Twitter integra contenido más personalizado en “Descubre”

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Desde que se implementó la nueva interfaz en Twitter, “Descubre” es una de las categorías que el equipo de la red social apostaba que captaría la atención de los usuarios, ya que permite conocer de manera simple “Historias” más relevantes.

Ahora han decidido darle una actualización a esta categoría, ofreciendo contenido personalizado, mostrando solo aquello que puede ser significativo para nosotros. Para ello se tendrá en cuenta los tweets de las personas que seguimos y su círculos de amigos.

Por otra parte, a través de “Ver Tweets Relacionados” nos permitirá interactuar con los otros usuarios y crear conversaciones, ya que podemos compartir la historia con nuestros comentarios, marcarlo como favorito, entre otros.

Según el equipo de Twitter, siguen trabajando en este aspecto, así que podremos esperar más novedades en el futuro. Por el momento, está actualización se irá desplegando a partir de hoy de manera paulatina.

Vía: Twitter Blog

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Space Law: Is Asteroid Mining Legal?

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Can a private company claim ownership of an asteroid based on sending a probe out to it? Can it at least get exclusive mining rights? Would it own the gold, platinum or other materials mined from the asteroid?

Last week, a new private company, Planetary Resources announced an ambitious plan to prospect for and eventually mine near-Earth asteroids. Backed in part by Google execs Larry Page and Eric Schmidt, this venture has stirred the pot once again on the question of outer space property rights.

Understanding the legality of asteroid mining starts with the 1967 Outer Space Treaty. Some might argue the treaty bans all space property rights, citing Article II:

Outer space, including the moon and other celestial bodies, is not subject to national appropriation by claim of sovereignty, by means of use or occupation, or by any other means.

Berin Szoka

Others have argued that because Article II only applies to nations, individuals are free to claim chunks of the solar system. But as we’ve noted before, the treaty also requires nations to ensure their citizens comply with the other provisions of the Outer Space Treaty — including a prohibition against sovereign claims of property rights. So neither nations nor individuals can appropriate territory in space. But what about asteroid mining?

While Article II clearly bans “appropriation,” other provisions actually support property rights. The treaty makes clear that both the exploration and use of outer space shall be free of restraint and discrimination, and that there will be free access to all parts of space. It also states that the use of equipment and facilities necessary for peaceful activities is fine. And anything launched into (or built in) space remains the private property of its owner.

James Dunstan

To make sense of the Treaty, we must turn to customary international law — how nations have interpreted what these treaty provisions mean in their dealings, both internally, and with other nations. These other sources of international law are critical because the Outer Space Treaty itself is at best confusing and, at worst, internally inconsistent on space property rights.

Blanket claims to celestial bodies have been attempted for millennia, yet none has been recognized by customary law. The only court case we have in this respect arose when Greg Nemitz, a space activist, filed a claim for the asteroid Eros with an online database known as the Archimedes Institute, and then sent NASA a bill for parking fees when NASA landed the NEAR-Shoemaker probe on Eros in 2001. The U.S. 9th Circuit Court of Appeals dismissed the suit because Nemitz was unable to prove actual ownership rights for Eros.

While Nemitz failed, customary international law has essentially recognized property rights based on possession — which, as the old saying goes, is nine-tenths of the law. Satellite orbits, for instance, are allocated by the International Telecommunications Union. Strictly speaking, they are not “owned” by the assignee, but can be renewed on a regular basis, and can be leased to other parties. This and Outer Space Treaty’s recognition of property rights for satellites are the basis for the more than $300-billion-per-year private satellite industry.

Similarly, asteroid mining will depend on customary international law established by the 1960s moon race between the U.S. and U.S.S.R. The six Apollo landings brought back 842 pounds of lunar material. NASA has strictly controlled use of the material, and less than 10 percent has ever been experimented on.

NASA itself claims (.pdf) that the lunar samples are “a limited national resource, a future heritage, and [requires] that samples be released only for approved applications in research, education, and public display.” The United States government has vigorously prosecuted anyone thought to have improperly obtained any such samples. Yet NASA exchanged some of these samples with the Soviet Union, which drew from the approximately 300 grams of lunar material brought back by three Soviet Luna robotic sample return missions.

Under any definition of ownership, the United States clearly owns the Apollo lunar samples. Any entity that can claim something as an exclusive resource, control its transport and distribution, and can exchange it for something else of value (in this case, other lunar samples), clearly owns that object. Russian lunar samples have been re-sold by private individuals, establishing that portions of a celestial body can be subject to ownership if they are removed from that celestial body — whether by governments or private parties — even if the celestial bodies themselves are not subject to appropriation.

This is the single most important legal precedent property rights in space, and should provide great comfort to those who wish to exploit the resources of outer space. It is also consistent with many commentators, who allege that the Outer Space Treaty’s prohibition on “appropriation” relates only to entire celestial bodies as they exist “in nature,” and that both individuals and nations can claim ownership of resources extracted from celestial bodies. The only real question, then, is the extent of this ownership: Can an entire asteroid be claimed if it is being mined?

Under the Outer Space Treaty, if a company is mining an asteroid, no other entity could come along and start mining on the other side if doing so could interfere with the first set of miners. If the asteroid were large enough to accommodate two independent mining operations, both could likely proceed, each gaining ownership of whatever material they extract. Thus, customary international law already gives would-be asteroid miners a sound basis for their business model.

But what if a mining company captured an asteroid, changing its orbit to bring it closer to Earth and thus make return of extracted materials easier? Would the entire asteroid belong to the mining company because the asteroid, as a whole, was “extracted” from its “natural” orbit — becoming more like a single rock or an artificial satellite than a moon or a planet?

This question is too far in the future to answer. But the day that question arrives, we can all pop the champagne corks to celebrate: Mankind will have become a truly spacefaring species. We will have taken the first steps toward bringing the nearly limitless resources of space into the economic sphere of humanity.

Image: NASA/Wired

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iOS app designer guide to working with developers [Infographic]
Headline for a developer/designer infographic

A Lithuanian developer, LemonLabs, has recently published an interesting infographic detailing a few simple ways in which designers can prepare their assets for developers in a useful and sensible way. The advice ranges from simple standard resolutions for icons, to highlighting particular Apple style guidelines, and how to package your final bundle of assets. A lot of it seems like common sense, but I’m sure there are at least a few iOS developers out there who would like to make sure their designers have at least glanced over something like this.

If you’re an avid listener of Iterate, our mobile design podcast — and if you aren’t, hurry up and start listening now! — you know the subject of how designers pass of assets to developers is rather hotly contested. Some designers want complete control over final image files, right down to the slice, while others think it’s the developers job to take the Photoshop or Fireworks source file and cut it up themselves. Likewise, some developers have no idea how to edit an image and just want the slices all pretty and packaged, while other developers want final control to the point of preferring to slice the source files themselves.

When you factor in managing Retina (@2x) and non-retina assets, making sure everything is pixel perfect can become both an art and a chore. Luckily, compared to other platform, Apple’s small set of screen sizes makes the task at least somewhat manageable. (iOS developers don’t have to invent their own forms of antialiasing and test against different screen technologies, for example!)

So consider this a cheat-sheet, or a funny way to make a much-needed point.

And for way more on the topic of mobile design, keep listing to Iterate and check out ourMobile Design & Development Forum!

Source: LemonLabs via iPhoneinCanada


Building Data Discovery into Your Organization

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In the 1800s, enterprises organized themselves to use their capital assets effectively. Beginning in the mid-1900s, they organized to take better advantage of their people. Today, “data” are increasingly important to virtually all companies, government agencies, and nonprofits. They offer unprecedented opportunity and pose new risks, in turn demanding deep organizational change. The thinking here is that virtually no enterprise (whether 100 years old or yet to be established), no department therein — indeed no job — will remain untouched.

There are many ways to “put data to work,” each with its own strengths and challenges. And while no one fully understands the various forms data-driven organizations will take, we can make some intelligent guesses. One option is to focus on finding and exploiting deep, fundamental discoveries in data. Such discoveries could include the best time to secure a loyal customer, a deeper understanding of how to tailor medical treatments to a patient’s genome, new ways to deliver power with less loss, new ways to detect fraud, and so on.

To be clear, this strategy is not for everyone. While the rewards can be intoxicating, the strategy is fraught with danger. So those contemplating this course should find the experiences of the great Bell Laboratories instructive. Bell Labs led fundamental work in physics, information theory, computing, wireless telephony, and quality control that underpins much of today’s economy. I started my career as what would now be called a data analyst, focused on network performance, essentially trying to get more bits from calling to called party. From my perspective, three aphorisms guided Bell Labs’ management:

The secret to success at Bell Labs is working half-days. And the best thing about the Labs is you can work those 12 hours any time you want.
The secret to success at Bell Labs is having great ideas. You only need one every couple of years. But it has to improve phone service. And it has to be truly great.
The secret to being a great manager at Bell Labs is hiring the right people, giving them the tools they need, pointing them in the right direction, and staying out of their way.
During the course of my work, I wondered if the precepts of quality control, so successful on the factory floor, might apply. I had time to “follow my nose” and doing so led me to data quality. Within a couple of years we set up a lab of about 15 people — mathematicians, computer scientists, statisticians, and systems engineers — and spent half our time immersed in enormous AT&T data issues (we helped the company save hundreds of millions) and the other half extending the principles of quality management to data. This was 15 years before most others could even articulate the problem and opportunity.

You cannot replicate Bell Labs. But you can learn from its successes. Here are three steps to setting up a discovery process in your company.

First, set up a separate department, your industry’s equivalent of a “laboratory.” There are many reasons a certain organizational independence is important. I find the most pedestrian to be the most compelling: If you put good analysts in the XYZ department, managers will draw them into XYZ’s day-in, day-out issues, and the analysts won’t spend their time seeking fundamental discovery. Their own department gives them the opportunity to dedicate their time accordingly.

Second, learn to manage the data lab. This can prove a delicate balance. One the one hand, you must learn to tolerate and encourage experimentation. The search for fundamental truth is loaded with missteps, blind alleys, and encouraging results that don’t pan out. It can be frustrating for the manager used to producing results on a quarterly basis.

But a lab is not an industrial sandbox. It must fully focus on the business of the enterprise, either driving down costs or creating new value for customers. It is appropriate to maintain a portfolio of opportunities, based on factors such as the time frame in which they pay out. Most critically, the interfaces between the lab, its work, and later steps in the data to discovery to dollars process must be clearly defined.

Third, manage the people. You must staff the lab with a talented and diverse group of specialists that enjoy working together. This may be the most difficult step. I believe it was Jeff Hooper, a Bell Labs’ reliability specialist, who first noted, “Data don’t give up their secrets easily. They must be tortured to confess.” The first-rate data analysts who can extract these confessions (the vast majority of whom have advanced degrees in esoteric fields) are in short supply, and the demand is growing fast. Diversity of background and opinion is just as important. Great discoveries are most often found on the boundaries of specialties.

You don’t need to do everything yourself. The sheer quantities and richness of available data, either for purchase or free, are exploding. Many organizations supplement the work of discovery through far-flung teams, including academics, suppliers, partners, customers, and even competitors. That said, you must clearly define and build a world-class “core,” enabling you to attract and retain a critical mass of the best talent and build a knowledge base that provides a (relatively) steady stream of discoveries.

As a reminder, pursuing a strategy that seeks to find and exploit fundamental discoveries in data is not for everyone. Halfway measures will not do. But for those who make the commitment and do it right, the rewards will be worth it.

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5 Tips to Build and Grow Your LinkedIn Network

Do you want to tap into LinkedIn’s 150 million–member worldwide network?

It’s important to focus on the right kinds of activities that will yield the best results.

In this article, I’ll reveal five key strategies and activities you can focus on to build and grow your network.

#1: Update Your Status Frequently and Consistently

Only one-third of LinkedIn members visit the site every day, and another one-third of members visit the network several times a week, according to a survey conducted by Lab42. You can check out the complete infographic from Lab42 on LinkedIn Members.

When you log into LinkedIn, notice each time who shows up in your home feed. Most likely you will see the same few people frequently.

home feed

Active LinkedIn users will show up more frequently in your home feed.

These individuals are getting more visibility because they are more active, and you can do the same if you commit to staying active on the network. This is a subtle but powerful way to build influence with your network connections.

If you make the commitment to become more active in the network, you have a real opportunity to shine! It takes time, effort and dedication, but the payoff from staying top of mind can be significant in developing new introductions, relationships and business opportunities.

Here are a few ideas on how to be an active LinkedIn member:

  • Update your status at least three times a day on the actual site itself, versus using third-party tools so that you have full control over your message and increase engagement (see image below).
  • Share and comment on the updates of your first-, second- and third-degree connections at least once a day.
  • Send an invitation to connect to at least one new person per day.
  • Start and/or participate in LinkedIn Group Discussions three times a week.
  • Answer questions on “LinkedIn Answers” three times a week.
  • Comment on profile updates from the companies you follow on LinkedIn once a day.

    control your message

    By updating your status manually in LinkedIn, you can control your message and increase engagement.

Important note: Be careful about sharing your tweets directly on LinkedIn. When you do this, you don’t give your LinkedIn network connections any opportunity to engage with you within LinkedIn. Be selective about the tweets you choose to send automatically into LinkedIn from your Twitter account. There may be some value in saving time and increasing visibility by doing this, but realize no further engagement will take place within LinkedIn.

Sending all of your tweets into LinkedIn can get very annoying for your connections!


When you send a tweet to LinkedIn, your network connections are unable to engage with your update within LinkedIn. Instead, if they click “Reply” or “Retweet,” they’ll be taken to Twitter.

#2: Build Connections Constantly Seguir leyendo “5 Tips to Build and Grow Your LinkedIn Network”

May the Tablet Take Your Order?

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Rajat Suri doesn’t hate waiters. He just hates waiting.

That explains why he crafted the Presto touch-screen tablet, which lets diners peruse menus, order, and pay without ever talking to a server.

Suri demonstrated the gadget over dinner at a Mediterranean restaurant, where the only interaction with waiters came when they delivered the falafel. Presto lets diners order by scrolling through pictures of entrées and pay swiping a card through Presto’s built-in reader. It even offers to split the check any way desired and e-mail the receipt.

“People have been changed by the Internet and expect faster speeds of service and access to information,” Suri says during a meal at Santorini, the first San Francisco restaurant to try his device. “This technology makes it strictly better to attend a restaurant.”

After adapting to online review and reservation websites such as OpenTable (OPEN) and Yelp (YELP) and takeout ordering sites such as Seamless and GrubHub, restaurants are now bringing digital tools in house to transform how people experience sitting down to eat. Decades of dining tradition—waiting to be seated, order, and pay—could be upended by tools like Presto and a slew of new applications for Apple’s (AAPL) iPad tablet.

“Real personalization is knowing how we want to be treated, and that might be complete self-service,” says Adam Sarner, an analyst at Gartner. “With the Internet consumer, convenience is king, and companies are rethinking how to make it easier.”

Suri, 26, dropped out of his PhD program at the Massachusetts Institute of Technology to start E la Carte in 2008, two years before Apple introduced the iPad. At the time, he had $10,000 in savings and a plan to create a compact computer with a long battery life that could hold up to all the bumps and spills that accompany restaurant meals.

He was testing his prototype and working at restaurants 14 hours a day, living out of a rat-infested apartment in Boston’s Central Square area, and watching his savings dwindle to the double-digits. Then, in the summer of 2010, he lined up a round of funding led by Drew Houston, the founder of Dropbox, as well as Y Combinator, Ron Conway, and Skip Sack, a former director and senior executive at Applebee’s.

Suri has so far raised about $5 million from investors—including $4 million from Lightbank, the venture fund created by Groupon (GRPN) co-founders Eric Lefkofsky and Brad Keywell.

In 2009, Suri introduced his first prototype. Now his company advertises a product with a 20-hour battery that he estimates can make meals about 7 minutes shorter and can encourage diners to spend 10 percent more than they would with old-school menus.

Pictures on the Presto help sell food at Calafia Café, the Palo Alto restaurant founded by Google’s (GOOG) former executive chef and frequented by the late Apple founder Steve Jobs. Servers show customers how to look up pictures of potentially unfamiliar foods, whether crimson quinoa salad or tofu lentil loaf, says Ivy Chesser, events coordinator at the café. “A lot of people are starting to become familiar with using them and come in for them,” Chesser says.

E la Carte has its competitors—the iPad and restaurant operators chief among them. T.G.I. Fridays, which runs a chain of more than 900 casual restaurants, recently introduced a smartphone app that diners can use to order food and pay for meals using iPhones or devices powered by Google’s Android operating system.

About 125 point-of-sale apps for restaurants are now available for download in Google’s Android store for mobile devices. Similar apps are available for iPads and iPhones. Fast-food chains such as Domino’s Pizza and Carl’s Jr. have started to use ordering kiosks made by EMN8 that keep track of a customer’s preferences for the next time they come.

At Vapiano, a chain of 70 Italian restaurants that’s headquartered in Germany, patrons get data cards they can bring to separate stations and tap to record prices as chefs make personalized pasta, salad, pizza,or drinks. The hostess scans the data card to charge people as they leave.

Gregor Gerlach, president and founder of Vapiano, says the biggest challenge using tablets in restaurants is troubleshooting. Restaurants are packed with tech-savvy employees who can quickly fix computer malfunctions.

Years ago, Burger King tried EMN8′s kiosks and didn’t view the technology as worth the investment, says Jonathan Fitzpatrick, Burger King’s chief brand operations officer. Burger King is now using EMN8′s mobile and online ordering system to test home delivery in Washington, D.C.

Then there’s the issue of the customers themselves, who may be tempted to steal tablets or may claim they lost the data card storing their bill. “Restaurants are figuring these things out, and it will take some time before it really works,” Gerlach says.

At Santorini on a recent weeknight, a pair of friends played a quiz game on the tablet to pass the time before their food arrived. Nearby, though, a family ordered off laminated menus, ignoring the flashing “ORDER HERE” on the tabletop tablet.

Impatience and curiosity will win over most diners, Suri says. Once they see how easy it is to get the food and get out the door, people will want to use Presto.

“Everyone asks why we want waiters to lose their jobs, but it’s not about that,” Suri says. “It’s just about creating the best experience, and this is the right thing for the customer.”

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¿QUÉ MOTIVA MÁS A LOS TRABAJADORES? Algunos datos estadísticos como para reflexionar..

En la semana de los trabajadores..  Datos y reflexión sobre qué es lo que los motiva más.

En la encuesta realizada durante los meses de febrero y marzo, preguntaba cuál de los siguientes aspectos era más “motivador” para los empleados: las recompensas atractivas, el sueldo por encima de la media o el reconocimiento de los empleados.
Los resultados fueron los siguientes:
41% recompensas atractivas.
27% sueldo por encima de la media.
32% reconocimiento de los superiores.
Más allá de los datos estadísticos fríos, en donde lo que más motivaría son las recompensas atractivas, y más allá de qué tan “válida” sea la encuesta en tanto al tamaño de la muestra poblacional y representatividad (que son importantes), voy a realizar una lectura personal.
A más de a un 40% de la gente lo motiva “la promesa” empresarial.. No es un dato menor (y es una realidad) que tener una visión clara, comunicarla constantemente y retribuir con creces sobre objetivos intermedios cumplidos que vayan en dirección con esa visión es sumamente motivante..
Otra lectura que hago es que a 1/3 de la población le alcanza con que le reconozcan  su trabajo  para sentirse motivado.. y solo a poco más de la cuarta parte le parece que la motivación principalmente se da por tener un salario por encima de la media… Seguir leyendo “¿QUÉ MOTIVA MÁS A LOS TRABAJADORES? Algunos datos estadísticos como para reflexionar..”

Tenemos Ventajas En Sudamérica En Los Negocios por Internet.

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Hola como estás te saluda Miguel Araujo mi último post se tituló ¿Tu Multinivel es un Activo o un Pasivo? si no lo has leido te recomiendo que lo hagas.
En este nuevo artículo te quiero compartir algo que hace unos meses que estoy en mi país e estado analizando, ya que si no lo sabias viví muchos años en los EE UU pero me regrese a mi país natal Ecuador que es donde estoy trabajando al 100% en los Negocios por Internet.
Volviendo al tema del porque te digo en mi título que tenemos ventaja en Sur América en los Negocios por Internet y también en Centro América ya que según estoy informado es más o menos la misma economía y los sueldos no se comparan con los países como EE UU, España por nombrar algunos.
Pero porque te digo que nosotros tenemos ventajas en los Negocios por Internet por lo mismo que te mencioné ”por la economía”, en mi país Ecuador el sueldo mínimo es de $280 dólares al mes, y en EE UU se gana como mínimo unos $1200 dólares al mes, como verás la diferencia es bastante grande.
Y ahora porque te digo que tenemos ventaja si en EE UU se gana el triple que en Ecuador, te digo que tenemos ventajas porque con $280 dólares al mes puedes vivir en Ecuador.
Es mucho más fácil ganarnos en los Negocios por Internet 280 dólares que ganarnos $1200 si me entiendes?
Ósea que podemos vivir de los Negocios por Internet mucho más rápido que en países grandes donde los sueldos son mucho más abultados por así decirlo, pero que así como ganas todo es caro y no podrías vivir con 280 dólares al mes en un país como EE UU porque no te alcanzaría ni para pagar la renta.
Te pongo otro ejemplo rápido en mi país compras un almuerzo todavía con $1.50 dólares, pero en EE UU un almuerzo está por los 12 o 15 dólares, si vez la diferencia y porqué te digo que tenemos ventaja en Sudamérica y Centro América en los Negocios por Internet.
Tenemos una Mentalidad Equivocada de lo que es Vivir al 100% de los Negocios por Internet.
Muchos emprendedores tienen en la mente algo que no está bien, piensan que vivir al 100% de los Negocios por Internet es tener una Mansión, Carros, yates etc. Ya que eso es lo que muchos venden como imagen, pero pocos lo tienen.
Si piensas eso déjame decirte que estás equivocado, no digo que no haya personas que tengan todo eso y más, pero para vivir al 100% de los Negocios por Internet lo que necesitas es un sueldo básico que te permita vivir en tu casa al 100%, ósea en mi país generar todos los meses $280 dólares.
Hay países en sur América y Centro América que ganan mucho menos que esos $280 dólares al mes, lo digo porque en mi país hay muchos inmigrantes que vienen a vivir a Ecuador porque el sueldo les parece bueno, así que si te encuentras en un país donde el sueldo que necesitas para vivir al 100% de los Negocios por Internet es menos tienes aún mucha más ventaja para lograr ese objetivo.
Cabe recalcar que siempre hay que superarnos, una vez que alcancemos el sueldo que necesitamos para estar en casa trabajando y te repito trabajando porque si no trabajas en Los Negocios por Internet nunca vas a lograr ganarte un dólar y como te decía una vez que alcances ese sueldo, necesitas comenzarlo a superar poco a poco y así lograr tener lo que siempre has querido tener, pero primero lo primero.
Vivir al 100% de los Negocios en Internet no quiere decir ser millonario, quiere decir que tienes lo suficiente para poder estar en tu casa y generar el dinero que necesitas para vivir junto a tu familia mientras trabajas desde casa.
Así que si no lo haz logrado aún comienza ya a trabajar para que así puedas vivir al 100% de los Negocios por Internet.

Leer Mas:
Under Creative Commons License: Attribution

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The 5 Easy Steps To Measure Your Social Media Campaigns

If you’re using social media, you should be measuring it. But don’t measure just for the sake of having metrics. Instead, measure your social activities so that you can learn what’s successful, what isn’t, and how you can improve.

In this post we will help you get started with social media measurement for your organization by addressing these questions:

  • How do you know if your social media activities are effective?
  • How do you decide what metrics you should be monitoring?
  • How do you calculate those metrics?
  • How do you interpret the numbers once you have them?

The Two Types of Social Media Measurement

The two types of social media measurement are:

  1. Ongoing Analytics – Ongoing monitoring that tracks activity over time
  2. Campaign-Focused Metrics – Campaign or event analytics with a clear beginning and end

Ongoing analytics are necessary for keeping up with the overall pulse of general conversation about your brand and company. Once your brand tracking is set up, you can just let it run and check in regularly to see how everything is going.

Campaign-focused metrics, on the other hand, help you understand the impact of targeted marketing initiatives and will vary from campaign to campaign, depending on your goals for each. An effective social media measurement program will likely include both ongoing and campaign-specific measurement.

Let’s Start With An Example

Let’s say you work at a large consumer products company and are about to launch a new diaper brand. To accompany the big advertising and marketing push, you want to sponsor a one-hour Twitter party where parents and caregivers can discuss raising children, focused on issues around diapering and potty training.

You’ve picked out a unique hashtag, contracted with an influential Twitterer who will pose questions and lead the conversation. You’re ready to go. But now you need to make sure you’re measuring this conversation so you can learn – and later tell your boss – how effective the chat was.


Step 1: Determine Your Social Goals

Before you jump into measuring every single tweet, photo and Facebook comment posted about your brand, first think about your goals with social media. What are you trying to accomplish or gain through these social channels? And which channels are most relevant to those goals?

The first step in your measurement plan should be to generate a list of what you’re trying to achieve from your social media efforts. Social media can serve a variety of purposes, from broadcasting news and information, to answering customer questions and engaging with a community. What is your company trying to accomplish?


You’ve probably already started interacting on social media sites like Facebook, Twitter, Tumblr, Pinterest, YouTube, and Instagram, depending on the type of information and the format of the content you’re sharing. You’ve probably also considered the audience you want to reach and the tools they’re using. So the next step is to think about what you want your audience to do with your content on these channels. Are you trying to get them to read, share, reply, click, purchase, engage? List out all your business goals for social media.

For our Twitter chat example, our goals are probably two-fold: Seguir leyendo “The 5 Easy Steps To Measure Your Social Media Campaigns”

Advertising: The trust Factor

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The digital advertising equation is outlined in the Nielsen graph below. The Global Trust in Advertising survey released this month (summary on Nielsen site and PDF here) underlines one key finding: For the vast majority of digital users, trust lies first and foremost in recommendations and opinions from their peers. As for the bulk of formats found on web sites or on mobile (such as various flavors of display advertising), they fall to the bottom of the chart. Nielsen’s study, based on 26,000 respondents in 56 countries, was conducted in Q3 2011.
Here are the expanded results (click to enlarge):

By themselves, these figures provide the perfect explanation for the current state of the advertising industry and, more specifically, for the digital ads segment.
Then, superimposing the ad revenue structure of most news medias companies would show an alarmingly symmetry: these businesses derive most of their revenue, allocate most of their effort to the least trusted ad vectors: display banners of various forms (on web, mobile or social), online video ads, etc.
The survey also provides a grim view of what people trust: they put more of their faith in a branded website (58% positive), a brand sponsorship (47%) ad, or even a product placement in a TV series (40%) than in a display ad on a website or on mobile (33% each)!
Even worse is the general distrust of advertising: on this list of 19 ad vectors, only 5 are are trusted by 50% of the respondents.
Let’s focus on a few items:
Recommendation from people I know: Trusted: 92% Not Trusted: 8%
Consumer opinions posted online: Trusted: 70% Not Trusted: 30%
Problem is: traditional medias don’t own these two segments. Social networks and consumer websites do. It’s a key Facebook’s strength to have people engage in conversations around brands and products. (IMO: a pathetic waste of time). Interestingly enough, the social network environment doesn’t boost the despised banners that much: When served on a social network, banners gain a mere 3 percentage points (at 36%) against a plain website or a mobile context. This must be a matter of concern for Facebook’s revenue stream: its unparalleled ability to pinpoint a target doesn’t raise the level of trust.
Editorial content such as newspaper articles. Trusted: 58%, Not trusted: 42%
Not surprising, but worth a bit more thought. It pertains to the level of trust readers put in the medium of their choice — carbon or bits. As expected, a fair and balanced product review written by a non-corrupted journalist (every word in the sentence counts) will be trusted. That’s what I call the Consumer Reports syndrome. This organization deploys 100+ professionals testers — and no ads beyond the ones for its own paid-for services and extra publications. Among its enviable base of 7 million subscribers, half pay $6.95 a month (or, a much better deal, $30 dollars a year) to access — this is good ARPU compared to other digital medias who only make a few bucks per year and per viewer in advertising revenue.
What does this mean for online outlets? They should consider beefing up the volume of product reviews, while preserving the reliability of their coverage. This also raises the question of the separation between journalism, advertorial and plain advertising. By no means should a publisher accept blurring the lines: beneficial on the short term but damaging on the long run. Having said this, when I see a growing number of anglo-saxons magazines making big money from high quality advertorials, I tend to believe online medias should consider sections of their websites or applications harboring such content. But two requirements need to be met: (again) no confusion whatsoever; and editorial standards for what will indeed carry commercial content, but in a well-designed, informative, visually attractive package. One important point to keep in mind: this type of service is typically out of reach for a Facebook, a Google or a Microsoft. But moving in such a direction requires unified thinking between publishers, the sales house (and the ad agencies they are dealing with) and the editorial team. A long way to go.
Ads served in search engine results: Trusted: 40% Untrusted: 60%
Speaking of Google, here’s another interesting finding in the Nielsen survey: by and large, readers doesn’t trust search ads. To many viewers, text ads popping up on pages, on YouTube video or on emails, are seen as intrusive and irrelevant (to say the least: look at this hilarious site featuring inappropriate ad placements.) Still, search ads account for about 60% of online ad revenues. Why? Essentially because it provides a cheap, convenient, and totally disintermediated way of promoting a product. On this count, Google makes no mystery of its intention to vaporize the advertising middleman thanks to its superior technology.
The digital advertising party is just warming up. The business will continue its ongoing transformation. Currently, digital accounts for 16% of the global ad spending. It is likely to gain 10 more percentage points over the next five years. Not all markets nor products carry the same potential: According to the Financial Times, Unilever currently spends 35% of its US budget on digital, compared with 25% in Europe and only 4% in India. For news medias, the opportunity is that brands and agencies are still searching for the right formula. Brands face an incredibly complex challenge as they have to play with many dials at the same time: traditional ads, digital, web, mobile, apps, social, behavioral. And all are tightly intertwined, creating flurries of new metrics: ROI naturally, but also engagement, sentiment, feelings.
Like elsewhere in the digital world, the most successful players will be the genuine tinkerers. Software giant Adobe is said to spent 20% of its digital budget on experimental campaigns. They test, measure, adjust and iterate.
It is up to digital medias to go from passive to active in the quest for the right model. Their economics depend on it.

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El organismo imposible

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Barcelona. (Redacción).- Un grupo de expertos de la Universidad de Oslo han descubierto un organismo unicelular imposible que no se puede clasificar dentro de ninguna de las ramas conocidas de la vida: animal, vegetal, hongo, bacteria o alga.

La criatura, bautizada como Collodictyon, tiene su origen hace mil millones de años y reside en los fangos de Noruega. Consta de cuatro flagelos y mide de 30 a 50 micrómetros de largo. “Hemos encontrado una rama desconocida en el árbol de la vida que vive en este lago. ¡Es único!”, aseveró el investigador de la Universidad de Oslo Kamran Shalchian-Tabrizi. Los científicos creen que el descubrimiento puede arrojar luz sobre el aspecto de la vida en la Tierra hace cientos de millones de años.

El Collodictyon vive en el fango del pequeño lago As a 30 kilómetros al sur de Oslo. Se alimenta de algas y solo puede ser visto con un microscopio. Al igual que las plantas, hongos, algas y animales, incluidos los seres humanos, los Collodictyon son miembros de la familia eucariota que, a diferencia de la bacterias, poseen su material hereditario encerrado dentro de una doble membrana, la envoltura nuclear.

Los investigadores destacaron que la criatura, que tiende al canibalismo, ha estado allí varios millones de años y no lo habían visto, ni pensado en lo importante que era, y lo clasificaron como un nuevo género.

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Does Your Website Need a Mobile Makeover? 8 Tips To Improve Your Site’s UX

The world is rapidly going mobile, and if you haven’t already built a mobile version of your website yet, then your competition will gladly take care of that part for you…by taking your mobile visitors away from you.

Here’s a great example of how a “mobile makeover” can drastically change the experience for your mobile visitors. Just take a look:


Before and after mobile optimization. The difference is obvious.

Today we are going to go over some simple guidelines to ensure your website’s mobile experience is designed to please and convert!

1. Keep Your Mobile Site Simple, Consistent and Easily Navigable

Remember, mobile screens are much smaller to navigate than desktop and laptop screens so only give the essential information you need to make the user experience pleasant and clear. Too much information is distracting and frustrating to a viewer on such a small screen. Below are a few things to keep in mind:

  • Keep your page from being content heavy with extraneous information.
  • Prioritize the content that users need most.
  • Make sure the landing page is clean, clear and concise. Visitors can always click through buttons to access more information on a secondary page.
  • Keep important features and structure consistent across the entire site (menu options, back-to-home screen, etc.)
  • Lead your potential customer to the heart of the information, making a clear path to the action you want visitors to complete (buy now, rsvp, download, submit, visit etc.)
  • Make sure to use as few form fields as possible (no more than 6) to keep the page neat and streamline.
  • If your site is on the complex side, make sure to include a search bar for easy navigation.


2. Provide an Easy Scroll Experience Seguir leyendo “Does Your Website Need a Mobile Makeover? 8 Tips To Improve Your Site’s UX”

Cinco grandes engaños relacionados con Facebook

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En las últimas semanas, Facebook fue protagonista de varias noticias relacionadas con trampas destinadas a obtener nuestros datos y/o dinero por medio de aplicaciones y sitios web maliciosos, en especial los que prometen añadir un nuevo botón o decirnos quién visitó nuestro perfil.

Si bien hubo muchas actividades similares en toda la historia de Internet, estas toman más relevancia en las redes sociales, debido a la gran viralidad y la posibilidad de simular recomendaciones de amigos.

Por eso, con la idea de estar alerta y derribar algunos de los mitos que rodean este mundo, preparamos una lista de cinco grandes engaños que afectaron a un porcentaje importante de usuarios del sitio de Mark Zuckerberg:

¿Quién visitó tu perfil?
La propia red social lo repitió hasta el hartazgo: no podemos saber quiénes visitaron nuestros perfiles. Pero la curiosidad puede más que la precaución y muchos se dejaron llevar por aplicaciones y eventos que prometen revelar estos datos, aunque el objetivo real es hacer spam o lograr que completemos encuestas, dejando ingresos a su creador. Por si quedan dudas, las maneras de contar con esta característica serían instalar un código de seguimiento en el Muro (algo que no es posible), o que Facebook ofrezca los datos a través de sus APIs. De todas formas, es improbable que lo haga (al menos gratuitamente), porque pensaríamos dos veces antes de ingresar a un perfil y generaríamos menos actividades.

El botón No me gusta
Es una característica que muchos esperan y a mí me parece bastante lógica: si Facebook utiliza nuestros Me gusta para personalizar las noticias de la portada y generar las distintas recomendaciones, ¿por qué no implementar un No me gusta para hacer exactamente lo contrario? En los últimos días, aparecieron publicaciones en los perfiles de usuario indicando que “Facebook estrenó el botón No me gusta” pero que, para utilizarlo, es necesario autorizar el acceso a una aplicación. El detalle es que la misma no fue desarrollada por la red social, así que ni siquiera es posible que añada este tipo de enlaces a la interfaz. Un dato: si alguna vez se implementa, la veremos directamente en nuestras cuentas y será anunciada con bombos y platillos.

Trampas y regalos para juegos
Los juegos de Facebook son muy atractivos, por la posibilidad de efectuar ciertas actividades con nuestros amigos e, incluso, competir contra ellos. Pero también, muchas veces se convierten en la puerta de ingreso para intrusos y malware. Por lo general, se trata de extensiones o sitios web cuyo objetivo es hacer alguna trampa u otorgarnos regalos virtuales. Ojo: a veces cumplen con lo prometido, pero a cambio de ingresar nuestro usuario y contraseña (nunca, nunca, nunca lo hagan) o autorizar demasiados permisos por medio de OAuth. Para colmo, varias compañías están pendientes de esto y aplican sanciones. ¿No es más divertido seguir las reglas?

Fotos y vídeos impactantes
El morbo siempre vende y también genera viralidad. De vez en cuando, aparecen entre las publicaciones de los muros supuestos mensajes de amigos, que nos recomiendan ver fotografías y vídeos sobre situaciones extremas de gente en peligro o grandes tragedias. Pero cuando pulsamos sobre el enlace correspondiente, el contenido no es tal o, en el peor de los casos, se nos pide instalar un plugin que resulta ser malicioso. Esta situación fue investigada por las compañías de seguridad informática, sobre todo, a raíz de presuntas imágenes sobre la muerte de Bin Laden.

Cierre de cuentas inactivas
Imagino que más de uno habrá recibido estos mensajes: “reenvía este mail a más de diez amigos dentro de los próximos cinco minutos y tu ícono de Windows Live Messenger se volverá azul. Caso contrario, tu cuenta será cerrada”. Pues bien, esto también ocurrió en Facebook, con publicaciones donde se aseguraba que la compañía cerraría todas las cuentas inactivas por haber sobrepasado su capacidad. Al igual que en otros casos, la idea es activar una aplicación que busca obtener información o ingresos económicos. Un poco de sentido común nos indica que, con sólo iniciar sesión en la red social, ya le estamos diciendo que nuestra cuenta sí tiene actividad.

En caso de que hayan sufrido alguno de estos engaños, recuerden que siempre pueden eliminar toda aplicación extraña desde el apartado Configuración de privacidad. Si instalaron alguna extensión o programa, lo más conveniente es utilizar un antivirus actualizado para quitar todo elemento malicioso, así como cambiar la clave de Facebook. Y, en general, recuerden que es muy importante estar bien informados para no caer en engaños que pueden significar grandes dolores de cabeza.

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En Social Media no existen milagros solo esfuerzo trabajo y dedicacion – Puro Marketing

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Las Pequeñas y Medianas Empresas no están pasando por sus mejores momentos, tienen serias dificultades, en muchas ocasiones imposibilidad de obtener financiación y por si esto fuera poco, con la situación económica actual, vender se está convirtiendo cada día en un reto más complicado.

Esto está haciendo que muchas empresas entren de lleno en el Social media y las Redes Sociales, en muchas ocasiones muy mal asesoradas, con la falsa idea de vender a través de las mismas.

Estos malos asesoramientos, proceden de las mismas personas y organizaciones que sólo prometen conseguirte fans y más fans en muy corto periodo de tiempo, todo ello sin un análisis de la organización, sin identificar aquellos canales que encajan mejor con la empresa y sin un plan previo.

Estar en redes sociales no es tener un perfil abierto para utilizarlo bombardeando con Spam, estar en redes sociales es mucho más, implica un nuevo concepto de empresa, crear comunidad, socializarse, ser trasparente, escuchar, etc, obteniendo así un feedback muy importante para nuestra organización.

Por lo tanto hay que desconfiar de aquellos que venden los Social media y redes sociales como un canal de venta por si mismas haciendo que la PYME se obsesione por su número de seguidores decepcionándose con el paso del tiempo porque sus resultados no sean los esperados.

Si por algo se tiene que obsesionar la empresa es por atender a su comunidad, crear conversación, compartir contenido de interés y así poco a poco será cada vez una marca más querida por sus muchos o pocos seguidores.

Para ello será necesario contar con un profesional interno con capacidades comunicativa que pueda dinamizar estos canales, crear conversación, transmitir una imagen fiel de la organización así como sus valores y que sepa escuchar y transmitir internamente aquello que acontezca en las redes sociales.

Antes de lanzarte con tu marca a las redes sociales asesórate por buenos profesionales, fórmate, realiza un plan para tu presencia en estos canales con unos objetivos coherentes y sensatos y por supuesto desconfía de los “milagros” que traten de venderte, puesto que sólo alcanzaras tus objetivos a base de esfuerzo, trabajo y dedicación.

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La experiencia de tener que transformarse en un líder motivador

te invitamos a que veas, no importa si te gusta o no el rugby, este video de Agustín Pichot, y la experiencia de tener que transformarse en un líder motivador entre otras perlitas. Esta charla la dió en TEDex Buenos Aires. Vale la pena…