This document discusses various methods for monetizing social media, including subscription models, virtual currency, freemium models, and advertising. It provides examples of companies using each method and notes the pros and cons of each approach. The document also discusses how monetization of social media is still developing and presents some predictions for future growth and directions in social media monetization.
Client Onboarding: Effectively Managing the Client LifecycleDoxim Inc.
The first 90-120 days of your client’s lifecycle is commonly referred to as client on-boarding period. This period represents one of the best opportunities for a wealth management firm to engage with the client and maximize business opportunities. It is also represents an account administration challenge in terms of account opening, asset transfers, needs assessments and data capture. Download this presentation to discover more about:
- The 3 Stages of Client Onboarding
- Client Onboarding Best Practices
- Doxim's onboarding solution - Doxim OpenAdvantage
Visit www.doxim.com for more information.
Client Onboarding: Effectively Managing the Client LifecycleDoxim Inc.
The first 90-120 days of your client’s lifecycle is commonly referred to as client on-boarding period. This period represents one of the best opportunities for a wealth management firm to engage with the client and maximize business opportunities. It is also represents an account administration challenge in terms of account opening, asset transfers, needs assessments and data capture. Download this presentation to discover more about:
- The 3 Stages of Client Onboarding
- Client Onboarding Best Practices
- Doxim's onboarding solution - Doxim OpenAdvantage
Visit www.doxim.com for more information.
Media sosial telah hadir dikehidupkan keseharian kita sejak lama. Mereka hadir masuk kedalam ruang pribadi, dan tersedia 24 jam. Banyak bisnis menggunakan media sosial untuk mendapatkan pelanggan baru atau memperkenalkan produk. Bagaimana cara memulai bisnis dengan media sosial?
Aguai Solutions Perspective on New Age Digital Lending. Leverage the power of Digital Infrastructures to offer a Convenient of Lending to the right consumers through right Digital 30 degree of Credit Risk scores
From a presentation given by MWI CEO Josh Steimle to the American Chamber of Commerce on July 9th, 2014.
Learn what digital public relations is, and how you can use it to grow your business.
As more brands realize the value of publishing content the value of a digital newsroom is gaining popularity. Big brands like Red Bull, coke and Adidas are committed to publishing magazine-style newsrooms with both curated and created content.
Corporate Communication is described by some experts as framework in which all communication specialists, namely Marketing, Organizational and Management integrate the totality of the organizational message, thereby helping to define the Corporate Image as means to improve corporate performance
Creativity running in the blood, filled with unpredictable structures as a flat organization, advertising agency are the incubators behind viral successful campaigns. In-house Agency or Outdoor Agency , learn the variations and key operating procedures in an Advertising Agency.
Media sosial telah hadir dikehidupkan keseharian kita sejak lama. Mereka hadir masuk kedalam ruang pribadi, dan tersedia 24 jam. Banyak bisnis menggunakan media sosial untuk mendapatkan pelanggan baru atau memperkenalkan produk. Bagaimana cara memulai bisnis dengan media sosial?
Aguai Solutions Perspective on New Age Digital Lending. Leverage the power of Digital Infrastructures to offer a Convenient of Lending to the right consumers through right Digital 30 degree of Credit Risk scores
From a presentation given by MWI CEO Josh Steimle to the American Chamber of Commerce on July 9th, 2014.
Learn what digital public relations is, and how you can use it to grow your business.
As more brands realize the value of publishing content the value of a digital newsroom is gaining popularity. Big brands like Red Bull, coke and Adidas are committed to publishing magazine-style newsrooms with both curated and created content.
Corporate Communication is described by some experts as framework in which all communication specialists, namely Marketing, Organizational and Management integrate the totality of the organizational message, thereby helping to define the Corporate Image as means to improve corporate performance
Creativity running in the blood, filled with unpredictable structures as a flat organization, advertising agency are the incubators behind viral successful campaigns. In-house Agency or Outdoor Agency , learn the variations and key operating procedures in an Advertising Agency.
How is the world changed with web2.0? We review key pardigm, issues, and businesses. Some of points are touched for web2.0 business strategy. This presentation was orginally prepafered for Samsung SDS.
The Information Valet Project at the Donald W. Reynolds Journalism institute is organizing an information-industry collaboration to build, own and operate a shared-user network layered upon the basic Internet. The IVP network will: (1) Allow end users to own, protect -- and optionally benefit by sharing -- their demographic and usage data with the help of their competitively chosen "information valet" (2) Update the role, effectiveness and compesnation for online advertising and marketing services (3) Allow online users to easily share, sell and buy content through multiple websites with one ID, password, account and bill.
How to Identify Successful Content Strategiesfcrehan
A short presentation on how Forrester can help define a successful digital content strategy. Whether you are a Brand or Media, Telco or Retail company, the Forrester Content Strategy could be for you.
For More information visit-https://www.researchgate.net/publication/324527022_Role_of_Social_Media_Optimization_in_Digital_Marketing_with_special_reference_to_Trupay
Making the case for the Information Valet Service -- a PowerPoint slide show developed by Bill Densmore for presentations in September, 2008. For more information contact Densmore at 573-882-9812 or densmorew@rjionline.org
Capture Renters & Retain Residents Through Popular New Media Channels: The Po...ktamira
With vacancies on the rise around the country, it is more critical than ever to incorporate new technology and media channels into the marketing mix to keep vacancies filled. During this presentation, participants will walk away with a comprehensive understanding of how to reach new renters through mobile technology and online video as well as how to building stronger connections with current residents—and turn them into ambassadors for their apartment community—through the most popular social networking sites.
Two related trends characterize the recent past: value propositions are migrating from the physical to the informational, and value creation is shifting from firms to consumers. These two trends meet in the phenomenon of “consumer-generated intellectual property” (CGIP). This article addresses the question: “How should firms manage the intellectual property that their customers create?” It explores how CGIP presents important dilemmas for managers and argues that consumers’ “intellectual property” should not be leveraged at the expense of their “emotional property.” It integrates these perspectives into a diagnostic framework and discusses eight strategies for firms to manage CGIP.
This article revisits and uses the so-called U-Commerce framework to challenge financial services marketing decision makers to consider reformulating market- ing objectives in an age of ubiquitous technological networks. It outlines the 4 U’s of U-Commerce – ubiquity, universality, unison and uniqueness, and revisits the original fra- mework used to conceptualize U-Commerce. Then it identifies and describes four broad marketing objectives that financial services marketers can strive for, including amplifica- tion, attenuation, contextualization and transcension. Four broad marketing strategies can be used to achieve these objectives, namely nexus marketing, sync marketing, immersion marketing and transcension marketing. Examples specific to financial services marketing are used to illustrate and discuss these strategies.
Although the protection of secrets is often vital to the survival of orga- nizations, at other times organizations can benefit by deliberately leaking secrets to outsiders. We explore how and why this is the case. We identify two dimensions of leaks: (1) whether the information in the leak is factual or concocted and (2) whether leaks are conducted overtly or covertly. Using these two dimensions, we identify four types of leaks: informing, dissembling, misdirecting, and provoking. We also provide a framework to help managers decide whether or not they should leak secrets.
Purpose – The status of icewine as a luxury item is largely undisputed in popular perception. Despite this, icewine has received very little attention in the management literature. This paper aims to close this gap by developing a theoretical framework to segment the luxury wine and spirits market with a focus on icewine.
Design/methodology/approach – This paper is conceptual in nature. The authors adapt Berthon et al.’s (2009) aesthetics and ontology (AO) framework for luxury brands to provide a theoretical lens for segmenting the luxury wine and spirits market into four distinct segments.
Findings – The main contribution of this paper is a theoretical framework for segmenting the market for luxury wines and spirits into four distinct segments: cabinet collectors, cellar collectors, connoisseurs and carousers. The authors then apply their framework to the icewine category and outline considerations for the marketing mix of icewine producers.
Practical implications – The AO framework for luxury wines and spirits is bene cial for icewine producers to help differentiate their current and future market segments. In addition, this paper outlines practical implications for icewine maker’s marketing mix that could enhance their competitive position today and in the future.
Originality/value – This is the rst paper examining icewine in the context of luxury marketing.
Purpose – Sometimes consumers express their enthusiasm for a brand by creating brand extensions, products or services in new categories that are closely affiliated with the “parent” brand. This paper aims to examine the positive or negative impact that consumer-generated brand extensions (CGBEs) can have on brand image and revenue, and the options that companies have available to deal with them. Design/methodology/approach – The paper presents a case study of the collectible strategy card game – Magic: The Gathering – and discusses how the company responded to five different brand extensions that were created by players. This case study was used to develop a framework that allows managers to evaluate CGBEs based on their benefits and risks and to select an appropriate response.
Findings – Four possible responses were identified: challenge, criticize, commend and catalyze. Which of these responses is appropriate for companies depends on whether the CGBE has a positive or negative impact on the brand image and revenue and whether this impact is large enough to merit an active response.
Originality/value – This study shows that it is essential for managers to understand how to evaluate CGBEs. Managed properly, they can improve product usage, help generate new customers and have a positive impact on revenue and brand image. However, CGBEs can also have a negative effect, in particular if they are substitutes for the original product.
The verb “simulate,” from the Latin simulare, to copy, repre- sent, or feign, has three distinct meanings in English. First, it can refer to something that imitates the appearance or char- acter of something else, such as when an actor stoops or walks very slowly in order to portray an old person. Second, it can refer to the act of pretending, for example, in a child’s game of “playing house,” in which children pretend to be adults in a home situation. Its third, much more recent mean- ing refers directly to the act of producing a computer model of a complex phenomenon. Interestingly, tracking the use of the word simulate in written work and media over time (as well as its noun form “simulation” and its adjective forms “simulated” and “simulative”) shows a very rapid take-off in the 1950s and from then on. This is almost certainly due to the advent of computers, with their ability to rapidly calcu- late the interaction effects of the large numbers of complex variables that constitute a phenomenon. However, viewing simulation as something that can only be done by computers is, in our opinion, limiting. For the purposes of learning, the real world can indeed be copied, represented, imitated, and pretended, as well as pretended in the marketing classroom.
Wearing safe: Physical and informational security in the age of the wearable ...Simon Fraser University
Wearable computing devices promise to deliver countless benefits to users. Moreover, they are among the most personal and unique computing devices of all, more so than laptops and tablets and even more so than smartphones. However, this uniqueness also brings with it a risk of security issues not encountered previously in information systems: the potential to not only compromise data, but also to physically harm the wearer. This article considers wearable device security from three perspectives: whether the threat is to the device and/or the individual, the role that the wearable device plays, and how holistic wearable device security strategies can be developed and monitored.
There is growing interest in how gamification–—defined as the application of game design principles in non-gaming contexts–—can be used in business. However, academic research and management practice have paid little attention to the challenges of how best to design, implement, manage, and optimize gamification strategies. To advance understanding of gamification, this article defines what it is and explains how it prompts managers to think about business practice in new and innovative ways. Drawing upon the game design literature, we present a framework of three gamification principles–—mechanics, dynamics, and emotions (MDE)–—to explain how gamified experiences can be created. We then provide an extended illustration of gamification and conclude with ideas for future research and application opportu- nities.
Ads are no longer unidirectional or one-dimensional but a blend of offline and online techniques designed to directly interact with the community. For many companies, advertising via online platforms such as YouTube and Vimeo has replaced commercials on television altogether. Recently, branded flash mobs have emerged as a popular form of viral advertising. While many branded flash mobs have experienced millions of YouTube views a metric such as view count does not fully indicate the effectiveness of the ad. This netnographic study evaluates viewers’ attitude toward the ad to better understand the effects of branded flash mobs. After examining 2,882 YouTube comments from three virally successful branded flash mob ads, a typology is developed, referred to as the archetype of consumer attitude matrix, to enable academics to formulate research questions regarding branded flash mobs. These archetypes of consumer attitudes to the online ad, in this case branded flash mobs, aid in the assessment of consumer response based on processing (cognitive versus emotive) and stance (supportive versus antagonistic). This typology also serves as a guide to marketing managers in the use of branded flash mobs in their viral campaigns. The article concludes with recommendations for future research.
Until recently, most manufacturing processes have been ‘subtractive’ in that matter is removed (e.g., scraped, dissolved, turned, machined) from a substance in order to produce the desired product. 3-D printing turns traditional manufacturing on its head in that it uses an ‘additive’ process. Similar to laser and inkjet printers, 3-D (three-dimensional) printers produce pieces by depositing, or adding, layers of material–—plastic, polymer filaments, metals, and even foodstuffs–—until the desired product is realized. This means that the creation and production of ‘one-offs’ is not only easy, it is also economically viable. 3-D printers are becoming ever more affordable, and it is not hard to envision them being as common in most homes in the near future as their two-dimensional counterparts are today. This article presents a 3-D printing primer for non-technical managers. It then considers the profound impact that 3-D printing will have on firms of all kinds as well as on individual consumers. In addition, it raises the substantial questions that 3-D printing will pose to policy makers from both intellectual property and ethical standpoints.
Generation-C - Innovation, UGC, IP laws, Social Media, Hacking, iPhone, DRM, ...Simon Fraser University
Generation-C is a generational movement consisting of creative consumers, those who increasingly modify proprietary offerings, and of members of society who in turn use the developments of these creative consumers. It is argued that their respective activities, creating and using modified products, are carried out by an increasing number of people, everyday, without any moral and legal considerations. The resulting controversies associated with existing intellectual property rights are discussed, and suggestions put forward that the future can only bring conflict if such legislation is not changed so that derivative innovations are allowed to flourish. The article concludes with important messages to organisations, intellectual property rights lawyers, owners of property rights, governments and politicians, suggesting they reconsider their respective stances for the good of society.
Organizations use a variety of labels to refer to their customers — the individuals who use their products and services. These labels (e.g., guests, students, clients, members, patients, users, etc.) suggest different meanings and connotations than being a simple customer. In this paper, we explore traditional labeling theory, and its roots in categorization and semiotic theories, to aid in the understanding of the customer- firm relationship. We then extend and formalize this to a customer labeling theory, in which we posit that a firm’s labels for its customers may shape consumer and organizational attitudes. Therefore, if customers become what marketers call them, then these labels shape the dialog between organizations and their customers. Thus, customer labels indirectly impact the success of firms’ customer relationship management efforts. We discuss customer labeling implications for firms and make suggestions for future academic research.
This conceptual paper discusses eWoM as a coping response dependent on positive, neutral, or negative experiences made by potential, actual, or former consumers of products, services, and brands. We combine existing lenses and propose an integrative model for unpacking eWoM to examine how different consumption experiences motivate consumers to share eWoM online. The paper further presents an eWoM Attentionscape as an appropriate tool for examining the amount of attention the resulting different types of eWoM receive from brand managers. We discuss how eWoM priorities can differ between public affairs professionals and consumers, and what the implications are for the management of eWoM in the context of public affairs and viral marketing.
Innovations in mobile technology shape how mobile workers share knowledge and collaborate on the go. We introduce mobile communities of practice (MCOPs) as a lens for under- standing how these workers self-organize, and present three MCOP case studies. Working from contextual ambidexterity, we develop a typology of bureaucratic, anarchic, idiosyncratic and adhocratic MCOPs. We discuss how variations in the degree of organizational alignment and individual discretion shape the extent to which these types explore and exploit mobile work practices and approach organizational ambidexterity. This article concludes with important strategic implications for managing mobile work and practical considerations for identifying, creating, and supporting MCOPs.
In this paper, we highlight some of the challenges and opportunities that social media presents to researchers, and offer relevant theoretical avenues to be explored. To do this, we present a model that unpacks social media by using a honeycomb of seven functional building blocks. We then examine each of the seven building blocks and, through appropriate social and socio-technical theories, raise questions that warrant further in-depth research to advance the conceptualization of social media in public affairs research. Finally, we combine the individual research questions for each building block back into the honeycomb model to illustrate how the theories in combination provide a powerful macro-lens for research on social media dynamics.
Traditionally, consumers used the Internet to simply expend content: they read it, they watched it, and they used it to buy products and services. Increasingly, however, consumers are utilizing platforms–—such as content sharing sites, blogs, social networking, and wikis–—to create, modify, share, and discuss Internet content. This represents the social media phenomenon, which can now significantly impact a firm’s reputation, sales, and even survival. Yet, many executives eschew or ignore this form of media because they don’t understand what it is, the various forms it can take, and how to engage with it and learn. In response, we present a framework that defines social media by using seven functional building blocks: identity, conversations, sharing, presence, relationships, reputation, and groups. As different social media activities are defined by the extent to which they focus on some or all of these blocks, we explain the implications that each block can have for how firms should engage with social media. To conclude, we present a number of recommendations regarding how firms should develop strategies for monitoring, understanding, and responding to different social media activities.
Minding the gap: Bridging Computing Science and Business Studies with an Inte...Simon Fraser University
For today’s information technology organization, working in teams across functional and even organizational boundaries has become an integral part of every project. When asked about these projects, practitioners regularly report on how grave differences between business professionals and tech- nology teams have negatively affected project performance. The serious gap between how the two sides think, talk and work is systemic already in the training and education of both Business and Computer Science students at the univer- sity level. This paper describes the design of a competitive SFU Innovation Challenge which aims to bridge that gap by tasking interdisciplinary groups to create iPhone application prototypes and related business innovation roadmaps. This document then summarizes the objectives of the SFU Inno- vation Challenge, and reports on the difficulties and posi- tive results that materialized when students combined their technological problem- solving techniques and managerial strategies for effectively confronting real-world problems.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
2. Agenda
1. What is monetization
2. Why monetization?
3. Market growth and scalability
4. Traditional offline media monetization
5. Online monetization
6. Social media monetization frameworks
Subscription
Freemium
Virtualcurrency
Advertising
5. Market growth and scalability
Social networking is already reaching a
maturity stage
2015 predictions:
Growth in Asia
Decline in North American and Europe
Online social networks will reach a monetizable
scale of consumer expenditure of at least $200
billion in 16 countries
7. Online monetization
The ―Dot-com Boom‖
Massive investments in startups
Promise of profits
March 10, 2000: Bubble burst
Today's boom is different
Tried
frameworks and more experience in
ecommerce
8. Video
http://www.youtube.com/watch?v=exmwSxv7X
JI
12. Subscription cont‘d
Pros Cons
Simpler Content must be
More predictable valuable
revenue stream Content must be
More committed protected
user base
14. 2. Virtual currency
Definition: Currency used to
purchase virtual goods in various
online marketplaces.
o Virtual objects, experience, or
information
o Micropayments
16. Virtual currency cont‘d
Pros Cons
Low cost Risk
No quantity limits Small payments
Virtual economies
can be profitable
17. Example: Second Life
Incorporates
freemium but is
mostly virtual
currency
Free to play, but
limited
18. 3. Freemium
Definition: Content, services, and
software are available in multiple
tiers of use, including a basic free
tier.
19. Freemium: Formats
Conversion from free to paid
Traditional freemium hierarchy
20. Freemium cont‘d
Pros Cons
Customers can be Difficult to switch
motivated to pay from a free model
Free trial Must create a need
Easily adaptable for premium content
model Need paid users to
break even
21. Example: HootSuite
Transitioned from an all-free to freemium
model
Successful transfer because of loyal user base
and added features.
22. Example: Ning
Attempted a freemium model for a niche
market
Now use a subscription model with different
pricing options
23. 4. Advertising
Definition: Content, services and
software are offered for free
because the advertisers (third
parties) are willing to pay for
access to customer communities
with distinct interests
24. Advertising formats
Pay per click
Pay per share
Banner ads
Sponsored searches
Sponsored content
Contextual mobile advertising
25. Advertising cont‘d
Pros Cons
Successful Need well-defined
Provides large target audience
visibility Consumers dislike
Targeted ads
Pays for content
26. Example: Twitter
Introduced an advertising program in April
2010
Advertisers can choose scale of audience
27. Comparison
All models are linked and rarely is one used exclusively.
Subscription
Advertising
Freemium
(optional)
Virtual
currency
28. Problems with SMM
o Social media is meant to be
social, not commercial
o Can be unpredictable
29. Present dominant strategy
URL: Ubiquity first, Revenue Later
Quantify the value of online social
networks
30. Future directions
o Current: not fully optimized
o Short Run: developing strategies
oLong Run: niche markets to
dominate monetization
31. Future Directions cont‘d
Insight to 2015:
Access to 80% of a $29 trillion market
Highly lucrative markets and scalable opportunity
More targeted and layered marketing campaigns
‗Double Niche‘ Strategy
32. Activity – 20 minutes max
o Craigslist started in 1995 and became
for-profit in 1999, but has not fully
embraced a monetization model.
o They support their website and 30 staff
members through posting fees for jobs in
18 metro areas, brokered NYC
apartments, and therapeutic services.
34. Sources
(Saskatoon), T. S. (2008, June 16). Niche websites help picky singles find love. Canada.com. Retrieved from http://www.canada.com/story_print.html?id=d1271f6b-dddf-4faf-8f11-
51cde4e7e133&sponsor=
Anderson, C. (2009). Free: the future of a radical price. Hyperion.
Anonymous. (2011, February 19). Twitter. Canadian Business, 84(1/2), 31.
Cashmore, P. (2010, July 8). RIP Facebook Gifts. Mashable. Retrieved from http://mashable.com/2010/07/08/facebook-gifts-rip/
Corwin, P. (2009, December 7). Virtual Currencies and Virtual Goods — Definitions and Revenue Streams in Social Networks. How To Start A Social Network. Retrieved March 12, 2012, from
http://howtostartasocialnetwork.com/2009/12/07/virtual-currencies-and-virtual-goods-definitions-and-revenue-streams-in-social-networks/
Dealbook. (2008, January 4). Parent of Dating Sites Looks for a Match. New York Times. Retrieved from http://dealbook.nytimes.com/2008/01/04/parent-of-dating-sites-looks-for-a-match/
Digital report: Affiliate- the new age of affiliate marketing. (2011).Canadian Periodicals Index Quarterly, 31.
FarmVille Freak. (2010). Retrieved from http://farmvillefreak.com/farmville-freaks/farmville-offers-grey-goose-for-facebook-credits
Hootsuite Vs Seesmic: Pros&Cons. (n.d.). Retrieved from http://www.onbile.com/info/pru-hootsuite-vs-seesmic-proscons/
Loayza, J. (2009, July 14). 5 Business Models for Social Media Startups. Mashable. Retrieved from http://mashable.com/2009/07/14/social-media-business-models/
Lyons, K., Messinger, P. R., Niu, R. H., & Stroulia, E. (2010). A tale of two pricing systems for services. Information Systems and e-Business Management, 10(1), 19–42. doi:10.1007/s10257-
010-0151-3
O‘Neill, N. (2010). The Secret To How Facebook Makes Money. Retrieved from http://www.allfacebook.com/facebook-makes-money-2010-01
OmniTI ~ Case Studies ~ Ning. (n.d.). Retrieved from http://omniti.com/helps/ning
Papworth, L. (n.d.). Social Networks Monetized Revenue. SlideShare. Retrieved from http://www.slideshare.net/Silkcharm/social-networks-monetized-revenue-presentation
Pascal-Emmanuel, G. (2011, April 8). What Is The Freemium Business Model? Business Insider. Retrieved from http://www.businessinsider.com/what-is-the-freemium-business-model-2011-4
Sawers, P. (2011, September 10). The Freemium flaw: The challenges faced by digital‘s default business model. The Next Web. Retrieved from http://thenextweb.com/insider/2011/09/10/the-
freemium-flaw-the-challenges-faced-by-digitals-default-business-model/
Shukla, A. (2008, December 18). Beyond Facebook Gifts: Virtual Currencies 101. Mashable. Retrieved from http://mashable.com/2008/12/18/virtual-currency/
Sloan, P. (2005, December 1). The Virtual Rockefeller - December 1, 2005. CNN.com. Retrieved March 12, 2012, from
http://money.cnn.com/magazines/business2/business2_archive/2005/12/01/8364581/index.htm
Spark Networks. (n.d.). Retrieved from http://www.spark.net/about.htm
Tuten, T. L. (2008). Advertising 2.0: Social Media Marketing in a Web 2.0 World. Praeger Publishers.
Twitter squeezing ads among tweets. (n.d.).CNET. Retrieved from http://news.cnet.com/8301-1023_3-20021490-93.html
Virtual Goods Mean Real Dollars - eMarketer. (2009, August 13).Emarketer.com. Retrieved March 12, 2012, from http://www.emarketer.com/Article.aspx?R=1007226
Datamonitor. (2010). The Social Networking Market Opportunity. London: Datamonitor.
Datamonitor. (2011). Spark Networks, Inc.: Company Profile. London: Datamonitor.
Editor's Notes
Merriam-Webster:“To utilize (something of value) as a source of profit” (“Monetize,” n.d.).Our definition: To make money. In the case of social media, using a platform or application to make profit from the social activities of users.
ROIA significant investment goes into the development of social media platforms and there needs to be a return on investment. It makes business sense. OpportunityThere is an opportunity to capitalize on users
Social networking is already reaching a maturity stageBy the end of 2009, 13.3% of the world’s population (917m), were on social networking sites (Data Monitor, 2010).By 2015, scale and reach of social media is estimated to be 27% of the population (1971.2m users) (Data Monitor, 2010).Rapid growth in Asia, rising from 42.7% to 52.8% by 2015.North American and Europe decline from 32.9% to 23.9% by 2015.From 2010-2015, online social networks will develop monetizable scale of a consumer expenditure.This will reach at least $200 billion in 16 countries (social networking opportunity). COPY GRAPHS ON PAGE 31 TABLE P. 34: proportion of population using social networks by region
Mass media modelThis is a one-to-many model of communication, meaning one voice speaks to a large audience within a short amount of time. The audiences in this model are determined by market research to try and target a message as much as possible. Companies are able to generate revenue as the biggest cost is the initial production and distribution is fairly inexpensive (Lyons, Messinger, Niu, & Stroulia, 2009). Often times, subscriptions allow a steady revenue flow for media producers allowing them to create consistent content. Examples of this include common mass media channels like television, newspapers, magazines, and radio. Three-party market modelThis is the model that most media take. With this, the producer offers a product to a consumer at a low cost, but in order to do this they need funding from somewhere else. This is done by a third party, the advertiser, who pays the producer for ad space in order to have access to the consumer with the hopes of the consumer purchasing their goods or services(Anderson, 2009).The web is able to extend this model as advertisers will pay to be featured where consumers are. Which we will discuss later.Online, this also includes companies selling customer information to third party organizations as a form of market research.
The “Dotcom Boom”During the pioneer days of the web, massive investments were put into online start-upsThere was a promise of massive profits in the new digital frontierOn March 10th 2000, the dream ended when the “dot-com bubble” burst. Ill-conceived business plans and lack of experience in monetizing the web was the downfall of many companies.Today's boom is quite different, with tried frameworks and more experience in ecommerce.
Others:Sponsored content: Sponsored content could also be considered advertising (Loayza,2009).Affiliate (mixed): An affiliate generates visitors to a business’ website or product for them (Loayza, 2009).In social media, affiliates can take an even larger role by bringing traffic to their own sites. For example, coupon websites or even Groupon. They can even boost their effectiveness by engaging with consumer. For instance, a UK coupon website gets consumers to ask them for deals (example: what offers do they have tonight for restaurants in a certain city). YouTube users and bloggers (content generators) can be affiliates, driving traffic and business for companies (Anonymous, 2011, p. 31).
Definition: User regularly pays a set fee to a provider for a serviceClass discussion: Are any of you subscribed to an online service like Netflix or an online magazine? Why or why not? Do you think it’s worth the money?
Formats:Selling access to online services such as digital content or digital storage. The subscription can take the form of weekly, monthly, or annual access. In each case, the user pays a set fee for access regardless of use(Anderson, 2009).Usage-based quotas: Digital subscriptions can also take the form of usage-based quotas, where a customer pays for access to a limited amount of content or storage.Pay wall model: users must pay a subscription fee for unlimited (or metered) access to newspaper content. Example: The New York TimesPositives: Access to content is protected and paid for.Negatives: Limited reach through services like Google news and Facebook sharing.However, pay walls are still new. While it works for the New York Times, do you think it would be successful for other newspapers?
ProsSimpler usage model: Users pay a fixed cost for usageMore predictable revenue streamMore committed user baseConsThe content provided must be valuable and protected in order for users to pay for access. Without protection of the content, other providers will offer the content for lower costs until all providers have equally low costs or the content is available for free. Need to providevaluable content that users cannot find in other locations for a cheaper price, or free.
Example: Spark Networks The Spark Network owns various “niche” dating websites, including ChristianMingle and JDate for Jewish singles (The Star Phoenix, 2008; Dealbook, 2008)It is believed that their success can be attributed to both the niche aspect as well as the amount of users. When a site has many users, it becomes more attractive to potential subscribers (Dealbook; Pascal-Emmanuel Gobry).- How does it work for SPARK? They charge a membership fee or subscription fee and in turn singles within certain dating communities have full access to the services within the SPARK network.-Thousands of subscribers across their different dating networks- In terms of profit, since the recession all dating sites have suffered a profit loss, as a dating network is obviously not a necessity in life. That aside, Sparks Network had revenues of $45.4 million in fiscal year ended December 2009. With an operating loss of only $4 million(Data Monitor, 2011).
Definition: Currency used to purchase virtual goods in various online marketplaces.These goods are intangible but can have real world value.Class discussion:Have you ever bought anything inan online game? Have you ever used micropayments like PayPal?Formats: Selling or buying virtual objects, experience, or information.Example: Facebook. In 2008, it was estimated that they made $50-60 million a year on their virtual gifts (Shukla, 2008).They closed the “Gift Shop” in 2010, but they’ve moved onto using credits in their online games (Cashmore, 2010)Micropayments: Online transactions dealing with small sums of money. PayPal describes micropayments as equating to under $12.00 USD.
ProsThe goods cost almost nothing to produce since labour is the primary cost and there is no limit to production quantity.Virtual economies within sites allow users and owners to make a profit, such as in Second Life. ConsThere is a large amount of risk involved since it doesn’t translate into tangible goods and it isn’t backed by legal tender laws.Risks involved in online storage of goods (security and hacking)Typically small payments and can be an inconsistent revenue stream (unless you’re Second Life…).
Second Life incorporates freemium but is mostly virtual currency.The game is free to play, but to get deep into the world and set your roots you have to buy land.This is how Linden Labs (the creator) makes their money. Their currency is called the Linden dollar. Buy your own island for a one time fee of $1,675plus $295/month“AnsheChung,” who is AilinGraef in real life, is a virtual broker and businesswoman in Second Life. She buys up land and develops it using Photoshop and even hiring subcontractors to design houses. She then rents or sells the properties. She has been called the “Virtual Rockefeller” by CNN and Linden Labs estimates that she makes $150,000 in cash per year. (Sloan, 2005)
Definition: “Content, services, and software are available in multiple tiers of use, including a basic free tier. In this model, perhaps only 1% of the customers pay; and, since the actual cost of the product/service is low, the paying customers bring in enough to cover the costs for the 99% of customers who use the free version.” (Lyons, 2010, p.32)Class discussion: Have you ever upgraded an online account from a free version to a paid? Why or why not?
Formats:Conversion from free to paid: A platform begins as a startup project which offers free usage to all users. Later, based on the growth and success, they introduce a usage hierarchy with multiple price points. Typically, this means either charging for beyond basic usage, or adding more advanced features for different price points (Gobry, 2011).With the freemium model, only a small percentage of your overall users will pay. This means it is necessary to have a lot of (loyal) users in order for the paid content to be profitable.Examples: Hootsuite, LinkedIn, and FlickrTraditional freemium hierarchy: With this model, a platform begins with having a free and paid version of this service. This can be seen in many mobile apps, where users have access to content in both versions, but the free version will have advertisements (Pascal-Emmanuel, 2011).
ProsOnce hooked, customers can be motivated to pay in order to save time, for status, or because they love the service.Allows users to trial the service before deciding to upgrade Easily adaptable modelCons (Sawers, 2011)Can be difficult for a company to switch from a free to a paid model when users are accustomed to a free model. Users become too accustomed to consuming content for freeIf they can get everything they need in the free version, there is no incentive to upgrade (Loayza, 2009)Companies need to have enough people who use the paid version of the service in order to breakeven.
Examples:Hootsuite converted from an all-free to a freemium model. Managed to retain a large number of customers.
Ning tried to use a freemium model for its niche social network but it failed. They now use a premium (subscription) model with different pricing options (Gobry, 2011).
Definition: “Content, services and software are offered for free because the advertisers (third parties) are willing to pay for access to customer communities with distinct interests, exemplified by their use of the offerings.” (p.32, 2010, Lyons)Class discussion: What are some ads you’ve seen on Facebook or Gmail? Do you feel they’re appropriately targeted? Have you ever clicked on them?
Formats: Common formats include: Pay per click, pay per share, banner ads, sponsored searches, sponsored content,and contextual mobile advertising.Pay per click- Companies pay the host each time someone clicks on their advertisement. Such as Google AdWords, or Facebook ads. Pay per share- Companies pay the host of the ad each time somebody shares their content on social media.Banner ads- Advertisements at the top of websites or on the sides, common in blogs. Sponsored searches- Similar to search engine optimization where companies pay search engines to direct certain keywords to their sites. Sponsored content- This can be product placement on a website, such as funded reviews or posts. Also promotions of some content over other content, as with Twitter.Contextual mobile advertising- In mobile apps, advertisements related directly to the location, preferences, and search history of the user.
ProsMost successful monetization model of the net to date (Tuten, (2008). Provides large visibility for a company if they are regularly searched on the Internet or are willing to pay to increase their visibility. This is specifically notable in large general ads, such as sponsored trending topics on Twitter. Online advertisements can be extremely targeted as hosts have information regarding users location, demographic, and psychographic. In many cases allows access to a platform or content to be free to users in exchange for the willingness of users to view ads. ConsRequires a company to optimize their target audience in order to be effective, they must know who they want to reach.Consumers dislike advertising as they feel the ads are forced upon them.They also feel that advertisements reduce the credibility of an online site. Instead, they place value in websites that feature user reviews and ratings. This is related in the culture switch between online and offline media. Consumers are used to seeing advertisements in offline media, but online they feel it doesn’t have a place and that standards are different.
Example: Twitter In April 2010 Twitter began an advertising program in order to monetize the website. This has taken the form of sponsored tweets, sponsored accounts, and sponsored trending topics. Through these various levels, companies are able to choose the size of their reach and able to target their audience based on searches and demographics. By the end of 2010, Twitter recorded $45 million profit as a result of this model (Anonymous, 2011). While these are not record numbers, Twitter has tried to gradually implement this in ways which it feels are effective for the user base.
Comparison All social media monetization models are somehow related. In many cases, a platform or service will mix multiple formats into one in order to produce a model which is the most viable for their needs.This chart represents one of the many ways in which the relationship between the models occurs.In many cases, a service will be provided for free and feature advertising. If people do not want to see the advertisements, or want more content, a freemium will be used to provide them with this. Once using a freemium model, the users will pay through a subscription service or micropayment system. This type of system can be seen in LinkedIn and Second Life. In other cases, a platform may start as a subscription based, but later switch to an advertising model or freemium to gain a broader audience.
Problems with Social Media Monetization Social media was originally designed for social purposes, not market purposes. There is a level of trust within the communities, and the introduction of commercial interests can be seen as devaluing to the community. However, online communities can be helpful for businesses: Amazon has a user review community that aids consumers with purchases, either on their site or elsewhereCan be unpredictable: new sites and services rise and fall quickly
Present Dominant Strategy URL: Ubiquity first, Revenue LaterFocus was on numbers of users rather than sources of profitLack of clarity surrounding monetization strategy Quantifying the value of online social networking markets and establishing how best to monetize users (this has proven difficult).
Future directions (social media opportunity)3 models of future monetization (Data Monitor, 2011):1.Currently, there is a large amount of monetization on social media, but this is not being fully optimized. There are more ways that companies can gain revenue through their social media.2. This means, in the near future we should see more companies coming up with strategies of how to monetize their site or participating in models like advertising to gain revenue. 3. As more niche social network sites develop, those users will be more likely to pay for use of these specialized areas, while generalized ones will be harder to monetize.
By 2015, online social networking will offer advertisers access to 80% of global consumer expenditure, a potential $29t marketDirect revenues flowing to platforms will have increased from $6.22b - $12.6b. (social network marketing opportunity)-Highly lucrative markets will offer global advertisers and brand owners scalable opportunities, and can be expected to generate most advertising revenues, and direct sales via online social networking (Data Monitor, 2011, p112) -Advertisers will need to get more targeted and to layer marketing campaigns. Platforms will need to respond to these needs. Meanwhile, advertising expenditure on online social network platforms will increase from $2.2n in 2010 to $4.22b by 2015. (social mkting network opp.)-Most networks are embracing a ‘double niche’ strategy – focusing upon clear customer segments and service categories. LinkedIn, for example, targets professionals aged 30-55, and offers professional and career networking services. Hi5 is becoming a specialist gaming network aimed at the 16-29 audience.
Craigslist started in 1995 and became for-profit in 1999, but has not fully embraced a monetization model. They support their website and 30 staff members through “posting fees for jobs in 18 metro areas, brokered NYC apartments, and therapeutic services.” In your envelopes, each team has one of the four models. The challenge is to find a way for Craigslist to use that model to generate revenue. You have five minutes for this.At the end, one person in each group will present their case to the class. Everyone has three bills. Once everyone has presented, you will choose (as a group) how much you would “invest” in each group, without choosing your own group.The team with the most investments for their group wins. Good luck!http://www.craigslist.org/about/factsheet
Sources: (Saskatoon), T. S. (2008, June 16). Niche websites help picky singles find love. Canada.com. Retrieved from http://www.canada.com/story_print.html?id=d1271f6b-dddf-4faf-8f11-51cde4e7e133&sponsor=Anderson, C. (2009). Free: the future of a radical price. Hyperion.Anonymous. (2011, February 19). Twitter. Canadian Business, 84(1/2), 31.Cashmore, P. (2010, July 8). RIP Facebook Gifts. Mashable. Retrieved from http://mashable.com/2010/07/08/facebook-gifts-rip/Corwin, P. (2009, December 7). Virtual Currencies and Virtual Goods — Definitions and Revenue Streams in Social Networks. How To Start A Social Network. Retrieved March 12, 2012, from http://howtostartasocialnetwork.com/2009/12/07/virtual-currencies-and-virtual-goods-definitions-and-revenue-streams-in-social-networks/Datamonitor. (2010). The Social Networking Market Opportunity. London: Datamonitor.Datamonitor. (2011). Spark Networks, Inc.: Company Profile. London: Datamonitor.Dealbook. (2008, January 4). Parent of Dating Sites Looks for a Match. New York Times. Retrieved from http://dealbook.nytimes.com/2008/01/04/parent-of-dating-sites-looks-for-a-match/Digital report: Affiliate- the new age of affiliate marketing. (2011).Canadian Periodicals Index Quarterly, 31.FarmVille Freak. (2010). Retrieved from http://farmvillefreak.com/farmville-freaks/farmville-offers-grey-goose-for-facebook-creditsHootsuiteVsSeesmic: Pros&Cons. (n.d.). Retrieved from http://www.onbile.com/info/pru-hootsuite-vs-seesmic-proscons/Loayza, J. (2009, July 14). 5 Business Models for Social Media Startups. Mashable. Retrieved from http://mashable.com/2009/07/14/social-media-business-models/Lyons, K., Messinger, P. R., Niu, R. H., & Stroulia, E. (2010). A tale of two pricing systems for services. Information Systems and e-Business Management, 10(1), 19–42. doi:10.1007/s10257-010-0151-3O’Neill, N. (2010). The Secret To How Facebook Makes Money. Retrieved from http://www.allfacebook.com/facebook-makes-money-2010-01OmniTI ~ Case Studies ~ Ning. (n.d.). Retrieved from http://omniti.com/helps/ningPapworth, L. (n.d.). Social Networks Monetized Revenue. SlideShare. Retrieved from http://www.slideshare.net/Silkcharm/social-networks-monetized-revenue-presentationPascal-Emmanuel, G. (2011, April 8). What Is The Freemium Business Model? Business Insider. Retrieved from http://www.businessinsider.com/what-is-the-freemium-business-model-2011-4Sawers, P. (2011, September 10). The Freemium flaw: The challenges faced by digital’s default business model. The Next Web. Retrieved from http://thenextweb.com/insider/2011/09/10/the-freemium-flaw-the-challenges-faced-by-digitals-default-business-model/Shukla, A. (2008, December 18). Beyond Facebook Gifts: Virtual Currencies 101. Mashable. Retrieved from http://mashable.com/2008/12/18/virtual-currency/Sloan, P. (2005, December 1). The Virtual Rockefeller - December 1, 2005. CNN.com. Retrieved March 12, 2012, from http://money.cnn.com/magazines/business2/business2_archive/2005/12/01/8364581/index.htmSpark Networks. (n.d.). Retrieved from http://www.spark.net/about.htmTuten, T. L. (2008). Advertising 2.0: Social Media Marketing in a Web 2.0 World. Praeger Publishers.Twitter squeezing ads among tweets. (n.d.).CNET. Retrieved from http://news.cnet.com/8301-1023_3-20021490-93.htmlVirtual Goods Mean Real Dollars - eMarketer. (2009, August 13).Emarketer.com. Retrieved March 12, 2012, from http://www.emarketer.com/Article.aspx?R=1007226