????由于Twitter和Facebook的存在【瓊斯對后者贊不絕口，可能因為他是Facebook客戶委員會（Client Council）的成員】，催生出了一套新的CEO行為準則，簡直就像是米蘭達權(quán)利（Miranda rights）的企業(yè)版：高管的一切言行都可能會被公諸于Twitter和Facebook，成為輿論界用來指控高管的呈堂證供。

????這本書收錄了大量富有啟發(fā)性的案例研究。正面例子包括通用電氣公司（GE）的“綠色創(chuàng)想計劃”（Ecomagination），瑪莎百貨公司（Marks & Spencer）的“A計劃”。反面例子則包括雪佛龍（Chevron）那句實在尷尬的廣告語——“石油公司應(yīng)該解決他們?nèi)浅鰜淼膩y子”，以及2009年豐田汽車公司（Toyota）對安全問題的拙劣回應(yīng)。情節(jié)最惡劣的則有英國石油公司，以及美國設(shè)計師肯尼斯?科爾在Twitter上提及埃及政局的輕佻言論。

????瓊斯偶有自吹自擂的嫌疑。他所給的社交媒體領(lǐng)域的正面教材，不乏哈瓦斯集團的客戶，比如法國依云礦泉水（Evian）找他們做的病毒式廣告“旱冰寶寶”（Roller Babies），還有墨西哥Dos Equis啤酒找他們做的“世界上最有趣的人”（Most Interesting Man in the World）系列廣告。不過，這在一本論及成功營銷案例的著作而言或許不可避免，因為寫這本書的人所經(jīng)營的恰好是世界上最大的廣告機構(gòu)之一。

????瓊斯在書中多次宣傳哈瓦斯集團自身所做出的努力，以及由他發(fā)起的行動主義活動“環(huán)球青年領(lǐng)袖大會”（One Young World）。書中一段提及聯(lián)合利華（Unilever）CEO保羅?波爾曼的章節(jié)中，瓊斯稱其為“環(huán)球青年領(lǐng)袖大會的顧問波爾曼”，不免多此一舉。此外，全書的中間部分還插入了八張彩照，俱為瓊斯與一些著名政客和企業(yè)高管的合影。這些照片有點不知所謂，這又不是一本自傳。

????瓊斯還寫到了自己在社會化媒體方面的糗事，讀來倒也令人開懷。《廣告時代》雜志（Ad Age）在瓊斯升任哈瓦斯集團CEO時曾發(fā)表了一篇文章，援引了他發(fā)在Facebook上的兩條公開動態(tài)：“出席TED大會中，再往前數(shù)五排坐的是卡梅隆?迪亞茲——希望她不要一直盯著我看”；“時差反應(yīng)的樂趣……＃真他媽討厭旅行”。他在這篇文章中看到自己所發(fā)的內(nèi)容時，內(nèi)心追悔莫及。這段寫得風趣充實，并且自嘲得恰到好處。

????《有心者勝》主要是對其他高管人員發(fā)出警示，提醒他們應(yīng)當參與“環(huán)球青年領(lǐng)袖大會”項目，否則后果自負。瓊斯為該項目附注了“你無法置身事外”和“覺悟吧——社交媒體隨時都在記錄你的一言一行”等副標。

????結(jié)論：企業(yè)在社交媒體領(lǐng)域必須做到“迅速、可信、透明”。正如瓊斯對《財富》雜志所言：“企業(yè)在面對危機時，不應(yīng)認為自己無需立刻作出回應(yīng)，采取適當行動。”上至CEO和營銷主管，下到基層員工，企業(yè)里的每個人都應(yīng)該對此有所警覺。

????譯者：千牛絮

????Thanks to Twitter and Facebook -- Jones heaps continual praise on the latter, perhaps due to his seat on Facebook's Client Council -- there are new laws of conduct for CEOs, almost like a corporate version of the Miranda rights: anything you say or do can and will be tweeted, Facebooked, and used against you in the court of public opinion.

????The book is fat with instructive case studies. Companies that have done it right include GE's Ecomagination (GE) campaign and Marks & Spencer's "Plan A." Those who haven't include "Oil companies should clean up after their messes," a particularly unfortunate marketing slogan from Chevron (CVX), as well as Toyota's (TM) clumsy response to safety problems in 2009. Some of the worst offenders have been BP, along with Kenneth Cole's (KCP) famously insensitive Egypt tweet.

????Jones can occasionally seem self-serving. His social media success stories include Havas clients, notably Evian's viral Roller Babies ad and the Dos Equis "Most Interesting Man in the World" campaign. Yet that's probably unavoidable in a book about successful marketing campaigns, written by a guy who happens to run one of the world's biggest ad agencies.

????Jones inserts repeated plugs for Havas's own outreach and activism program "One Young World," which Jones founded. In a section about Unilever (UL) CEO Paul Polman, Jones introduces him as "Polman, a One Young World Counsellor," which seems gratuitous. The middle section of the book features eight color photographs of Jones with famous politicians and executives. The photos are a bit baffling, as this is not an autobiography.

????Jones does write entertainingly about his own social media gaffes. An Ad Age article published on his ascension to the top spot at Havas quoted two of his public Facebook updates: "Sitting 5 seats down from Cameron Diaz at TED -- I wish she'd stop staring at me" and, "The joys of jetlag … #fuckihatetravelling." Seeing his own posts in the article made him regret them. The passage is funny, informative, and admirably self-deprecating.

????Who Cares Wins is mainly a warning to other executives that they need to get with the program, or else. Jones telegraphs this agenda with sub-headings like "You can't opt out" and "Be prepared -- social media is always on the record."

????Bottom line: Corporations need to be "fast, authentic, and transparent" on social media. As Jones told Fortune: "When something bad has happened, the company should not believe it has more than one minute to react and take proper action." Everyone from CEOs and marketing directors to bottom-rung employees should pay attention.