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All business models must be based on something that is legitimately scarce. Today, no matter how expensive it is to make, content will become freely available quickly. So much music is free that you cannot legitimately charge much for a song. So much film is free that you cannot charge much for a move. So much information is free, that you cannot charge much for it (Britannica). This is a reality - so you have to get over it and find another area that is legitimately scarce where you can find value. So where is it?

Jeremiah Owyang discusses how web tools and social media enable companies to connect with customers Forrester Wave Report: The Leaders in Community Platforms for Marketers (Part 4/4)

Key findings of the 9 vendors

First of all, this is still a very young market, with the average tenure of a company being just a few years in community. Despite the immaturity, we evaluated nine and were impressed with Jive Software and Telligent Systems who lead the pack because of their strong administrative and platform features and solution offerings.

How Strategic Imagination Happens

That's this: thinking differently about strategy is impossible - or, perhaps worse, that it's naïve.

Let's take a second to explore.

Mobile social money, the final frontier? In the final part of discussions of social networks, media, banking and money, I thought I would turn attention to the use of mobile devices as access media to these networks. Mobile usage in banking has grown to a crescendo in the past year, after bubbling away nicely since the turn of this century. This is in part down to the fact that the latest smartphones allow a bank to deploy fully functional internet banking services to mobile devices using the same platform as their main websites. In other words, it is now cost-effective and appropriate to do this. However, the challenge with mobile finance is that we tend to discuss mobiles as one homogenous group of devices when: (a) there are many devices; and (b) the use of mobile devices to access financial services are not homogenous. Let’s look at (a) first.

Internet Banking: 2010 and beyond I’ve been reading a range of articles about the next generation internet, or the semantic web as it is called by those in the trade. Semantic is a method of looking for the meaning and relationships between things, and the semantic web effectively moves us away from files and downloads to databases and integration. In practice, this means that rather than going on to the internet to pull things out and push emails and files around, the internet continually monitors you and your tastes and finds things to push at you which match your electronic lifestyle. In other words, it makes everything online much more relevant to you as an individual, and moves us away from having to search because the semantic web will find for you. Take the way we use Google today. When you go into Google and search, it is very rare that you find what you want straight away. In fact, you often have to crawl through screen after screen, and change searches three or four times to even come close. The semantic web overcomes these difficulties because you will not have to search. The semantic web knows you and finds for you. It knows you work for a bank or technology firm, and therefore knows that when you say ‘payments’ you mean it in a professional sense, not a generic sense. Therefore it senses the most relevant things to the way you search and your profile of usual interests.

Gary: “Am I participating in this conference by asking this question”,

The speaker then went onto to say academics have to draw a line in the sand between involvement those who may change the title of a podcast they downloaded for example and those who submit truly original content. Afterwards I said why do you have to draw a line when we are talking about ‘degrees’ of participation? He said academics like defined lines and specificity to be able to hang theories on - yet none showed any kind of digram or quantification of those lines. So here is my ‘line’ in the sand stating that participation in society, politics, online social networks etc: is not either on or off it is a continuum of degrees of influence. It is an analog and not a digital 0 or 1 as the academics represented seem to propose.

Gary: “Then why are those who comment, rate, share, recommend, mash-up not considered participants in online social networks?”

Technology is a key for banking in 2009 I found a whole range of technology predictions for 2009.  One of the best general forecasts comes from Gartner, who say that the top ten technology areas to focus upon during an economic crisis are:1. Reduce headcount or freeze hiring2. Renegotiate with technology and service providers3. Curtail data center expansion, virtualize assets and lease them back4. Consolidate systems5. Outsource commodity6. Offshore outsource7. Investment shutdown8. Prioritize projects9. Mothball businesses and projects10. Change leadership and restructure IT teamsI agree with this list.In banking, it goes further.  In banking, technology is a critical part of the solution for the crisis, and technology also provides a way to avoid the crisis occurring again.  That is why I titled this as technology providing 'a key for banking in 2009'.Technology is the key. 

The next boom starts in ... 2014? I don't normally share or post my speeches - I prefer to just talk rather than read - but I wrote my speech last night for a dinner presentation and thought I would share with you a shorter version here.  The speech disappointed a few folks as it forecast two years of flat or negative growth to 2011, three years of slow growth to 2014, and then another boom period from 2014 onwards.  They wanted the boom forecast to be more like 2010 (a year away?) but hey, I could paint nice rosy pictures to make you all feel happy, but what the heck, I'd just be lying.

An introduction to personas and how to create them Written by Tina Calabria, published March 2nd, 2004 Categorised under: articles, intranets, usability & information architecture, websites Before embarking on any intranet or website design project, it is important to understand the needs of your users. It is then possible to identify the features and functionality that will make the intranet or website a success, and how the design can support users with different goals and levels of skill. There are many ways to identify the needs of users, such as usability testing, interviewing users, discussions with business stakeholders, and conducting surveys. However one technique that has grown in popularity and acceptance is the use of personas: the development of archetypal users to direct the vision and design of a web solution. This article explains what personas are, benefits of using personas, answers to common objections about personas, and practical steps towards creating them. It is meant as an introduction to personas, and provides enough information to start creating your own. If you want to know more, there are lots of resources available, particularly the work of Alan Cooper and colleagues at Cooper Interaction Design. Alan is credited with having created the first persona for software development purposes back in the early 1980s.

What are personas? Personas are archetypal users of an intranet or website that represent the needs of larger groups of users, in terms of their goals and personal characteristics. They act as ’stand-ins’ for real users and help guide decisions about functionality and design. Personas identify the user motivations, expectations and goals responsible for driving online behaviour, and bring users to life by giving them names, personalities and often a photo. Although personas are fictitious, they are based on knowledge of real users. Some form of user research is conducted before they are written to ensure they represent end users rather than the opinion of the person writing the personas. Below is a sample persona for an intranet project. This persona describes Bob, a 52 year old mechanic that works for a road service company. From Bob’s persona you can start to get a feel for his goals when using the new intranet. He wants to avoid feeling stupid, would like to retain his status as a mentor to his younger colleagues, whilst seeing the potential of the intranet to make him more informed when interacting with customers.