- 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.”
El número de agencias que ha centrado o añadido a sus servicios la comunicación en medios digitales se ha multiplicado en los últimos años, a la vez que se ha incrementado enormemente la formación y la especialización de los profesionales del sector. Todo ello obliga a una mayor profesionalidad y compromiso en el desarrollo de sus actividades por parte de las agencias.
Al mismo tiempo y, en aras de conformar un marco de trabajo con unas reglas transparentes e inequívocas, es recomendable que, entre otras cosas, los anunciantes adquieran determinadas prácticas a la hora de contratar servicios de creatividad y estrategia digital a una agencia donde prime la ética.
Lo ideal es que una selección pueda resolverse a través de una adecuada presentación de credenciales y antecedentes, partiendo de la premisa que si la agencia realiza un trabajo eficaz para sus actuales clientes, sin duda puede repetir esa calidad de trabajo en otros casos.
Solo en el caso de que esto no fuera suficiente, la selección puede llegar hasta el análisis estratégico de un problema del anunciante y/o culminar con la presentación de ejemplos concretos de creatividad en diferentes medios, estrategia de medios, etc.
Se considerará como “Concurso creativo de Agencias” a cualquier invitación formulada a las agencias que requiera de las mismas, la presentación de cualquier tipo de propuesta que exceda de la mera presentación de antecedentes y credenciales.
A través del presente documento Interact Argentina detalla las características mínimas deseables para la correcta convocatoria de un concurso de creatividad digital.
Ante cualquier consulta pueden dirigirse a firstname.lastname@example.org
BUENAS PRÁCTICAS PARA LA CONVOCATORIA DE CONCURSOS >>>>> Continuar leyendo «Muy Buen Documento para Nosotros y para nuestros Clientes | Normas Eticas»
For example, one of your responsibilities as a new manager is helping the people on your team meet their individual career goals. While you’ve probably never had this discussion before, you should plan to have it as soon as possible. You’ll want to make sure you understand what each person is hoping to achieve, what they want out of their position, and how you can support them along the way.
I spoke with Deirdre Walsh, senior social media manager for Jive Software, about her experience as a first-time manager. Deirdre started managing a team of two in November 2011 and immediately focused on trying to understand her team and their career goals. She says, “If you start by understanding the career goals and plans for each person, it will help you make better decisions that will benefit the company and the individual.”
Congratulations on your promotion, by the way. As a new manager, you’re probably jazzed about the raise, the fancy new job title, and having an extra bit of authority within the organization. Considering your awesome work ethic, extensive experience, and great attitude, you earned it!