95 Theses: Part6


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95 Theses: Part6

  1. 1. Companies must ask themselves where their corporate cultures end. <ul><li>Corporate culture can be of how things are in that company; can be their standard operating procedure; how they work; deal with matters in the company. </li></ul><ul><li>Sometimes corporate cultures are the ones who separate companies from markets; it is the one who build the wall. </li></ul><ul><li>Corporate cultures are good and it guides the company somehow, however, there should be control in implementing it. </li></ul>
  2. 2. If their cultures end before the community begins, they will have no market. <ul><li>Corporate cultures are those involved employees and markets; will these cultures help the company with their relationship with the people they are working around. </li></ul><ul><li>Companies should know to what extent their cultures reach and where it is heading to. </li></ul><ul><li>A good corporate culture involves addressing on how they, with the help of these cultures, will make a connection with the markets and/or if these cultures will likely lead to establishing relationship with customers. </li></ul>
  3. 3. Human communities are based on discourse – on human speech about human concerns. <ul><li>Human communities – purpose is to bring together people from different place and to experience having conversation with real individuals. </li></ul><ul><li>Human tone - tone that is naturally be understood by other people in the community and is innately present in each person. </li></ul><ul><li>Human concerns - are those opinions and experiences of people; interests, needs, and feelings to everything. </li></ul>
  4. 4. The community of discourse is the market. <ul><li>Markets are composed of different people from the different places of the world. </li></ul><ul><li>Markets or communities cater the need of humans to socialize, speak-up, and express themselves. It give humans the power over businesses. </li></ul><ul><li>With our differences, we make the community exciting and fun. </li></ul>
  5. 5. Companies that do not belong to a community of discourse will die. <ul><li>Companies need to understand that in order for them to jive in the market; they need to step down and build the effort to mingle in our very own community. </li></ul><ul><li>To mingle are to talk to markets with a sense of human voice; to connect with us in an informal way, leave the formalities and stiffness aside; and to make it appoint that markets are the most important thing in their business. </li></ul>
  6. 6. Companies make a religion of security, but this is largely a red herring. Most are protecting less against competitors than against their own market and workforce. <ul><li>Security involves the company exhibiting a sort of counterattack to its competitors; winning the competition is what matters so to speak. </li></ul><ul><li>Companies need to know that providing security first with those groups around them is advisable because it is like you are giving importance to the welfare of customers and employees. </li></ul>
  7. 7. As with networked markets, people are also talking to each other directly inside the company - and not just about rules and regulations, boardroom directives, bottom lines. <ul><li>Networked markets can exchange information about everything; they engaged or rather we have exchanged ourselves with numerous and varied opinions, news, and storylines. </li></ul><ul><li>Example of topics covered in networked markets ranges from comments about product just purchased; opinions about fashion; latest news with regards to technology, music, or food to unusual talks. </li></ul><ul><li>Comments, suggestions, remarks about a company’s product or services. </li></ul>