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Chap36 42
Chap36 42
Chap36 42
Chap36 42
Chap36 42
Chap36 42
Chap36 42
Chap36 42
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Chap36 42

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  • 1. THE 95 THESIS (36-42)
  • 2. 36. Companies must ask themselves where their corporate cultures end.
    • Cultures can helped companies to uplift their identity as a product developer to make name in the industry.
    • Making such will enable them to seek connection for the right and suitable customers.
  • 3. 37. If their cultures end before the community begins, they will have no market.
    • It’s somewhat of a domino effect: there are no cultures, no communities and therefore market are not all existing.
    • Markets depends on the community and culture.
  • 4. 38. Human communities are based on discourse—on human speech about human concerns.
    • Discourse says it all.
    • Communities can practice their ways on how to practice their own discourses.
  • 5. 39. The community of discourse is the market.
    • Markets are really the primary concerns of any company
    • It is a determinant for the company to see to their customers behave.
  • 6. 40. Companies that do not belong to a community of discourse will die.
    • Communication is one of the things that a company should always do at all times.
    • On the other hand, a particular company is an outcast if it’s lacking of discourse.
  • 7. 41. 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.
    • Not an ideal way to do, company should revise in accordance of the application they are doing:
    • Must be: Companies make a religion of security as well as protecting in high interest their competitors, markets and workforce.
  • 8. 42. 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.
    • Networked markets are versatile.
    • Markets are now much reliable to speak about because they are much reachable for the customers.

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