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Buddy Media OnMedia CEO Presentation Deck
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Case 18 Social Networking and Social Responsibility The Beginnings of Social Networking Early social- networking web sites started in the form of generalized online communities such as The WELL (1985), Theglobe .com (1994), Geocities (1994) and Tripod .com (1995). The goal of these online communities was bringing people together to interact in virtual “chat rooms” to share personal information and ideas, which served as the start of the “blogging” phenomenon. These sites included Classmates .com (1995), focusing on ties with former peers, and SixDegrees .com (1997), which focused on indirect ties. The sites had the capabilities of creating user profi les; sending messages to users stored on a “friends list”; and searching for other members with similar interests in their profiles. Although some of these features predated these web sites, this was the first time such functions were available in one package. Between 2002 and 2004, four social networking sites (SNSs) emerged as the most pop u lar form of these sites in the world: Friendster in 2002 (which Google tried to acquire in 2003), MySpace and LinkedIn a year later, and fi nally, Bebo. By 2005, MySpace had emerged as the largest such site and was reportedly getting more page views than Google. Facebook emerged in 2004 and grew exponentially. In 2005, Facebook opened to the non- U.S. college community and created externally developed applications that enabled graphing of a user’s own social network and the capability of linking social networks and networking. A Growing Global Trend Social networking continues to be one of the fastest- growing global trends. According to Pew Research Center’s Internet and American Life Project, “the number of those using social networking sites has nearly doubled since 2008 and the population of SNS users has gotten older.” Fifty- nine percent of Internet users claim to use at least one SNS— 92% of SNS users use Facebook, 29% use MySpace, 18% use LinkedIn, and 13% use Twitter. Most people in the world today have either heard of or actively use Facebook, Twitter, MySpace, LinkedIn, or one of the many other SNSs available to the public. Common uses for social networking include: staying connected with fellow users, following world news and gossip, and sharing opinions and life experiences. SNSs, however, are being used for commercial purposes often unknown to the user. Social Networking in the Corporate World Businesses gravitated toward social networking as an innovative marketing strategy around March 2005 when Yahoo launched Yahoo! 360°. Various SNSs have since sprung up catering to different languages and countries. It is estimated that there are now over 200 SNSs using these existing and emerging social networking technologies. This number does not include the niche social networks made possible by ser vices such as Ning. Twitter, launched in 2006, has eclipsed many other social network ser vices, even though it lacks some features that were consi.
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H W13109 IBM’S DIGITAL INFLUENCE PROGRAM Asha Kaul and Varun Thappa wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail [email protected] Copyright © 2013, Richard Ivey School of Business Foundation Version: 2013-04-16 In the first week of August 2011, Sumita Bajaj, director of Marketing and Communications, IBM India, was reassessing the growth and development of the Digital Influence program, which had been conceptualized in the fall of 2009. The project’s aim was to use social media to increase the share of voice and reach of IBM’s five software brands (Rational, WebSphere, Tivoli, Lotus and Information Management). In the past year, planned and concentrated work had shown positive results. Now, the challenge was to engineer sustainability into the approach. On August 16, 2011, in dialogue with Roshni Sengupta, Digital Strategy and Marketing manager, IBM Software Group, India/South Asia, (see Exhibit 1), Bajaj asserted that IBM’s achievements, though commendable in such a short time, were not unexpected. However, the objectives of the digital influence strategy—an increase in brand perception and the creation of technology evangelists— remained to be achieved. The Digital Influence program had been launched in February 2010, after almost eight months of planning. Seventy-five software subject matter experts (SMEs) were selected to help the firm achieve its desired objectives. Within a year, in 2011, share of reach for all the brands had improved substantially. Lotus had the maximum rate of increase at 1,933 per cent, followed by Information Management (IM) with 421.8 per cent. Although the percentage increase was as per the projections, Bajaj was hesitant about declaring victory at this point.Was the model sustainable? What challenges did IBM face in the implementation process? Would the current plan of operations help IBM gain market space and create technical evangelists? BEGINNING AND CONCEPTUALIZING IBM India had planned for the Rational Software Conference1 to take place in August 2009. It was expected that 7,000 chief information officers (CIOs) and their team members would attend. In June, the marketing group met to organize and address issues related to social media ...
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The major social networks have announced plans to open their platforms to developers. Media companies and marketers have unprecedented, cost-effective access to more than 300 million captive and engaged users. Buddy Media helps major brands leverage the social networks by building, promoting and monitoring social applications.
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Case 18 Social Networking and Social Responsibility The Beginnings of Social Networking Early social- networking web sites started in the form of generalized online communities such as The WELL (1985), Theglobe .com (1994), Geocities (1994) and Tripod .com (1995). The goal of these online communities was bringing people together to interact in virtual “chat rooms” to share personal information and ideas, which served as the start of the “blogging” phenomenon. These sites included Classmates .com (1995), focusing on ties with former peers, and SixDegrees .com (1997), which focused on indirect ties. The sites had the capabilities of creating user profi les; sending messages to users stored on a “friends list”; and searching for other members with similar interests in their profiles. Although some of these features predated these web sites, this was the first time such functions were available in one package. Between 2002 and 2004, four social networking sites (SNSs) emerged as the most pop u lar form of these sites in the world: Friendster in 2002 (which Google tried to acquire in 2003), MySpace and LinkedIn a year later, and fi nally, Bebo. By 2005, MySpace had emerged as the largest such site and was reportedly getting more page views than Google. Facebook emerged in 2004 and grew exponentially. In 2005, Facebook opened to the non- U.S. college community and created externally developed applications that enabled graphing of a user’s own social network and the capability of linking social networks and networking. A Growing Global Trend Social networking continues to be one of the fastest- growing global trends. According to Pew Research Center’s Internet and American Life Project, “the number of those using social networking sites has nearly doubled since 2008 and the population of SNS users has gotten older.” Fifty- nine percent of Internet users claim to use at least one SNS— 92% of SNS users use Facebook, 29% use MySpace, 18% use LinkedIn, and 13% use Twitter. Most people in the world today have either heard of or actively use Facebook, Twitter, MySpace, LinkedIn, or one of the many other SNSs available to the public. Common uses for social networking include: staying connected with fellow users, following world news and gossip, and sharing opinions and life experiences. SNSs, however, are being used for commercial purposes often unknown to the user. Social Networking in the Corporate World Businesses gravitated toward social networking as an innovative marketing strategy around March 2005 when Yahoo launched Yahoo! 360°. Various SNSs have since sprung up catering to different languages and countries. It is estimated that there are now over 200 SNSs using these existing and emerging social networking technologies. This number does not include the niche social networks made possible by ser vices such as Ning. Twitter, launched in 2006, has eclipsed many other social network ser vices, even though it lacks some features that were consi.
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H W13109 IBM’S DIGITAL INFLUENCE PROGRAM Asha Kaul and Varun Thappa wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Richard Ivey School of Business Foundation prohibits any form of reproduction, storage or transmission without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Richard Ivey School of Business Foundation, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail [email protected] Copyright © 2013, Richard Ivey School of Business Foundation Version: 2013-04-16 In the first week of August 2011, Sumita Bajaj, director of Marketing and Communications, IBM India, was reassessing the growth and development of the Digital Influence program, which had been conceptualized in the fall of 2009. The project’s aim was to use social media to increase the share of voice and reach of IBM’s five software brands (Rational, WebSphere, Tivoli, Lotus and Information Management). In the past year, planned and concentrated work had shown positive results. Now, the challenge was to engineer sustainability into the approach. On August 16, 2011, in dialogue with Roshni Sengupta, Digital Strategy and Marketing manager, IBM Software Group, India/South Asia, (see Exhibit 1), Bajaj asserted that IBM’s achievements, though commendable in such a short time, were not unexpected. However, the objectives of the digital influence strategy—an increase in brand perception and the creation of technology evangelists— remained to be achieved. The Digital Influence program had been launched in February 2010, after almost eight months of planning. Seventy-five software subject matter experts (SMEs) were selected to help the firm achieve its desired objectives. Within a year, in 2011, share of reach for all the brands had improved substantially. Lotus had the maximum rate of increase at 1,933 per cent, followed by Information Management (IM) with 421.8 per cent. Although the percentage increase was as per the projections, Bajaj was hesitant about declaring victory at this point.Was the model sustainable? What challenges did IBM face in the implementation process? Would the current plan of operations help IBM gain market space and create technical evangelists? BEGINNING AND CONCEPTUALIZING IBM India had planned for the Rational Software Conference1 to take place in August 2009. It was expected that 7,000 chief information officers (CIOs) and their team members would attend. In June, the marketing group met to organize and address issues related to social media ...
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Read about the journey the Adobe Experience Manager team has gone through in order to become and scale API-first throughout the organisation.
Scaling API-first – The story of a global engineering organization
Scaling API-first – The story of a global engineering organization
Radu Cotescu
Presentation from Melissa Klemke from her talk at Product Anonymous in April 2024
ProductAnonymous-April2024-WinProductDiscovery-MelissaKlemke
ProductAnonymous-April2024-WinProductDiscovery-MelissaKlemke
Product Anonymous
writing some innovation for development and search
Boost Fertility New Invention Ups Success Rates.pdf
Boost Fertility New Invention Ups Success Rates.pdf
sudhanshuwaghmare1
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In an era where artificial intelligence (AI) stands at the forefront of business innovation, Information Architecture (IA) is at the core of functionality. See “There’s No AI Without IA” – (from 2016 but even more relevant today) Understanding and leveraging how Information Architecture (IA) supports AI synergies between knowledge engineering and prompt engineering is critical for senior leaders looking to successfully deploy AI for internal and externally facing knowledge processes. This webinar be a high-level overview of the methodologies that can elevate AI-driven knowledge processes supporting both employees and customers. Core Insights Include: Strategic Knowledge Engineering: Delve into how structuring AI's knowledge base is required to prevent hallucinations, enable contextual retrieval of accurate information. This will include discussion of gold standard libraries of use cases support testing various LLMs and structures and configurations of knowledge base. Precision in Prompt Engineering: Learn the art of crafting prompts that direct AI to deliver targeted, relevant responses, thereby optimizing customer experiences and business outcomes. Unified Approach for Enhanced AI Performance: Explore the intersection of knowledge and prompt engineering to develop AI systems that are not only more responsive but also aligned with overarching business strategies. Guiding Principles for Implementation: Equip yourself with best practices, ethical guidelines, and strategic considerations for embedding these technologies into your business ecosystem effectively. This webinar is designed to empower business and technology leaders with the knowledge to harness the full potential of AI, ensuring their organizations not only keep pace with digital transformation but lead the charge. Join us to map a roadmap to fully leverage Information Architecture (IA) and AI chart a course towards a future where AI is a key pillar of strategic innovation and business success.
EIS-Webinar-Prompt-Knowledge-Eng-2024-04-08.pptx
EIS-Webinar-Prompt-Knowledge-Eng-2024-04-08.pptx
Earley Information Science
In this session, we will delve into strategic approaches for optimizing knowledge management within Microsoft 365, amidst the evolving landscape of Copilot. From leveraging automatic metadata classification and permission governance with SharePoint Premium, to unlocking Viva Engage for the cultivation of knowledge and communities, you will gain actionable insights to bolster your organization's knowledge-sharing initiatives. In this session, we will also explore how to facilitate solutions to enable your employees to find answers and expertise within Microsoft 365. You will leave equipped with practical techniques and a deeper understanding of how there is more to effective knowledge management than just enabling Copilot, but building actual solutions to prepare the knowledge that Copilot and your employees can use.
Strategies for Unlocking Knowledge Management in Microsoft 365 in the Copilot...
Strategies for Unlocking Knowledge Management in Microsoft 365 in the Copilot...
Drew Madelung
Bajaj Allianz Life Insurance Company - Insurer Innovation Award 2024
Bajaj Allianz Life Insurance Company - Insurer Innovation Award 2024
Bajaj Allianz Life Insurance Company - Insurer Innovation Award 2024
The Digital Insurer
Sara Mae O’Brien Scott and Tatiana Baquero Cakici, Senior Consultants at Enterprise Knowledge (EK), presented “AI Fast Track to Search-Focused AI Solutions” at the Information Architecture Conference (IAC24) that took place on April 11, 2024 in Seattle, WA. In their presentation, O’Brien-Scott and Cakici focused on what Enterprise AI is, why it is important, and what it takes to empower organizations to get started on a search-based AI journey and stay on track. The presentation explored the complexities of enterprise search challenges and how IA principles can be leveraged to provide AI solutions through the use of a semantic layer. O’Brien-Scott and Cakici showcased a case study where a taxonomy, an ontology, and a knowledge graph were used to structure content at a healthcare workforce solutions organization, providing personalized content recommendations and increasing content findability. In this session, participants gained insights about the following: Most common types of AI categories and use cases; Recommended steps to design and implement taxonomies and ontologies, ensuring they evolve effectively and support the organization’s search objectives; Taxonomy and ontology design considerations and best practices; Real-world AI applications that illustrated the value of taxonomies, ontologies, and knowledge graphs; and Tools, roles, and skills to design and implement AI-powered search solutions.
IAC 2024 - IA Fast Track to Search Focused AI Solutions
IAC 2024 - IA Fast Track to Search Focused AI Solutions
Enterprise Knowledge
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I've been in the field of "Cyber Security" in its many incarnations for about 25 years. In that time I've learned some lessons, some the hard way. Here are my slides presented at BSides New Orleans in April 2024.
The 7 Things I Know About Cyber Security After 25 Years | April 2024
The 7 Things I Know About Cyber Security After 25 Years | April 2024
Rafal Los
ICT role in 21 century education. How to ICT help in education
presentation ICT roal in 21st century education
presentation ICT roal in 21st century education
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Details
Histor y of HAM Radio presentation slide
Histor y of HAM Radio presentation slide
vu2urc
Discord is a free app offering voice, video, and text chat functionalities, primarily catering to the gaming community. It serves as a hub for users to create and join servers tailored to their interests. Discord’s ecosystem comprises servers, each functioning as a distinct online community with its own channels dedicated to specific topics or activities. Users can engage in text-based discussions, voice calls, or video chats within these channels. Understanding Discord Servers Discord servers are virtual spaces where users congregate to interact, share content, and build communities. Servers may revolve around gaming, hobbies, interests, or fandoms, providing a platform for like-minded individuals to connect. Communication Features Discord offers a range of communication tools, including text channels for messaging, voice channels for real-time audio conversations, and video channels for face-to-face interactions. These features facilitate seamless communication and collaboration. What Does NSFW Mean? The acronym NSFW stands for “Not Safe For Work,” indicating content that may be inappropriate for professional or public settings. NSFW Content NSFW content encompasses material that is sexually explicit, violent, or otherwise graphic in nature. It often includes nudity, profanity, or depictions of sensitive topics.
Understanding Discord NSFW Servers A Guide for Responsible Users.pdf
Understanding Discord NSFW Servers A Guide for Responsible Users.pdf
UK Journal
Partners Life - Insurer Innovation Award 2024
Partners Life - Insurer Innovation Award 2024
Partners Life - Insurer Innovation Award 2024
The Digital Insurer
If you are a Domino Administrator in any size company you already have a range of skills that make you an expert administrator across many platforms and technologies. In this session Gab explains how to apply those skills and that knowledge to take your career wherever you want to go.
A Domino Admins Adventures (Engage 2024)
A Domino Admins Adventures (Engage 2024)
Gabriella Davis
Enterprise Knowledge’s Urmi Majumder, Principal Data Architecture Consultant, and Fernando Aguilar Islas, Senior Data Science Consultant, presented "Driving Behavioral Change for Information Management through Data-Driven Green Strategy" on March 27, 2024 at Enterprise Data World (EDW) in Orlando, Florida. In this presentation, Urmi and Fernando discussed a case study describing how the information management division in a large supply chain organization drove user behavior change through awareness of the carbon footprint of their duplicated and near-duplicated content, identified via advanced data analytics. Check out their presentation to gain valuable perspectives on utilizing data-driven strategies to influence positive behavioral shifts and support sustainability initiatives within your organization. In this session, participants gained answers to the following questions: - What is a Green Information Management (IM) Strategy, and why should you have one? - How can Artificial Intelligence (AI) and Machine Learning (ML) support your Green IM Strategy through content deduplication? - How can an organization use insights into their data to influence employee behavior for IM? - How can you reap additional benefits from content reduction that go beyond Green IM?
Driving Behavioral Change for Information Management through Data-Driven Gree...
Driving Behavioral Change for Information Management through Data-Driven Gree...
Enterprise Knowledge
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The 7 Things I Know About Cyber Security After 25 Years | April 2024
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Buddy Media OnMedia CEO Presentation Deck
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OnMedia CEO Showcase
February 3, 2009
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Buddy Media
plans, builds, promotes and monitors "app-vertising" campaigns on Facebook, MySpace, Bebo, LinkedIn, iPhone and other social networks.
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