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These slides explain spread.ly http://www.spreadly.com

Technology

Who istheheadbehindSpread.ly? Spread.ly is a toolofthecompanyekaabo GmbH ,[object Object]

Untilthemiddleof 2010 specializedin conception, developmentandoperationofverticalcommunities

Berater.de / Mymusic.de / CIOnet.com / BankingClub.de / DozentenScout.de etc.,[object Object]

Spread.ly enterssocialsharingmarket Hardlyanywebsiteoperatorrenouncessocialsharingtools– why?

Reasonsforsocialsharing Apresumedchancetorecommendone‘sowncontentto a greatnumberofnewusers „Totakepart “ – in thesocialmediagameofFacebook, Twitter & Co Peer pressure - othersdo ittoo Nocosts– implementedquickly!

The truthaboutsocialsharing (today) Forwebsiteoperatorsitisdifficulttomeasurethevalueofa recommendedcontent. The greaterthechoiceof share-icons, thelesstheyareused. Socialsharing via Facebook LIKE, isofadvantagetoyourcompetitors. Only Facebook knowsthefansofyourbrandsandproductsreallywell.

100% benefitsforsiteoperators Whyisthe Spread.ly sharebuttonfirstchoice?

Big data- momentoftruth Do figures next to the Facebook like button give a true picture? And what are the implications? Marketing peopleneedtruefigurestoidentifyand rate multipliers! Individual approach to this target group of multipliers is the key goal: Social CRM, en vogue! Spread.ly`s backend providessiteoperatorswhopayforitwithdetailedanalysis!

Comparison FB LIKE vs. Spread.ly LIKE A Spread.ly LIKE ,[object Object]

can be liked and commented on via Facebook likes and comments boxA Facebook LIKE ,[object Object]

serves your competitors and FacebookRelaunch Facebook, 25th Feb 2011

Single buttontofeedthefourmostimportantservices

Transparency is important for us! ,[object Object]

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Worst tech mergers and acquisitions: Cisco and Linksys; Apple and Lala.com By ZDNet EditorsALERTS: Redundant link for Between the Lines | September 20, 2016 Original Source (Note: not all examples are provided in this document) Corporate mergers - like marriages - can result in the whole being stronger than its parts -- or they can end in utter disaster. The IT industry has suffered its share of disastrous marriages. We're counting down the worst of the worst... CISCO & LINKSYS Cisco entered the highly competitive small office and home office market back in 2003, by purchasing LINKSYS for $500M. Linksys, once the dominant player in the space has since been joined by NETGEAR, D- LINK, ASUS and numerous other vendors making nearly identical products, not to mention that many service providers and telcos have also issued their own integrated OEM Wi-Fi routers/residential gateways included as part of basic service offerings. Linksys as a result fell on hard times -- first being somewhat neglected by its parent company Cisco in the last several years, releasing extremely commoditized and less- reliable products. Various experimentation with "router design of the month" and heavy product overlap had produced a lousy generation of home routers by 2010, which required a complete re-design in 2011. Arguably this did improve the quality of LINKSYS's products. But it was too late. While LINKSYS did eventually solve its engineering issues, Cisco could not make the consumer products division profitable when compared to its enterprise networking equipment division. LINKSYS is now owned by Belkin, and has since been producing very good quality SOHO routers again, such as those which embrace the current 802.11ac "Wave 2" standard. APPLE & LALA With most of the company mergers listed in this piece, although many of them turned out horribly, you can at least say that the intentions of the company doing the https://www.zdnet.com/article/worst-tech-mergers-acquisitions-cisco-linksys-apple/ acquisition had the objective of actually integrating the assets of the company being acquired and making money with it. I mean, this is usually why you acquire another company, right? Apple bought music streaming service Lala.com back in December of 2009 for about $80M. If you recall, Lala was doing some innovative things around pricing and service offerings in the music streaming business, and our own Ed Bott picked it as his favorite among iTunes alternatives in his article written in April of 2009. Well, Lala was being so innovative that it scared the hell out of Apple, so the company simply killed it. No further development, no integration into iTunes, nada. While the financial impact of Lala's death is far smaller than any of the mergers and acquisitions listed in this rogue's gallery, it is by far the worst and most malicious case of corporate merger infanticide I have ever seen to date. Apple would late ...

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H W13109 IBM’S DIGITAL INFLUENCE PROGRAM Asha Kaul and Varun Thappa wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail [email protected] Copyright © 2013, Richard Ivey School of Business Foundation Version: 2013-04-16 In the first week of August 2011, Sumita Bajaj, director of Marketing and Communications, IBM India, was reassessing the growth and development of the Digital Influence program, which had been conceptualized in the fall of 2009. The project’s aim was to use social media to increase the share of voice and reach of IBM’s five software brands (Rational, WebSphere, Tivoli, Lotus and Information Management). In the past year, planned and concentrated work had shown positive results. Now, the challenge was to engineer sustainability into the approach. On August 16, 2011, in dialogue with Roshni Sengupta, Digital Strategy and Marketing manager, IBM Software Group, India/South Asia, (see Exhibit 1), Bajaj asserted that IBM’s achievements, though commendable in such a short time, were not unexpected. However, the objectives of the digital influence strategy—an increase in brand perception and the creation of technology evangelists— remained to be achieved. The Digital Influence program had been launched in February 2010, after almost eight months of planning. Seventy-five software subject matter experts (SMEs) were selected to help the firm achieve its desired objectives. Within a year, in 2011, share of reach for all the brands had improved substantially. Lotus had the maximum rate of increase at 1,933 per cent, followed by Information Management (IM) with 421.8 per cent. Although the percentage increase was as per the projections, Bajaj was hesitant about declaring victory at this point.Was the model sustainable? What challenges did IBM face in the implementation process? Would the current plan of operations help IBM gain market space and create technical evangelists? BEGINNING AND CONCEPTUALIZING IBM India had planned for the Rational Software Conference1 to take place in August 2009. It was expected that 7,000 chief information officers (CIOs) and their team members would attend. In June, the marketing group met to organize and address issues related to social media ...

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Spread.ly English presentation

2. Untilthemiddleof 2010 specializedin conception, developmentandoperationofverticalcommunities

4. Spread.ly enterssocialsharingmarket Hardlyanywebsiteoperatorrenouncessocialsharingtools– why?

5. Reasonsforsocialsharing Apresumedchancetorecommendone‘sowncontentto a greatnumberofnewusers „Totakepart “ – in thesocialmediagameofFacebook, Twitter & Co Peer pressure - othersdo ittoo Nocosts– implementedquickly!

6. The truthaboutsocialsharing (today) Forwebsiteoperatorsitisdifficulttomeasurethevalueofa recommendedcontent. The greaterthechoiceof share-icons, thelesstheyareused. Socialsharing via Facebook LIKE, isofadvantagetoyourcompetitors. Only Facebook knowsthefansofyourbrandsandproductsreallywell.

7. 100% benefitsforsiteoperators Whyisthe Spread.ly sharebuttonfirstchoice?

8. Big data- momentoftruth Do figures next to the Facebook like button give a true picture? And what are the implications? Marketing peopleneedtruefigurestoidentifyand rate multipliers! Individual approach to this target group of multipliers is the key goal: Social CRM, en vogue! Spread.ly`s backend providessiteoperatorswhopayforitwithdetailedanalysis!

10. contains a picture / video

11. has a descriptive text

12.

13. serves your competitors and FacebookRelaunch Facebook, 25th Feb 2011

14. Single buttontofeedthefourmostimportantservices

15.

16. Demographicdata

17. Services

18. Comparisonvalue

19. Timeframe

20.

21. The valueofusersusers´ networkasa socialcurrency The newformulaforthevalueof a click / a recommendationis a combinationofrange, clickthroughsandquality. Deals canbeofferedexclusivelyto a peergroupofuserswithdefinedattributes. Resulting in thecreationof an incentivesystemprovidinggoodpositive andsocialcommunication!

22. SocialCRM II

23. SocialCRM Targetedaddressingofimportantmultipliers Visitorsretention Client acquisition Leads & Upsales Scatteringloss = 0

24. all-in-onesolutionforSocial Sharing Status quo Spread.ly

25. Competitors

26. OpportunitiesforSite Operators Setup ofSocialCRMcontaininginformationfrom different networks. New possibilitiestodeal on third-partyweb sitesinvolvingLIKES. Closed Group Deals Deal onlywithx LIKES Deal onlywithrangeofyfollowers / friends Deal onlywithzclicks on therecommendbutton Innovative advertisingformatbased on LIKES

27. Thankyouforreading! Marco Ripanti marco@spreadly.com CEO ekaabo GmbH 69469 WeinheimGermany Tel. 49 - 6201 – 845 20 12

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