The document presents a framework called the "honeycomb of social media" that categorizes the building blocks of social media into 7 categories: identity, conversations, sharing, presence, relationships, reputation, and groups. It explains each building block and its implications for businesses. Businesses can use this framework to understand social media functionality, engage with customers, and develop appropriate social media strategies tailored to each building block. The framework helps businesses make sense of the complex social media landscape and how to monitor, understand, and respond to different social activities.
The Impact of Social Media on Business CaylinBeLow
This PowerPoint explains the impact of social media on business. Topics discussed include: 4E Framework of marketing, the wheel of social media engagement, and different types of social media and mobile apps.
Let’s be honest, the past two years have been unpredictable and it has radically changed the way we market. As a result, social media continues to grow exponentially in popularity forcing companies to change the way they do business. It’s more important than ever for brands to understand shifting customer needs and find new ways to capture growth opportunities. Start the year off right and capitalize on what’s trending in 2022 for social media and digital marketing.
In this webinar we'll dive into:
- Social media trends for an exciting 2022
- New popular social media and digital marketing strategies
- Catching and keeping customer attention in the new year
Compiled by Kurio & thenetworkone
The contributing experts and agencies are : Michał Kaliściak, Head of Content & Moderation, 180heartbeats +JUNG v MATT (PL), Kevin Fernandez, Social Media Producer, Adolescent Content (USA), Mar Camps, Digital Director, Atrevia (ES), Emily Ostrowska, Social Strategist, Culture (NZ), Adaobi Ugoago, Senior Creative Strategist, Day One Agency (USA), Silvia Tasso, Senior Digital Strategist & Francesca Trevisan, Digital Strategist, Different (IT), Jemma Parkin, Senior Account Manager, The Hallway (AU), Monika James, General Manager, Healthy Thinking Group Asia (SG), James Hebbert, Managing Director, Hylink UK (CH/UK), Lukas Hardy, Social Media Manager & Pancho González, Chief Creative Officer, Inbrax (CL), Oana Oprea, Head of Digital Planning, Jam Session (RO), Megan Perks, Executive Creative Director, Joe Public United (SA), Amy Bottrill, Social Account Director, Launch (UK), Gaby Arriaga, Founder, Leonardo1452 (MX), Rajesh Mehta, Chief Strategy Officer & Dhruv Gaur, Consultant, Digital Marketing, Medulla Communications (IN), Shannon Osborne, Head of Digital, Osaka Labs (UK), Lucas Florian, Unit Director, PIABO (DE), Kei Obusan, Senior Data and Insights Manager, Radarr (SG), Carol Chan, Managing Director, Comms8 (UK/HK), Presh Hunder, Social Media Manager & Jide Agbana, Product Marketing Manager, Enterfive (US / UK / NRA), Christopher Dimmock, SVP Integrated Strategy, Abelson Taylor (USA)
Digital Marketing Measurement Framework - Martin WalshMartin Walsh
A Digital Marketing Measurement Framework to assist your organisation to understand, develop, introduce and operationalise digital marketing measurement.
The Impact of Social Media on Business CaylinBeLow
This PowerPoint explains the impact of social media on business. Topics discussed include: 4E Framework of marketing, the wheel of social media engagement, and different types of social media and mobile apps.
Let’s be honest, the past two years have been unpredictable and it has radically changed the way we market. As a result, social media continues to grow exponentially in popularity forcing companies to change the way they do business. It’s more important than ever for brands to understand shifting customer needs and find new ways to capture growth opportunities. Start the year off right and capitalize on what’s trending in 2022 for social media and digital marketing.
In this webinar we'll dive into:
- Social media trends for an exciting 2022
- New popular social media and digital marketing strategies
- Catching and keeping customer attention in the new year
Compiled by Kurio & thenetworkone
The contributing experts and agencies are : Michał Kaliściak, Head of Content & Moderation, 180heartbeats +JUNG v MATT (PL), Kevin Fernandez, Social Media Producer, Adolescent Content (USA), Mar Camps, Digital Director, Atrevia (ES), Emily Ostrowska, Social Strategist, Culture (NZ), Adaobi Ugoago, Senior Creative Strategist, Day One Agency (USA), Silvia Tasso, Senior Digital Strategist & Francesca Trevisan, Digital Strategist, Different (IT), Jemma Parkin, Senior Account Manager, The Hallway (AU), Monika James, General Manager, Healthy Thinking Group Asia (SG), James Hebbert, Managing Director, Hylink UK (CH/UK), Lukas Hardy, Social Media Manager & Pancho González, Chief Creative Officer, Inbrax (CL), Oana Oprea, Head of Digital Planning, Jam Session (RO), Megan Perks, Executive Creative Director, Joe Public United (SA), Amy Bottrill, Social Account Director, Launch (UK), Gaby Arriaga, Founder, Leonardo1452 (MX), Rajesh Mehta, Chief Strategy Officer & Dhruv Gaur, Consultant, Digital Marketing, Medulla Communications (IN), Shannon Osborne, Head of Digital, Osaka Labs (UK), Lucas Florian, Unit Director, PIABO (DE), Kei Obusan, Senior Data and Insights Manager, Radarr (SG), Carol Chan, Managing Director, Comms8 (UK/HK), Presh Hunder, Social Media Manager & Jide Agbana, Product Marketing Manager, Enterfive (US / UK / NRA), Christopher Dimmock, SVP Integrated Strategy, Abelson Taylor (USA)
Digital Marketing Measurement Framework - Martin WalshMartin Walsh
A Digital Marketing Measurement Framework to assist your organisation to understand, develop, introduce and operationalise digital marketing measurement.
Despite the debates around privacy, disinformation and influencer authenticity; social media continues to fuel our digital lives. The biggest change is how. With ever evolving platforms, trends, and even content types, social is growing increasingly complex and discerning fact from fiction is becoming progressively more difficult. What will be the biggest trends for marketers in 2020? Chris Walts, Social Strategy Lead at Ogilvy UK, and Kanika Bali, Social Strategist at Ogilvy Hong Kong share their insights.
IMC 610 Integrated Marketing Communication Plan for KmartStephanie Marchant
Integrated Marketing Communications plan for Kmart. The target audience of female shoppers between the ages of 18 and 45 is the focus of the proposed campaign and a great deal of research has been completed to identify and utilize Kmart’s strengths, weaknesses, opportunities and threats to prepare a plan most beneficial to the organization. Objectives and tactics have been designed to fall in line with Kmart’s mission and values. This detailed plan includes marketing, creative, media, and public relations strategies, as well as direct marketing and sales promotions suggestions. A comprehensive budget and media plan flowchart map out the campaign and the proposed measurement and evaluation plan will assess the campaign upon completion.
Our Social Media Marketing Plan Playbook is a methodology that highlights our tool-kit of tools & templates. Use this methodology to develop a comprehensive social media marketing plan.
HubSpot partnered with innovative executives from Forrester Research, Mindjet, Rue La La, Zendesk, Atlassian, and GitHub to bring you this look into modern-day marketing org structure. As inbound and digital change the way we market, we need to stay ahead in the way we organize our teams. In this report, each executive details their org chart and looks ahead to the future. You can also download each job description found in the report for your company to use!
In the new economy, Brand Love is the new currency, with marketing shifting to building big ideas, leveraging purpose-driven stories that are in the moment, creating consumer experiences that people talk about, managing ubiquitous purchase moments all helping to steer the brand’s reputation. Marketing has to focus on creating a brand reputation with consumers, and equally creating an organizational culture that reflects the brand’s soul. Instead of shouting your message at every consumers, the best brands confidently whisper to those most motivated by what they do, who then scream with influence to their friends. In the new world, the best brands now fight for a place in the minds and hearts of consumers.
The Irrationality of Measuring Brand Performance: Using Fame, Feeling & Fluen...System1 Group
Learning from behavioural science has taught us that humans think a lot less than we think they think. It demands the abandonment of the classical cognitive and persuasion-based marketing and communication models and instead, favors a simple, straightforward System 1 inspired brand-building approach governed by Fame, Feeling & Fluency:
•Fame: If a brand comes readily to mind, it's a good choice.
•Feeling: If a brand feels good, it's a good choice.
•Fluency: If a brand is recognizable, it's a good choice.
Tune in to hear Gabriel Aleixo (Managing Director - LatAm) and Alex Haubold (Research Associate) highlight how Coca-Cola deployed the highly predictive brand tracking model in Brazil to engage consumers in real time during the Rio 2016 Olympic Games. It will bring to life how Fame, Feeling & Fluency are predicting, as well as allowing, Coca-Cola Brazil to change their future!
B2B Social Media Strategy by Kevin Espinosa of CaterpillarBMA Carolinas
Caterpillar, an industry leading B2B company, has developed and implemented social strategies that drive results. Kevin's presentation shows how to get started, receive buy-in throughout your company, train and educate employees, and get connected socially to business goals and results.
Despite the debates around privacy, disinformation and influencer authenticity; social media continues to fuel our digital lives. The biggest change is how. With ever evolving platforms, trends, and even content types, social is growing increasingly complex and discerning fact from fiction is becoming progressively more difficult. What will be the biggest trends for marketers in 2020? Chris Walts, Social Strategy Lead at Ogilvy UK, and Kanika Bali, Social Strategist at Ogilvy Hong Kong share their insights.
IMC 610 Integrated Marketing Communication Plan for KmartStephanie Marchant
Integrated Marketing Communications plan for Kmart. The target audience of female shoppers between the ages of 18 and 45 is the focus of the proposed campaign and a great deal of research has been completed to identify and utilize Kmart’s strengths, weaknesses, opportunities and threats to prepare a plan most beneficial to the organization. Objectives and tactics have been designed to fall in line with Kmart’s mission and values. This detailed plan includes marketing, creative, media, and public relations strategies, as well as direct marketing and sales promotions suggestions. A comprehensive budget and media plan flowchart map out the campaign and the proposed measurement and evaluation plan will assess the campaign upon completion.
Our Social Media Marketing Plan Playbook is a methodology that highlights our tool-kit of tools & templates. Use this methodology to develop a comprehensive social media marketing plan.
HubSpot partnered with innovative executives from Forrester Research, Mindjet, Rue La La, Zendesk, Atlassian, and GitHub to bring you this look into modern-day marketing org structure. As inbound and digital change the way we market, we need to stay ahead in the way we organize our teams. In this report, each executive details their org chart and looks ahead to the future. You can also download each job description found in the report for your company to use!
In the new economy, Brand Love is the new currency, with marketing shifting to building big ideas, leveraging purpose-driven stories that are in the moment, creating consumer experiences that people talk about, managing ubiquitous purchase moments all helping to steer the brand’s reputation. Marketing has to focus on creating a brand reputation with consumers, and equally creating an organizational culture that reflects the brand’s soul. Instead of shouting your message at every consumers, the best brands confidently whisper to those most motivated by what they do, who then scream with influence to their friends. In the new world, the best brands now fight for a place in the minds and hearts of consumers.
The Irrationality of Measuring Brand Performance: Using Fame, Feeling & Fluen...System1 Group
Learning from behavioural science has taught us that humans think a lot less than we think they think. It demands the abandonment of the classical cognitive and persuasion-based marketing and communication models and instead, favors a simple, straightforward System 1 inspired brand-building approach governed by Fame, Feeling & Fluency:
•Fame: If a brand comes readily to mind, it's a good choice.
•Feeling: If a brand feels good, it's a good choice.
•Fluency: If a brand is recognizable, it's a good choice.
Tune in to hear Gabriel Aleixo (Managing Director - LatAm) and Alex Haubold (Research Associate) highlight how Coca-Cola deployed the highly predictive brand tracking model in Brazil to engage consumers in real time during the Rio 2016 Olympic Games. It will bring to life how Fame, Feeling & Fluency are predicting, as well as allowing, Coca-Cola Brazil to change their future!
B2B Social Media Strategy by Kevin Espinosa of CaterpillarBMA Carolinas
Caterpillar, an industry leading B2B company, has developed and implemented social strategies that drive results. Kevin's presentation shows how to get started, receive buy-in throughout your company, train and educate employees, and get connected socially to business goals and results.
Whitepaper: Social Media Influence - Applications, Metrics and TheoryTravis Stephens
TL;DR Social Media influence is largely based upon a peer-presence, as people are the new medium. As a business, utilizing the knowledge that people develop certain control over your brand can be harnessed, as opposed to letting it overpower. Knowing and utilizing your metrics, a business can strategically develop touchpoints to facilitate in steering their audience.
COMMENTARY
Virtual Boundaries: Ethical Considerations for
Use of Social Media in Social Work
Ericka Kimball and JaeRan Kim
S
ociety has become more interactive through
increased access and use of the Internet and
social media tools. Web 2.0 moved the
Internet beyond information storage to a place
where discourse takes place (Sawmiller, 2010).
Social media, Internet tools that facUitate online
interactions, have the potential to further expand
such discourses. Social networks (for example,
Facebook, Google + , Linkedin), blogs (for exam-
ple, Wordpress, Typepad), and microblogs (for
example. Twitter, Tumblr) are types of social
media tools that allow people to connect and share
infomiation in an onhne space. People use social
media tools to report information, present opin-
ions, and solicit convenation through their own
domains or dedicated websites. All of this online
interaction, enabled further by increases in smart-
phone and networked tablet devise usage, poses
the potential for personal and professional lives to
cross in social media spaces.
Existing literature has focused on the ethical
challenges of social media in professional practice
with clients, use of social media as an expansion of
research, and for online learning (Eccles, 2010;
Giffords, 2009; NASW & Associarion of Social
Work Boards [ASWB], 2005). However, the con-
versation around ethical use of social media, out-
side the client—professional relationship, is missing.
Areas in which greater discussion is needed include
advising students and setting agency pohcies on
ethical uses of social media and on the effects of
personal use of social media among professional
relationships.
This article is about creating virtual boundaries—
the limits social workers place to guide their social
media use—to create intentional online personas
and about the effects of social media use in the
intemiingling of personal and professional lives.
Social workers need to be aware of the identities
they create and maintain in the realm of social
media because of ethical codes and policies. The
various forms and uses of social media are discussed
to provide an understanding of the benefits and
consequences of social media. An overview of eth-
ical considerations is presented along with recom-
mendations on creating virtual boundaries for
personal and professional use of social media.
FORMS AND USES OF SOCIAL MEDIA
Although the forms and uses of social media are
constantly changing, blogs, microblogs, and social
networking sites have proved to be some of the
more popular social media tools over the last sev-
eral years. Other social media tools, such as virtual
world games, photo sharing, and information
management sites, may be lesser-used tools but are
StiU important to consider when setting virtual
boundaries.
Blog and Microblog
A blog (or Weblog) is defined as an online journal of
personal reñections, opinions, and comments.
Microblog content may also include personal reflec-
tions, opin.
COMMENTARY
Virtual Boundaries: Ethical Considerations for
Use of Social Media in Social Work
Ericka Kimball and JaeRan Kim
S
ociety has become more interactive through
increased access and use of the Internet and
social media tools. Web 2.0 moved the
Internet beyond information storage to a place
where discourse takes place (Sawmiller, 2010).
Social media, Internet tools that facUitate online
interactions, have the potential to further expand
such discourses. Social networks (for example,
Facebook, Google + , Linkedin), blogs (for exam-
ple, Wordpress, Typepad), and microblogs (for
example. Twitter, Tumblr) are types of social
media tools that allow people to connect and share
infomiation in an onhne space. People use social
media tools to report information, present opin-
ions, and solicit convenation through their own
domains or dedicated websites. All of this online
interaction, enabled further by increases in smart-
phone and networked tablet devise usage, poses
the potential for personal and professional lives to
cross in social media spaces.
Existing literature has focused on the ethical
challenges of social media in professional practice
with clients, use of social media as an expansion of
research, and for online learning (Eccles, 2010;
Giffords, 2009; NASW & Associarion of Social
Work Boards [ASWB], 2005). However, the con-
versation around ethical use of social media, out-
side the client—professional relationship, is missing.
Areas in which greater discussion is needed include
advising students and setting agency pohcies on
ethical uses of social media and on the effects of
personal use of social media among professional
relationships.
This article is about creating virtual boundaries—
the limits social workers place to guide their social
media use—to create intentional online personas
and about the effects of social media use in the
intemiingling of personal and professional lives.
Social workers need to be aware of the identities
they create and maintain in the realm of social
media because of ethical codes and policies. The
various forms and uses of social media are discussed
to provide an understanding of the benefits and
consequences of social media. An overview of eth-
ical considerations is presented along with recom-
mendations on creating virtual boundaries for
personal and professional use of social media.
FORMS AND USES OF SOCIAL MEDIA
Although the forms and uses of social media are
constantly changing, blogs, microblogs, and social
networking sites have proved to be some of the
more popular social media tools over the last sev-
eral years. Other social media tools, such as virtual
world games, photo sharing, and information
management sites, may be lesser-used tools but are
StiU important to consider when setting virtual
boundaries.
Blog and Microblog
A blog (or Weblog) is defined as an online journal of
personal reñections, opinions, and comments.
Microblog content may also include personal reflec-
tions, opin.
Social Media and Social Media Marketing: A Literature Reviewiosrjce
Social media and social media marketing are sometimes used interchangeably, but two indeed are
different. The purpose of this research paper is to revisit the literature on both concepts and correlates them in
technical terminologies. We have studied the literature available on Social media first and identified the basic
functionalities of it. Then the literature available on social media marketing helped us in identifying its
dimensions. In conclusion section of the research paper we have correlated the two concepts and redefined
social media marketing in technical terms.
With the ever-increasing amount of social media networks available, it may be difficult to know which ones are worth your time. Allow your social media marketing strategy to guide your decisions, and only join networks that complement your aims to avoid wasting time learning the ropes of every new platform. Follow these guidelines to create your own set of criteria for evaluating every new social media site, no matter what it is or how it functions. Visit here: https://nextwhatindia.com/
Warehouse Management Software 2022- warehouse management managements software - best warehouse managements software in delhi, warehouse managements software in noida. Find the top 10 warehouse management software for your company by comparing the best systems. Visit here: https://nextwhatindia.com
The open academic: Why and how business academics should use social media to ...Ian McCarthy
Abstract: The mission of many business schools and their researchers is to produce research that that impacts how business leaders, entrepreneurs, managers, and innovators, think and act. However, this mission remains an elusive ideal for many business school academics because they struggle to design and produce research capable of overcoming the "research-practice gap." To help those scholars address this gap, we explain why and how they should use social media to be more 'open' to connecting with, learning from, and working with academics and other stakeholders outside of their field. We describe how social media can be used as a boundary-spanning technology to help bridge the research-practice gap. To do this, we present a process model of five research activities: networking, framing, investigating, dissemination, and assessment. Using recently published research as an illustrative example, we describe how social media was used to make each activity more open. We conclude with a framework of different social media-enabled open academic approaches (connector, observer, promoter, and influencer) and some dos and don'ts for engaging in each approach. This paper aims to help business academics rethink and change their practices so that our profession is more widely regarded for how its research positively impacts practice and societal well-being more generally.
Big Data for Creating and Capturing Value in the Digitalized Environment: Unp...Ian McCarthy
Despite significant academic and managerial interest in big data, there is a dearth of research on how big data impacts
the long-term firm performance. Reasons for this gap include a lack of objective indices to measure big data
availability and its impact, and the tendency of studies to ignore the costs associated with collecting and analyzing
big data, assuming that big data automatically delivers benefits to firms. Focusing on how firms create and capture
value from big data about customers, we use the resource-based view and three dimensions of big data (i.e., volume,
variety, and veracity) to understand when the benefits outweigh the costs. Relying on the number of downloads of
mobile device applications, we find that volume of big data has a negative effect on firm performance. This result
suggests that the “bigness” of big data alone does not ensure value creation for a firm, and could even constitute a
“dark side” of big data. Because big data variety—measured as the number of types of information taken per each
application—moderates the negative effects of big data volume, simultaneous high values of volume and variety
allow firms to create value that positively affects their performance. In addition, high levels of veracity (i.e., a high
percentage of employees devoted to big data analysis), are linked to firms benefiting from big data via value capture.
These findings shed light on the circumstances in which big data can be beneficial for firms, contributing to a better
theoretical understanding of the opportunities and challenges and providing useful indications to managers.
Standardization in a Digital and Global World: State-of-the-Art and Future Pe...Ian McCarthy
We discuss how the standards emerge from an interaction between three main sources, the standards standard-setting organizations (SSOs), the competitive market forces, and the government. We present a framework (see Table I) that highlights how these sources differ and work together to shape the standardization in a digital and global context. Also, using this framework, we introduce the contribution of each article of this issue and their contribution to some of the major issues that the standardization is facing today in a digital and global world. We conclude with the suggestions of avenues for future research on this topic.
Open branding: Managing the unauthorized use of brand-related intellectual pr...Ian McCarthy
Consumers often innovate with brand-related intellectual property (IP) without permission. Although firms often respond by exercising their legal right to stop such activity, there are a variety of situations in which consumers’ unauthorized use of brand-related IP can be desirable for a brand or in which enforcing IP rights can adversely affect a brand. This article illustrates situations in which managers may benefit from choosing to forgo exercising their IP rights. To assist managers, this article contributes a framework for understanding the managerial approaches to situations in which consumers use IP without permission.
Does getting along matter? Tourist-tourist rapport in guided group activitiesIan McCarthy
Guided group activities, where tourists consume with other tourists, are common and important. Although the
tourism and services literature suggests customer-employee rapport impacts customer satisfaction, the composition
and impact of tourist-tourist rapport in guided group activities have received minimal attention. We use a
three-study mixed method approach to conceptualize and examine tourist-tourist rapport in guided group activities.
Study 1 identifies two recognized dyadic dimensions of tourist-tourist rapport (enjoyable interaction and
personal connection) and two new group-based dimensions (group attentiveness and service congruity). Study 2
(video experiment) and Study 3 (field experiment) find that enjoyable interaction and personal connection
mediate the relationship between group attentiveness and service congruity with satisfaction. Thus, touristtourist
rapport in a group context is more multidimensional and complex than previously conceptualized for
customer-employee rapport and non-group contexts. Further, we find tourist-tourist rapport is a critical service
factor such that high levels satisfy, while low levels dissatisfy.
Social media? It's serious! Understanding the dark side of social mediaIan McCarthy
Research and practice have mostly focused on the “bright side” of social media, aiming to understand and help in leveraging the manifold opportunities afforded by this technology. However, it is increasingly observable that social media present enormous risks for individuals, communities, firms, and even for society as a whole. Examples for this “dark side” of social media include cyberbullying, addictive use, trolling, online witch hunts, fake news, and privacy abuse. In this article, we aim to illustrate the multidimensionality of the dark side of social media and describe the related various undesirable outcomes. To do this, we adapt the established social media honeycomb framework to explain the dark side implications of each of the seven functional building blocks: conversations, sharing, presence, relationships, reputation, groups, and identity. On the basis of these reflections, we present a number of avenues for future research, so as to facilitate a better understanding and use of social media.
Leveraging social capital in university-industry knowledge transfer strategie...Ian McCarthy
University-industry partnerships emphasise the transformation of knowledge into products and processes which can be commercially exploited. This paper presents a framework for understanding how social capital in university-industry partnerships affect knowledge transfer strategies, which impacts on collaborative innovation developments. University-industry partnerships in three different countries, all from regions at varying stages of development, are compared using the proposed framework. These include a developed region (Canada), a transition region (Malta), and a developing region (South Africa). Structural, relational and cognitive social capital dimensions are mapped against the knowledge transfer strategy that the university-industry partnership employed: leveraging existing knowledge or appropriating new knowledge. Exploring the comparative presence of social capital in knowledge transfer strategies assists in better understanding how university-industry partnerships can position themselves to facilitate innovation. The paper proposes a link between social capital and knowledge transfer strategy by illustrating how it impacts the competitive positioning of the university-industry partners involved.
Do your employees think your slogan is “fake news?” A framework for understan...Ian McCarthy
Purpose – This article explores how employees can perceive and be impacted by the fakeness of their company slogans.
Design/methodology/approach – This conceptual study draws on the established literature on company slogans, employee audiences, and fake news to create a framework through which to understand fake company slogans.
Findings – Employees attend to two important dimensions of slogans: whether they accurately reflect a company’s (1) values and (2) value proposition. These dimensions combine to form a typology of four ways in which employees can perceive their company’s slogans: namely, authentic, narcissistic, foreign, or corrupt.
Research limitations/implications – This paper outlines how the typology provides a theoretical basis for more refined empirical research on how company slogans influence a key stakeholder: their employees. Future research could test the arguments about how certain characteristics of slogans are more or less likely to cause employees to conclude that slogans are fake news. Those conclusions will, in turn, have implications for the
morale and engagement of employees. The ideas herein can also enable a more comprehensive assessment of the impact of slogans.
Practical implications – Employees can view three types of slogans as fake news (narcissistic, foreign, and corrupt slogans). This paper identifies the implications of each type and explains how companies can go about developing authentic slogans.
Originality/value – This paper explores the impact of slogan fakeness on employees: an important audience that has been neglected by studies to
date. Thus, the insights and implications specific to this internal stakeholder are novel.
Making sense of text: artificial intelligence-enabled content analysisIan McCarthy
Purpose – The purpose of this paper is to introduce, apply and compare how artificial intelligence (AI), and specifically the IBM Watson system, can be used for content analysis in marketing research relative to manual and computer-aided (non-AI) approaches to content analysis.
Design/methodology/approach – To illustrate the use of AI enabled content analysis, this paper examines the text of leadership speeches, content related to organizational brand. The process and results of using AI are compared to manual and computer-aided approaches by using three performance factors for content analysis: reliability, validity and efficiency.
Findings – Relative to manual and computer-aided approaches, AI-enabled content analysis provides clear advantages with high reliability, high validity and moderate efficiency.
Research limitations/implications – This paper offers three contributions. First, it highlights the continued importance of the content analysis research method, particularly with the explosive growth of natural language-based user-generated content. Second, it provides a road map of how to use AI-enabled content analysis. Third, it applies and compares AI-enabled content analysis to manual and computer-aided, using leadership speeches.
Practical implications – For each of the three approaches, nine steps are outlined and described to allow for replicability of this study. The advantages and disadvantages of using AI for content analysis are discussed. Together these are intended to motivate and guide researchers to apply and develop AI-enabled content analysis for research in marketing and other disciplines.
Originality/value – To the best of the authors’ knowledge, this paper is among the first to introduce, apply and compare how AI can be used for content analysis.
Confronting indifference toward truth: Dealing with workplace bullshitIan McCarthy
Abstract Many organizations are drowning in a flood of corporate bullshit, and this is particularly true of organizations in trouble, whose managers tend to make up stuff on the fly and with little regard for future consequences. Bullshitting and lying are not synonymous. While the liar knows the truth and wittingly bends it to suit their purpose, the bullshitter simply does not care about the truth. Managers can actually do something about organizational bullshit, and this Executive Digest provides a sequential framework that enables them to do so. They can comprehend it, they can recognize it for what it is, they can act against it, and they can take steps to prevent it from happening in the future. While it is unlikely that any organization will ever be able to rid itself of bullshit entirely, this article argues that by taking these steps, astute managers can work toward stemming its flood.
The Promise of Digitalization: Unpacking the Effects of Big Data Volume, Vari...Ian McCarthy
Despite significant academic and managerial interest in big data, there is a dearth of research on how big data impacts long-term firm performance. Reasons for this gap include a lack of objective indices to measure big data availability and its impact, and the tendency of studies to ignore the costs associated with collecting and analyzing big data, assuming that big data automatically delivers benefits to firms. Focusing on how firms create and capture value from big data about customers, we use the resource-based view (RBV) and three dimensions of big data (i.e., volume, variety and veracity) to understand when the benefits outweigh the costs. Relying on the number of downloads of mobile device applications, we find that volume of big data has a negative effect on firm performance. This result suggests that the ‘bigness’ of big data alone does not ensure value creation for a firm, and could even constitute a ‘dark side’ of big data. Because big data variety – measured as the number of types of information taken per each application – moderates the negative effects of big data volume, simultaneous high values of volume and variety allow firms to create value that positively affects their performance. In addition, high levels of veracity (i.e., a high percentage of employees devoted to big data analysis), are linked to firms benefiting from big data via value capture. These findings shed light on the circumstances in which big data can be beneficial for firms, contributing to a better theoretical understanding of the opportunities and challenges and providing useful indications to managers.
Masterclass: Confronting indifference to truthIan McCarthy
Many organizations are drowning in a flood of corporate bullshit, and this is particularly true of organizations in trouble, whose managers tend to make up stuff on the fly and with little regard for future consequences. Bullshitting and lying are not synonymous. While the liar knows the truth and wittingly bends it to suit their purpose, the bullshitter simply does not care about the truth. Managers can actually do something about organizational bullshit, and this Executive Digest provides a sequential framework that enables them to do so. They can comprehend it, they can recognize it for what it is, they can act against it, and they can take steps to prevent it from happening in the future. While it is unlikely that any organization will ever be able to rid itself of bullshit entirely, this article argues that by taking these steps, astute managers can work toward stemming its flood.
Confronting indifference toward truth: Dealing with workplace bullshitIan McCarthy
Many organizations are drowning in a flood of corporate bullshit, and this is particularly true of organizations in trouble, whose managers tend to make up stuff on the fly and with little regard for future consequences. Bullshitting and lying are not synonymous. While the liar knows the truth and wittingly bends it to suit their purpose, the bullshitter simply does not care about the truth. Managers can actually do something about organizational bullshit, and this Executive Digest provides a sequential framework that enables them to do so. They can comprehend it, they can recognize it for what it is, they can act against it, and they can take steps to prevent it from happening in the future. While it is unlikely that any organization will ever be able to rid itself of bullshit entirely, this article argues that by taking these steps, astute managers can work toward stemming its flood.
Although manipulations of visual and auditory media are as old as the media themselves, the recent entrance of deepfakes has marked a turning point in the creation of fake content. Powered by latest technological advances in AI and machine learning, they offer automated procedures to create fake content that is harder and harder to detect to human observers. The possibilities to deceive are endless, including manipulated pictures, videos and audio, that will have large societal impact. Because of this, organizations need to understand the inner workings of the underlying techniques, as well as their strengths and limitations. This article provides a working definition of deepfakes together with an overview of the underlying technology. We classify different deepfake types: photo (face- and body-swapping), audio (voice-swapping, text to speech), video (face-swapping, face-morphing, full body puppetry) and audio & video (lip-synching), and identify risks and opportunities to help organizations think about the future of deepfakes. Finally, we propose the R.E.A.L. framework to manage deepfake risks: Record original content to assure deniability, Expose deepfakes early, Advocate for legal protection and Leverage trust to counter credulity. Following these principles, we hope that our society can be more prepared to counter the deepfake tricks as we appreciate its treats.
Social media? It’s serious! Understanding the dark side of social mediaIan McCarthy
Research and practice have mostly focused on the “bright side” of social media, aiming to understand and help in leveraging the manifold opportunities afforded by this technology. However, it is increasingly observable that social media present enormous risks for individuals, communities, firms, and even the whole of society. Examples for this “dark side” of social media include cyberbullying, addictive use, trolling, online witch hunts, fake news, and privacy abuse. In this article, we aim to illustrate the multidimensionality of the dark side of social media and describe the related various undesirable outcomes. To do this, we adapt the established social media honeycomb framework to explain the dark side implications of each of the seven functional building blocks: conversations, sharing, presence, relationships, reputation, groups, and identity. On the basis of these reflections, we present a number of avenues for future research, so as to facilitate a better understanding and use of social media.
The propensity and speed of technology licensing: at LUISS Guido Carli Univer...Ian McCarthy
Licensing speed: There has been much research interest in the speed of innovation, although few consistent findings have emerged. In this study, we unpack the innovation process and focus on the commercialization stage to examine two questions: Which licensor and patent characteristics determine the speed of licensing? How does the speed of licensing impact the royalties and lumpsum payments to licensors? We addressed these questions by proposing that licensing speed is influenced by variables for licensor prominence (size and experience), licensor knowledge structuration (technological depth, technological breadth and experience), and patent appeal (forward citations, scope and complexity). We predict and find that these variables work to increase the size, complexity and duration of the licensing-out task, while also allowing licensors to take their time to review, negotiate and select agreements with higher royalty rates. These findings are counter to arguments for a fast-paced innovation strategy, as it suggests that for the commercialization stage of the innovation process the relationship between licensing speed and licensor royalty
rates rewards a ‘less haste, greater payoff approach.
Seven steps for framing and testing a research paperIan McCarthy
I use the steps in this presentation to:
(i) test research ideas for research papers,
(ii) shape research papers, and
(iii) help draft the Introduction section of a research paper.
For each step I draft one or two concise paragraphs.
I then present and share these with co-authors, collaborators and colleagues to test the ideas and get feedback on how interesting and valid they are.
I consider and work through these steps several times during the life of a research paper framed.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
1. Social media? Get serious! Understanding the functional building blocks of Social Media Kietzmann, J.H. , Hermkens, K. , McCarthy, I.P. , Silvestre, B.S. , 2011. Social media? Get serious! Understanding the functional building blocks of social media. Business Horizons 54, 241-251. Access the full paper here ! NB: If you download the PowerPoint file from SlideShare, you will have access to more content in the notes section!
2.
3.
4.
5. The Honeycomb of Social Media Kietzmann, J.H., Hermkens, K., McCarthy, I.P., Silvestre, B.S., 2011. Social media? Get serious! Understanding the functional building blocks of social media. Business Horizons 54, 241-251. SECTION 1
All sections are excerpts from the full paper, which can be found at http://beedie.sfu.ca/files/PDF/research/McCarthy_Papers/2011_Social_Media_BH.pdf and http://www.sciencedirect.com/science/article/pii/S0007681311000061
Section 1: introduces the complexity of Social media, raises the need for comprehensive tools that help managers make sense of it, presents the Honeycomb for Social Media and describes seven building blocks of Social Media illustrates the fundamental implications that each block presents to firms as they seek to fathom the engagement needs of their social media explains how the framework can be used to compare and contrast the functionalities and implications of different social media activities. Section 2: offers guidelines for how firms should develop strategies for monitoring, understanding, and responding to different social media activities.
Section 2: describes seven building blocks of Social Media and illustrates the fundamental implications that each block presents to firms as they seek to fathom the engagement needs of their social media The honeycomb framework presents seven functional building blocks: identity, conversations, sharing, presence, relationships, reputation, and groups. Each block allows us to unpack and examine (1) a specific facet of social media user experience, and (2) its implications for firms. These building blocks are neither mutually exclusive, nor do they all have to be present in a social media activity. They are constructs that allow us to make sense of how different levels of social media functionality can be configured.
Users have also developed identity strategies (e.g., real identity versus virtual identities), while others focus on self-promotion (e.g., Facebook) or self-branding (e.g., LinkedIn). E.g., Professional photographers, for example, pay a premium to share their photographs on Flickr to develop their professional brand, and start conversations within their community.
These conversations happen for all sorts of reasons. People tweet, blog, et cetera to meet new like-minded people, to find true love, to build their self-esteem, or to be on the cutting edge of new ideas or trending topics. Yet others see social media as a way of making their message heard and positively impacting humanitarian causes, environmental problems, economic issues, or political debates. Example for implication #2: For example, Unilever gave its community something to talk about upon launching the Dove Campaign for Real Beauty in 2004. People not only conversed on Dove’s own blog or discussion board, but also talked very positively about the campaign across many social media platforms. To spark more conversation, one billboard in the series asked viewers to vote on whether a woman displayed was ‘fat’ or ‘ fab, ’ with the results posted in real-time on the board.
Sharing alone is a way of interacting in social media, but whether sharing leads users to want to converse or even build relationships with each other depends on the functional objective of the social media platform. Example for implication #1: The type of sharing that can be built into a social media platform very much depend on the aims of the platform. For example, YouTube started as a platform to allow individuals to upload and share homemade videos; the first of these showed one of the founders enjoying a day at the San Diego Zoo. This case illustrates that even though the object medium is video, You- Tube was established primarily to enable users to share personal objects–—experiences and observations–—with the world. Examples for implication #2: As You-Tube grew, users increasingly uploaded video not created by them. This led to criticism and lawsuits against YouTube for failing to ensure that uploaded material complied with copyright laws. YouTube has also been denounced for hosting videos that contain offensive content. As a result, YouTube developed controls and allocated resources to filter and then screen the content that it helps share. This includes requiring users who want to upload video, to register and agree to terms of use; providing a content management system that allows content owners (e.g., movie studios) to identify and manage their content on YouTube; asking users to flag inappropriate content; and employing an army of people who screen and remove content that is in violation of the terms of use.
For instance, actor Ashton Kutcher and his actress wife Demi Moore are both active on Foursquare, and when they ‘check in’ at a particular location, fans and traditional media can view this information and know where to go for celebrity gawking.
In some cases, these relationships are fairly formal, regulated, and structured. LinkedIn, for instance, allows users to see how they are linked to others and how many degrees of separation they are from a ‘target’ member–—possibly an employer they would like to meet. Member profiles also need to be validated by others to be complete. With a focus on relationship building, LinkedIn has a referral system so that these users can be introduced, through a chain of friends-of-friends, to the person they intended to meet so that they can be closer to the people they would like to meet. Bigger networks increase the opportunity for relationship building. In other cases, social media platforms are centered on existing relationship maintenance, not expansion. Social software like AOL Instant Messenger (AIM) and Skype allow people to talk to ‘buddies’ or ‘contacts’ they already know.
Reputation can have different meanings on social media platforms. In most cases, reputation is a matter of trust, but since information technologies are not yet good at determining such highly qualitative criteria, social media sites rely on ‘mechanical Turks’: tools that automatically aggregate user-generated information to determine trustworthiness. For instance, Jeremiah Owyang’s 70,000 and Guy Kawasaki’s 292,000 followers on Twitter attest their reputations as social media maven and emerging technology expert, respectively. Another example is LinkedIn, which builds the reputation of one individual based on endorsements from others. However in social media, reputation refers not only to people but also their content, which is often evaluated using content voting systems. On YouTube, the reputation of videos might be based on ‘view counts’ or ‘ratings,’ while on Face- book this could be ‘likes,’ and so forth. Via the StumbleUpon platform, for example, one can only see content that has already been filtered by users who share a common interest. The more Stumble- Upon knows about a user, the better it can match up preferences of like-minded individuals who have given the particular website a ‘thumbs up’ or ‘thumbs down’ verdict. The number of followers on Twitter has limited value in that it only indicates how popular a person is, not how many people actually read the posts. Since people can follow as many others as they like, they also do not have a reason to ‘ unfollow ’ anyone. An evaluation tool could either be based on objective data (e.g., number of views or followers) or collective intelligence of the crowd (e.g., rating system). For example, social media service sites such as Social Mention search and compile user-generated content from over 80 social media sites. It enables firms and individuals to monitor how many times they and others are mentioned, using a number of metrics including:
Two major types of groups exist. First, individuals can sort through their contacts and place their buddies, friends, followers, or fans into different self-created groups (e.g., Twitter has lists). Second, groups online can be analogous to clubs in the offline world: open to anyone, closed (approval required), or secret (by invitation only). Facebook and Flickr have groups, for instance, with administrators who manage the group, approve applicants, and invite others to join. The indirect implications of groups are complicated. Groups in social media are more than just a listing of users. There is a focus on different per- missions for different group membership activity and content. Given the enormous traffic on social media and the amount of noise it generates daily, the need for filtering is paramount. To connect to some of the earlier honeycomb blocks, groups can vary in how they allow individuals to share specific details with some contacts, but not others. Differ- ent parts of an identity could be set up for each block. In terms of presence, a user could choose to be available to some (e.g., those in the friends group) on the weekend, but not others (e.g., col- leagues). But what happens when life is multiplex and one friend is also a colleague? Permissions management is inherently difficult, and the more flexibility that is embedded in the system, the more difficult it is to manage for the users. For this reason, many social media platforms have chosen to offer a few categories of groups and a few combinations of permissions. Of course, these choices are highly contextual, and a firm would benefit from studying exactly what kinds of groups their community would support, and how these should affect their engagement with other honey- comb pieces.
These building blocks are neither mutually exclusive, nor do they all have to be present in a social media activity. They are constructs that allow us to make sense of how different levels of social media functionality can be configured.
These building blocks are neither mutually exclusive, nor do they all have to be present in a social media activity. They are constructs that allow us to make sense of how different levels of social media functionality can be configured. In this Figure, we illustrate the example of LinkedIn (in the full paper we also display Foursquare, YouTube, and Facebook). The darker the color of a block, the greater this social media functionality is within the site.
Section 2: offers guidelines for how firms should develop strategies for monitoring, understanding, and responding to different social media activities.
Listorious, for instance, provides details of key experts on topics on Twitter.
What are the metrics for evaluating the success of the social media platform? Important success measures might focus on the velocity of a conversation. The mantra ‘customer service is the new marketing’ emphasizes that the firm is no longer in control of the conversation, and that any social media strategy should also focus on increasing customer happiness (e.g., how well cus- tomer issues are resolved) and customer input (e.g., suggestions for improving a product or service). Unless users are made aware of the existence of a social media forum, they are unlikely to discover it by chance. The ‘find us, friend us, and follow us’ slogan on milk containers is a suitable example for how ‘bought’ media (e.g., advertising) and ‘owned’ media (e.g., the brand or the product itself) can be integrated with social media (the ‘earned’ media) to seed and drive conversations, sharing, relationships, and so forth. Other choices in the planning stage require another look at the honeycomb to learn what key activities–—conversations, for instance–—will help the firm gain trust with a key influencer and within the community.
In any event, to effectively follow and use social media can be a challenge, and it is likely that many firms initially won’t have the talent or capabilities to succeed. So, when firms hire consultants who act on their behalf, they are well advised to conduct due diligence to ensure that opportunities are maximized and risks are minimized–—not the other way around. Having the right controls in place is especially important, as individuals who communicate with customers must be given enough discretion and authority to develop relationships by solving customer issues, not just sympathizing with the customer as often seems to be the case with traditional customer service.
Fortunately, social media analytics tools like Tweet- Deck, Social Mention, and Google Alerts exist to make this process more manageable. It is important, though, to note that positive social media exposure often results more from inbound than outbound conversations, and real-time is much better than post-hoc. For instance, when a customer tweeted his disappointment that a chain restaurant had run out of corn tortillas, a full time social media employee alerted the branch manager in less than 2 minutes and the issue was resolved even before the customer left the restaurant (Armano, 2009). But even when it seems too late, an appropriate social media response may turn the tide. Imagine if United Airlines had released an apologetic United Loves Guitars video on YouTube, possibly starring Eric Clapton, Slash, Jimmy Page, or B.B. King!