- Four Ways Social Data Can Generate Business Value
Full article: http://goo.gl/387coA
Big data has been described as the new oil, but perhaps a more apt metaphor is the new solar — it is a renewable source of energy, but must be cost-effectively captured and processed to be converted into new forms of value.
Companies both large and small have access to a growing stream of social data from an increasing number of sources. This stream is continually being enriched and renewed as our interactions unfold over time and as our ability to efficiently capture data about those interactions increases.
While many firms are investing time and resources into mining this data, the bulk of the attention thus far has been placed on how social data can help public relations, marketing and sales engage more relevantly with consumers. Indeed, the amount of data available for this purpose is staggering: according to a Forrester blog from 2010, American consumers were already posting more than a 1.6 billion reviews of products and services online in 2009. That number continues to climb as more sites enable user-generated reviews and ratings.
We believe, however, that firms are missing a significant opportunity to use social data to gain intimate and real-time knowledge about what is going on within, not just outside, the organization.
Today, many organizations take either a 30,000-foot view of social data or an intensely granular, technical approach. Few firms have tapped into social data in a way that allows them to connect it explicitly to operating performance data and execute on it effectively.
Social data science leaders and business thought-leaders must meet in the middle to collaborate on both how to analyze the data and why such analysis would be meaningful. We have only begun to understand social data’s potential value in the workplace, but much of this potential is dependent on having the mindsets and methods in place to make the most of our newest natural resource.
- Social Business = Social Bonding
Full article: http://goo.gl/UH0PAk
A study by FedEx and Ketchum found that 52% of respondents said social business was strengthening relationships with the general public; 51% said it was strengthening relationships with clients; and 40% said it was strengthening relationships with partners and suppliers.
Social business activities can pay off in various ways. Earlier this year, MIT Sloan Management Reviewand Deloitte highlighted benefits related to better market intelligence, faster customer service as well as improvements to internal operations, such as finding expertise, distributing knowledge and more effective project collaboration. (See our 2012 Special Report, Social Business: What Are Companies Really Doing?)
While building stronger relationships is naturally fuzzier and harder to pin down benefit than, say, “customer response time” or even something like “increased market intelligence,” improved relationships means a stronger business across and beyond the organization. (We’ve previously published on the importance of building trust with employees and customers and suppliers; see, for instance: “Unconventional Insights for Managing Stakeholder Trust,” by Michael Pirson, and Deepak Malhotra, from the July 1 2008 issue of MIT SMR.)
The FedEx/Ketchum study’s report of the connection between social business and improved stakeholder relationships is supported by other researchers in the field. In a recent interview withMIT SMR, strategy and management consultant Nilofer Merchant discussed how her research found that social enhances a firm’s relationships with employees and customers. Jacob Morgan, principal of Chess Media Group, a management consulting and strategic advisory firm on collaboration and the author of The Collaborative Organization (McGraw-Hill, 2012), told us that based on his observations, the benefits of collaboration even positively impacts the quality of life of employees at home, outside of the workplace. And Dion Hinchcliffe, in his four-stage Capability Ladder of Social Business, says that the highest level in the ladder is also relationship based, what he calls the ability to “partner with the world.”
Archivo de la etiqueta: United States
1. La democratización de Internet
2. Conectividad en todos los espacios
3. La segmentación
4. Cambio de preferencias en los consumidores
5. La gran variedad de formatos
6. Canales innovadores de distribución
7. Rápida redirección de la estrategia
* by Laura Senar @LauraSenar
Publicitaria reinventada en el terreno digital. Aprendiendo y compartiendo cada día.
1900 nace la Guía Michelin, que hasta nuestros días, proporciona información de interés y utilidad para el usuario, tanto en relación a rutas hasta consejos y lugares donde hacer todas acciones de mantenimiento del vehículo.
That’s as many viewers as all of the Emmy-nominated dramas put together! It’s hard to visualize the full Google Display ecosystem in terms of numbers alone, so we’ve created an infographic to show some of our great partner sites and the metrics (like the 1 trillion monthly impressions) they generate:
Reach | Relevance | Trust
Even given those big numbers, though, marketers know that sheer volume isn’t where successful ads start. The real magic lies in the connection one ad makes with one consumer at a moment that counts. That’s why the place where the brand meets the consumer is so important. When a publisher has a close relationship with users, it’s like the ad is being introduced by a trusted friend.
Reach Sigue leyendo
Por Kaspersky Lab
En esta infografía podéis ver información muy interesante sobre cuándo se leen más emails desde dispositivos móviles, qué motiva a los usuarios a leer los correos electrónicos en el móvil y qué tipo de mensajes son los que atraen más a los usuarios en el móvil.
Fuente: Email Monks
By Duncan Geere
By Duncan Geere
By Duncan Geere
By Nate Lanxon
By Olivia Solon
MOBILE & APPS By Abby Mitcham
Banking has gone mobile. With over half of all American adults, about 56%, sporting smart phones, banks and other financial management tools have quickly adapted their systems to be compatible, secure and easy to use on mobile devices. Many smart phone users have already made the change from traditional to mobile banking and according to Consultants at the Aite Group, the number of people banking on their phones will triple by the year 2016.
Mobile wallets are smart phones or tablets that record consumers payments and transactions. While some large banks are attempting to break into this industry, other companies like Pay-Pal, Google and Apple have already shown interest in the industry. These mobile wallets and spending apps, make it easy for consumers to keep track of spending, but have little impact on how they save.
Just as the shift from traditional to online banking, the shift from online to mobile will not come without a few bumps. Consumer demands and use patterns will inevitably steer the path of mobile banking. Some apps will float, others will sink, but efficiency and speed are certain to increase. Never before have consumers had the capability to store and manage so many financial resources in the palm of their hands.
Aunque los informes de las distintas consultoras apuntan hacia la importancia de los grandes conjuntos de datos, a día de hoy se percibe una escasez de profesionales preparados para asumir sus desafíos.
Dentro de un par de años, en 2015, se habrán creado 4,4 millones de puestos de trabajo directos en todo el mundo para cubrir las necesidades de analítica y gestión de Big Data.
“Estamos viviendo una revolución que está transformando todos los procesos empresariales. La demanda del Big Data está creciendo y las empresas deben revisar sus competencias y habilidades para responder a esta oportunidad”, ha comentado Iván de Prado, director del título de Experto en Big Data de U-tad y CEO de Datasalt, durante su intervención en la conferencia Big Data, da valor a los datos de tu empresa.
“Un aspecto importante del desafío de ser capaces de cubrir los nuevos puestos de trabajo creados por el crecimiento del Big Data radica en que las empresas contraten a profesionales con nuevas habilidades como la gestión, extracción y análisis del valor del Big Data”, ha continuado, “una formación que desde U-tad estamos preparados para ofrecer”.
Entre los nuevos perfiles que demanda el sector se encontrarían expertos en diseño, administración y explotación de infraestructuras punteras de grandes conjuntos de datos.