consumerization

Silverpop's new Share-to-Social feature allows marketers to quickly turn emails into socially-enabled viral messages. With a click, marketers can place links within an email allowing recipients to easily post the message to their profile page on Facebook or MySpace, where friends can see the message, make comments and even post the email on their own profile pages.

One of our emails was posted on 50 different social network profile pages. That kind of customer endorsement turns our email 'push' marketing into a powerful 'pull' campaign."

And Silverpop's enhanced reporting capabilities enable marketers to identify which of their email messages have gone viral, allowing them to track message activity at a granular level and target future messages based on that information.

NPR also plans to overhaul its Web site and expand the tools for sharing its programs elsewhere over the next few months. And it is working to increase the flexibility of its popular "podcasts," audio downloads that have tripled in usage over the past two years.These digital initiatives are aimed at capturing and retaining audiences _ particularly younger people who aren't habitual radio listeners but who represent the future for fundraising at NPR's member stations.

The Wall Street Journal is hoping to gain readers by renovating its Web site to include certain features from social networking sites. In it’s first major revision since 2002, WSJ.com’s new “Journal Community” will allow paid subscribers to create their own profile page with their interests, hobbies and photos.

The site will also be changed so that nonpaying visitors can navigate and identify free, ad-supported content.

Members of the Journal community will be able to comment on stories, create discussion groups and ask for business advice.

Big-screen TV shoppers facing a mystifying array of models and technical jargon now can bring along a friend while shopping at CircuitCity.com. New social networking tools and ratings resources on the site enable visitors to chat with others and review magazine articles rating TVs and other electronics gear.A social media platform from Pluck Corp. also enables visitors to connect online with company product specialists for advice on tricky purchases, such as high-definition TVs, digital cameras and personal computers.

ut, Weiss said, “We’re hoping to catch up and replace [About] in as many categories as we can.” He also said Quamut offers publishers opportunities to revive backlist titles through licensing deals. The company has purchased content from Globe Pequot on fly fishing and from TFH Publications on pet care.

About, said its writers are “journalists and professionals.” The company trusts its writers to post content before it is reviewed by About’s editorial staff. Health information is the exception; a medical review board examines content before it is published. But everything else is created on a “publish-first model,” said Daecher, with writers “fact-checking themselves.”

Christopher Reggio, book publisher at TFH, said Quamut initiated the licensing deal. TFH created some content exclusively for Quamut, while other material came from its existing titles. It has already supplied Quamut with 50 articles and is in the process of providing 50 more. Now that the site has officially launched, Reggio is hoping that links to other TFH books for sale at BN.com will result in book sales. Weiss expects Quamut to drive traffic to BN.com and to boost book sales.

Quamut is the latest brand to capitalize on what company executives said is a growing disinclination among Web users for amateur how-to advice. Whether that distaste can support a departure from Barnes & Noble’s core business is a question investors will be considering.

Quamut differentiates itself from the long list of how-to sites like eHow, HowStuffWorks.com and, to a lesser degree, About.com (which is owned by The New York Times Company), with a somewhat novel twist: selling downloadable documents of its otherwise free conten

This is far from the first online publishing initiative for Barnes & Noble, Mr. Weiss said. Among other efforts, the company in 2001 bought SparkNotes, an online study guide series, and helped oversee the expansion of that business into a wide range of topics. It also began printing and selling the guides in its stores

A project contains a collection of competitors, and can represent the different products or services your company may offer. Many companies only have one project, but if your company offers products or services in different markets, using multiple projects may make sense.

As one anxious CEO told his staff at a meeting last Thursday: “The future of the way people consume information, the way people socialise and connect, is going to change a lot more in the next ten years even than in the last ten. How you find information, how you consume it, how you share it and connect with your friends... dramatic changes.” That agitated CEO, by the way, was Steve Ballmer, of Microsoft, which to date has thrown a $10 billion investment at its internet operations without turning a profit. True, his firm's own record on monopolistic abuse of power is pretty colourful, and its cash pile of an estimated $40 billion hardly makes it a minnow.

And for more commercial sites and social networking platforms, delivery of professional content, editing of user generated content and responding to the needs of the users generally involves the employment of staff for those roles. Further, the ongoing bug fixing and continuing development of functional components that improve the accessibility and accuracy of information presented is an ongoing cost - and a large one.

As usual, IBM is absolutely right in its observations, but eons late to the dance in Internet 2.0 terms. At this point, IBM is telling us that the earth orbits the sun, and not the other way around. And IBM will never catch up. I've said this before. All IBM will ever do is bolt collaboration tools onto their preexisting application suites--a clunky approach for which absolutely no one will have patience. What surprises me about Swisher and Perez is that they seem to buy into the idea that enterprise users will wait for the grumpy IT departments. Swisher writes: Still security and scaling issues remain paramount and startups that have pioneered these apps in the consumer space might lose business to big copycats like IBM and Microsoft. Puleease! Big copycats like IBM and Microsoft have been pouring out the same old blather about security and scaling while line-of-business chiefs are turning to their young hires and saying, "hey, how much is of those open source wiki things going to run me, and how fast can we set it up?"

Learning to talk out rather than act out our emotions is what separates human beings from the animal kingdom. It is a gift of the prefrontal cortex, that thinking part of our brain that was added, late in our evolution, to our "animal" or "reptilian" brain. The cortex allows us to think, hope and dream....to feel our most primitive feelings and translate them into words, music, poetry or plays. It's part of our power of reasoning.

Crowdsourcing is a concept that encourages organizations to access ideas and expertise from an untapped knowledge base that often includes customers. The survey was conducted among MENG members in December of 2007 in order to gauge the opinions and experiences of its members regarding this topic. The majority of the members who responded to the survey were Chief Marketing Officers and VPs of Marketing.

Of particular interest is the way that these marketing executives view the effectiveness of crowdsourcing relative to internal R&D staffs for new product and service development. Sixty-two percent of executives surveyed rated crowdsourcing and consumer collaboration as an effective or highly effective approach to new product and service development, while only 11 percent more rated an internal R&D staff this way. This is a stunning development in the way executives consider approaching R&D. Additionally, 63 percent rated employee ideas and contributions as effective or highly effective, while 60 percent did the same for sourcing ideas from functional experts accessible from business and knowledge networks. Rated lowest was the use of traditional consulting and professional services firms (54 percent).

This blurring of business and consumer focused applications is called “consumerization” by technology research firms such as Gartner and executives at companies such as Microsoft. Consumerization posits that consumer technologies — including social networking tools, user generated content and wikis (web-based software that allows people to create content collaboratively) — are being increasingly adopted by corporate America

Experts at Wharton agree that consumer technology has been going corporate in recent years. Underlying this emerging trend are young and tech-savvy workers — called “digital natives”

conundrum to the traditional corporate technology department. Previously, companies dictated what software and hardware were used for work purposes. Today, choosing technology is becoming increasingly democratic as workers get more of a say