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raheel naqvi

Web Strategy by Jeremiah Owyang | Social Media, Web Marketing - 0 views

  • 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.
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  • What did we find?
  • Information needs to be sorted around people, not content
  • [MicroMeme: A conversation with your immediate network about what they think is the most important]
  • First, we vetted the 100 vendors to submit to a vendor product catalog, over 50 submitted which we used the data to pair down who were appropriate for the Wave report. Hands-on lab evaluations: I spent up to 6 hours with each vendor in a windowless room to evaluate their product live using common customer scenarios. I grilled the executive team, and discussed their strengths and weaknesses. Product demos. We asked vendors to conduct demonstrations of their products’ functionality. We used findings from these product demos to validate details of each vendor’s product capabilities. Customer reference calls. To validate product and vendor qualifications, Forrester also conducted reference calls with up to three of each vendor’s current customers for a total of up to 27 customer calls. We collected hundreds of screenshots, presentations, samples, reports and all of this information was entered in a multi-tab spreadsheet that accounts for thousands of cells, scoring, and detailed explanations which clients can use to toggle up and down specific needs as in some cases, specific feature needs may need to be highlighted over others. In the bottom links, I’ve made my research process very transparent, and have indicate the other three other blog posts documenting this laborious research effort.
  • Related Resources I’ll be updating this section as I see interesting voices from media, vendors, brands and customers. Read Write Web: Report: Community Platforms Market Led by Jive Software and Telligent Leverage Software CEO Mike Walsh (and other vendors) have responded in the comments Josh Bernoff: Picking a community vendor? We’ve evaluated a bunch . . . Tom Humbarger: Questions if these vendors are eating their own dog food read Walking the “Social Media Walk” Telligent’s corporate blog chimes in and makes the report available for you. Read more about this Wave Research project: Part 1: Starting the Wave Part 2: Data Collection Process Part 3: The Analysis Process Part 4: Announcing the Wave, the final report
  • Friendfeed is an example of the trend the web is headed: content sorted by people, not by topic.
raheel naqvi

PERSONALIZE MEDIA» Conference Cross Media Featured Articles Interactivity Med... - 0 views

  • 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?”
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  • A few of the academic presenters talked about the environment the perceived participation exists in.
raheel naqvi

The Financial Services Club's Blog: Mobile social money, the final frontier? - 0 views

  • 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.
raheel naqvi

Havas Media Lab - 0 views

  • The arrival of sustainable sustainability?
  • A little late I know, but just before the end of the year, we were fortunate enough to be a part of the Sustainable Life Media conference in Miami.  As is often the case, the event was full of interesting people extolling the virtues of more sustainable practices - from large MNC’s such as J&J through to some fantastically nimble social start-ups. But more than that, there was a real sense of change in the air. A sense that for the first time we were looking at making businesses sustainable, rather than bringing sustainability into business. In other words, for the first time I sensed that sustainability was being recognised as a key piece of DNA architecture for business, rather than some fan-fared adjunct.The ramifications of this are profound: for a start, this is what Peter Salmon from Moxie (who I had the pleasure to share a plenary session with) has labelled Sustainability 2.0. Or even 3.0. It also suggests an exciting trend that sees sustainability becoming near-impossible to focus on within the firm. That is not to say that it is absent, but rather just invisible.  Or rather, inherent. We are constantly hearing clients and colleagues citing an economic downturn as the worst possible time to embark on initiatives under the sustainability banner. But to make this criticism is to make the mistake that sustainability remains an annexe to the firm - an incidental anecdote to be told when appropriate.
  • This is most certainly wrong; instead, sustainability offers the best chance for firms to remain in business, as they redefine boundaries of influence and re-stock reserves of trust.This sounds absurd, but for too long, I really do not think the majority of firms have actually viewed sustainability as being linked in any way to their…..well, sustainability. And as such, it has been a nice-to-have appendage.So maybe this is now changing? Maybe Sustainability 2.0 and the crushing re-evaluation of business in the current climate marks the arrival of sustainable sustainability?  Based on the clear exodus of freshly-empowered CMOs and CEOs from large MNCs at the Miami conference, keen to demonstrate their new-found independence via boutique consulting efforts and old business cards with biro’d new titles and cell phone numbers, it seems so. Which also means sustainability could be finally becoming less about guilt, burden and ‘doing what’s right’ and much more about opportunity, energy and doing what’s exciting. Which would be very exciting indeed.G  
raheel naqvi

9 Technologies to Watch & Get Involved With in 2009 | Elance - 0 views

  • 9 Technologies to Watch & Get Involved With in 2009
  • 1. All Social Media is Now Mainstream
  • 2. Twitter Means Business
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  • 3. Corporations Using Online Conversations
  • 4. iPhone applications
  • 5. Crowdsourcing
  • 6. Direct Mail Makes a Comeback
  • 7. Podcasting: Anyone Can Do It
  • 8. Your Web Page on Every Device
  • 9. Cyber Sabbath
raheel naqvi

Social Media Strategery - 0 views

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    strategery "steve radick" boozallen blog strategy socialmedia
raheel naqvi

How Strategic Imagination Happens - Umair Haque - HarvardBusiness.org - 0 views

  • 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.
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  • Strategy isn't written in stone. Rather strategy is built upon a given set of economics - at the simplest level, a set of payoffs.
  • Today's economics are in shock - numerous shocks are rolling across the global economic landscape.
  • As economics changes, so must strategy. What was "strategic" yesterday is less and less strategic today.
  • And that requires us to have strategic imagination: to be able to imagine fundamentally new possibilities for truly strategic behaviour.
  • Now, that's hard work. Very few companies are able to tap - let alone master - strategic imagination.
  • Why not? Strategic imagination is tremendously difficult because it requires us to put aside yesterday's tired assumptions and orthodoxies, and begin to actively rethink from scratch the way value can be, should be, must be, will be created.
  • The surest, most lethal killer of strategic imagination is being reined in by orthodoxy: thinking that tomorrow must be like yesterday.
  • Here are a few examples of strategic imagination:
  • It was naïve for Apple to think that it could make a better mobile phone from scratch - and that a simple phone could redesign the rotting mobile value chain - or so Nokia and Sony Ericsson thought. It was naïve for Tata to believe that a car affordable for the world's poor could ever be designed, let alone produced - or so Detroit thought. It was naïve for Google to focus on doing no evil before focusing on revenue and profitability - or so Big Media thought. It was naïve for P&G to open up, and explore radical new modes of interaction, instead of pursuing orthodox advantage by staying closed - or so Wal-Mart thought. It was naïve for H&M and Zara to imagine that cheap clothes could be hyperfashionable - more fashionable than couture - or so the Gap thought. What do these examples have in common? They're examples of strategic imagination that required firms to be naïve: to start from scratch, to see, in Technicolor, a better world not constrained by today's stifling and suffocating status quo. Ratan Tata, in the article above, talks about a "leap of faith". That's the next stage of strategic imagination: being able to see and then believe in a vastly different, radically better future - and not being limited to seeing and believing in a grainy, washed-out future that seems depressingly inevitable.
  • But taking leaps of faith is exactly what orthodox firms are built not to do.
  • The edgeconomy demands firms explode their capacity for strategic imagination.
  • That's why only a single player on that list is an orthodox incumbent - P&G: the rest are new entrants, or lateral entrants.
  • Another example. I've been talking about artificial scarcity quite a bit. Here's JP Rangaswami discussing responding to artificial scarcity with artificial abundance. Now that's the beginnings of strategic imagination.
  • Edge strategy isn't for incrementalists. Those who think games built for an industrial era are still the only ones worth playing need not apply.
  • Rather, it takes a profound appetite for revolution: a profound ability to let go of yesterday's stale, tired, and thoroughly toxic orthodoxies - to explode the shrunken, stunted strategic imagination the industrial-era firm suffers from.
raheel naqvi

Social Networking Consultants wanted... | Econsultancy - 0 views

  • from my experience most social media consultancies are a waste of time, money and effort - a disproportionate amount of effort is placed on marketing (esp branding). most of the real strategic value in this medium is beyond purely the marketing function, and needs attention at a the central organizing function of the business. many of "social marketers" are far too obsessed with measuring brand. this is a BIG distraction imo. the interactive agencies lack the business rigor and corp strategy competency. SM is growing up - should be focusing instead, on achieving whole new levels of value. real step function increases.  a tip paul - my advise would be to pick a real GROWN UP innovation strategy firm. It's that important. It's not about selling the same old stuff, in a new way, but focusing further up the value chain. your precious contacts will thank you for it.
raheel naqvi

NESTA Connect: Webank | Are people replacing institutions? - 0 views

  • Webank | Are people replacing institutions?
  • Is the democratic and social nature of the internet changing the way we understand finance?
  • While in the past web-enabled innovation in the sector meant online banking and web-access to front-end customer services, there is today a growing set of organisations which remove banks and other institutions as intermediaries altogether.   Welcome to the world of peer-to-peer finance.
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  • Following NESTA's publication last month's of Attacking the Recession, Christian Alhert at Open Business and I are convening this event to explore the trends, opportunities and risks that these new web-enabled approaches provide. 
  • webank is on Wednesday 21st January at NESTA HQ and will be an unique opportunity to meet the companies pioneering in this area, explore their business models and debate the opportunities and issues this area faces.  The innovative companies presenting on the night will include Zopa, Kubera Money and Midpoint with debate speakers including Giles Andrews (MD, Zopa UK), James Gardner (Bankervision) and Umair Haque (Havas Media Lab). 
  • And from everyone at NESTA Connect...we wish you all the happiest of holidays!
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