Social Media é a atividade #1 da Internet!
3 DE CADA 4 AMERICANOS USAM  SOCIAL MEDIA ! 2/3 DA POPULAÇÃO GLOBAL VISITA REDES SOCIAIS! This just in, consumers are now ...
E o que se faz nas Social Networks? Universal McCann, http://universalmccann.bitecp.com/wave4/Wave4.pdf
Uma coisa é uma coisa.... <ul><li>Social Media   </li></ul><ul><li>Um  termo   guarda chuva  que define  as várias ativida...
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Uma coisa é uma coisa.... <ul><li>Social Media   </li></ul><ul><li>Um  termo   guarda chuva  que define as várias atividad...
Meetings Around the World II , um estudo com mais de  3,700 profissionais  em  10 países,  4 continentes , é o primeiro a ...
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<ul><li>The technology that is currently driving social media will change, but the principles of  participation, transpare...
9 atividades em que qualquer negócio poderia estar utilizando  Social Technology com retorno,  mas provavelmente não está....
9 <ul><li>Relações Públicas </li></ul><ul><li>Divulgação da Marca </li></ul><ul><li>Pesquisa de Mercado </li></ul><ul><li>...
JÁ EXISTE RESULTADO MENSURADO
RELAÇÕES PÚBLICAS How the various platforms are employed to shape the public perception, and to impact traditional media c...
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Relevância <ul><li>30 anos </li></ul><ul><li>50,000 pessoas </li></ul><ul><li>+270 centros </li></ul>Whole Foods 1.2 milhõ...
 
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http:www.xerox.com/citizenship .  “ We want social media to bring awareness to the Xerox brand, products and services. As ...
Sua MARCA  não é mais  sua propriedade! fake BP Public Relations   Community Pages   official blog post )
Gatorade Mission Control
 
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Eu sugiro a todas as empresas que olhem, e estudem os casos apresentados no  CUSTOM FACEBOOK PAGE gallery The Big Money  F...
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25 participants each over the course of 6 months The community helped Dell see the purchase and post-purchase customer exp...
www.pluggedinco.com www.rapleaf.com/ 68%  e  35%   email open rate and click prospective students were   400%   more likel...
 
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MARKETING Personalised,  targeted , and context-aware marketing  is the new mantra.
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VENDAS E  Social CRM Monitoring, Mapping, Management, Middleware, and Measurement
 
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IBM Social Sales programm Listening for Leads   :  The “seekers” go on a voluntary basis to sites in the public sector .  ...
helpstream.com / lithium.com salesforce.com
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JÁ EXISTE RESULTADO MENSURADO 49 %  melhora na qualidade da comunicação com clientes 45%  melhora no resultado de vendas 4...
Forrester’s pesquisa com 300  profissionais de Customer Intelligence <ul><li>Somente 1/3 destes fazem medições </li></ul><...
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twitter.com/Twelpforce 2,500 Best Buy funcionários customer service staff in-store sales associates Geek Squad
Ipad E COLABORATIVIDADE SUPORTE E TREINAMENTO As AdAge discusses Socially Centric  Shopping Partner Catalogos Customização...
PESQUISA E DESENVOLVIMENTO PROJETOS 2.0 <ul><li>Conexão entre localizações remotas,  </li></ul><ul><li>Captura e conhecime...
PESQUISA E DESENVOLVIMENTO A colaboratividade em projetos
<ul><li>The next-generation portal enabling real-time collaboration of ideas and problem solving. Social media tools like ...
Tudo junto no mesmo lugar . <ul><li>Blog </li></ul><ul><li>Georeferência </li></ul><ul><li>Alertas twitter </li></ul><ul><...
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9 <ul><li>Relações Públicas </li></ul><ul><li>Divulgação da Marca </li></ul><ul><li>Pesquisa de Mercado </li></ul><ul><li>...
'Social networking is becoming social production. It is no longer about hooking up online or creating a gardening communit...
<ul><li>Enterprise 2.0: Social Software on Intranets  A Report From the Front Lines of Enterprise Community, Collaboration...
PARA QUEM QUER RECEITA... <ul><li>27 melhores guias para redes sociais </li></ul><ul><li>10 melhores apresentações </li></...
Próximos passos Visão pragmática <ul><li>Personalize  as social technologies </li></ul><ul><li>Beneficie-se  do “crowd” </...
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The END
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Social Technology - the real importance to business

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  • includes the strategic application of social software to real business problems.
  • includes the strategic application of social software to real business problems.
  • A Frost &amp; Sullivan Whitepaper Sponsored by Verizon and Cisco http://www.verizonbusiness.com/resources/whitepapers/wp_meetings-around-the-world-ii_en_xg.pdf May, 2009, we administered an online survey to a total of 3,662 managerial-level and above individuals in organizations organizations that have deployed UC&amp;C, 43 percent adopted them within the past 12 months, and more than one-quarter (28 percent) deployed them between 12 and 24 months ago. Only about one-quarter (26 percent) of the deployments were made longer than two years ago. This pattern is consistent across regions, with a significant percentage of Asian (45 percent), U.S. (43 percent), and European (41 percent) organizations implementing UC&amp;C within the past twelve months.
  • Interestingly, this deployment is a relatively recent phenomenon. Figure 1 below shows that for those organizations that have deployed UC&amp;C, 43 percent adopted them within the past 12 months, and more than one-quarter (28 percent) deployed them between 12 and 24 months ago. Only about one-quarter (26 percent) of the deployments were made longer than two years ago. This pattern is consistent across regions, with a significant percentage of Asian (45 percent), U.S. (43 percent), and European (41 percent) organizations implementing UC&amp;C within the past twelve months. Of the organizations we surveyed that have deployed UC&amp;C, 40 percent of them say that they will increase spending on UC&amp;C despite the current economic conditions, compared to 31 percent who say spending will decrease and 29 percent who say it will stay the same. We believe that confidence in UC&amp;C has a momentum that is spreading. More than 80 percent of those organizations that have not yet deployed UC&amp;C tools plan to deploy some form of them in the next two to three years. IT managers in these organizations cite collaboration-enabled applications, in which a worker can launch collaboration tools within an existing software application (21 percent), presence-enabled applications (18 percent), and immersive video (18 percent), as the top UC&amp;C tools they plan to set up in their organizations in the near future. This means that by early in the next decade, UC&amp;C should have a very strong foothold in organizations around the world.
  • http://www.verizonbusiness.com/resources/whitepapers/wp_meetings-around-the-world-ii_en_xg.pdf
  • Social media platforms touch well over 350 million people world wide every single day. These platforms represents one of the most direct and immediate channels into the hearts and minds of consumers, voters, and the public media. For certain brands this platform can be a direct communication platform that enables brands to find supporters and evangelists (by filtering through organic posts) as well as identify dissenters, opposing threats and negative messages about you, your company, your brand, or your entire industry. Social media platforms present a completely new opportunity to instantly deliver messages to millions of people. The impact on public relations is simply ground shaking. How the various platforms are employed to shape the public perception, and to impact traditional media channels is part art, part science. Crafting compelling messages, and embracing transparency are the foundation for success.
  • Em 7/6 foi realizada em Toronto, Canadá, a cerimônia de entrega do  Gold Quill Awards 2010, concedido às melhores práticas de comunicação corporativa segundo a  International Association of Business Communicators (IABC). O Fatos e Dados recebeu o prêmio na qualidade “Excellence”, a maior concedida na premiação. O blog concorreu na divisão “Communication Management”, categoria “Social Media”. O Gold Quill é, há 37 anos, referência mundial no reconhecimento da excelência em comunicação empresarial. Os vencedores representam o que de melhor é realizado no segmento e são escolhidos após duas rigorosas avaliações de um grupo de profissionais de comunicação de várias partes do mundo. O blog também  é destaque na edição de Junho/Julho da  publicação    Communication World , editada pela IABC. No artigo da revista, os autores dizem que “admiraram profundamente a  ousadia da Petrobras”. E completam:  ”Confrontada com uma crise de reputação,  a Petrobras reverteu a adversidade a seu favor e demonstrou através de ações e palavras que a transparência compensa”. Compartilhe: Blog Fatos e Dados ganha prêmio Gold Quill da IABC O blog Fatos e Dados da Petrobras foi escolhido pela International Association of Business Communicators – IABC para receber o Gold Quill Awards 2010; na categoria “Excellence”, a maior concedida na premiação. O prêmio Gold Quill da IABC é, há 37 anos, referência mundial no reconhecimento da excelência em comunicação empresarial. Os vencedores são escolhidos após duas rigorosas avaliações de um grupo de profissionais de comunicação de várias partes do mundo. O blog Fatos e Dados concorreu na divisão “Communication Management”, categoria “Social Media” sob o título “Blog Facts &amp; Data: shifting the source-press relationship paradigm”. De acordo com a IABC, a categoria “Social Media” compreende as evoluções de novos instrumentos e práticas que permitem que indivíduos e grupos possam colaborar e compartilhar conhecimentos e experiências online. Essas ferramentas e práticas destinam-se a engajar públicos (interno ou externo) em diálogos, em vez de apenas transmitir informações em uma única direção. A cerimônia de premiação será realizada no dia 7 de junho, durante a Conferência Internacional da IABC, em Toronto, Canadá
  • is a mobile Korean BBQ trust that travels around Los Angeles selling Korean tacos. They’ve built up an impressive 45,000 follower base on Twitter Twitter by tweeting where their truck is going to roll up next. The company also recently ran a crowdsourced t-shirt competition , with fans voting on their favorite t-shirt design. The story behind Kogi BBQ is decidedly home-grown, showing that with a personality and a good product you can build up a loyal community. The now-famous taco truck has basically reached cult status and is an excellent ‘how-to’ for any business who wants to get involved with Twitter. Lesson: Kogi have shown that social media is about taking the mundane and making it remarkable. On the face of it, a mobile food truck isn’t all that innovative. But a mobile food truck that tweets its way through Los Angeles? That gets people engaged and importantly, the end result is boosted real-world sales. Wiggly Wigglers is an excellent example of a real local company making it big online. Wiggly Wigglers is a rural store specializing in garden equipment and worm composters, which on the face of it, is not the sexiest of products. But the store has demonstrated how to make their content come alive online. In addition to an impressive social media presence, they’ve also integrated social media into their site. Their “ cinema ” page hosts great video demos showcasing their latest products, and they’ve gone even further by recording a regular podcast , where each week you can settle in on the ‘wiggly sofa’ and listen to the program. The company is also using Twitter to post garden tips and updates from the farm, with a distinctive personal touch. Heather Gorringe from Wiggly Wigglers is active across the company’s social media accounts, sharing her expertise on topics like worm composting, and posting ‘wiggly deals of the day.’ They’re sharing a vast amount of specialist information both on and off their site, which has established them as experts in the area. Their social media activity has brought credibility to their brand and this is priceless for any company. Lesson: In the case of Wiggly Wigglers, it’s clear that it is ultimately the people that are the face of the company online. Customers engage with a faceless Wiggly Wigglers business account on Twitter, but with Heather herself and it is this which keeps people talking about them. is a UK clothing company specializing in activewear. By any standards their site is incredibly social and packed full of sticky content. Howies has succeeded in giving their brand a real personality by making sure visitors get to know the individuals within the company. The howies blog is regularly updated by staff members Tim, Ruben, Ben, Pete, and Jon, and each of the authors has a distinct personality which comes through their posts, The blog’s content includes the right mix of product updates, such as t-shirt of the month, and quirky posts, such as Pete’s decision to sell his BMX . There’s barely a social network that Howies doesn’t have a presence on — they’re even on Last.fm, maintaining an active company playlist . And they’re sharing an impressive amount of content on these channels, having built up over 2,000 fans on Facebook Facebook . They’re also clearly communicating expertise in their area, by joining niche social networks such as Rumplo , where members share artistic t-shirts from around the web. There isn’t an inch of their site that isn’t communicating their quirky personality and it’s certainly working to connect people to the brand. Lesson: By creating an incredibly social website, Howies demonstrates an understanding of the full social media landscape. It’s one thing to work hard at building an external community on social networking platforms, but the key is retaining this traffic on your own site and creating a social experience for the user that will (hopefully) lead to sales. These examples hopefully show that it’s not about the monetary investment you make in social media, but how you use these channels to communicate and build a community. Find what it is you have that can add something of value to the conversation online. In today’s connected world, it is the story and personality of a company that will stand out and small businesses are in a great position to take advantage of that.
  • 1. Make Content Increasingly Relevant Whole Foods started initially with just the @wholefoods account but as it gathered followers, they realized it had limitations: while it was useful for news with national appeal, it was less so for sharing local information or addressing specific interests of customers. A percentage of their followers, for example, might be interested in an event happening at their New York City store or reviews of certain food items, but many others would not be interested. To address this, they encouraged all their stores to start their own accounts and tweet about events at their store and news related to that local area. They also created separate accounts for specific issues, such as one for wine and one for cheese, where the head of those departments post and interact with customers. In fact, with over 150 company Twitter accounts and new ones added regularly, they likely have one of the largest corporate presences on Twitter. The goal with so many different accounts is to create increasingly relevant, and often local content. 2. Go Where Your Customers Are When asked how they initially decided to use Twitter as a platform, which was pre-Oprah and before most other companies their size had done so, they emphasized that their goal has always been to interact with their customers no matter where those customers are. As Twitter gained momentum, they realized that a presence on it made sense, though they never foresaw that they would get over a million followers and how much staff time it would take to manage. The conversation with customers, however, is essential to the company, whether it happens in person at a store or on a social network. Whole Foods, in fact, is active on numerous social media communication channels, not just Facebook and Twitter: they also have a Flickr page , an actively updated blog with videos on cooking healthy meals , and have employees responding on the customer feedback site Get Satisfaction . The goal is not just to pick one place and force customers to come to them, but to meet customers “on their home court,” wherever that may be. 3. Loosen Control from the Top Likely the most difficult task for any large company when embracing social media is learning to let go of control. On one hand, most companies will want millions of followers on sites like Twitter, yet on the other hand, large corporations also tend to be cautious when taking risks. They’re unsure how much control they are willing to relinquish when it comes to governing how social media is used. Whole Foods seems to really understand that such a top-down approach does not work in the age of social media. In fact, I was initially surprised that several people I interviewed while at the company headquarters that managed different corporate Whole Foods Twitter accounts used them quite differently from each other. Some, for example, shared personal information while others kept posts strictly to business. When I asked Tolany, who oversees the department, about it, he said that it did not surprise him at all. While they encourage some basic guidelines, Whole Foods has learned that for social media to work well, whoever is managing an account needs to be authentic, allow his or her personality to come through, and have fun in the process. If management tries to exercise too much control, the account will be less likely to succeed at engaging people. 4. Decide What Channel to Use for What Purpose With a presence on so many social networks, Whole Foods tries to figure out how best to use each service. For example, they have found that for customer service, Twitter is much more effective than Facebook. On Twitter people can easily @reply a question and they can quickly respond. On the other hand, for “rich media,” including embedding videos or longer posts or responses, Facebook tends to be better. Likewise, for posting original content, their blog serves as the hub, allowing staff from various departments to share material. The company also created a nifty iPhone application with 2,000 searchable recipes and a store locator, which is a great platform for disseminating static information. 5. Let the Conversation Happen My visit to the Whole Foods headquarter came at an interesting time. The previous week, Facebook, Twitter, and various blogs were ablaze with (mostly negative) comments in response to Whole Foods CEO, John Mackey’s, Op-Ed in The Wall Street Journal titled “The Whole Foods Alternative to ObamaCare.” We did not dive too much into the Mackey Op-Ed issue, but we did talk about whether having such a strong presence on Facebook and Twitter has allowed people to more easily express anger at them. During our conversation it became clear that Whole Foods realizes that people are going to talk about the company, both positively and negatively, whether they are have a presence on social networks or not. It is helpful, though, to know what people are saying and to be able to respond if necessary. In fact, when Mackey responded to some of the criticism on his company blog, rather than turn off comments to the post, they encouraged people to express their feedback, and greater than 3,000 people did. Conclusion The central take away I got from my visit was the importance of engaging with one’s customers no matter where they spend time. When I asked Tolany and Hsia what advice they would give to companies thinking of using social media channels like Twitter, they seemed to both agree that the first task is to know if your customers (or the potential customers you want to engage) are present there. Then and only then does it make sense to invest time on a site. I also got that part of what has motivated Whole Foods’ efforts in social media — and what can account for much of their success — is a willingness to be bold and take risks. Such boldness can of course have its dangers (such as when writing Op-Ed articles about delicate social issues) yet this has also helped them plow ahead in social media while other businesses their size waited cautiously in the background to see if it was “safe” or if these sites would gain in popularity. Of course, any time a company opens up and has a presence on a communication channel like Facebook or Twitter, users can use those sites to criticize as much as to praise. Dealing with negative feedback, however, is better than not having a presence at all. I think Whole Foods is showing that the companies who keep such channels open, and listen to the unpleasant along with the pleasant feedback, will better know what matters to their customers and what company policies may need to change, which is likely to win them support in the end. Whole Foods, like many other companies, is still finding its way in this age of social media, but they are showing that a non-technology company of their size can engage and innovate in this area.  
  • P is People. Don&apos;t start a social strategy until you know the capabilities of your audience. If you&apos;re targeting college students, use social networks. If you&apos;re reaching out business travelers, consider ratings and reviews. Forrester has great  data to help with this, but you can make some estimates on your own. Just don&apos;t start without thinking about it. O is objectives. Pick one. Are you starting an application to listen to your customers, or to talk with them? To support them, or to energize your best customers to evangelize others? Or are you trying to collaborate with them? Decide on your objective before you decide on a technology. Then figure out how you will measure it. S is Strategy. Strategy here means figuring out what will be different after you&apos;re done. Do you want a closer, two-way relationship with your best customers? Do you want to get people talking about your products? Do you want a permanent focus group for testing product ideas and generating new ones? Imagine you succeed. How will things be different afterwards? Imagine the endpoint and you&apos;ll know where to begin. T is Technology. A community. A wiki. A blog or a hundred blogs. Once you know your people, objectives, and strategy, then you can decide with confidence.
  • Saiu em uma reportagem no valor econômico sobre um estudo desenvolvido pela In Press Porter Novelli e pela empresa de análise de mídia E.Life que constatou que há espaço em todas as redes sociais para desenvolver estratégias de marketing. Mas as relações com os consumidores precisam ser estabelecidas de maneiras diferenciadas em cada uma delas. A pesquisa foi feita com 1.277 internautas que escrevem com frequência nas redes, estão entre os ‘blogueiros’ e ‘twitteiros’ de maior audiência na internet brasileira e, em 2008, comentaram sobre produtos e serviços nesses sites. Diferentes motivações levam um internauta a adotar uma rede social para interagir. De acordo com o levantamento, 69,4% dos usuários acessam o Twitter para ler notícias e 64,6%, para divulgar conteúdo. No Orkut, manter o contato com amigos e familiares é a principal motivação para 86% dos internautas; a busca por informações nessa rede é prioridade para 20% dos entrevistados. O YouTube é fonte de entretenimento para 89,6% dos internautas. E os blogs são utilizados sobretudo para a divulgação de conteúdos, de acordo do 86,1% dos usuários; 42% do total também veem nos blogs uma fonte de informação. Entre os entrevistados, 47% gastam mais de 40 horas por semana navegando em redes sociais. Usuários de 19 a 25 anos de idade representam 37,4% do total e aqueles com 26 a 35 anos, 36,3% da amostra. A renda média de 42,7% dos internautas supera R$ 4.151 por mês e 51% possuem curso superior completo ou pós-graduação. As redes mais acessadas por essas pessoas são o Twitter (68%), Orkut (63,1%), YouTube (28,7%), Blogger e Blogspot (25,9%). Ainda conforme o estudo, 90,1% dos usuários entrevistados usam a internet para pesquisar sobre produtos e serviços antes da compra; 79,3% fazem compras em sites e 42,9% recomendam o produtos e serviços nas redes sociais. As críticas são inseridas em todos as redes. No Twitter, 27,8% dos internautas criticaram marcas; o percentual de consumidores reclamantes foi menor nos blogs (15,1%), no Orkut (15%) e no YouTube (6,9%). “O estudo mostrou que 29,3% dos internautas usam as redes para pesquisar produtos. Elas não são só um canal de reclamação, são também um meio para prospectar clientes, para saber o que um concorrente faz, para reverter uma imagem arranhada”, afirma o presidente da E.Life, Alessandro Barbosa Lima. Para interagir, as empresas precisam adaptar a linguagem ao perfil de cada rede social, observa Lima. O diretor da In Press, Hugo Godinho, afirma que o interesse em ’seduzir’ os consumidores nesses sites tem levado empresas a contratar um novo tipo de profissional: o relações públicas online, profissional que tem como tarefa acessar as redes, relacionar-se com os internautas e elaborar estratégias de comunicação para esse público. “As companhias mantêm a preocupação com o pós-venda, mas também passam a dar mais importância para o marketing pré-venda”, diz. Ele observa ainda que, além das relações com os consumidores, as companhias também procuram blogueiros para veicular peças publicitárias ou inserir links patrocinados. Conforme a pesquisa, 17,1% dos usuários de blogs foram procurados para inserção de publicidade e 86% desse total aceitou a inserção de anúncios pagos. Entre aqueles que não foram procurados, 80,9% afirmaram que aceitariam esse tipo de intervenção em seus blogs. O estudo revelou ainda que os usuários não deixaram de utilizar meios de comunicação tradicionais. Pela pesquisa, pelo menos uma vez por semana, 85,6% dos internautas assistem a TV aberta; 77,3% leem revistas, 74,2% leem jornais, 72,2% ouvem rádio e 70,2% veem TV a cabo
  • The shift is from one of Web page optimization and link-hounding to content and engagement optimization. In short, search engine optimization and social media are now undeniably intertwined. It has become extremely difficult to achieve any measure of success for important keyword phrases without the use of social media. (Of course, the flip side to that is organizations that take advantage of social media can dominate, particularly within industries slow to adapt.) What this means is that you must add a blog and podcast to the mix, upload, tag, and thoroughly describe images on sites like Flickr. Create customer testimonial videos housed on YouTube. Write articles and press releases to submit to EzineArticles and PitchEngine. Create and brand optimize profiles on Facebook, LinkedIn, Twitter, Google Maps, and industry-related social networking sites. And, get very proactive about generating positive reviews on sites such as Yelp, Google Maps, and Insider Pages, or you’re not really online anymore.
  • leverage social media from the inside out. Meaning, while branding and customer communications is an important objective of the company’s social media activities, Xerox XEROX is putting employees front and center by encouraging them to blog and use their own social networks to promote the brand. ? Joining corporate fan pages and participating in conversations that matter and help them work smarter are two great examples of how. recently rolled out corporate social media guidelines to help employees feel empowered to use social media in an informed and responsible manner on behalf of the company. The guidelines are housed as a resource on our Web site: http:www.xerox.com/citizenship . 1. Kodak on Transparency With such a big brand name at risk, Kodak could easily fear the social web, and yet they’ve chosen to embrace it, as well as share their learning and policies with the world. The Kodak Social Media Tips document is available for download as a PDF and is a good read, especially for businesses just getting their feet wet. Their actual corporate policies start on page 10 and provide an educational, instructional, and digestible utility that employees can reference when in tricky situations. It reads like a guide book, making it much more approachable than a standard policy agreement. What to steal: Transparency guidelines Why? They’re simple, straightforward, and very clear on boundaries. Text: Even when you are talking as an individual, people may perceive you to be talking on behalf of Kodak. If you blog or discuss photography, printing or other topics related to a Kodak business, be upfront and explain that you work for Kodak; however, if you aren’t an official company spokesperson, add a disclaimer to the effect: “The opinions and positions expressed are my own and don’t necessarily reflect those of Eastman Kodak Company.” 2. Intel on Moderation Intel, a very active and social brand, has their social media guidelines published online. These policies apply to employees and contractors of Intel who use social media in any capacity. They acknowledge their guidelines are dynamic in nature and will evolve as new trends and technologies are made available. They also clearly spell out what to think about when engaging in social forums and how to handle the sometimes sticky situation of content moderation. What to steal: Moderation guidelines Why? Intel does a good job at breaking down why bad or negative content should not be moderated unless it’s offensive . Text: “The Good, the Bad, but not the Ugly. If the content is positive or negative and in context to the conversation, then we approve the content, regardless of whether it’s favorable or unfavorable to Intel. However if the content is ugly, offensive, denigrating and completely out of context, then we reject the content.” 3. IBM on Social Media Value Considered innovators in the social media guidelines space, IBM was one of the first big companies to publish a social policy document and make it available to the public online. The brand has tried and true social experiences, which makes their policies for IBMers read like best practices learned from real experience in the field. What to steal: Add Value section Why? They inspire IBMers to be thoughtful content creators on the web. Text: “If it helps you, your coworkers, our clients or our partners to do their jobs and solve problems; if it helps to improve knowledge or skills; if it contributes directly or indirectly to the improvement of IBM’s products, processes and policies; if it builds a sense of community; or if it helps to promote IBM’s Values, then it is adding value. Though not directly business-related, background information you choose to share about yourself, such as information about your family or personal interests, may be useful in helping establish a relationship between you and your readers, but it is entirely your choice whether to share this information.”
  • Facebook released a new feature, Community Pages (read the official blog post ) where they are aggregating Wikipedia content, along with user generated post from across the web to create a “profile” of brands, places, organisation etc. The difference between these pages and corporate sponsored pages is that right now no one controls the content on the Community Page! Like consumer brands your employer brand is not longer “owned” by you the employer, candidates, employees, ex-employees, analysts, everyone can now shape how your brand is viewed by the world. From a consumer perspective just look at the fake BP Public Relations Twitter account, who has many thousands more followers than the real BP PR team, and their comedic look at what is shaping up to the worlds largest environmental disaster. Every tweet has a hashtag #bpcares creating a creative and funny stream of tweets however I doubt the BP PR team is very happy.
  • Firstly this piece on Mashable which describes Gatorade ’s social media command centre.  As you can see in the picture below they have build a room with large screens that seats five people who monitor what people are saying about the brand on social media and when necessary engage and/or alter their media strategy.  Here is an example of what that means in practice: Gatorade’s Sr. Marketing Director, Consumer &amp; Shopper Engagement Carla Hassan offered a few examples, starting with the company’s monitoring of its “Gatorade has evolved” campaign. The commercials featured a song by rap artist David Banner , which, Mission Control quickly saw was being heavily discussed in social media. Within 24 hours, they had worked with Banner to put out a full-length version of the song and distribute it to Gatorade followers and fans on Twitter and Facebook, respectively. The second argument is a bit counter-intuitive, but stay with me.  I was having a conversation on Friday night with the CEO of a company that is making good money for themselves and for their sports star clients by building profiles for the sports stars on Facebook and getting brands to pay to have posts in the wall streams.  These posts typically generate lots of comments and interactions from the fans generating a real win-win for both the brand and the sports star.  The key here is that Facebook doesn’t make anything from these deals, so even though the brands are paying they aren’t really buying media as much as paying a service fee for association with the sports star. I think we will see more and more of this sort of thing.
  • The room features six big monitors with five seats for Gatorade’s marketing team to track a number of data visualizations and dashboards –- also available on to employees on their desktops — that the company has custom built with partners including Radian6 () and IBM. This monitor is a visualization of tweets that are relevant to Gatorade; the company is tracking terms relating to its brand, including competitors, as well as its athletes and sports nutrition-related topics. This monitor measures blog conversations across a variety of topics and shows how hot those conversations are across the blogosphere. The company also runs detailed sentiment analysis around key topics and product and campaign launches. On a day-to-day basis, Gatorade’s tools are also being used for more conventional marketing tactics –- like optimizing landing pages and making sure followers are being sent to the top performing pages. As an example, the company says it’s been able to increase engagement with its product education (mostly video) by 250% and reduce its exit rate from 25% to 9%. The Future The goal of the project, says Hassan, is to “take the largest sports brand in the world and turn it into largest participatory brand in the world.” To that end, the company’s not only monitoring its brand on social media, but giving its fans increased access to its athletes and scientists. During the Super Bowl, for example, Gatorade let fans interact with a number of its NFL stars through Ustream () as they tested out the new Gatorade G Series Pro. More recently, Hassan told me the company has been doing more regular small-scale live events, such as having a sports nutritionist answer questions from fans through Ustream and Facebook. If that strategy is successful, expect to see the Mission Control approach applied to other businesses within PepsiCo says Bonin Bough, director of global social media at the company. “We believe what we’re building here is an example of a sandbox of tools and processes we can use across the organization,” he said.
  • 1) Blogging: The foundation of the pyramid. Read blogs, comment on blogs, and then blog. This is the doorway to all other social marketing. 2 RSS: Aggregate and filter content around subjects and use RSS technology as a tool to help you repurpose, republish, and create content. 3) Social Search: This is often ignored in this discussion, but I think it’s become very important for small-business owners. You can participate and should stimulate and manage your reputation here. 4) Social Bookmarking: Tagging content to and participating in social bookmarking communities can be a great way to open up more channels to your business as well as generate extra search traffic. But it takes work. 5) Social Networks: Branching out to take advantage of the numbers of potential prospects that you might find in sites such as Facebook or MySpace will frustrate, at least as a business tool, if you don’t have many of the above needs met. These networks take time to understand and thrive on ideas and content. You’ve got to have much to share if you wish to build a business case. 6) Micro: Platforms such as Twitter, Thwirl, Plurk, and FriendFeed have become a very important part of the social media mix as they allow for quick tracking, joining, and engagement. However, they still reside at the top of the pyramid because without content, such as that created on a blog, the engagement on Twitter may not go very deep.
  • http://www.verizonbusiness.com/resources/whitepapers/wp_meetings-around-the-world-ii_en_xg.pdf In the shareholder- and public-facing functions, collaboration technology helps Investor Relations managers improve the success of increased profit initiatives (42 percent). Similarly, Public Relations managers see collaboration technology improving both the quality (49 percent) and speed of releasing (48 percent) communications information and 44 percent of them believe that the technology improves the success of their PR initiatives.
  • http://www.thebigmoney.com/slideshow/big-money-facebook-50-0
  • In-Sourcing – When I was moving from the client side to the supplier side, a surprised supplier gasped and said to me, “But you’re just a purchaser! You’re not a researcher!” (Okay, I guess I still haven’t gotten over that insult.) Well the joke’s on that supplier! Clients are conducting their own research – and in many cases – managing quite well, thank you very much. Not only does this save their company money – it saves their job! Global Studies – If you work with multinational organizations, or you are one, you know that the world is getting smaller. Brands are now global icons, and treated as such. Research firms with an international scope are needed to handle an increasing number of global studies. Instead of just doing work in Belgium, Belgium may now be just a test market. So, pull out your high school French textbook – you’ll need it. The Advance of MROCs – If you know me, you know I talk a lot about MROCs (Market Research Online Communities). If you don’t know me, now you know that I talk a lot about MROCs. Whether in-sourced or out-sourced, MROCs have a few key advantages in today’s business world – a fixed price tag and REALLY fast results. Plus, MROCs help engage both internal and external clients in a way that crosstabs never could. Be prepared to see more of them. Declines in In-Person Qualitative – Because of an increase in the use of MROCs, some focus group moderators are going to have a tough time in 2010. For example, General Mills has an edict to move as much qualitative as possible to MROCs in 2010. I can’t imagine other companies aren’t doing the same thing. Why? Cost and time –both precious commodities. A hint to the moderators out there: turn on your computer. Some of these companies with MROCs still need help analyzing qualitative data. No More CYA – Okay, admit it – you’ve managed or conducted research to make someone in management look good. It wasn’t strategically necessary for the business, but someone, somewhere, wanted their question answered. Well, like I say to my kids, “just because you want it, doesn’t mean you need it.” Company research budgets are saying the same thing. Those tight research dollars are going to be spent more strategically than ever. The VP of Shoelace Making will just have to do without. Another Promise of the Best Panel Source Ever – Let’s face it. Online panels are cheap. They’re fast. They’re flexible. We love to use them. But sometimes they’re not so good – especially when Aunt Gertrude is earning her money for a Cancun cruise by joining as many panels as possible, as many times as possible. We’re getting better at reining her in. Sample quality is understandably a key issue – as more than half of studies now are done online. However, just because we can make sure that Gerty is who she says she is, we can’t guarantee that all panels are managed in the same way. There’s clearly more work to be done and it’s a key objective for the industry. The Desire for Innovation – Clients want us – are begging us – to be more innovative, but our natural perfectionist tendencies and our academician split personalities won’t let us. We will be forced to innovate by our clients – but the question becomes if the supplier side leads the charge – or if we’re going to be pulled up Bunker Hill by our ear. There’s Gold in That Mine! – Data mining, that is. Data mining, particularly through social networks, will be increasing in scope as a way to identify service issues, emerging trends, and who had the coolest look walking down the red carpet at the Golden Globes. This data mining will eliminate some more traditional survey research, such as satisfaction studies or A&amp;Us. It’s not going to wipe out survey research, though, as an issue must be addressed before you can analyze it. Triangulation vs. Perfection – RDD was once the gold standard for sample. Not anymore. With 20% of HHs without a land line, and far more with caller ID or other phone blockers, our data collection Nirvana is gone. I think our clients understand this better than we do – now it’s not so much about having the absolute perfect sample – rather, it’s more about having the absolute perfect insights. These insights will be gathered in more varied ways (see MROCs or data mining or innovation above) – but are triangulated to assure that the implications derived from each source are confirmatory and sound. The Death of Survey Research – Ha! Got ya on that one! No, survey research isn’t dead, but it is heading toward a more highly selected use. Traditional survey research will be increasingly saved for strategic issues, a company’s most important brands or those decisions where high dollar outlays weigh in the balance. See my triangulation comment for everything else. Market Research Online Communities (MROC) are private online communities that target a particular group of consumers to participate in a larger breadth of research activities.  MROCs can include many elements of Custom Online Consumer Panels but have the added feature of member to member communication and qualitative research options.  MROCs are still in their infancy but have been used with various amounts of success.  They are generally focused around a particular objective (e.g. new product development, ad testing, general customer understanding, etc). MROC benefits: Specific recruiting of targeted consumers Group can be active for any amount of time — from 1 week to a year or more Usually cheaper and faster than normal qualitative research methods Deeper understanding of community member’s opinions and profiles Only needs to be big enough to support the project type – from 25 to 250+ members Can internally manage or source a vendor to manage Can provide members with extra features – forums, photo sharing, games, etc. MROC drawbacks: Initial planning and set-up stage before community can be launched could be more complicated than general qualitative studies Must have constant oversight of members interactions Complexity of development and management MROCs work best for companies that have a need for more in-depth knowledge about a particular topic.  Good topic choices usually require that a specific group of customers need to be engaged in an on-going basis to gain a full understanding of the customer response to the topic.  MROCs can be of particular usefulness to companies that have a qualitative and quantitative need on a particular topic and have customers who are willing to engage on an on-going basis. Private, online communities are changing the way marketers learn from customers. When expertly built and facilitated, each one becomes an invaluable resource for testing ideas, generating feedback, and exploring customers&apos; mindsets. From recruiting through facilitation and insight mining, every action we take will directly support your learning agenda and business goals. This disciplined approach differentiates the work and the results of a private online community. What&apos;s a customer community? Viewed as a strategic marketing asset, a community is a private online site where 300–500 invited customers or prospects regularly spend time brainstorming ideas, offering advice to you and to one another, sharing experiences and feelings, discussing trends, and helping you figure out marketing and business issues. It&apos;s a way to bond and feel heard
  • Congress creates the Citizens’ Health Care Working Group (CHCWG), a team of 15 members charged with reaching out to American citizens, to find out what health care coverage and services they want, and if and how they are willing to pay for them. CHCWG needs a way to collect both online and offline public comments, and efficiently review, analyze, and report on the feedback with minimal staffing requirements. The Group needs to satisfy the demands of traditional forums and a new generation of citizen-to-government communication occurring online. Neighborhood America’s enterprise social software solution enables CHCWG to use its website to gather feedback, without dealing with traffic overload of emails. Better yet, a small staff is able to coordinate and manage this massive outreach effort. With 150,000 new residents projected to settle in Atlanta over the next 25 years, the Atlanta Development Authority (ADA) comes together to plan and design the Atlanta Beltline. The Beltline is a 22-mile loop railroad encircling downtown and midtown areas, envisioned to connect neighborhoods and improve transit. To obtain spending approval for the allotted $2.8 billion project, the planning team needs to show proof of equally accessible civic participation. With a limited budget to conduct large-scale community outreach, the ADA successfully reaches out to residents located in diverse neighborhoods by deploying Neighborhood America’s enterprise social software solution. Through the Beltline website, the cost-effective solution becomes a central point of communication for project officials and stakeholders to exchange ideas and gather feedback.
  • MROC Approach To help Dell get an in-depth look at the customer experience from front to back as it unfolded, PluggedIN setup two small communities of approximately 25 participants each over the course of 6 months.  One community consisted entirely of consumers who were in the act of researching and purchasing a computer, while a separate community consisted of SMB owners and decision makers who were responsible for making technology purchases in their organization.  To ensure we had a complete grasp of the experience, the communities were combined with an in-person ethnography study with the same participants from the community. Results The community helped Dell see the purchase and post-purchase customer experience in an entirely different light, and allowed stakeholders to make improvements to the online purchase and support experience in light of the findings.   MROC Approach PluggedIN and youth consultants JustKid Inc. worked together with Kraft to build a highly customized research experience for kids that would help keep kids engaged in the research process, while providing continuous access to insights for Kraft.  Navigating the tricky waters of COPPA regulations and general research industry guidelines for researching youth audiences, we built a custom research community complete with games, fun profile pages and polls.  The community experience ensured the site was &amp;quot;sticky&amp;quot; and encouraged repeat visits, while still providing value data on an ongoing basis.   Results At over 18 months running and still going, the BevLab continues to provide Kraft with a unique perspective on the targeted youth audience.  Frequent testing of new ad campaigns has provided additional value for Kraft above the initial expectations for the community. MROC Approach To help keep a finger on the pulse of this audience and inform the development of future versions of the Sidekick, PluggedIN built a custom, ongoing market research online community for T-Mobile.  The community consisted of approximately 150 targeted Sidekick users who were invited to participate in weekly activities around a range of topics, from how they use the device to brainstorming ideas for future features and upgrades.  PluggedIN&apos;s team of community moderators facilitated the conversation and prepared reports for T-Mobile that helped fuel decision making. Results With the insights that emerged from the community, T-Mobile was able to develop future versions of the Sidekick that took into account the needs of this important target audience.  The findings also provided ideas into communications themes that resonate with the Sidekick target audience.   
  • PluggedIN helps companies harness the power of market research online communities (MROCs) to: Solicit targeted feedback faster than ever before Uncover deep and actionable insights Maximize your research investment Rapleaf, Inc. provides automated search solutions for people information on the social Web. It provides social media data and analysis services that include marketing services, such as social media report, data append, lead scoring API, and sales force integration; fraud and credit services comprising fraud data API, research dashboard, and social graph scoring; and recruiting services, such as sales force integration and social network search.
  • Bazaarvoice helps all types of businesses -- including yours – capture, display, share, and analyze customer conversations online. Our combination of technology and personalized services help brands build online communities that drive measureable business goals. We make it easy for you to let your customers share opinions, knowledge, and experiences. Fast implementation. We know what you’re thinking: you don’t have the time or resources for a long, complicated implementation. With Bazaarvoice’s Software-as-a-Service (SaaS) model, our implementation team takes the lead, getting you live in weeks instead of months, with minimal involvement from your technical team. Lower cost of ownership. You’ll have zero hardware or software to buy; the SaaS approach reduces the cost of technology ownership by up to 40 percent, compared to traditional deployments (McKinsey 2006). And our predictable pricing simplifies your budgeting and forecasting. Ultimate flexibility. We customize everything to fit your business – your implementation will be uniquely yours. And, you benefit from our 7-week development cycle, giving you innovative features regularly. At Bazaarvoice, technology and people work together to help your customers’ voices transform your business. So, it’s more than a widget on your site. It’s a transformational revolution. Bazaarvoice Serves More Than 125 Billion Answers, Stories, and Reviews to Consumers Worldwide Thursday, July 15, 2010 Bazaarvoice powers user-generated content on more than 850 of the world’s largest brand web sites in 36 countries – and across a unique network that includes big box retailers, Facebook, Twitter, as well as Google search and ads Bazaarvoice, the market and technology leader in hosted social commerce applications that drive sales, today announced that it has served more than 125 billion consumer-generated Answers, Stories, and Reviews on its client sites to date. Each month, Bazaarvoice currently serves 7 billion Answers, Stories, and Reviews on 850 brand web sites like Best Buy, Blue Shield of California, Costco, Dell, Macy’s, P&amp;G, Panasonic, QVC, and USAA, surpassing Twitter in reach. These impressions include authentic user-generated content originated from manufacturers through BrandVoice and BrandAnswers, allowing them to directly engage shoppers on a network of the world’s largest retail sites. These impressions have changed the way customers shop and buy. Bazaarvoice has published more than 40 case studies, 550 Bazaarblog posts, and 30 webinars focused on the ROI with the safe and innovative social commerce suite – and showcase how the world’s best brands are using Bazaarvoice to transform sales, products, marketing, and customer service.
  • a Credicard Citi queria vender cartão de crédito por meio do celular. Para isso, fechamos um acordo com uma operadora de celular, incluímos um link no chip dos clientes (sim, podemos remotamente mudar o que está escrito no chip do seu celular) com as palavras “Credicard Citi”. Ao clicar neste link, automaticamente era enviado ao celular um SMS que apresentava uma oferta exclusiva. O cliente precisava apenas clicar no 0800 exibido no texto da mensagem. Ao clicar, a ligação gratuita era efetuada e o usuário poderia adquirir o novo cartão de crédito. Starbucks | Smart Blog | 29-06-2010 Andy’s Answers: How Starbucks used social tools to launch VIA Channels and platforms: Facebook, Twitter, MSN, Photo sharing . Burberry, IKEA, Levi’s, Resource Off The Wall, Uniqlo, Jimmy Choo, P&amp;G Causeworld, Moosejaw | Social Media Biz | 24-06-10 Eight Case Studies: How Retail Is Using Social Media Channels and platforms: Facebook, Photo sharing, Microsite, Interactive resources, Twitter, Geolocation, Third party app sponsorship, Engagement, UGC (user generated content) .. Best Buy | Jeffbullas.com | 26-05-10 How Best Buy Energized 170,000 Employees With Social Media Platforms: Blogs, Forums, Wikis, Video, MySpace, Facebook, Twitter . TM Lewin | Ecademy| 19-05-10 Business: Social Media for Ecommerce – A case study about TM Lewin’s “off the cuff” community Platforms: Blogs and forums . TM Lewin and Jimmy Choo | Fresh Networks | 19-05-10 Social media and the retail industry: the importance of strategy and passion Platforms: Facebook, YouTube, Twitter, Foursquare . Staples | Social Media At Work | 06-05-10 Twitter is a Marketing and Sales Engine for Staples Platform: Twitter . Steaz | Social Media At Work | 03-05-10 Doubling Sales of Organic Tea Via Social Media Channels and platforms: Twitter, Facebook, SocialMention, Viralheat, Blogs and Emails . Steaz | iMedia Connection | 30-04-10 Case Study: Doubling sales through social media Channels and platforms: Facebook, Twitter, SocialMention, Viralheat, Blog, Email . Jimmy Choo | Marketing | 28-04-10 Jimmy Choo uses Foursquare for real-time shoe giveaway Platform: Foursquare . AJ Bombers | HubSpot Blog | 20-04-10 Restaurant Uses Foursquare and a Boat to Hit Sales Record Platform: Foursquare . Gap | MobileCommerceDaily.com | 12-04-10 Gap makes shopping more social with iPad app Platform: iPad app . LandO’Moms | Social Media At Work | 23-02-10 Appeal of Social Media Grows for Lunch Meat Makers Platforms: Facebook, Twitter and YouTube . Estee Lauder | Thoughtpick | 18-02-10 Put Your Best face Forward With Estee Lauder Platform: Facebook . Whole Foods | Social Media At Work | 11-02-10 Reaching Millions With Twitter: The Whole Foods Story Platform: Twitter . American Greetings | Social Media At Work | 04-02-10 American Greetings Launches Valentine’s Day Twitter Contest Platform: Twitter . Einstein Bros. Bagels | Social Media At Work | 29-01-10 Get a Free Bagel With Friendship in Facebook’s First Digital Coupon Campaign Platform: Facebook . REI | Business Blogging Blog | 04-01-10 REI’s Twinkie eating contest (and other goofy videos) Platforms: YouTube, Twitter, Facebook . Garrido’s Restaurant | Social Media At Work | 30-04-10 Yelp Works Better Than Twitter for One Restaurant Platforms: Yelp, Twitter, Facebook . Kodak | 1000words.Kodak.com | 30-12-09 Your Photo in Times Square – When You Want It There! Channels: Email, Photo sharing, UGC . Levi’s | Social Media At Work | 28-12-09 Levi’s Twitter Campaign Success in Australia, NZ Platform: Twitter . Whole Foods | Social Media Examiner | 09-02-09 Reaching Millions With Twitter: The Wholefoods Story Platform: Twitter . Burger King | BrandWeek | 08-01-09 Burger King Makes ‘Sacrifice’ on Facebook Platform: Facebook app . American Apparel | Twitter 101 | Date unknown American Apparel Case Study Platform: Twitter . ASOS | Seven Squared | Date unknown ASOS Social Media Platform: Facebook . Best Buy | Twitter 101 | Date unknown Best Buy Case Study Platform: Twitter . CoffeeGroundz | Twitter 101 | Date unknown CoffeeGroundz Case Study Platform: Twitter . Etsy | Twitter 101 | Date unknown Etsy Case Study Platform: Twitter . Levi’s | Twitter 101 | Date unknown Levi’s Case Study Platform: Twitter . NAKEDPizza | Twitter 101 | Date unknown NAKEDPizza Case Study Platform: Twitter . Tasti D-lite | Twitter 101 | Date unknown Tasti D-lite Case Study Platform: Twitter . Teusner Wines | Twitter 101 | Date Unknown Teusner Wines Case Study Platform: Twitter . The North Face | Twitter 101 | Date Unknown The North Face Case Study Platform: Twitter
  • With a simple poster in their window, The Marsh Cafe in San Francisco, have seriously demonstrated that they’re ahead of the social media curve. This summer they put up a sign that promoted ‘Foursquare ( ) mayor drinks for free!’ The cafe has received lots of coverage for their innovative marketing campaign, including on mainstream media outlets, such as CNN .
  • The John Chambers Telepresence Video: In 2007, Cisco’s CEO unleashed telepresence (essentially video conferencing) on the world in a video that I and millions of others saw on YouTube.  I can’t find the original, but you can see what the actual video was here.  Net-net, Chambers introduced telepresence by having one of his executives “on stage” in hologram form across the globe.  This is a perfect example of a B2B viral campaign, which, by the way, was viral before Twitter had really reached the heights it has achieved now.  It had sizzle and was provocative but in a professional, B2B setting.  While it was about technology, it wasn’t a boring bytes and bites presentation. Instead, it was something my mom could watch and get really excited about the future.  But bottom line, people shared it and watched – VIRAL. agência Simple Brasil, responsável pelo social media do “Álbum Oficial da Copa do Mundo (FIFA) - África do Sul”, assim como vários anunciantes também apostou na força das redes sociais como o twitter, para alavancar, ainda mais, o sucesso da edição 2010, paralelo às ações de marketing da Panini do Brasil. Já são cerca de 22.800 seguidores no perfil @torcidapanini e a palavra-chave #albumdacopa atingiu a marca de quase 1 milhão de visualizações/dia, tornando-se um dos assuntos mais comentados do microblog nos últimos dois meses. As ações promovidas mudaram o comportamento dos colecionadores no país, tanto que as redes sociais foram consideradas com um dos pilares da febre pela busca das figurinhas. A Panini, responsável pela campanha montou uma estratégia chamando jovens formadores de opinião e com grande influência na web para colecionar o álbum. A idéia era focar num público que não tinha o hábito de colecionar, uma vez que o colecionador convencional compraria de qualquer jeito. A ação foi planejada para utilizar o grande potencial da troca de figurinhas pela internet. Então aí é só juntar o útil ao agradável. O twitter oficial do álbum da Copa (@torcidapanini) promove diariamente concursos e promoções relacionados ao Mundial e distribui 50 pacotes (ou 250 figurinhas) para quem acertar perguntas, além de álbuns completos entre outros prêmios. Parte das perguntas é elaborada por jornalistas e apresentadores de programas esportivos que também utilizam o twitter como ferramenta de comunicação. A Panini teve visão ao contratar uma agência especializada em Social Media para trabalhar o álbum. As ações promovidas mudaram o comportamento dos colecionadores, tanto que as redes sociais foram consideradas como um dos pilares da febre das figurinhas.
  • CharmAndChain.com , an online jewelry boutique, has incorporated word-of-mouth marketing into their Facebook page by offering an incentive for the customer to tell friends about the store. By inviting 20 friends to become a fan on Facebook, follow on Twitter and join the mailing list, the customer is entered into a sweepstakes to win a $300 gift certificate. The message about Charm and Chain is spread exponentially MySears, MyKmart leverage shopper opinions to build content Online reviews are a great way to generate search engine friendly content for e-commerce sites. Getting users to write reviews can be tricky (link to previous story), but Sears and Kmart have hit upon a successful formula with their interactive sites MySears.com and MyKmart.com. The sites launched in March 2009, and so far have more than 400,000 registered users. And online reviews are increasingly important for e-tailers: According to Forrester, 64 percent of online buyers find user reviews important when making a purchase, and 47 percent of online users overall say that information provided by other consumers is more important to them than information provided by marketers.
  • A empresa criou um portal onde os usuários opinam sobre como deveria ser cada detalhe para um futuro modelo dos carros da Fiat Os gênios da empresa conseguiram agregar valor a sua marca, gerar expectativa dos usuários em ver se alguma idéia dos conceitos passados por eles estão presentes nesse carro e o mais interessante ao meu ver é conseguir gerar valor a um produto que sequer começou a ser criado. Eu considero este projeto de crowdsourcing como sendo o mais inovador, criativo e completo de todos atualmente, alguns podem até discordar, mas utilizar a internet dessa forma, gerando uma pesquisa de marketing em massa com tantos detalhes e interação com o cliente sem dúvida é digna de aplausos.
  • 1. What Are People Saying About Your Brand? Find out what people are saying about your brand, why they are saying it, and who they are saying it to. You have to do more than just get a vague reading on brand buzz. Track the actual pass-along of your brand’s social content via tweets, blog posts, Facebook postings, etc. to see which content is driving the most sharing on which sites. You can use social media traffic tracking software to do this. Tracking this word-of-mouth buzz is crucial to formulating the right marketing messages and promotions. You must deliver relevant social deals that resonate with people’s interests. 2. Create a Social Promotion Once you figure out what people want using the tracking methods above, go ahead and give it to them. For example, you might find that everyone loved your last 20% promotion – it was shared to hundreds of thousands of people via social sites and email – but that the most frequent negative comment was that shipping costs were too high. In your next promotion, offer free shipping. Or, you may find that there was a huge surge in Twitter searches, blog comments, and Facebook updates about your brand’s winter boots during a snowstorm. This is a great opportunity to immediately put out a social promotion for 20% off boot purchases for one day only via Twitter, Facebook, and/or your company blog. Have fun with your social promotions. Unlike paid search ads and other media buys, you don’t have to plan and budget for them. Instead, just try one or two out and see what happens. 3. Did It Work? Figure out whether your promotion worked, and what bottom line impact it had on sales and profits. Go back to your social media tracking and measurement tool and find out how much your promotion was shared, what increase it caused in traffic to your website, and what direct impact it had on conversion. You might want to compare two different promotions run during a similar time frame to see which worked better and why. For example, did a 50% Off promotion drive more sharing, visits, or conversions than a Two-For-One? In addition to doing simple “A/B” tests, compare results for promotions like these against the data from your regular marketing analytics platform to see whether your social media promotions are performing better or worse than traditional paid marketing campaigns. Social promotions almost always perform better than paid media ads in terms of conversion, but paid ads may drive a higher volume of traffic to your site. Lastly, do an ROI analysis of your social media promotions to find out their real impact on bottom line profits.
  • Case Studies: Rubbermaid - http://www.bazaarvoice.com/files/pdf/case-studies/2010-01-20_rr_rubbermaid.pdf Argos - http://www.bazaarvoice.com/resources/case-studies/product-reviews-increase-conversion-argos Samsung - http://www.bazaarvoice.com/files/pdf/case-studies/AnswerRequest_Samsung.pdf
  • http://www.verizonbusiness.com/resources/whitepapers/wp_meetings-around-the-world-ii_en_xg.pdf In customer acquisition activities, these tools help marketing managers improve the quality of their communications to their existing customers (44 percent agree or strongly agree), and improve the success of their new customer acquisition initiatives (41 percent). Moreover, UC&amp;C tools help to improve competitive response times (42 percent).
  • http://www.slideshare.net/jeremiah_owyang/social-crm-the-new-rules-of-relationship-management Social CRM projects must begin with the 5M’s: Monitoring, Mapping, Management, Middleware, and Measurement (see Figure 4). These five foundational processes provide a framework to filter huge signal-to-noise ratios from blogs, tweets, and other social media. While not all of the 5M’s need to be ready to start, organizations will need all 5M’s to truly engage well with a customer. Output from the 5M’s power the social customer insights for all the Social CRM use cases. Social Customer Insights (F1). &amp;quot;Wondering why Facebook knows more about my customers than I do?&amp;quot; Social Customer Insights form the foundation for all Social CRM initiatives. Because many organizations have lost touch with their customers, they&apos;ve failed to achieve a credible marketing presence in new social channels. Insights move beyond just preferences, interests or birthdays. The social web delivers insights into the opinions about an organization’s products and services. Unfortunately, lack of customer insight has led many organizations to misunderstand their customer needs resulting in an array of product and solution design failures. Social Marketing Insights (M1). &amp;quot;Listen before talking.&amp;quot; Social marketing builds off analysis from Social Customer Insights. To be effective, marketers must listen to what consumers are already saying, making them relevant when they deploy their social marketing efforts. Marketers must identify top influencers, rank top conversations, prioritize top channels, identify velocity of discussion, and gauge the tone of topics. Sophisticated marketers will create their own “private focus groups” using insight community vendors. One Fortune 500 consumer products company began their initiative with Social Marketing Insights and discovered that over 75% of its marketing spend did not reach its most influential social channels. Rapid Social Marketing Response (M2). &amp;quot;Defending the brand.&amp;quot; Companies can no longer afford to slowly respond to customers, as a blogger can trigger a discussion that results in mainstream PR crises (e.g. The Punked List4). To be successful, brands will have to identify what&apos;s being said, the severity of the information, the influence of that person, and context of previous interactions. They must quickly triage to respond in near real-time. The Social CRM system provides coordination among teams. Social Campaign Tracking (M3). &amp;quot;Optimizing in flight.&amp;quot; Unlike traditional advertising, social marketing is constantly changing and requires constant attention and massaging. As a result brands, must track what&apos;s being said so they can quickly respond. They must constantly monitor sentiment, velocity, discussion, and relationships in order to make real-time course corrections. For example, a large software gaming publisher used Social Campaign Tracking to change key elements of its product launch to address a new class of users. Armed with information about the right language and conversations to participate in, a shift from a print campaign to an actual offer in a country specific multi-player environment led to a 23% increase in sales. As a result, they opened up a new market in a geography they had planned not to enter. Social Event Management (M4). &amp;quot;What happens in person goes social.&amp;quot; Marketers need a social strategy before, during, and after the market for both online and physical events. Events are no longer a fixed period of time. They must use social to promote the event to connect customers, improve the event experience in real-time, and track mentions and follow-ups for lead generation. Leading organizations such as LeWeb and Tokyo 2.0 now incorporate a combination of Social Event Management tools such as Plancast event listings to real-time Twitter streams. Attendees already supplement traditional events with live chat press conferences, video uploads, and podcasts. Don’t expect this to be limited to physical events. InXpo, ON24, and Unisfair will quickly develop solutions for virtual events tied with social. The goal – provide speakers with feedback, answer audience questions, and gauge overall sentiment. Social Sales Insights (S1). &amp;quot;Finding your prospects’ and customers’ watering holes.” Due to limited budgets and poor tools, most organizations lack a sales presence in social channels. Social Sales Insights builds off analysis from Social Customer Insights to hone in on sales transaction channels. To succeed, organizations must identify not only where their key prospects and customers interact, but also the key needs that a brand aims to help with. By ranking the level of influence a social channel exerts, organizations can then target their social sales efforts to avoid an expensive and ineffective shotgun approach. A Fortune 100 financial services client used Social Sales Insight to determine when they could be helpful in social channels and conversations as opposed to interrupting the conversation. Four months later, social channel territory sales comprised 10% of all sales. Rapid Social Sales Response (S2). &amp;quot;Catching a lead in mid-air.&amp;quot; Rapid Social Sales Response monitors key channels for sales opportunities. Armed with knowledge and sentiment analysis from Social Sales Insights, sales teams can target key buying communities and rapidly react to potential sales triggers. Sales teams who pinpoint a valid point of need can then engage. By participating in the right conversation at the right time, a sale can be intercepted from a competitor&apos;s hand. Sales teams then bring the prospects back into a sales channel of their choice: web, phone, or email to complete the transaction. Recently, a sales representative at a medical technology company intercepted a conversation in a chat group about a prospect’s concern. Through Rapid Social Sales Response the representative jumped in and shared best practices with the prospect. Impressed by her professionalism, the prospect awarded a multimillion dollar deal to a company they had never even shortlisted. Proactive Social Lead Generation (S3). &amp;quot;Using Peer 2 Peer Lead Generation.&amp;quot; Proactive Social Lead Generation reaches customers who would like to be educated by the organization or its ambassadors. Even after tiering of key social channels through social sales insights, organizations still lack feet on the street so referrals, online customer testimonials and social recommendations will be key for scale. With savvy competitors siphoning off sales from traditional channels, organizations and ambassador programs can improve channel coverage and qualify social media opportunities into leads for response by the appropriate channel. A major consumer electronics vendor found that conversion of leads to sales in Proactive Social Lead Generation added immediate profits and reduced sales channel costs by as much as 33%. Social Support Insights (SP1). &amp;quot;Realizing where there&apos;s social smoke there&apos;s a social fire.&amp;quot; Social Support Insights builds off analysis from Social Customer Insights. The output provides organizations with the information needed to rank an individual&apos;s level of influence, determine friend or foe status, associate the relationship with the organization, and select an appropriate response channel. For example, a consumer in a B2C environment could also be a key influencer in a B2B deal. Social CRM breaks down B2B and B2C and identifies relationships in Peer-to-Peer (P2P). Organizations gain targeted triaging based on key influence factors and improve the effectiveness of their spend on support and service. A major utility provider applies Social Support Insights to help their support and service teams prioritize key influencers and their involvement in key social channels. The result – 11% increase in customer satisfaction and a baseline for its Rapid Social Response initiatives. Rapid Social Response (SP2). &amp;quot;Discovering that real time isn’t fast enough.&amp;quot; Despite the proliferation of channels, organizations must be able to triage support requests and customer feedback. Failures can rapidly increase the likelihood of a groundswell of consumer activism and mainstream PR disaster such as United “ Guitars.” Organizations must be able to act quickly and respond to those who meet preset criteria. Several on-line retailers have successfully employed Rapid Social Response and found a 4 to 7% increase in customer satisfaction and a 1 to 3% improvement in retention rates. Peer-2-Peer (P2P) Unpaid Armies (SP3). &amp;quot;Harnessing your advocates.&amp;quot; Customers and partners now know more about your services and products than your organization does. No organization can have the resources to provide customer support in a 1:1 fashion. In addition, most organizations lack a presence in social networks to change the tenor of conversation. As a result, smart organizations find ways to harness this collective expertise. They recruit, recognize, and reward advocates who provide support. Organizations gain scale in reducing support/service costs as they add each community and channel. Advocates also play a role in responding to scenarios where it may be awkward for the organization to address such as PR fires. Innovation Insights (I1). &amp;quot;Catching innovation trends right under your nose.&amp;quot; Innovation Insights utilizes the analysis from Social Customer Insights and Social Support Insights. With time to market increasing in importance, organizations can no longer afford to design products and services in a vacuum. Organizations must capitalize on innovation trends that can range from product fixes and enhancement requests to feature and solution suggestions. The goal is to capture, organize, and prioritize ideas. A large telecommunications company carrier utilized Innovation Insights to identify a large market for a new product accessory that had not yet been developed. One year later, the new product line accounts for 10% of all sales. Crowdsourced R&amp;D (I2). &amp;quot;Real-time innovation and feedback.&amp;quot; Crowdsourced R&amp;D improves concept to delivery time frames. Because pace of innovation in traditional models is too costly and slow, organizations must find new ways to leverage the strengths of product experts. Customers, partners, and industry watchers can play a role to expedite requirements gathering, prototyping, and demo tests. As last-mile solutions become more detailed and industry specific, mechanisms for direct feedback increase precision in meeting customer demand for innovation. One large software publisher applied Crowdsourced R&amp;D to prioritize its product development roadmap. They now employ the same number of Product Managers but have been able to scope out twice the number of features. Collaboration Insights (C1). Organizations must learn from different arms in the company in order to quickly respond to customers. Now, with social tools, employees may be talking about customer problems in disparate silos. To respond to customers more efficiently, organizations must smooth processes by finding common hurdles and solutions, and understanding general sentiment of employees. Enterprise Collaboration (C2). &amp;quot;Not everything lives in SharePoint.&amp;quot; A single collaboration tool rarely sweeps across an entire corporation. Business units are often empowered to use SaaS providers like Chatter, Socialtext, PBworks, or even Yammer to get things done. Additionally, there may be enterprise rollouts of Telligent or SharePoint. Regardless of the tools used, departments must work together in a seamless way to get work done. Empower department and teams to work together across boundaries of functional fiefdoms through shared APIs that often feed back into a centralized CRM system. By tying enterprise collaboration to existing critical business functions, operations and applications, organizations can drive adoption and change management. A leading analyst firm managed to reduce the average number of emails per day by just over 100, creating extra hours of productive time for client delivery. Extended Collaboration (C3). &amp;quot;Help me help you.&amp;quot; Organizations will extend collaboration to partners, channels, suppliers, and other stakeholders. Organizations must get ahead of the social trend where adoption occurs at the fringes, and provide a common collaboration tool for partners outside of the firewall to interact and work with employees and other partners. Extended collaboration provides organizations with the ability to effectively listen and educate their extended networks with social learning tools. At one wireless carrier, collaboration with handset suppliers led to the reduction of 10 days in the new handset introduction process, improving critical time to market requirements. Seamless Customer Experience (CX1). &amp;quot;Customers don&apos;t care what channel or department you work in.&amp;quot; Seamless Customer Experience mashes up the social experience with the enterprise. Why is this important? Proliferation of social channels and federated customer data decrease the odds of a consistent customer experience. Information access is often inconsistent and not timely. Customers view a company as a single entity, even though it is composed of a large number of departments or individuals. Presenting a consistent face to customers improves their comfort and satisfaction. Yet Seamless Customer Experience requires more accurate and realtime customer information. Social profiles must tie back to existing customer and account information to drive the backbone of personalized experiences. VIP Experience (CX2). &amp;quot;Reward your best customers or lose them.&amp;quot; VIP Experience delivers premium programs to top customers. The goal – ensure that your most profitable customers remain loyal. Since establishing a VIP Experience program, a large hospitality company managed to increase the number of loyal patrons by 7% in a down economy.
  • A ranking of the use cases reveals four categories:  Evangelizables. This category represents market demand that is less than 16 months and technology maturity between beta ready technologies and those with critical mass.  Near Tipping Points. This category represents market demand that is more than 16 months and technology maturity between beta ready technologies and those with critical mass.  Early Movers. This category represents market demand that is less than 16 months and technology maturity between vaporware and beta ready technologies.  Early Adoptions This category represents market demand that is more than 16 months and technology maturity between vaporware and beta ready technologies.
  • Be There Before the Sale- Tools / Application Build profiles on social networks and websites, and update them. Have an account on: * http://www.twitter.com * http://www.facebook.com * http://www.linkedin.com * http://www.flickr.com * http://www.upcoming.org (You might have some other recommendations here.) Put up YOUR picture, not a corporate logo. Represent by being you, and by being a good employee. Be (or empower) the Influencer - Tools / Application Have a blog, a lively blog, a place where you talk not just about your company and product, but instead, you talk about the space your customers inhabit. Luis Suarez talks about social computing - not just IBM products, but the ways in which companies use social computing. Make sure your blog is nicely designed, is professional, and that you’ve pointed your online points of presence to it so you can encourage conversation. Make it easy for people to share your material off-site, too. Shift Behavior - Applications This is more of a “how” you should do it section. To shift behavior, be helpful. Starbucks became our “third place” because it was inviting, because transactions were easy, because the place was configured for our business. Be helpful. If you’re trying to sell more product, how can you reduce friction to the purchase? What else can you do that isn’t directly tied to a sale but that still helps? Can you point to other people’s services when it makes a difference? Shift behaviors by being online and by being helpful. Warm Up the Funnel - Tools /Application Use LinkedIn, Facebook, Twitter, and commenting on people’s blogs as a way to keep relationships “warm.” Never underestimate the value of comments and general, non-sales-minded conversations. Some tools to help you stay on top of this: * http://www.backtype.com - commenting tracking. * http://www.friendfeed.com - lifestream hub. * http://search.twitter.com - search for your name, company’s name, product’s name, etc, and subscribe to it via RSS. Measure - Tools /Application There are many ways to measure social media’s impact. You probably already think of pageviews, unique visitors, comments. Here are some more: * http://www.radian6.com , http://www.buzzlogic.com , http://www.crimsonhexagon , http:// www.vibemetrix.com - sentiment and comments. * http://www.hubspot.com - site search quality, value of links, more. Simple point: there’s more than numbers to consider. 1.) Find the Customer - Assign two people in the organization to build listening queries, populate an RSS reader as a command center, and conduct regular reporting cycles on the fruits of listening. 2.) Be There Before the Sale - Create a quick, one page document to outline company guidelines for building employee profiles on social platforms like Facebook. Work with IT on firewall concerns. Work with management to lay out fair use policies during work hours (again, no more than a page). Work with sales/marketing/engineering on ideas for using the platforms. 3.) Be (or Empower) the Influencer - Have a one page blogging policy in place (usually no more strict than the email policy). Have policies on comments (including how to handle negative comments). Build strategy on types of posts, ideas for outreach, promotion, and finding similar blogs and people in the space. 4.) Shift Behavior - Demonstrate through case studies and pilot efforts how to empower employees to be helpful. Share examples and ideas on how these efforts can positively impact marketing/sales efforts. 5.) Warm Up the Funnel - Determine a method for internally annotating the social aspects of CRM, or build a way to report the multi-touch approach of using social tools to reach out and maintain relationships with prospects and customers. 6.) Measurement - Improve current reporting to include the social elements such as comments, inbound links, search term value, etc.
  • Redfin is the real estate industry&apos;s first online brokerage, combining a customer-focused team of real estate agents with online tools for empowering consumers and making the process of buying or selling a home easy. Growing revenues requires an increase in marketing spend, right? Not if you’re Redfin and your customers market your service to others on your behalf, for free. With the help of word-of-mouth marketing via its Lithiumpowered customer community, Redfin grew revenues 40% year-over-year while reducing marketing expenses by 82%. “ Marketing is about making up fake quotes for customers to sign off on and sales is about pressuring people to buy something,” says Redfin’s CEO, Glenn Kelman. “We found that doesn’t work as well as just letting customers talk to each other online.” “ Redfin gives consumers four times more information about a listing than most other websites, and thousands of customer reviews of our agents, but this data just sits there without a place for people to discuss it,” says Kelman. “An open community where anyone can agonize over what to offer on a listing or rant and rave about our service is the key to Redfin’s credibility, and the only sustainable way to drive revenues.” Redfin’s community is one of the only forums where real estate consumers can ask one another about pricing trends, neighborhood guidance, and local best practices, and can comment on individual agents’ service. Community postings appear throughout Redfin’s site, with each agent’s contributions appearing on a profile page that also includes the agent’s entire deal history as well as customer reviews and ratings. The community also allows customers to suggest improvements to Redfin’s website, and the company is listening. For example, enough users suggested the ability to mark homes as “Not Interested” to exclude them from future search results that Redfin added the feature to its roadmap and plans to engage those users to help refine feature requirements.
  • eMarketer : How does social media marketing differ for B2B companies from B2C? Ed Linde II : In B2C you’re looking for a lot of interaction and collaboration between the individuals who tend to be a youthful audience and from time to time there’s a celebrity element. In the B2B space, you want subject-matter experts who are known authorities on particular topics. They’re credible experts on a particular area that people are trying to learn more about and make educated decisions on. eMarketer : How are you deploying social media marketing? Mr. Linde II : Within IBM we have a number of people in the brand areas who are blogging and doing things in the social media space relative to topics like cloud computing. In B2B we have a number of Websites that we built for our sales reps where we’ve enabled the reps to have a blog with RSS feeds that are connected to LinkedIn and Twitter. Their customers can follow them where they have an individual relationship. Some of our reps have Facebook pages also. We also have a program called Listening for Leads , where we have people we call “seekers” who on a voluntary basis go to particular social media sites where they listen to conversations and determine whether there’s a potential sales opportunity. eMarketer : What kinds of sites do the “seekers” go to? Mr. Linde II : The “seekers” go on a voluntary basis to sites in the public sector. For example, government agency sites where RFPs [request for proposals] are posted, and there are discussions about proposals. In the tech space, there might be blogs or discussion boards about the new Intel chip for servers. We’ll monitor those conversations. Seekers listen to and look at conversations. For example, if someone says, “I’m looking to replace my old server” or “Does anyone have any recommendations on what kind of storage device will work in this in type of situation?” or “I’m about to issue a RFP; does anyone have a sample RFP I could work from?” Those are all pretty good clues that someone’s about to buy something or start the buying process. We try to identify those leads, get them to a lead development rep who is a telephone sales rep who has been trained to have a conversation with the lead to qualify and validate the opportunity. They’ll qualify and validate it and then pass it to the appropriate sales resource to follow up. eMarketer : How is IBM using Twitter? Mr. Linde II : We promote our customer events on Twitter. When I say customer events, they could be Webinars, podcasts, virtual trade shows or physical trade shows. We advertise some of our promotions via Twitter. And our individual reps use Twitter to keep their customers updated about interesting news, events and things of that nature. Each rep has their own Twitter account. We also have the handle @IBMpcs because we sell refurbished PCs . eMarketer : What successes have you had with social media? Mr. Linde II : I would say Listening for Leads has been our best initiative so far. We have uncovered millions of dollars worth of sales leads through our intelligent listening program and we’ve closed a lot of business and we expect to do more. That’s going to be a big growth area. The thing you have to be careful with in social media is you can’t take your expert, for example, the guru of cloud computing, and expect him or her to also try to be a salesperson. Most people go to these sites and want the expert to be like a professor and to be as unbiased and antiseptic as possible. They don’t want to be sold to on those sites. Smart marketers use the expert to establish credibility, to get the conversation going and so forth. And then maybe you can have the expert point people back to the Website where you can do the promotional stuff and the selling activity. By the same token, you listen for activity and if it looks like there are opportunities, you pursue them. eMarketer : Can you offer an example? Mr. Linde II : Let’s say there’s a big industry for used tires. You would go out to the places where people talk about used tires and listen for conversations where someone’s looking to buy used tires. You would contact that person, interact with them and suggest that you might be able to help. You sort of qualify them and then hand them off to the lead development rep. eMarketer : Is there some secret sauce that makes this type of program successful, or is it more that you’ve been able to identify the key places where people are talking about the IBM products and services? Mr. Linde II : The key thing to making this successful is knowing what the right keywords are so that you can sort of search the various blogs and other venues where people are talking about your products. You need to use tools with Google that filter the conversations that are happening within blogs or on Twitter. Typically, on the seeking side, we get people from the business unit to spend a couple of hours a week doing it. So if you have enough people doing that you can uncover enough opportunities for the lead development reps to follow up on. I can’t divulge the number of people doing the seeking; it’s a decent number, but it’s not their full-time job. eMarketer : How are you tracking and measuring your social initiatives? You mentioned that you’ve identified millions of sales leads. Mr. Linde II : We measure against number of sales leads identified. And we rate the lead value from those leads. Then the win revenue and win rate. So there are four key metrics—number of leads created, lead value, win revenue and win rate.
  • SCRM is a philosophy &amp; a business strategy, supported by a technology platform, business rules, workflow, processes &amp; social characteristics, designed to engage the customer in a collaborative conversation in order to provide mutually beneficial value in a trusted &amp; transparent business environment. It’s the company’s response to the customer’s ownership of the conversation. The lesson for business, in terms of Social CRM is that we are now at a point that the customers’ expectations are so great and their demands so empowered that our SCRM business strategy needs to be built around collaboration and customer engagement, not traditional operational customer management ” we need to really understand [...] the jobs customers are trying to do and the outcomes they are trying to achieve. Once we understand what customers need, we can innovate around delivering exactly that [...]. And we can use service-dominant logic to provide experience platforms that allow customers to co-create value together with companies. Co-creating value with customers is the modern definition of customer-centricity .
  • 1. Squidoo has well over 1,400,000 hand built lenses. That&apos;s more than a million pages created by real, remarkable people. 2. Squidoo has been reviewed by the New York Times, Mashable, BoingBoing and sites and papers around the world. But the reviews we&apos;re most proud of: those from our lensmasters, who talk about Squidoo and their lenses on their blogs. 2.5 We call our pages &amp;quot;lenses&amp;quot; because each is one person&apos;s focus on something that she&apos;s interested in, something that matters to her. 3. Squidoo was founded in 2005 and was live to the world in 2006. The founding team consisted of just four people. In 2009 we&apos;re only at 6 full time people. 4. As of December 2009 we are one of the 100 most popular websites in the US. 5. Squidoo grew 91% in 2008 . 6. We launched the site with the tagline &amp;quot;Everyone&apos;s an expert (on something).&amp;quot; We have since learned that while this is indeed true, most people are too humble to consider themselves serious experts. Rather, most people think of themselves as hobbyists, passionates, interested (and interesting) folks. And that&apos;s what we&apos;ve got here. Taglines are overrated. 7. We generate hundreds of thousands of dollars in annual royalties to charities and to our users. 8. There&apos;s a Squidoo cookbook! In early 2009 Seth and Megan wrote The Joy of Squidoo: A Recipe Book for Great Lenses . 9. If you want to know more about Seth Godin, Original Squid and founder and bestselling author and blogger, look here . 10. Many lensmasters earn more than $1,000 a year from Squidoo. Some make $10,000. Others are happy with $40 or $4. Lots give it to charity. 11. Most of our best users aren&apos;t here for the money. It&apos;s just a fortunate byproduct of their passion and great content. 12. As of Dec 2009: About 800,000 people visit Squidoo (that means your lenses) every day . The more traffic one lens brings in, the greater the chances that visitor will see your lens as well. That means it&apos;s good for you when your competition on Squidoo succeeds. 13. Over 120,000 people are subscribed by email to the Lens of the Day award and email , full of tips for making better lenses. Are you? 14. SquidU is our lensmaster-run community for teaching and talking about great lenses. It&apos;s a great place to go if you need help. 15. Squidoo is free to use. A more traditional way to understand the money breakdown is this: We put ads on lenses, and offer lensmasters the ability to recommend products they can sell via our affiliate programs with Amazon, eBay, CafePress and others. Revenue that the company receives is split like this: We give 5% straight away to charity. We keep 45% to pay server bills, a few salaries, and keep the site running. That leaves 50% which we give directly to our lensmasters (that&apos;s you) for your good work. You can then either take your royalty payouts in cash via PayPal, or donate your royalties to one of a few hundred great charities. It&apos;s that simple. Kogi BBQ is a mobile Korean BBQ trust that travels around Los Angeles selling Korean tacos. They’ve built up an impressive 45,000 follower base on Twitter ( ) by tweeting where their truck is going to roll up next. The company also recently ran a crowdsourced t-shirt competition , with fans voting on their favorite t-shirt design.
  • http://www.verizonbusiness.com/resources/whitepapers/wp_meetings-around-the-world-ii_en_xg.pdf In Sales activities, managers cite that UC&amp;C tools help improve the quality of sales communications with customers (49 percent) and the success of sales efforts (45 percent), and help reduce the cost of sales (41 percent) and sales cycle times (42 percent).
  • For years we have been talking about the 360 degree view of the customer – or the single customer view – and it is a myth Customer databases are not aligned, so that customers can appear on the databases of several departments – sales, service, finance, etc - all unaware of each other&apos;s interactions Competitive organisations will place intelligence professionals at the nexus of initiatives including sales, service and marketing The report, ‘The Intelligent Approach to Customer Intelligence’, suggests that changes in consumer behaviour, and a subsequent struggle to understand customers, will force businesses to put greater stock in customer intelligence. But the meat of Forrester’s survey of 300 CI professionals reveals two particularly interesting facts. Firstly, only a quarter of respondents are actually measuring the impact of their customer intelligence endeavours. And secondly, of those that are, there are significant improvements being reported. For instance:   Of the 53 respondents using campaign metrics metric, 83% saw improvement. Of the 55 using customer satisfaction metrics, 78% saw improvement. Of the 43 using incremental revenue metrics, 77% saw improvement. Of the 57 using customer retention metrics, 75% saw improvement.
  • &amp;quot;ideagoras&amp;quot;—places where millions of ideas and solutions change hands in something akin to an eBay for innovation.
  • Problem Solving. The leading service in the area of open innovation is almost certainly Innocentive , which has over 180,000 contributors that can work on problems in science, manufacturing, biotech, medicine and many other fields. They offer rewards ranging from $5,000 up to $1 million for solutions to submitted problems. Does this model really work better for solving difficult business challenges? A new article in The Economist says it does , reporting up to a 74% ROI for crowdsourcing over central production methods. Other options include GuruStorms , Philoptima and PlanetEureka . Design. Today crowdsourced design often means Web design and leading offerings like Crowdspring provide marketplaces to crowdsource Web designs cheaply and quickly. That doesn&apos;t mean that&apos;s all there is and some marketplaces, like Denook , offer design for other things as well, such as apparel. BootB , for example, will help you crowdsource marketing and creative work, and general purpose tools like Kluster can help you strategically farm specific design decisions across your own private or public community. More traditional services such as Elance also provide on-demand design work, but are less structured to create multiple competing inputs. Work. For many kinds of simple tasks, particulary if they are small, there have emerged highly granular on-demand work marketplaces. While Mechanical Turk is one of the top solutions in this space, there are others including the new CrowdFlower . You can&apos;t outsource complex tasks to these platforms, they&apos;re primarily designed for simple things. A good example of a service built on top of these types of crowdsourcing tools is CastingWords , one of the best audio transacription services on the Web. It breaks up recordings into tiny pieces and distributes them across the world to Mechanical Turk workers for conversion to text. For IT shops there is even crowdsourcing for software development from TopCoder , the &amp;quot; world&apos;s largest competitive software development community with 220,326 developers representing over 200 countries. &amp;quot; Testing. &amp;quot;Users as testers&amp;quot; has been a growing meme for assuring user input from customers is broadbased and thorough. However services such as the popular uTest are bringing crowdsourcing to testing of software and other services. Support. Online customer communities have been a steadily growing source of crowdsourced customer service and support for companies that understand how to grow and nurture them . For everyone else, there are services such as Fixya , which crowdsource customer support to get the answers you need, often much better and more accurate than what you can get from the companies that make the products themselves. Other options include the terrific GetSatisfaction and CrossLoop .
  • For relevant researchs of the Zubed Semantic tools that match candidates to jobs then scour the internet candidate Worky A place to promote your working life, network with other like-minded people and to find a job or be headhunted The Beyond.com iPhone application provides users with access to top-tier industry and local career websites across the world’s largest network of niche career communities.
  • Social Recruiting &amp; Job Marketing Sending Jobvites Social Network Matching Short, Trackable Job Links Jobs Microsite Automated Publishing to Social Networks  Trackable distribution to 300 networks  Employee Referral  Twitter Channel Feeds  Automated Job Search Engine Feeds  Corporate Career Site   Sourcing CRM  Facebook Applications  Open Web Search &amp; Match   Campaigns   Social Profiles    Applicant Tracking Requisition Management   Approval Workflow   Candidate Database   Interview Management   Offer Letter Automation   Single Sign On   HRIS Integration     Metrics Job Link Tracking Standard Reports  Custom Reports &amp; Analytics  Compliance Management   Service Deployment Activation Service  Support  Customer Community  Applicant Tracking System Integration N/A 
  • www.oilandgascommunity.com
  • NotchUp&apos;s On-Demand professional recruiting service provides a new approach for fast growing companies to find top professional talent. NotchUp&apos;s solution combines a fast growing network of Talent Scouts with an advanced Web-based technology platform. Talent Scouts leverage NotchUp&apos;s proprietary technology to tap into their professional and social networks as well as search the Web to find the best matches for client searches. The end result for hiring companies is finding the very best passive candidates for their job positions at a fraction of the cost, time and effort of traditional recruiting methods. How it Works NotchUp provides an easy to use Web-based portal that hiring managers, recruiters and HR professionals can use to specify the job skills and requirements they are looking for, give online feedback to an initial set of &amp;quot;calibration candidates&amp;quot;, and then start scheduling phone screens or interviews with interested passive candidates. 1. Tell us What You&apos;re Looking For You fill out a simple, Web-based form to describe your job position, desired skills and requirements, and your company. Defining Required and Desirable Skills Talent Scouts in our network use this information to find the best possible matches of high quality, passive candidates by leveraging their professional and social networks, as well as using NotchUp&apos;s proprietary Web search tools. We pay Talent Scouts based upon accuracy of how close of a match their candidates meet your requirements. 2. Give us Your Feedback on Calibration Candidates Most hiring managers have a set of rules governing the kind of candidates they do or do not want to meet with. That could include particular schools, companies, or past job positions that you either are looking for or want to avoid. The NotchUp Calibration step helps you refine your search specification to our Talent Scouts before we perform a full search round. Calibrating Initial Candidates With a simple thumbs up/down user interface, along with a short note for candidates you&apos;ve turned down, the NotchUp Talent Scout network now has more detail to find the precise profile of candidates you are looking for. You also save time by avoiding face-to-face meetings with recruiters and can perform the calibration step from any Web browser on your schedule. 3. View Your Candidates After giving us your feedback with the Calibration round the NotchUp Talent Scout network goes to work for you. We assign a group of the most appropriate Scouts to start searching for the best matching passive candidates for your position, based upon the profile and feedback you&apos;ve now given us. NotchUp&apos;s PeerRank Process There&apos;s nothing more frustrating as a busy hiring manager than reviewing profiles of candidates that do not meet your requirements. NotchUp has developed a sophisticated candidate review process, PeerRank, that uses the collective knowledge of the entire group of Talent Scouts working on your account to both order candidates we send you prioritized by best match, as well as filter out candidates that do not meet your specification. We pay Talent Scouts for performance and accuracy, with the best Talent Scouts getting assigned more work and higher pay over time. Viewing Prospective Candidates
  • http://www.verizonbusiness.com/resources/whitepapers/wp_meetings-around-the-world-ii_en_xg.pdf HR managers believe that the technology improves the overall success of their recruitment efforts (39 percent agree or strongly agree), the quality of communications supporting recruiting and hiring (43 percent), and the speed of recruitment and hiring (39 percent), at a reduced cost (39 percent).
  • http://www.svea-project.eu The following opportunities of using web 2.0 social business networks can be identified: Upgrading collaboration competencies through co-development More efficient organizational processes Providing improved and cutting edge services Effective and target oriented communication Evolve from a hierarchal model, to complementary and self-organized teams Allow  learner-centered and self paced learning and teaching methods To realize these opportunities, SVEA will develop and provide several specialized tools:  A  custom, face to face training program, to familiarize VET and adult education professionals with social business networks, and techniques for learning and teaching with wiki’s, blogs and podcasts A custom online training program for the same target group An online platform offering web 2.0 tools to facilitate virtual team management, e-moderation and content sharing http://www.icl-conference.org
  • Why Personal Learning Environments (PLE) Why not. Scarcity of explicit knowledge (books) led us to gather it into libraries. Cost of access to books led us to gather them into universities and schools. Cost of access to wise men led us too to gather them into universities and schools. The digital made scarcity of knowledge no more an issue, and costs of access to experts dropped to nearly zero. Why institutional Virtual Campuses or why institutional Learning Management Systems? It still is difficult to tell good knowledge from bad (low information literacy levels around). Thus, we have a need for a curation of knowledge, for guides, to validate all the knowledge that has been fixed in digital artifacts. Not everyone can or wants to use the latest technology. Many people still have low digital literacy levels. Indeed, there are privacy, security and/or data ownership issues. And we have to ease monitoring, assessment and evaluation tasks (we are not hee taking about the need to monitor, assess or evaluate — let’s assume for a moment that many people still want to do that). So, PLEs or institutional virtual campuses? We need to cope with both needs: the benefits (freedom) of digital technologies and some long-lasting (and maybe needed) trends. We should be able to find a middle-ground solution between centrifugal and centripetal forces. We have to keep intimacy, while allow third parties’ ideas in our conversation. We want to keep noise out, while keeping a window open to the outside. We should be free to either use an institutional tool, a third party’s, or one’s own, and nevertheless guarantee that conversation is the same for everyone. We should be able to keep our own learning space while participating in a collective one. And we should be able to keep a closed record of what a group did for later assessment or simply storage.
  • About GradeGuru GradeGuru.com , a McGraw-Hill Higher Education startup, is a knowledge sharing network where college students can share their course notes, find relevant study materials, build their academic reputations and earn rewards for helping their peers. Students can connect with the academic &amp;quot;Gurus&amp;quot; at their schools through university specific pages to improve their own study methods and find ideas and inspiration. Note contributors are rewarded for sharing based on how many students use their notes and the quality of the notes as determined by peer-ratings – they receive points which can be exchanged for cash and gift cards and determine their status in the community.
  • At Black &amp; Decker, Rob Sharpe uses homemade online video for sales training,
  • Where traditionally customer support has been viewed as a cost center, smart brands are starting to use social networks to help offload their support costs on to a community of super users. [Screenshot of Microsoft MVP, add a few photos]
  • Best Buy&apos;s Twelpforce leverages hundreds of employees who provide customer support on Twitter. The employees are managed through a custom built system that keeps track of who participates. This is a sign of things to come over the next year as more companies look to uncover cost savings or serve customers more effectively through leveraging social technology. More than 2,500 Best Buy employees have signed up for this system, which enables them to see Best Buy–related problems that customers have aired on Twitter and respond to them. Twelpforce includes customer service staff, in-store sales associates (called Blue Shirts), and Geek Squad, the service reps who make house calls for technical assistance.
  • The iPad is still a fairly new invention, but many are already acknowledging the ways in which the device could ultimately shape the retail landscape for today’s shoppers. As AdAge discusses , only a handful of consumer brands currently offer iPad-specific applications–Gilt.com, Gap and eBay among them–but the thinking behind their design, features and functionality speak to the manner in which future retail experiences may be conducted. As brands like Puma plan to better integrate the iPad into the physical, in-store experience, many industry executives see the device acting as a virtual sales assistant, providing new information, data and reviews for the individual shopper, either at home or at a retail location. Launched earlier this month, the “Gap 1969 Stream” app acts as a socially centric shopping partner, providing an opportunity for users to share items with friends, browse content from designers, musicians and fashion industry insiders associated with the brand or even use a geo-locator to find the retail store. AdAge explains a few ways the iPad could change retail: Catalogs: Online versions of print catalogs haven’t taken off, but iPad versions, with embedded video, as well as the ability to browse whenever it’s convenient and make purchases could be the next big thing. Customization: Cars, furniture, shoes and apparel could all be customized in-store, with customers able to easily view and select colors, fabrics and finishes, and then place the special order. Sales Floor Assistant: The iPad could provide easy access to product data, customer data and customer reviews, in addition to allowing transactions to be completed away from the register.
  • The idea is a valid one in business because it saves time and resources. Within oil and gas corporations, though, a scalable and widely accepted system of communication and knowledge sharing is necessary for this principle to work. The need to preserve and give broad access to important institutional knowledge can be achieved by creating role-based information portals accessible by a wide base of asset team members. Like countless other industry players, ConocoPhillips has three generations of employees working together side-by-side or dispersed around the world, and a significant number of the experienced workers are preparing to retire soon. That, plus regular attrition, creates the need for effective knowledge sharing. “With our Intranet-based discussion forums, state-of-the-art browse-and-search tools, and content management processes, our portal structure goes a long way in addressing the looming generational gap and maintaining our intellectual capital. This is a key part of our strategy to retain critical knowledge,” said Dan Ranta, director of upstream knowledge sharing at ConocoPhillips. Due to the global nature of the oil and gas industry, workers must additionally work with internal and external contacts that are located halfway around the world and may never meet face to face. Four of 10 oil and gas industry professionals view new social media tools as useful to boost collaboration and productivity on the job. “ Portal sites make it possible for a diverse, global work force to connect with each other easily, aided by a business-focused network structure that encourages people to form trusted relationships regardless of their location,” Ranta adds. Think of the information portal as a central meeting place for employees to share ideas and raise questions for community attention. From a single location, teams and individuals within the organization can coordinate schedules, organize documents and participate in discussions. Information portals also provide a forum for connecting expertise to problems. This quick access to critical information and expertise means better decisions and more rigorous execution. Through the integration of business intelligence tools, these portals serve as a common interface into line-of-business applications. Users can view near-real-time information as key performance indicators that may include revenue and profit per barrel, lifting costs, and other business-health indicators. Additionally, portals that are aligned with a role-based function enable a variety of workers to view selected information that is pertinent to their job title or responsibility. For example, a petroleum engineer might only want to see the production charts and subsurface logs for a particular well, while a facilities engineer will need to locate the well’s maintenance history and work orders. This technology gives managers, engineers, and operations personnel a quick look into potential problem areas in a highly capable 24/7 collaborative environment.
  • In one scenario, the engineer notices that an alert in her news feed shows that the field production is below forecast for the past few days. The alert links the engineer to an internal profile of the field on the portal page that shows the field’s scorecard and a newsfeed discussing relevant events and alerts. Here the engineer sees several other entries showing that multiple wells in the field are below forecast. Because these alerts are related to a greater field-wide production issue, the engineer decides to focus in on each individual well-level alert on a given well’s page in the portal. The information on this page contains production history, real-time data, work order history, logs, and well tests. By reviewing this information, the engineer sees that the problem is not at the well level. In the example, detailed pages for each well maintain up-to-the-minute well production statistics, a satellite image highlighting required attention areas and other key performance indicators. The user can also communicate through instant message with other team members regarding problem areas. At this point, the engineer requires further insight from someone else on her team. She starts a conversation with a senior engineer who she notices is available through the portal’s instant messenger service. The senior engineer recommends that the problem could be with the separator in this portion of the field and recommends doing an inspection of the separator. The engineer creates a work order and notes the corrective action in the comments section of the alert that started the investigation originally. By logging these actions, engineers who later work on this field can more quickly locate solutions to other problems that might arise based on past work history.
  • the Wall Street Journal recently explored how technology is allowing us to tap into new wells of innovation that were previously too expensive or difficult to reach. Organizations now have access to virtually everyone on the planet over the Web and can invite them to participate in co-creating new products, improving existing ones, or otherwise transforming their ideation and decision making processes. Taken from the model of open source software, crowdsourcing has become an increasingly popular technique with numerous success stories such as the Netflix prize or Threadless , a community-designed clothing store. The software, however, to enable this business model for most organizations is just in its infancy and most solutions are homegrown, though LG famously used Crowdspring recently to design one of their phones . TopCoder , the &amp;quot; world&apos;s largest competitive software development community with 220,326 developers representing over 200 countries. “ Innocentive – 91 mil cientistas de 175 países com projetos para Boeing, Dow, Dupont, Novartis, Procter&amp;Gamble. Uitlizado por 35 empresas das 500 top Fortune. Yet2.com – Uma lista de tecnologia disponível no valor de US$10 bilhões. Uma rede de 500 clientes tem acesso a aproximadamente 40% da capacidade de P&amp;D do mundo. Quase 100 mil usuários registrados . P&amp;G,AT&amp;A,IBM, Texas instruments, transformaram suas práticas de licenciamento em negócios altamente lucrativos e escalonáveis. IBM recebe mais de 1 bilhão de receitas todo ano ao disponibilizar de forma não-exclusiva a maior parte da sua propriedade intelectual para parceiros e concorrentes. P&amp;G – 50% de suas idéias buscadas fora da empresa para 2010. Conecte-se e desenvolva. The Pew Internet &amp; American Life Project released this study which states that “57 percent of 12- to 17-year-olds online – 12 million individuals – are creating content of some sort and posting it to the Web.”
  • &amp;quot;ideagoras&amp;quot;—places where millions of ideas and solutions change hands in something akin t Today, some 120,000 scientists like Melcarek have registered with InnoCentive and hundreds of companies pay annual fees of roughly $80,000 to tap the talents of a global scientific community. Launched as an e-business venture by U.S. pharmaceutical giant Eli Lily ( LLY ) in 2001, the company now provides on-demand solutions to innovation-hungry titans such as Boeing ( BA ), Dow ( DOW ), DuPont ( DD ), P&amp;G ( PG ), and Novartis ( NVS ). o an eBay for innovation.
  • “ Por meio da iniciativa, a empresa buscou soluções relacionadas à caracterização do envelhecimento da pele e do cabelo. Recebemos respostas de diversas instituições, sendo a maioria delas proveniente da indústria”, explica Gilson Manfio, gerente científico de Inovação Tecnológica e Parcerias da Natura. O processo, desenvolvido com consultoria da Inventta, que trabalha em parceria com a NineSigma do Brasil desde 2009, será um dos cases apresentados na X Conferência Anpei de Inovação Tecnológica , que será realizada entre 26 e 28 de abril, em Curitiba. A segurança e confidencialidade das empresas participantes são asseguradas pela rede da NineSigma com uma série de funcionalidades, como sigilo de nome do solicitante, quando assim desejado, e envio para públicos restritos, permitindo a exclusão de fornecedores e competidores. “Alguns gestores se mostram apreensivos em expor demais seus projetos ou duvidam da real efetividade dos desafios, mas com apoio especializado, como o da Inventta, os riscos se tornam pequenos e gerenciáveis”, destaca Manfio. desafio sobre caracterização do envelhecimento da pele e do cabelo, enviado para rede da NineSigma no final de 2009.“ Além de elaborar o planejamento, a Inventta se encarregou de trabalhar a redação do desafio, levando em consideração o propósito e as necessidades da Natura. “A forma como o texto foi estruturado, bem como seu detalhamento técnico, foram essenciais para se chegar ao público que queríamos atingir”, conta Manfio. O número de respostas surpreendeu até a própria NineSigma: ao todo, foram 27, sendo a maioria apresentada por solvers da indústria, pois o desafio focou estágios mais avançados de desenvolvimento. Take Colgate-Palmolive ( CL ). The company needed a more efficient method for getting its toothpaste into the tube—a seemingly straightforward problem. When its internal R&amp;D team came up empty-handed, the company posted the specs on InnoCentive, one of many new marketplaces that link problems with problem-solvers. A Canadian engineer named Ed Melcarek proposed putting a positive charge on fluoride powder, then grounding the tube. It was an effective application of elementary physics, but not one that Colgate-Palmolive&apos;s team of chemists had ever contemplated. Melcarek was duly rewarded with $25,000 for a few hours work.
  • &amp;quot;Tradeshift cannot only make doing business easier but can eliminate a vast amount printing, paper and mailbag journeys Twitpay, took off. Today, the service has almost 15,000 users. That may not sound like much, but it sends a message: Moving money, once a function managed only by the biggest companies in the world, is now a feature available to any code jockey. Ivey is just one of hundreds of engineers and entrepreneurs who are attacking the payment ecosystem, seeking out ways small and large to tear down the stronghold the banks and credit card companies have built. Square , a new company founded by Twitter cocreator Jack Dorsey, lets anyone accept physical credit card payments through a smartphone or computer by plugging in a free sugar-cube-sized device — no expensive card reader required. A startup called Obopay , which has received funding from Nokia, allows phone owners to transfer money to one another with nothing more than a PIN. Amazon.com and Google are both distributing their shopping cart technologies across the Internet, letting even the lowliest etailers process credit cards for less than the old price, cutting out middlemen, and figuring out ways to bundle payments to sidestep the credit card companies’ constant nickel-and-diming. Facebook appears to be building its own payment system for virtual goods purchased on its social network and on external sites. And last March, Apple gave iTunes developers the ability to charge subscription fees through their applications, making iTunes the gateway for an entirely new breed of transaction. When Research in Motion announced a similar initiative last fall at a session of the BlackBerry Developer Conference in San Francisco, programmers crowded the room, spilling out into the hallway. About 20 percent of all online transactions now take place over so-called alternative payment systems, according to consulting firm Javelin Strategy and Research. It expects that number to grow to nearly 30 percent in just three years. But perhaps nobody is as ambitious as PayPal. In November, it further opened up its code, giving anyone with rudimentary programming skills access to the kind of technology and payment-industry experience that Ivey used to build Twitpay. The move could unleash a wave of innovation unlike any we’ve seen since self-publishing came to the Web. Two months after PayPal opened its platform , 15,000 developers had used it to create new payment services, sending $15 million through the company’s pipes. Software developer Big in Japan, whose ShopSavvy program lets people find an item’s cheapest price by scanning its barcode, used PayPal to add a “quick pay” button to its app. LiveOps, a call-center outsourcing firm, built a tool that streamlined payments to its operators, turning what had been a nightmare of invoicing and time-tracking into an automated process. Previously, anybody who wanted to create a service like this would have had to navigate a morass of state and federal regulations and licensing bodies. But now engineers can focus on building applications, while leaving the regulatory and risk-management issues to PayPal. “I can focus on the social side of the business and not on touching money,” as Ivey puts it. PayPal is just the latest company to try to harness the creative powers of the open Internet. Google created a platform that lets anyone buy or display online advertisements. Facebook allows any developer to write applications for its social network, and Apple does the same with its iTunes App Store. Amazon’s Web Services provides developers the cloud-based processing power and storage space they need to build applications and services. Now PayPal has brought this same spirit of innovation and experimentation to the world of payments. Your wallet may never be the same.
  • One of the most potentially disruptive startups of the last ten years is emerging into the light this week. And I honestly don’t say that lightly. Christian Lanng, a former builder of deep e-commerce and security services for the Danish government is co-founder of TradeShift along with a very hard-core team which includes John Bosak who created XML, who is on the board. But what is perhaps most startling is the re-emergence of early Skype investor Morten Lund on the project. Lund was made famous in tech circles both for his early Skype investment but also for going personally bankrupt two years ago. TradeShift, which has been operating under the stealth name of Porta till now, is aiming at a very, very big target. It wants to disrupt how banks and credit card companies process payments between any kind of business, and use the Internet to do it. For the last 10 months the dozen strong team in Denmark has been building what could be described most simply as an e-invoicing company. But instead of the kinds of charges levied for credit card processing and other banking systems, transactions will be free across the network, but with the security of being legally binding. That is incredibly disruptive. Financially it is backed by seed investors and is “currently self sufficient”. How so? TradeShift has now signed up two undisclosed regions in northern Europe and a yet to be named city in Brazil for its platform. Crucially, it looks like Tradeshift will be hugely beneficial to emerging nations like Brazil which currently are not locked into old EDI systems. The problem is simple. Businesses still trade on exchanging and printing out PDFs. Neither Microsoft not SAP haven’t solved this. So Tradeshift wants to let global SMEs participate in hard core business processes traditionally ruled by these companies. Old fashioned Electronic Data Interchange (EDI) is dominated by huge IBM mainframes and pre-Internet protocols. Of course, it’s only natural that this should move to cloud computing. The idea is this. Dynamic invoicing will, instead of being laborious hand-created entities, simply move between companies electronically. Accounts running on Tradeshift will constantly monitor exchange rates and automatically withdraw funds or make purchases just when the price is cheapest for the goods your company requires. The play is not to go to the US first with this, but for Europe and emerging marketing BRIC nations where their systems are being built right now. Europe is very mature for this sort of thing right now. At the core is UBL – a messaging standard similar to XML. The scenario facing businesses right now is 12/13 euro per invoice for existing systems. Make that 100 invoices and it starts to add up. This information is already available with existing real-time financial systems, so Tradeshift is building a platform on which these transactions can take place seamlessly. It will run its own applications on top of it, but the platform itslef will be made available so that other third party developers to create their own. Christian Lanng has 10 years of experience as former head of the Center for Service oriented Infrastructure in the Danish National IT and Telecom Agency. In other words he is right at the top of his game in working with mobile-services, e-business, SOA and large scale payment systems. “ Tradeshift will be a like a GSM standard for e-business” Lanng told me at a meeting in London recently. There is an already existing “GSM-like” movement to create electronic standards across Europe. PEPPOL, Pan European Public Procurement Online is a vision to allow any company (incl. SMEs) in the EU to communicate electronically with any EU governmental institution for all procurement processes. The difference is that Tradeshift reckons it’s going to crack this for business to business transactions, and globally, not just in Europe. The core team is 13 people in Copenhagen, but includes people in Germany, Brazil and Sri Lanka, and totals up to 50 working on this.
  • The 2.0 Adoption Council , a rapidly growing private community of practitioners of Enterprise 2.0 whose 100+ members are mostly from large Fortune 500 efforts.
  • Social Technology - the real importance to business

    1. 1. Social Media é a atividade #1 da Internet!
    2. 2. 3 DE CADA 4 AMERICANOS USAM SOCIAL MEDIA ! 2/3 DA POPULAÇÃO GLOBAL VISITA REDES SOCIAIS! This just in, consumers are now spending more time on social networks than any other form of website, including porn.
    3. 3. E o que se faz nas Social Networks? Universal McCann, http://universalmccann.bitecp.com/wave4/Wave4.pdf
    4. 4. Uma coisa é uma coisa.... <ul><li>Social Media </li></ul><ul><li>Um termo guarda chuva que define as várias atividades colaborativas que integram tecnologia, interação social e comunicação através de diferentes tipos de mídia incluindo palavras, fotos, e vídeo, </li></ul><ul><li>Social Networking </li></ul><ul><li>É a ligação entre pessoas feita através de ferramentas tecnológicas tais como páginas web. Exemplos incluem social network websites como Facebook, social bookmarking, wikis, groups, etc. </li></ul><ul><li>Social Technology ou Social Computing </li></ul><ul><li>É a aplicação estratégica de tecnologias de colaboratividade, compartilhamento, auto-gerenciamento e distribuição aos problemas reais dos negócios. </li></ul>
    5. 5. 93% DOS USUÁRIOS DE REDES SOCIAIS ACREDITA QUE TODA EMPRESA DEVERIA UTILIZAR SOCIAL MEDIA. 85% DOS USUÁRIOS DE REDES SOCIAIS ACREDITA QUE TODA EMPRESA DEVERIA MAIS DO QUE ESTAR PRESENTE EM AMBIENTES DE REDES SOCIAIS, INTERAGIR COM SEUS PARES E CLIENTES VIA PLATAFORMAS DE SOCIAL MEDIA
    6. 6. <ul><li>Social Media é uma definição para o comportamento, para a forma com a qual aprendemos a nos comunicar e como queremos compartilhar conhecimento, informação e até mesmo as nossas vidas. </li></ul>Social Media é muito mais do que marketing nas redes sociais… <ul><li>Em 2010 a geração Y vai ultrapassar o número de Baby Boomers…. </li></ul><ul><li>96% já está logado em uma rede social! </li></ul>
    7. 7. JUSTIFICATIVA SAY HELLO TO: R.O.I. SOCIAL MEDIA não é de grátis!
    8. 9. Inclui a criação de mais de 20 contas nas top redes de social media . Social Media Plano de Marketing : Social Media Resources & Networks Professional Realtors Package Facebook Profile & Business Fan page   Twitter   LinkedIn   YouTube   MySpace   Blog Setup/Update   Google Business Submission   SlideShare   Squidoo   Flickr   Zillow   Trulia   ActiveRain   WannaNetwork   Real Voices   AddThis Button Created   Follow Me Buttons Created   Stumble Upon, Del.ico.us, Reddit, Digg, Technorati 5 submissions 5 submissions Webinars & E-Books   One-On-One Training  
    9. 10. A VERDADE SOBRE O R.O.I. ROI é uma métrica para o negócio, e não uma métrica para SOCIAL MEDIA. ROI é 100% mídia-agnostic. Métricas somente digitais ou sociais não nos levarão a lugar algum.
    10. 11. Uma coisa é uma coisa.... <ul><li>Social Media </li></ul><ul><li>Um termo guarda chuva que define as várias atividades colaborativas que integram tecnologia, interação social e comunicação através de diferentes tipos de mídia incluindo palavras, fotos, e vídeo, </li></ul><ul><li>Social Networking </li></ul><ul><li>É a ligação entre pessoas feita através de ferramentas tecnológicas tais como páginas web. Exemplos incluem social network websites como Facebook, social bookmarking, wikis, groups, etc. </li></ul><ul><li>Social Technology ou social computing </li></ul><ul><li>É aplicação estratégica de tecnologias de colaboratividade, compartilhamento , auto-gerenciamento e distribuição aos problemas reais dos negócios. </li></ul>
    11. 12. Meetings Around the World II , um estudo com mais de 3,700 profissionais em 10 países, 4 continentes , é o primeiro a determinar um modelo para a medida do RETORNO DO INVESTIMENTO EM COLABORATIVIDADE “ The study found that there is a continuum of performance and return at the intersection of communications technology and business processes.” A Frost & Sullivan Whitepaper Sponsored by Verizon and Cisco
    12. 13. Less than six months ago 12% Six to 12 months ago 31% 12 to 24 months ago 28% Two to three years ago 13% More than three years ago 13% Don't know 3% ESTAMOS FALANDO DE INOVAÇÃO!
    13. 14. <ul><li>The technology that is currently driving social media will change, but the principles of participation, transparency , and collaboration will not. </li></ul><ul><li>The Cluetrain Manifesto . </li></ul>
    14. 15. 9 atividades em que qualquer negócio poderia estar utilizando Social Technology com retorno, mas provavelmente não está. Regardless of whether you have one or one million friends, followers, or fans there are multiple ways your business could benefit from and make money with a more proactive social technology strategy.
    15. 16. 9 <ul><li>Relações Públicas </li></ul><ul><li>Divulgação da Marca </li></ul><ul><li>Pesquisa de Mercado </li></ul><ul><li>Marketing - Promoções </li></ul><ul><li>Vendas - CRM </li></ul><ul><li>Suporte </li></ul><ul><li>RH </li></ul><ul><li>Desenvolvimento </li></ul><ul><li>Fornecedores-Faturamento </li></ul>
    16. 17. JÁ EXISTE RESULTADO MENSURADO
    17. 18. RELAÇÕES PÚBLICAS How the various platforms are employed to shape the public perception, and to impact traditional media channels is part art, part science.
    18. 19. Blog twitter facebook linkedin
    19. 21. Relevância <ul><li>30 anos </li></ul><ul><li>50,000 pessoas </li></ul><ul><li>+270 centros </li></ul>Whole Foods 1.2 milhões seguidores no Twitter 123,000 fans no Facebook São over 150 company Twitter accounts Uma das maiores presenças corporativas no Twitter hoje.
    20. 23. Share This Add to Delicious Add to Stumbleuepon Add to Reddit Add to Technorati
    21. 25. http:www.xerox.com/citizenship . “ We want social media to bring awareness to the Xerox brand, products and services. As a global company, we also hope it will help bring employees together from different regions to share successes and best practices. In addition to various Facebook pages, Twitter handles, blogs and a YouTube channel that continue to gain popularity with external audiences, we also encourage employees to contact each other on a one-off basis via these tools.” Christa Carone, vice president, marketing & communications for Xerox
    22. 26. Sua MARCA não é mais sua propriedade! fake BP Public Relations Community Pages official blog post )
    23. 27. Gatorade Mission Control
    24. 29. Progression or hierarchy as you move deeper into social media tactics
    25. 30. JÁ EXISTE RESULTADO MENSURADO 42% melhora no sucesso de iniciativas de aumento de receita 49% melhora na qualidade das releases 42% melhora no tempo de entrega de releases 48% aumento do sucesso das iniciativas de PR RELAÇÕES PÚBLICAS E DIVULGAÇÃO DA MARCA
    26. 31. Eu sugiro a todas as empresas que olhem, e estudem os casos apresentados no CUSTOM FACEBOOK PAGE gallery The Big Money Facebook 50 lá estão apresentados os casos de uso do facebook pelas mentes e empresas mais criativas do mundo
    27. 32. <ul><li>In-Sourcing </li></ul><ul><li>Global Studies </li></ul><ul><li>The Advance of MROCs </li></ul><ul><li>Declines in In-Person Qualitative </li></ul><ul><li>No More CYA </li></ul><ul><li>Best Panel </li></ul><ul><li>Social DataMining </li></ul><ul><li>Triangulation vs. Perfection </li></ul><ul><li>The Death of Survey Research </li></ul>PESQUISA DE MERCADO
    28. 33. <ul><li>Social Media é uma definição para o comportamento, para a forma com a qual aprendemos a nos comunicar e como queremos compartilhar conhecimento, informação e até mesmo as nossas vidas. </li></ul>
    29. 34. IBM study with over 1,500 CEOs from across 60 countries and 33 industries.  “ Getting closer to the customer is a top business strategy and area of focus” 88% CEOs pesquisa como área foco 76% &quot;insight and intelligence&quot; também Having access to tens of millions of consumers who are openly talking about their rational and emotional needs is a newly discovered goldmine for market research. Jack Welch
    30. 35. Um site privado onde clientes são convidados a regularmente discutir idéias e visões, oferecer conselhos, compartilhar experiências e sentimentos discutir tendências ajudando a empresa a compreender o mercado e o negócio. Market Research Online Communities
    31. 36. Cuts outreach cost $250 to $7.50 per participant. 4x public participation rates + 20,000 Americans Congress Holds hearings and takes action based on the recommendations. 6 weeks, responses of + 10,000 residents, regardless of socioeconomic status. rates + 20% of their total population. delivers fast results, accelerates decision-making process and leads to $2.8 billion funding approval.
    32. 37. 25 participants each over the course of 6 months The community helped Dell see the purchase and post-purchase customer experience in an entirely different light, and allowed stakeholders to make improvements to the online purchase and support experience in light of the findings.
    33. 38. www.pluggedinco.com www.rapleaf.com/ 68% e 35% email open rate and click prospective students were 400% more likely to enroll if they had a friend who was already enrolled
    34. 40. Social Datamining Os famosos Ws <ul><li>Who: demographics, occupation, location and more </li></ul><ul><li>What: interests, brand affinities, lifestyles, and influence </li></ul><ul><li>Where: social sites used and online hangouts </li></ul><ul><li>With Whom: friends and associates </li></ul>
    35. 42. <ul><li>individuals will generate more data this year than in the combined history of mankind </li></ul><ul><li>Andreas Weigend </li></ul><ul><li>Amazon’s former chief scientist </li></ul><ul><li>only 34% of organisations integrate database marketing and customer feedback and listening. This is bizarre. </li></ul>Harrah's Entertainment Capital One Tesco . is 1-800 Flowers www.bazaarvoice.com Hoje as vozes dos clientes em redes sociais abertas podem ser coletadas e utilizadas como ferramenta de marketing tanto para a adequação de serviços e produtos como para a divulgação da marca de forma fidedigna. www.bazaarvoice.com Each month, Bazaarvoice currently serves 7 billion Answers, Stories, and Reviews on 850 brand web sites like Best Buy, Blue Shield of California, Costco, Dell, Macy’s, P&G, Panasonic, QVC, and USAA, surpassing Twitter in reach. July 15, 2010
    36. 43. MARKETING Personalised, targeted , and context-aware marketing is the new mantra.
    37. 44. GEOREFERENCIADO INTEGRADO VIRAL
    38. 45. PROMOÇÕES
    39. 46. <ul><li>Cross Fox </li></ul><ul><li>1981680 EXIBIÇÕES </li></ul>22.800 seguidores @torcidapanini #albumdacopa 1 milhão de visualizações/dia Melhores campanhas de Viral Mkt 2009
    40. 47. <ul><li>64% dos compradores online acham fundamental a leitura de comentários – reviews quando fazem uma compra </li></ul><ul><li>47% Dos usuários online dizem que as informações dadas por outros consumidores são mais importantes do que as informações dadas pela própria empresa </li></ul><ul><li>Forrester </li></ul>MySears.com MyKmart.com The sites launched in March 2009, and so far have more than 400,000 registered users.
    41. 48. A empresa criou um portal onde os usuários opinam sobre como deveria ser cada detalhe para um futuro modelo dos carros da Fiat
    42. 49. Over 1/3 of social network users and 44% of Twitter users are engaged with a brand through discount promotions.
    43. 50. As mulheres se destacam na produção de conteúdos coletivos e como formadoras de opinião nas redes sociais. <ul><li>Segundo dados levantados pelo eMarketer, especializado em pesquisas e estatísticas de Marketing online, as mulheres estão dominando a rede. Divulgada em agosto do ano passado, a pesquisa revela que, com exceção de duas plataformas – a digg e o YouPorn – elas são maioria em todas as redes sociais. No Twitter e no Facebook, elas são 57% dos usuários. No Myspace, chegam a 64%. </li></ul>
    44. 51. industrial-marketers-spends-more-on-digital-social-channels 464 profissionais 2010 $50k - $1 million
    45. 52. Quem está fazendo?
    46. 53. JÁ EXISTE RESULTADO MENSURADO 44% melhora na qualidade da comunicação 41% melhora no resultado de iniciativas e conquista de novos clientes 42% melhora no tempo de resposta com relação a concorrência MARKETING
    47. 54. E quanto a nós? <ul><li>Quantos de nossos clientes podem disseminar novos produtos e oportunidades localmente? </li></ul><ul><li>Quantas profissionais poderiam dar seu testemunho a nosso favor? </li></ul><ul><li>Quanto do que queremos que saibam sobre nós não poderia ser feito por vídeo e podcast? </li></ul><ul><li>Quanto já não está sendo dito sobre nós que não sabemos? </li></ul>
    48. 55. VENDAS E Social CRM Monitoring, Mapping, Management, Middleware, and Measurement
    49. 57. The name of the game is “Intelligent Aggregation” <ul><li>“ What we need is “intelligent aggregation” of both very dynamic social data as well as the more static but still important basic business data (revenues, industry, phone, email addresses…) . “Aggregation” addresses the “too many sources” issue by delivering a single go-to place…”Intelligence” ensures accuracy and relevance at the individual user level through innovative use of technology and filters.” </li></ul><ul><li>Dharmesh Shah, Co-Author of Inbound Marketing and Founder of Hubspot </li></ul>
    50. 58. Social CRM <ul><li>Estar com seu cliente antes da venda </li></ul><ul><li>Ser ou fortalecer o influenciador da venda </li></ul><ul><li>Mudar o comportamento </li></ul><ul><li>Aquecer a relação </li></ul><ul><li>Medir </li></ul>
    51. 59. Redfin Community Resultados 40% Revenue Growth 82% Reduction Marketing Expenses 5pt Increase in Customer Satisfaction
    52. 60. IBM Social Sales programm Listening for Leads : The “seekers” go on a voluntary basis to sites in the public sector . we’ve enabled the reps to have a blog with RSS feeds that are connected to LinkedIn and Twitter . Each rep has their own Twitter account Their customers can follow them where they have an individual relationship. “ There are four key metrics—number of leads created, lead value, win revenue and win rate.” Ed Linde II - responsible for building Web assets to support the IBM.com sales channel and organic Web visitors
    53. 61. helpstream.com / lithium.com salesforce.com
    54. 62. Squidoo.com +1,400,000 de lentes criadas New York Times, Mashable, BoingBoing 91% in 2008 to 2010. DEIXE QUE VENDAM QUE FALEM…. … ..E VIVA O SIMONAL!
    55. 63. JÁ EXISTE RESULTADO MENSURADO 49 % melhora na qualidade da comunicação com clientes 45% melhora no resultado de vendas 41% redução do custo de venda 42% redução do ciclo de venda VENDAS E CRM
    56. 64. Forrester’s pesquisa com 300 profissionais de Customer Intelligence <ul><li>Somente 1/3 destes fazem medições </li></ul><ul><li>53 using campaign metrics metric, 83% </li></ul><ul><li>55 using customer satisfaction metrics, 78% </li></ul><ul><li>43 using incremental revenue metrics, 77% </li></ul><ul><li>57 using customer retention metrics, 75% </li></ul>The Intelligent Approach to Customer Intelligence
    57. 65. <ul><li>Social Media é uma definição para o comportamento, para a forma com a qual aprendemos a nos comunicar e como queremos compartilhar conhecimento, informação e até mesmo as nossas vidas. </li></ul>
    58. 68. “ To find something comparable you have to go back 500 years to the printing press, the birth of mass media. Technology is shifting power away from the editors, the publishers, the establishment, the media elite. Now it’s the people who are taking control.” Rubert Murdoch
    59. 69. Ideágoras <ul><li>Places where millions of ideas and solutions change hands in something akin to an eBay for innovation. </li></ul><ul><li>Crowdsoursing </li></ul><ul><li>When you can count on the hole world </li></ul><ul><li>Open Innovation </li></ul><ul><li>When you realise that 2 can think better than 1 </li></ul>
    60. 70. ÁREAS DE INOVAÇÃO <ul><li>Seleção e Desenvolvimento </li></ul><ul><li>Suporte </li></ul><ul><li>Pesquisa e Desenvolvimento </li></ul>
    61. 71. Worky.com <ul><li>Zubed.com </li></ul>TechCareers.com Como os maiores empregadores do mundo estão utilizando estas ferramentas para recrutar. 83% recruit in social networks 46% spend more on social recruiting 36% spend less on job boards 80% review social profiles
    62. 72. @starbucksjobs Starbucks careerfair facebook.com/ernstandyoungcareers starbucks.com/career-center Tem gente fazendo faz tempo....
    63. 74. www.oilandgascommunity.com www.oilandgascommunity.com http://www.hsee.co.uk/ www.oilcareers.com/regions/BRAZIL
    64. 75. <ul><li>On-Demand professional recruiting service </li></ul>
    65. 76. JÁ EXISTE RESULTADO MENSURADO 39% melhora no resultado geral de recrutamento 43% melhora a qualidade da comunicação de recrutamento e contratação 39% redução do ciclo de recrutamento e contratação 39% redução do custo RECRUTAMENTO E SELEÇÃO
    66. 79. GradeGuru.com
    67. 80. EDUCAÇÃO E TREINAMENTO 100,000,000 YouTube vídeos por dia!!!
    68. 81. Realidade Virtual e Simulação Virtual Games e Casts Education 2.0 Innovation in education . Listen to this episode Subscribe to this series on iTunes
    69. 82. Microsoft’s Most Valuable Professional Walmart’s Elevenmoms Uma plataforma de comunicação direta que permite que as empresas encontrem suportes voluntários e evangelizadores SUPORTE
    70. 83. twitter.com/Twelpforce 2,500 Best Buy funcionários customer service staff in-store sales associates Geek Squad
    71. 84. Ipad E COLABORATIVIDADE SUPORTE E TREINAMENTO As AdAge discusses Socially Centric Shopping Partner Catalogos Customização Compartilhamento Vídeo, voz, chat
    72. 85. PESQUISA E DESENVOLVIMENTO PROJETOS 2.0 <ul><li>Conexão entre localizações remotas, </li></ul><ul><li>Captura e conhecimento, </li></ul><ul><li>Acesso ao conhecimento, </li></ul><ul><li>Compartilhamento de conhecimento informal, </li></ul><ul><li>Formação de equipes temporárias </li></ul><ul><li>Gerenciamento de projetos </li></ul>
    73. 86. PESQUISA E DESENVOLVIMENTO A colaboratividade em projetos
    74. 87. <ul><li>The next-generation portal enabling real-time collaboration of ideas and problem solving. Social media tools like blogs, wikis, and social networking sites will be leveraged for business purposes and integrated into the portal </li></ul>Oil and gas industry Case Study: ConocoPhillips
    75. 88. Tudo junto no mesmo lugar . <ul><li>Blog </li></ul><ul><li>Georeferência </li></ul><ul><li>Alertas twitter </li></ul><ul><li>RSS </li></ul><ul><li>Info de bases </li></ul><ul><li>Expert wikis </li></ul>
    76. 89. www.innocentive.com PESQUISA E DESENVOLVIMENTO Há hoje mais de US$1 bilhão em patentes e milhões de pesquisadores e trabalhadores disponíveis em redes mundiais. www.kluster.com www.crowdspring.com www.topcoder.com www.yet2.com www.utest.com
    77. 90. InnoCentive <ul><li>+ 120.000 scientists </li></ul><ul><li>+ 1000 companies </li></ul><ul><li>+80.000 annual fees </li></ul>Boing, Dow, Dupont, P&G, Novartis
    78. 91. NOT INVENTED HERE
    79. 92. NESTLE CO-CREATING WITH PROFESSIONALS
    80. 93. GOLDCORP - ONLINE TREASURE HUNT YIELDS $3BN GOLD
    81. 95. www.openinnovation.wiki.br
    82. 96. POR MINHA CONTA
    83. 97. FORNECEDORES E FATURAMENTO The Payment Ecosystem The problem is simple. Businesses still trade on exchanging and printing out PDFs. Neither Microsoft not SAP haven’t solved this . PayPal 15.000 desenvolvedores já estão utilizando a plataforma para soluções de pagamento e trading twitpay.com squareup.com obopay.com tradeshift.com / The move could unleash a wave of innovation unlike any we’ve seen since self-publishing came to the Web Wired March 2010
    84. 98. Transactions free with the security of being legally binding. “ TradeShift is One of the most potentially disruptive startups of the last ten years “ TechCrunch – 25/02/2010 http://eu.techcrunch.com/2010/02/25/ John Bosak created XML Morten Lund Skype Christian Lanng Danish National IT&Telco Agency
    85. 99. 9 <ul><li>Relações Públicas </li></ul><ul><li>Divulgação da Marca </li></ul><ul><li>Pesquisa de Mercado </li></ul><ul><li>Marketing </li></ul><ul><li>Promoções </li></ul><ul><li>Vendas </li></ul><ul><li>CRM </li></ul><ul><li>Suporte </li></ul><ul><li>Fornecedores-Faturamento </li></ul>
    86. 100. 'Social networking is becoming social production. It is no longer about hooking up online or creating a gardening community. It is becoming a new mode of production and it is beginning to change the way that we innovate. This is changing the deep structure and architecture of the corporation' Don Tapscott
    87. 101. <ul><li>Enterprise 2.0: Social Software on Intranets A Report From the Front Lines of Enterprise Community, Collaboration, and Social Networking Projects - www.nngroup.com/reports/intranet/social/ </li></ul><ul><li>Charting the Course of Advanced www.verizonbusiness.com/resources/whitepapers/wp_meetings-around-the-world-ii_en_xg.pdf </li></ul>PARA QUEM SABER MAIS... The 2.0 Adoption
    88. 102. PARA QUEM QUER RECEITA... <ul><li>27 melhores guias para redes sociais </li></ul><ul><li>10 melhores apresentações </li></ul><ul><li>10 melhores vídeos </li></ul><ul><li>20 melhores webseminários </li></ul><ul><li>40 melhores cases </li></ul><ul><li>10 melhores RFPs </li></ul><ul><li>Etc, etc, etc.... </li></ul>
    89. 103. Próximos passos Visão pragmática <ul><li>Personalize as social technologies </li></ul><ul><li>Beneficie-se do “crowd” </li></ul><ul><li>Relacione os dados sociais aos dados privados da empresa </li></ul>
    90. 104. NewsWeek – September 2010 <ul><li>Organizations </li></ul><ul><li>that take advantage of </li></ul><ul><li>social media </li></ul><ul><li>can dominate, </li></ul><ul><li>particularly </li></ul><ul><li>within industries slow to adapt </li></ul>
    91. 105. The END
    92. 106. OBRIGADA! <ul><li>[email_address] </li></ul><ul><li>(24) 9234 5940 </li></ul><ul><li>(24) 2243 4802 </li></ul><ul><li>Orkut </li></ul><ul><li>Facebook </li></ul><ul><li>LinkedIn </li></ul><ul><li>foursquares </li></ul><ul><li>@anahofmann </li></ul>

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