's free, you know.
Patrick: Yeah, people. Just people. Power. The power of people.
Patrick: Yeah, people. Just people. 功率。 The power of people.
David: That’s right, it’s just people.
David: That's right, it's just people.
Patrick: Yeah. Just to close out this Think Geek example because I love mentioning this. But they have also a feed at think geek spam on Twitter. And what that is is their product announcements. They don’t make their product announcements on their main feed. They have think geek spam, and “All new think geek products all the time. Follow Think Geek,” the main account, “for contest freebies and warm, human fuzzies.”
帕特里克：是的。 Just to close out this Think Geek example because I love mentioning this. But they have also a feed at think geek spam on Twitter. And what that is is their product announcements. They don't make their product announcements on their main feed. They have think geek spam, and “All new think geek products all the time. Follow Think Geek,” the main account, “for contest freebies and warm, human fuzzies.”
David: That’s cool.
David: That's cool.
Patrick: And they actually have, this is the Think Geek spam, because their mascot is a monkey. And the Think Geek spam account is a robot monkey. And in the Twitter background, they have the robot monkey and the regular monkey fighting.
Patrick: And they actually have, this is the Think Geek spam, because their mascot is a monkey. And the Think Geek spam account is a robot monkey. And in the Twitter background, they have the robot monkey and the regular monkey fighting.
David: Oh, my. That’s pretty funny.
David: Oh, my. That's pretty funny.
Patrick: It’s acknowledging the fact that they sell stuff. But they also have a sense of humor about it. Now, I guess today, how they interview their social media candidates, is, today they do an interview on Twitter with people, just send the person questions, @thinkgeeknewb, and the person answers questions. I mean there’s just so many . . . Think Geek is just . . . I love them.
Patrick: It's acknowledging the fact that they sell stuff. But they also have a sense of humor about it. Now, I guess today, how they interview their social media candidates, is, today they do an interview on Twitter with people, just send the person questions, @thinkgeeknewb, and the person answers questions. I mean there's just so many . 。 。 Think Geek is just . 。 。 我爱他们。
David: Yeah, they have a good time, don’t they?
David: Yeah, they have a good time, don't they?
Patrick: They do. They definitely do. I always say if I hit the lottery, I just going to back up just a truck full of money at the Think Geek offices and just buy everything they have.
Patrick: They do. They definitely do. I always say if I hit the lottery, I just going to back up just a truck full of money at the Think Geek offices and just buy everything they have.
David: There you go.
David: There you go.
Patrick: Moving on a little bit. A lot of people, I think, ask where do you start with things like this, and “Being human.” And it’s kind of a generic question, so it’s hard to specifically quantify because there’s so much you can do. But, let’s say you’re starting a new small business. You have no established history as a company. So it’s not like you were some 100-year-old company that is now just getting online, and you have all that history and that story to pull from. How do you start being human? Pick any business you want, I guess. It can be a restaurant, it could be a furniture store, it could be, whatever. Where do you start?
Patrick: Moving on a little bit. A lot of people, I think, ask where do you start with things like this, and “Being human.” And it's kind of a generic question, so it's hard to specifically quantify because there's so much you can do. But, let's say you're starting a new small business. You have no established history as a company. So it's not like you were some 100-year-old company that is now just getting online, and you have all that history and that story to pull from. How do you start being human? Pick any business you want, I guess. It can be a restaurant, it could be a furniture store, it could be, whatever. 你从哪里开始？
David: You know, I think in general, and for almost any organization-I took some notes from what you sent me-I was thinking there’s at least four things you can do, sort of universal truths of being human online, so to speak. The first one would be just to be informal and conversational. Have that informal, conversational tone in everything you do online. Whether it’s a video or a blog post or a product review, whatnot, be informal and conversational. Because that’s the way people talk with that conversational tone, so that will pull people into that quote, unquote conversation, even if that conversation is one they’re reading. They’ll fell that the communication has a two way aspect to it, just by that tone. Also, be short and sweet because people don’t want to hear you talk forever, right?
David: You know, I think in general, and for almost any organization-I took some notes from what you sent me-I was thinking there's at least four things you can do, sort of universal truths of being human online, so to speak. The first one would be just to be informal and conversational. Have that informal, conversational tone in everything you do online. Whether it's a video or a blog post or a product review, whatnot, be informal and conversational. Because that's the way people talk with that conversational tone, so that will pull people into that quote, unquote conversation, even if that conversation is one they're reading. They'll fell that the communication has a two way aspect to it, just by that tone. Also, be short and sweet because people don't want to hear you talk forever, right?
Patrick: Right.
帕特里克：对。
David: It’s not a Shakespeare’s play. They want, give it to me because I’ve got two minutes. Ask questions, all the time. People like Chris Brogan have taught us that already in Blog Post. Don’t finish the post, so to speak. Say, what do you think? Let me know. We do that at the library. You can do that with pretty much anything. On Twitter, ask, “Hey, we put out this new product. You guys are starting to buy it. Let me know what’s working and what’s not, so we can fix it.” People love that kind of stuff because they can be part of the story, so to speak. And they can help fix something and make it better. Or even help 20 other customers with a problem they’re having, just because they know the little tidbit that somebody else doesn’t, and the company has facilitated that. Then finally, just be friendly. Sounds sort of weird that you’d have to work at that, but I think oftentimes when you let your marketing department get a hold of something, pretty much anything, unless they’re really good, they remove informality, conversational tones, that friendly thing, the friendly vibe going on, and make it professional sounding. And that sucks the life out of conversations. I think if a company or an organization or a nonprofit follows those four ideas, they’ll be well on their way to having that human voice online.
David: It's not a Shakespeare's play. They want, give it to me because I've got two minutes. Ask questions, all the time. People like Chris Brogan have taught us that already in Blog Post. Don't finish the post, so to speak. Say, what do you think? 让我知道。 We do that at the library. You can do that with pretty much anything. On Twitter, ask, “Hey, we put out this new product. You guys are starting to buy it. Let me know what's working and what's not, so we can fix it.” People love that kind of stuff because they can be part of the story, so to speak. And they can help fix something and make it better. Or even help 20 other customers with a problem they're having, just because they know the little tidbit that somebody else doesn't, and the company has facilitated that. Then finally, just be friendly. Sounds sort of weird that you'd have to work at that, but I think oftentimes when you let your marketing department get a hold of something, pretty much anything, unless they're really good, they remove informality, conversational tones, that friendly thing, the friendly vibe going on, and make it professional sounding. And that sucks the life out of conversations. I think if a company or an organization or a nonprofit follows those four ideas, they'll be well on their way to having that human voice online.
Patrick: Cool. Diving into that a little deeper, and speaking of platforms, because there’s lots of platforms. There’s your own website, certainly, and whatever you can do with that, so many different things. The sky’s the limit, if you have programmers. And if not, there’s plenty of platforms out there that you can simply install, whether it be WordPress or something else. And then, outside platforms, like Facebook, Twitter, Google Plus, Foursquare, and other ones. Numerous ones, a limitless number, and always growing. As far as choosing a platform, or making the first kind of inroads onto doing something, because once you have the understanding of how you need to speak, how you need to participate, where do you go? How should people make that decision?
帕特里克：酷。 Diving into that a little deeper, and speaking of platforms, because there's lots of platforms. There's your own website, certainly, and whatever you can do with that, so many different things. The sky's the limit, if you have programmers. And if not, there's plenty of platforms out there that you can simply install, whether it be WordPress or something else. And then, outside platforms, like Facebook, Twitter, Google Plus, Foursquare, and other ones. Numerous ones, a limitless number, and always growing. As far as choosing a platform, or making the first kind of inroads onto doing something, because once you have the understanding of how you need to speak, how you need to participate, where do you go? How should people make that decision?
David: I think it goes back to what I said earlier about going where people are gathering, especially if you’re talking about social media platforms. Just go where your customer base is. What I do, and I tell libraries to do this all the time. In Topeka, when I go to a restaurant or a store, I’ll notice the stickers by the door that say, we’re on Twitter or we’re on Facebook, we’re on some new social media thing that I never heard of, whatever, which probably isn’t true. But if it did exist, and I saw the sticker, I’d be like, ah, maybe I’d better check that out. That’s what I tell people to do. I say, if you see those up, make sure you are in those, because your customers know about that. If you’re listening to the radio, and the disc jockey is saying, hey, tweet me your questions, tweet me your requests. That means people in my area are actually using that so maybe I should be there, too. That’s how I decide whether one platform is better than the other. For example, we are on Foursquare here at the library. We don’t get a lot of use on that, so we’re not spending a lot of time there right now. Whereas, maybe a coffee shop who’s giving a 10% discount to the mayor, maybe they’re getting more use out of that. So, it would work really well for them. Maybe not so much for a furniture store, or something. It depends. Find out where your customers are and then go there.
David: I think it goes back to what I said earlier about going where people are gathering, especially if you're talking about social media platforms. Just go where your customer base is. What I do, and I tell libraries to do this all the time. In Topeka, when I go to a restaurant or a store, I'll notice the stickers by the door that say, we're on Twitter or we're on Facebook, we're on some new social media thing that I never heard of, whatever, which probably isn't true. But if it did exist, and I saw the sticker, I'd be like, ah, maybe I'd better check that out. That's what I tell people to do. I say, if you see those up, make sure you are in those, because your customers know about that. If you're listening to the radio, and the disc jockey is saying, hey, tweet me your questions, tweet me your requests. That means people in my area are actually using that so maybe I should be there, too. That's how I decide whether one platform is better than the other. For example, we are on Foursquare here at the library. We don't get a lot of use on that, so we're not spending a lot of time there right now. Whereas, maybe a coffee shop who's giving a 10% discount to the mayor, maybe they're getting more use out of that. So, it would work really well for them. Maybe not so much for a furniture store, or something. 这取决于。 Find out where your customers are and then go there.
Patrick: So, when talking about those third-party platforms, those platforms you don’t control, that other people control, how important is your home base? Your own website, in the whole grand scheme of going out there and participating on these surfaces like Facebook, Twitter, and whatever else?
Patrick: So, when talking about those third-party platforms, those platforms you don't control, that other people control, how important is your home base? Your own website, in the whole grand scheme of going out there and participating on these surfaces like Facebook, Twitter, and whatever else?
David: In my mind, your home base is pretty important. If you’re a business, that’s sort of your stuff. Thinking physically for a second, that is your building, and that’s where all of your couches are that you’re selling. Online, it’s sort of the same thing because that’s where your catalog is, right? If you go into the Disney Store, they actually . . . I love going into the Disney Store because they have these signs all over the place that say, our full store is at Disney.com, or Disneystore.com, whatever. And that makes sense. Because it works sort of that way for a library, too. Because we’ve got our library catalog of books that has everything we own. And then if you come into the library, half our stuff is checked out. If you want the full thing, that would be our website. So, in my mind, home base is really important because that’s where our stuff and our staff are. The other platforms, I see those as conversations about our stuff. If you want the stuff, you go to the home base. If you want to have a conversation about that, that can be in any number of places.
David: In my mind, your home base is pretty important. If you're a business, that's sort of your stuff. Thinking physically for a second, that is your building, and that's where all of your couches are that you're selling. Online, it's sort of the same thing because that's where your catalog is, right? If you go into the Disney Store, they actually . 。 。 I love going into the Disney Store because they have these signs all over the place that say, our full store is at Disney.com, or Disneystore.com, whatever. And that makes sense. Because it works sort of that way for a library, too. Because we've got our library catalog of books that has everything we own. And then if you come into the library, half our stuff is checked out. If you want the full thing, that would be our website. So, in my mind, home base is really important because that's where our stuff and our staff are. The other platforms, I see those as conversations about our stuff. If you want the stuff, you go to the home base. If you want to have a conversation about that, that can be in any number of places.
Patrick: What is your reaction when you see someone who advertises- and, I don’t know, I’ve seen it in different ways, it could be locally, it could be in this restaurant in the store, it could be a national ad campaign- when all they advertise is Facebook.com/them, and there’s nothing else there. I don’t know, I can see a lot of ways to look at that. I mean, if you have the domain name, Ford is Ford is Ford. They’re going to go to ford.com, they’re going to Google Ford, they’re going to get Ford. Not that Ford has done that, just a kind of random, well-known brand. Not everyone, most people cannot tap into that well known brand loyalty. What do you think when you see an ad campaign that only has Facebook.com/them, or Twitter.com/them, and nothing else?
Patrick: What is your reaction when you see someone who advertises- and, I don't know, I've seen it in different ways, it could be locally, it could be in this restaurant in the store, it could be a national ad campaign- when all they advertise is Facebook.com/them, and there's nothing else there. I don't know, I can see a lot of ways to look at that. I mean, if you have the domain name, Ford is Ford is Ford. They're going to go to ford.com, they're going to Google Ford, they're going to get Ford. Not that Ford has done that, just a kind of random, well-known brand. Not everyone, most people cannot tap into that well known brand loyalty. What do you think when you see an ad campaign that only has Facebook.com/them, or Twitter.com/them, and nothing else?
David: Honestly, I think back to statistics. Right now, I think the latest statistic I’ve seen is that a little over 50% of all people aged 13 and up in America have Facebook accounts. So, if I see somebody really focusing just on Facebook, hopefully they know their customer base really, really well. Otherwise, they’re leaving about half of them out at any given time. Twitter, that’s like 12% of people in America. So, if they’re focusing on persona’s or a certain market segment, that works really well. If they’re not, that’s sort of a mistake because they’re leaving out everybody. It would make more sense to me, probably, to send everybody to a special website, and then, have all of those social media places there to continue the conversation, right?
David: Honestly, I think back to statistics. Right now, I think the latest statistic I've seen is that a little over 50% of all people aged 13 and up in America have Facebook accounts. So, if I see somebody really focusing just on Facebook, hopefully they know their customer base really, really well. Otherwise, they're leaving about half of them out at any given time. Twitter, that's like 12% of people in America. So, if they're focusing on persona's or a certain market segment, that works really well. If they're not, that's sort of a mistake because they're leaving out everybody. It would make more sense to me, probably, to send everybody to a special website, and then, have all of those social media places there to continue the conversation, right?
Patrick: Yeah. I pretty much concur with you. But, others may disagree and they may be good. I don’t know. Who know? But, the last question about the book I wanted to ask you because I’ve written two books, now, you’ve written two books now. We want it to be applicable to as many people as possible, right?
帕特里克：是的。 I pretty much concur with you. But, others may disagree and they may be good. 我不知道。 Who know? But, the last question about the book I wanted to ask you because I've written two books, now, you've written two books now. We want it to be applicable to as many people as possible, right?
David: Yes, yes.
David: Yes, yes.
Patrick: And you want it to reach as many people as possible. But when you write a book, you do have an audience in mind. When you wrote “Face to Face,” who was it that you had in mind?
Patrick: And you want it to reach as many people as possible. But when you write a book, you do have an audience in mind. When you wrote “Face to Face,” who was it that you had in mind?
David: Well, I was really focusing on organizations that, maybe, have a website, have some social media presence already, but they’re just not there yet. It’s obvious they don’t quite know what to do with it. When you go visit their Facebook page, it’s obvious they’re not having conversations yet, there. There are a lot of small businesses, mom and pop shops, libraries, nonprofits, that are in that place right now. They have all the stuff, but they don’t know how to use it. When I was thinking about that, before I started writing the book, I was like, well, I’m a librarian. I read a lot of books. And, I tend to read books about websites and social media. There are a ton of books out there that say, yes you should have these things. But they don’t really go into the practical next step so much, of in that status update box, here’s how you connect to people. Just that, what can I start doing this afternoon after I read this chapter type stuff. And so I thought, well, I’ll try to provide that. Because Ford, they don’t need that. The little donut shop down the street, they probably do. And so, that’s who I was focusing on with it. Here’s some practical tips and pointers, and any organization that needs that kind of stuff, have fun and buy my book, please.
David: Well, I was really focusing on organizations that, maybe, have a website, have some social media presence already, but they're just not there yet. It's obvious they don't quite know what to do with it. When you go visit their Facebook page, it's obvious they're not having conversations yet, there. There are a lot of small businesses, mom and pop shops, libraries, nonprofits, that are in that place right now. They have all the stuff, but they don't know how to use it. When I was thinking about that, before I started writing the book, I was like, well, I'm a librarian. I read a lot of books. And, I tend to read books about websites and social media. There are a ton of books out there that say, yes you should have these things. But they don't really go into the practical next step so much, of in that status update box, here's how you connect to people. Just that, what can I start doing this afternoon after I read this chapter type stuff. And so I thought, well, I'll try to provide that. Because Ford, they don't need that. The little donut shop down the street, they probably do. And so, that's who I was focusing on with it. Here's some practical tips and pointers, and any organization that needs that kind of stuff, have fun and buy my book, please.
Patrick: Excellent. I think that brings us to the end of our interview. One thing I wanted to mention is that if you wanted to meet David in person, Pod Cam Topeka is October 13th at the Topeka and Shawnee County Public Library. Podcamtopeka.org is the website. It’s $10. Having attended one and spoke at one, it was a great event and well worth, certainly $10. Much, much more.
帕特里克：太好了。 I think that brings us to the end of our interview. One thing I wanted to mention is that if you wanted to meet David in person, Pod Cam Topeka is October 13th at the Topeka and Shawnee County Public Library. Podcamtopeka.org is the website. It's $10. Having attended one and spoke at one, it was a great event and well worth, certainly $10. 更多，更多。
David: Yes.
David: Yes.
Patrick: It was a tremendous event. David’s book is “Face to Face, Using Facebook, Twitter, and Other Social Media Tools to Create Great Customer Connections.” You can pick it up wherever fine books are sold, Amazon.com, certainly in Barnes and Nobles, and everywhere else. And David, where can people find you online?
Patrick: It was a tremendous event. David's book is “Face to Face, Using Facebook, Twitter, and Other Social Media Tools to Create Great Customer Connections.” You can pick it up wherever fine books are sold, Amazon.com, certainly in Barnes and Nobles, and everywhere else. And David, where can people find you online?
David: davidleeking.com is my website. And then on Twitter, or pretty much any other social media tool, it’ll be just davidleeking, all one work.
David: davidleeking.com is my website. And then on Twitter, or pretty much any other social media tool, it'll be just davidleeking, all one work.
Patrick: You’ve got the brand locked down.
Patrick: You've got the brand locked down.
David: Yes, I do.
David: Yes, I do.
Patrick: Well, thank you for joining us today, David.
Patrick: Well, thank you for joining us today, David.
David: Yeah, thanks so much. this has been fun conversation.
David: Yeah, thanks so much. this has been fun conversation.
Patrick: Definitely. And, I am Patrick O’Keefe for the iFroggy network. You can follow me on Twitter at @iFroggy, and I blog at managingcommunities.com. You can visit us at sitepoint.com/podcast to leave comments on this show, and to subscribe to us to receive every show automatically. Email podcast@sitepoint.com with your questions for us. We’d love to read them out on the show, and give you our advice. The Sitepoint podcast is produced by Karn Broad. Thank you for listening, and we’ll see you next time.
帕特里克：当然。 And, I am Patrick O'Keefe for the iFroggy network. You can follow me on Twitter at @iFroggy , and I blog at managingcommunities.com . You can visit us at sitepoint.com/podcast to leave comments on this show, and to subscribe to us to receive every show automatically. Email podcast@sitepoint.com with your questions for us. We'd love to read them out on the show, and give you our advice. The Sitepoint podcast is produced by Karn Broad. Thank you for listening, and we'll see you next time.
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