The Collaborative Economy:
Products, services, and market relationships have changed as sharing startups impact business models. To avoid disruption, companies must adopt the Collaborative Economy Value Chain.
Altimeter Research Theme: Digital Economies
June 4, 2013
Current State of Social Engagement Inside The Large Enterprise | Engagement @...Dachis Group
Established in 2009, the Social Business Council (SBC) is a member-driven peer forum of business professionals from large organizations that are engaged in an enterprise-wide social business initiative. Members share best practices, advice, encouragement and experiential insights regarding every aspect of social business transformation. The SBC includes industry representation from a variety of G2000 sectors.
The document discusses how user experience (UX) goes beyond usability to influence users' feelings which can lead to actions. It defines UX as how users feel when using a product, system or service. The key to optimizing UX is identifying the target users and understanding them via demographics, psychographics like whether they are "knowers", "thinkers" or "feelers", and creating content that speaks to their preferences through words, visuals and sounds. Examples of how various companies achieve good UX across different touchpoints like websites, stores, social media and more are provided.
Managing mobile devices proactively depends on more than the tools — such as mobile device management — that offer a “silver bullet” for the onslaught of mobile support requests. IT has two choices: 1) work to patch and fix by continually amending policies and myopic infrastructure or 2) establish a stance rooted in control over the devices in place today and those likely to be requested tomorrow and well into a multi-device, connected future.
Solving this problem and establishing control is an issue not only of the proper technology but key relationships across the organization, informed and enforceable policy, and a multi-part technology stack to operationalize said policy. We call this the mobile control plane, a complex but critical layer of support that serves as the foundation for enterprise mobile rollouts that’s lacking in most companies today.
The document discusses how new technologies are enabling the rise of ecosystems where organizations collaborate beyond traditional boundaries. Ecosystems involve complex webs of relationships across industries and sectors to create value. To succeed in this new environment, organizations will need to shift from focusing solely on themselves to taking an ecosystem-centric view that emphasizes openness, collaboration, and tapping analytics to provide seamless customer experiences. The rapid pace of technological change is increasing customer expectations around simplicity, personalization, and integration across channels. Companies that can harness data and forge new partnership models will be best positioned to meet these demands.
The document discusses the potential for on-demand customer service models to disrupt the customer service industry. Key points include:
1) Access economy companies like Uber and Airbnb have already transformed some industries, but it remains unclear how far these on-demand models can extend to other functions and sectors.
2) Those in customer service expect their work will transition to on-demand models within 3 years to remain competitive. However, current third-party customer service providers are uncertain about the potential impact.
3) Transitioning to on-demand will be challenging, as skills, processes, customer and management buy-in need to change, despite emerging technologies. Most companies are willing to make significant changes to adopt these
Pivotal Research Group LLC: Madison and wall 3 30-12Brian Crotty
Madison & Wall
A Recurring Review of Topics Affecting Advertising-Supported Media
March 30, 2012
Welcome to Pivotal Research’s “Madison & Wall”. The title refers to our work which
sits at the intersection between the advertising industry and the financial world. We
hope you’ll find these brief notes useful for their contrast to the hyperbole that
pervades much of the chatter at that location.
- Business consolidation has led many industries to be dominated by a few large companies focused on efficiency and cost-cutting over customer experience. This has resulted in brand commoditization as customers had few options and brands offered undifferentiated products and services.
- While consolidation aimed to achieve economies of scale, it often came at the expense of customers who received poor service as the lowest common denominator became the standard. Brands focused on market segmentation but still treated individuals as aggregates.
- New disruptive brands like Apple, Tesla, and Netflix have emerged to offer a better customer experience. While not all are equally large, together they are disrupting traditional industries and causing customers to reconsider their options. To remain competitive, established
2011 was the year of the mobile consumer. Smartphone and tablet penetration grew at a rapid pace and has fundamentally changed the way people live their daily lives and seek information. One of the largest areas of disruptions is in retail; shoppers are packing smartphones and tablets with retailer apps and using them to hunt for bargains, product information, and to find almost everything on their shopping list. The 2011 holiday shopping season witnessed the most aggressive use of mobile technologies by consumers and retailers to date. The problem was that not all retailers had a strategy in place to take advantage of this foreseeable trend.
Current State of Social Engagement Inside The Large Enterprise | Engagement @...Dachis Group
Established in 2009, the Social Business Council (SBC) is a member-driven peer forum of business professionals from large organizations that are engaged in an enterprise-wide social business initiative. Members share best practices, advice, encouragement and experiential insights regarding every aspect of social business transformation. The SBC includes industry representation from a variety of G2000 sectors.
The document discusses how user experience (UX) goes beyond usability to influence users' feelings which can lead to actions. It defines UX as how users feel when using a product, system or service. The key to optimizing UX is identifying the target users and understanding them via demographics, psychographics like whether they are "knowers", "thinkers" or "feelers", and creating content that speaks to their preferences through words, visuals and sounds. Examples of how various companies achieve good UX across different touchpoints like websites, stores, social media and more are provided.
Managing mobile devices proactively depends on more than the tools — such as mobile device management — that offer a “silver bullet” for the onslaught of mobile support requests. IT has two choices: 1) work to patch and fix by continually amending policies and myopic infrastructure or 2) establish a stance rooted in control over the devices in place today and those likely to be requested tomorrow and well into a multi-device, connected future.
Solving this problem and establishing control is an issue not only of the proper technology but key relationships across the organization, informed and enforceable policy, and a multi-part technology stack to operationalize said policy. We call this the mobile control plane, a complex but critical layer of support that serves as the foundation for enterprise mobile rollouts that’s lacking in most companies today.
The document discusses how new technologies are enabling the rise of ecosystems where organizations collaborate beyond traditional boundaries. Ecosystems involve complex webs of relationships across industries and sectors to create value. To succeed in this new environment, organizations will need to shift from focusing solely on themselves to taking an ecosystem-centric view that emphasizes openness, collaboration, and tapping analytics to provide seamless customer experiences. The rapid pace of technological change is increasing customer expectations around simplicity, personalization, and integration across channels. Companies that can harness data and forge new partnership models will be best positioned to meet these demands.
The document discusses the potential for on-demand customer service models to disrupt the customer service industry. Key points include:
1) Access economy companies like Uber and Airbnb have already transformed some industries, but it remains unclear how far these on-demand models can extend to other functions and sectors.
2) Those in customer service expect their work will transition to on-demand models within 3 years to remain competitive. However, current third-party customer service providers are uncertain about the potential impact.
3) Transitioning to on-demand will be challenging, as skills, processes, customer and management buy-in need to change, despite emerging technologies. Most companies are willing to make significant changes to adopt these
Pivotal Research Group LLC: Madison and wall 3 30-12Brian Crotty
Madison & Wall
A Recurring Review of Topics Affecting Advertising-Supported Media
March 30, 2012
Welcome to Pivotal Research’s “Madison & Wall”. The title refers to our work which
sits at the intersection between the advertising industry and the financial world. We
hope you’ll find these brief notes useful for their contrast to the hyperbole that
pervades much of the chatter at that location.
- Business consolidation has led many industries to be dominated by a few large companies focused on efficiency and cost-cutting over customer experience. This has resulted in brand commoditization as customers had few options and brands offered undifferentiated products and services.
- While consolidation aimed to achieve economies of scale, it often came at the expense of customers who received poor service as the lowest common denominator became the standard. Brands focused on market segmentation but still treated individuals as aggregates.
- New disruptive brands like Apple, Tesla, and Netflix have emerged to offer a better customer experience. While not all are equally large, together they are disrupting traditional industries and causing customers to reconsider their options. To remain competitive, established
2011 was the year of the mobile consumer. Smartphone and tablet penetration grew at a rapid pace and has fundamentally changed the way people live their daily lives and seek information. One of the largest areas of disruptions is in retail; shoppers are packing smartphones and tablets with retailer apps and using them to hunt for bargains, product information, and to find almost everything on their shopping list. The 2011 holiday shopping season witnessed the most aggressive use of mobile technologies by consumers and retailers to date. The problem was that not all retailers had a strategy in place to take advantage of this foreseeable trend.
Master thesis sdeg pieter van de glind - 3845494 - the consumer potential o...Pieter van de Glind
This document summarizes a master's thesis that studied collaborative consumption in Amsterdam. It used qualitative interviews and a large survey to identify motives for collaborative consumption and measure willingness among Amsterdam residents. The results found financial, social, and environmental motives. Over 80% of respondents were willing to participate in some form of collaborative consumption. Factors like income, age, and experience affected willingness. Despite limitations, the research provided valuable empirical evidence on collaborative consumption's consumer potential.
One-in-two mobile owners in the US owns a smartphone, and many more own tablets. As most of these same consumers adapt their personal lifestyle to be “mobile first,” they expect their employers to be there to meet them. With the growing number of personal mobile devices in the hands of users, as well as increasingly remote organizations , there’s a great opportunity for organizations to increase productivity of their employees by allowing the use of these personal devices. Taking this on seems daunting, as IT has less ability to enforce a single standard than ever before. Not taking action, however, and ignoring this trend risks exposing corporate data to public clouds with no visibility on the part of IT. Enforcing a single standard will do a lot to serve all users partially, but none particularly well. "Power to the People: Identify and Empower Your Workforce," the new report by Altimeter Group analyst Chris Silva explores how companies are deploying mobile strategies to meet the the specific needs of their employees and the organization at large.
Mayor and Executive Board of the Municipality of Amsterdam have agreed on the Action Plan on Sharing Economy and herewith gives space to the opportunities the sharing (or collaborative) economy offers to the city. Sharing economy is a broad concept, amongst other things it is about making more efficient use of goods, services and skills. By using online platforms, people can for example exchange, rent and borrow stuff from each other more easily. The consumer is at the centre and gets more affordable and easier access to services and goods. The Mayor and Executive Board want to stimulate the sharing economy where possible without losing sight of any excesses. Risks include an uneven playing field or a lack of social security. Thus the sharing economy is not a question of ban or authorize, but of monitor and seize opportunities where possible (March 2016).
Governing Sharing Cities | research | Lies van den Eijnden | June 2017shareNL
This master's thesis examines how nine European cities govern the sharing economy through a comparative case study. The thesis finds that cities frame the challenges and opportunities of the sharing economy differently based on their unique historical and political contexts. Additionally, cities govern the sharing economy using different policy actions due to variations in their multilevel governance capacities and interactions. As such, urban governance of the sharing economy is a path-dependent and place-specific process that results in cities taking diverse approaches.
Digital Influence is one of the hottest trends in social media, yet is largely misunderstood. "The Rise of Digital Influence," the new report by Altimeter Group Principal Analyst Brian Solis, is a 'how-to' guide for businesses to spark desirable effects and outcomes through social media influence. The report helps companies understand how influence spreads, and includes case studies in which brands partnered with vendors to recruit connected consumers for digital influence campaigns. Brian evaluates the offerings of 14 Influence vendors, organizing them by Reach, Resonance, and Relevance: the Three Pillars that make up the foundation for Digital Influence as defined in the report. Also included are an Influence Framework and an Influence Action Plan to help brands identify connected consumers and to define and measure strategic digital influence initiatives.
What factors determine the success of market-leaders in the sharing economy? ...Joe Bitter
This document provides a literature review for Joseph Bitter's dissertation on factors determining success in the sharing economy. It discusses key concepts like collaborative consumption and the importance of trust and reviews in building user networks. The literature review covers works by Rachel Botsman, Sangeet Choudary, and others analyzing the sharing economy and factors like scalability, venture capital funding, flexibility, and the threat of substitutes. While much has been written on these topics, the document notes that frameworks for identifying competitive threats and indicators of success in the sharing economy have been limited.
The document discusses several challenges facing the insurance industry, including the shift to digital and multichannel operations, digital transformation, maintaining a client-centric approach, and preventing commoditization. It argues that marketing has a key role to play in addressing these challenges by focusing on the client experience across channels, linking digital transformation to business strategy and objectives, generating visible value for clients, and developing attribution models to measure marketing's contribution to profitability. The document outlines how marketing and sales goals should be set and measured based on positioning, education, interaction, costs, income, and return in order to optimize marketing's contribution to business results.
Corporate America faces a crisis of public trust. Research shows that trust in businesses is at a 10-year low, yet corporations continue to increase spending on social responsibility and philanthropy. This disconnect between actions and reputation shows that restoring trust will require more than just increased donations - companies must focus on effectively managing their reputations through transparency and accountability. A strong reputation can constitute up to 90% of a company's market value, so repairing trust is critical for corporate America.
This report addresses the questions: What is native advertising and, by extension, what is it not? It also attempts to map and outline product offerings from the native advertising triumvirate: publishers, technology vendors, and social media platforms. What opportunities are inherent in this nascent form of digital marketing? And what are the inherent risks and pitfalls?
Porter's five forces model of competition has been criticized for not accounting for changes in today's dynamic business environment. Larry Downes proposed a new model with three forces - digitalization, globalization, and deregulation - that better analyze today's industries which are influenced by the internet, e-commerce, borderless commerce, and deregulated sectors. While Porter's model focused on microeconomics concepts, the new three force model aims to capture the transformational impacts of new technologies and global economic shifts that have disrupted entire industries.
McKinsey_Small Commercial Insurance_2016Sharmila Ray
The document discusses the small commercial insurance market in the United States. It notes that this market, which serves businesses with up to 100 employees and $100,000 in annual premiums, is a growing bright spot compared to other property and casualty insurance sectors. While the market is fragmented with no single carrier having more than 6% market share, the largest carriers are increasing their presence. The market is also being disrupted by changing customer behaviors and the rise of direct purchasing models, requiring carriers to improve targeting, value propositions, and customer-facing capabilities to succeed.
The document discusses predictions for 2018. Some key points:
1. Customer experience initiatives will plateau or decline for most companies, with 30% seeing further quality declines costing them a point of growth.
2. 20% of CEOs will fail to act on digital transformation, putting their firms at risk.
3. Talent shortages will widen the divide between digital leaders and laggards, with laggards paying up to 20% more to attract scarce skills.
4. Intelligent agents will directly influence 10% of purchase decisions as they gain a richer understanding of individual preferences and behaviors.
The document summarizes a study conducted by the Economist Intelligence Unit in cooperation with the IBM Institute for Business Value that surveyed nearly 300 marketing executives. The study aimed to understand the issues confronting Chief Marketing Officers (CMOs) in today's business environment. Key findings from the study include:
1) While CMOs see increased customer collaboration/influence and speed of change as major impacts, fewer cited specific digital tools like social media, transparency, and new channels/devices.
2) Many CMOs are divided on the opportunities of social media and uncertain of its relevance despite its importance to customers.
3) CMOs may lack the skills, technologies, data insights and resources needed to effectively execute marketing strategies in response to
6831 restarting the global-automotive-engineMahesh Battu
Significant challenges lie ahead for companies trying to rev up the global automotive engine. Automotive manufacturers are taking a hard look at the resiliency of a globally integrated supply chain brought to its knees by parts production disruptions in China even before the coronavirus spread around the world. A full demand recovery may take years as consumers face financial strain and uncertainty, putting off large purchases like new vehicles and delaying regular vehicle maintenance. How companies adapt sales and service models to evolving consumer preferences and financial realities will be key to restarting the global automotive industry.
Why Your Car Will Soon Become Your FriendCognizant
The advent of voice assistants built on natural language processing, artificial intelligence and telematics will unleash an assortment of voice-activated features and functionality that will make driving more enjoyable, efficient and effective.
This document analyzes the failure patterns of 45 collaborative economy companies. The top reasons for company closures were issues with scale (24%), an unclear value proposition (15%), and insufficient funding (14%). For acquisitions, scale (33%) and funding (27%) were also common challenges. Pivots often occurred due to an invalidated product offering (30%) or lack of product focus (30%). Regulatory issues were the primary cause of PR problems (56%). In summary, this failure map found that scaling the business and clearly defining the value proposition were the most frequent contributors to collaborative companies failing or needing to change their business model.
Travel Trends - Comparison of Tech-Based Managed ModelsRob Wald
The document discusses four technology-based managed travel models that corporations can choose from for their travel programs:
1) Traditional travel management company (TMC) with a bundled online option, where the TMC resells an existing online booking tool. This is still the most common model.
2) Traditional TMC with a direct third-party online option, where the TMC offers a self-booking platform but outsources fulfillment. This model has had advanced technology but is difficult to sustain financially.
3) Online booking technology provider, which focuses solely on providing the online booking tool. This allows for investment back into technology but lacks fulfillment services.
4) Integrated online travel agency, which
Esprimere il ROI di Social Media in termini di follower, fan o altri grandezze numeriche può essere poco significativo, meglio utilizzare metriche di business e quelle specifiche delle piattaforme social.
Master thesis sdeg pieter van de glind - 3845494 - the consumer potential o...Pieter van de Glind
This document summarizes a master's thesis that studied collaborative consumption in Amsterdam. It used qualitative interviews and a large survey to identify motives for collaborative consumption and measure willingness among Amsterdam residents. The results found financial, social, and environmental motives. Over 80% of respondents were willing to participate in some form of collaborative consumption. Factors like income, age, and experience affected willingness. Despite limitations, the research provided valuable empirical evidence on collaborative consumption's consumer potential.
One-in-two mobile owners in the US owns a smartphone, and many more own tablets. As most of these same consumers adapt their personal lifestyle to be “mobile first,” they expect their employers to be there to meet them. With the growing number of personal mobile devices in the hands of users, as well as increasingly remote organizations , there’s a great opportunity for organizations to increase productivity of their employees by allowing the use of these personal devices. Taking this on seems daunting, as IT has less ability to enforce a single standard than ever before. Not taking action, however, and ignoring this trend risks exposing corporate data to public clouds with no visibility on the part of IT. Enforcing a single standard will do a lot to serve all users partially, but none particularly well. "Power to the People: Identify and Empower Your Workforce," the new report by Altimeter Group analyst Chris Silva explores how companies are deploying mobile strategies to meet the the specific needs of their employees and the organization at large.
Mayor and Executive Board of the Municipality of Amsterdam have agreed on the Action Plan on Sharing Economy and herewith gives space to the opportunities the sharing (or collaborative) economy offers to the city. Sharing economy is a broad concept, amongst other things it is about making more efficient use of goods, services and skills. By using online platforms, people can for example exchange, rent and borrow stuff from each other more easily. The consumer is at the centre and gets more affordable and easier access to services and goods. The Mayor and Executive Board want to stimulate the sharing economy where possible without losing sight of any excesses. Risks include an uneven playing field or a lack of social security. Thus the sharing economy is not a question of ban or authorize, but of monitor and seize opportunities where possible (March 2016).
Governing Sharing Cities | research | Lies van den Eijnden | June 2017shareNL
This master's thesis examines how nine European cities govern the sharing economy through a comparative case study. The thesis finds that cities frame the challenges and opportunities of the sharing economy differently based on their unique historical and political contexts. Additionally, cities govern the sharing economy using different policy actions due to variations in their multilevel governance capacities and interactions. As such, urban governance of the sharing economy is a path-dependent and place-specific process that results in cities taking diverse approaches.
Digital Influence is one of the hottest trends in social media, yet is largely misunderstood. "The Rise of Digital Influence," the new report by Altimeter Group Principal Analyst Brian Solis, is a 'how-to' guide for businesses to spark desirable effects and outcomes through social media influence. The report helps companies understand how influence spreads, and includes case studies in which brands partnered with vendors to recruit connected consumers for digital influence campaigns. Brian evaluates the offerings of 14 Influence vendors, organizing them by Reach, Resonance, and Relevance: the Three Pillars that make up the foundation for Digital Influence as defined in the report. Also included are an Influence Framework and an Influence Action Plan to help brands identify connected consumers and to define and measure strategic digital influence initiatives.
What factors determine the success of market-leaders in the sharing economy? ...Joe Bitter
This document provides a literature review for Joseph Bitter's dissertation on factors determining success in the sharing economy. It discusses key concepts like collaborative consumption and the importance of trust and reviews in building user networks. The literature review covers works by Rachel Botsman, Sangeet Choudary, and others analyzing the sharing economy and factors like scalability, venture capital funding, flexibility, and the threat of substitutes. While much has been written on these topics, the document notes that frameworks for identifying competitive threats and indicators of success in the sharing economy have been limited.
The document discusses several challenges facing the insurance industry, including the shift to digital and multichannel operations, digital transformation, maintaining a client-centric approach, and preventing commoditization. It argues that marketing has a key role to play in addressing these challenges by focusing on the client experience across channels, linking digital transformation to business strategy and objectives, generating visible value for clients, and developing attribution models to measure marketing's contribution to profitability. The document outlines how marketing and sales goals should be set and measured based on positioning, education, interaction, costs, income, and return in order to optimize marketing's contribution to business results.
Corporate America faces a crisis of public trust. Research shows that trust in businesses is at a 10-year low, yet corporations continue to increase spending on social responsibility and philanthropy. This disconnect between actions and reputation shows that restoring trust will require more than just increased donations - companies must focus on effectively managing their reputations through transparency and accountability. A strong reputation can constitute up to 90% of a company's market value, so repairing trust is critical for corporate America.
This report addresses the questions: What is native advertising and, by extension, what is it not? It also attempts to map and outline product offerings from the native advertising triumvirate: publishers, technology vendors, and social media platforms. What opportunities are inherent in this nascent form of digital marketing? And what are the inherent risks and pitfalls?
Porter's five forces model of competition has been criticized for not accounting for changes in today's dynamic business environment. Larry Downes proposed a new model with three forces - digitalization, globalization, and deregulation - that better analyze today's industries which are influenced by the internet, e-commerce, borderless commerce, and deregulated sectors. While Porter's model focused on microeconomics concepts, the new three force model aims to capture the transformational impacts of new technologies and global economic shifts that have disrupted entire industries.
McKinsey_Small Commercial Insurance_2016Sharmila Ray
The document discusses the small commercial insurance market in the United States. It notes that this market, which serves businesses with up to 100 employees and $100,000 in annual premiums, is a growing bright spot compared to other property and casualty insurance sectors. While the market is fragmented with no single carrier having more than 6% market share, the largest carriers are increasing their presence. The market is also being disrupted by changing customer behaviors and the rise of direct purchasing models, requiring carriers to improve targeting, value propositions, and customer-facing capabilities to succeed.
The document discusses predictions for 2018. Some key points:
1. Customer experience initiatives will plateau or decline for most companies, with 30% seeing further quality declines costing them a point of growth.
2. 20% of CEOs will fail to act on digital transformation, putting their firms at risk.
3. Talent shortages will widen the divide between digital leaders and laggards, with laggards paying up to 20% more to attract scarce skills.
4. Intelligent agents will directly influence 10% of purchase decisions as they gain a richer understanding of individual preferences and behaviors.
The document summarizes a study conducted by the Economist Intelligence Unit in cooperation with the IBM Institute for Business Value that surveyed nearly 300 marketing executives. The study aimed to understand the issues confronting Chief Marketing Officers (CMOs) in today's business environment. Key findings from the study include:
1) While CMOs see increased customer collaboration/influence and speed of change as major impacts, fewer cited specific digital tools like social media, transparency, and new channels/devices.
2) Many CMOs are divided on the opportunities of social media and uncertain of its relevance despite its importance to customers.
3) CMOs may lack the skills, technologies, data insights and resources needed to effectively execute marketing strategies in response to
6831 restarting the global-automotive-engineMahesh Battu
Significant challenges lie ahead for companies trying to rev up the global automotive engine. Automotive manufacturers are taking a hard look at the resiliency of a globally integrated supply chain brought to its knees by parts production disruptions in China even before the coronavirus spread around the world. A full demand recovery may take years as consumers face financial strain and uncertainty, putting off large purchases like new vehicles and delaying regular vehicle maintenance. How companies adapt sales and service models to evolving consumer preferences and financial realities will be key to restarting the global automotive industry.
Why Your Car Will Soon Become Your FriendCognizant
The advent of voice assistants built on natural language processing, artificial intelligence and telematics will unleash an assortment of voice-activated features and functionality that will make driving more enjoyable, efficient and effective.
This document analyzes the failure patterns of 45 collaborative economy companies. The top reasons for company closures were issues with scale (24%), an unclear value proposition (15%), and insufficient funding (14%). For acquisitions, scale (33%) and funding (27%) were also common challenges. Pivots often occurred due to an invalidated product offering (30%) or lack of product focus (30%). Regulatory issues were the primary cause of PR problems (56%). In summary, this failure map found that scaling the business and clearly defining the value proposition were the most frequent contributors to collaborative companies failing or needing to change their business model.
Travel Trends - Comparison of Tech-Based Managed ModelsRob Wald
The document discusses four technology-based managed travel models that corporations can choose from for their travel programs:
1) Traditional travel management company (TMC) with a bundled online option, where the TMC resells an existing online booking tool. This is still the most common model.
2) Traditional TMC with a direct third-party online option, where the TMC offers a self-booking platform but outsources fulfillment. This model has had advanced technology but is difficult to sustain financially.
3) Online booking technology provider, which focuses solely on providing the online booking tool. This allows for investment back into technology but lacks fulfillment services.
4) Integrated online travel agency, which
Esprimere il ROI di Social Media in termini di follower, fan o altri grandezze numeriche può essere poco significativo, meglio utilizzare metriche di business e quelle specifiche delle piattaforme social.
L’iniziativa, promossa da AgID, AICA, Assinform, Assintel e Assinter, vuole dare evidenza dei risultati emersi dall’analisi sul campo - trend tecnologici che più impattano sulle competenze, competenze attuali e in evoluzione, gap e azioni intraprese per farvi fronte, ruolo del sistema formativo, ruolo dell’e-Leadership, iniziative di formazione promosse dal Terzo Settore, impatto degli ultimi interventi governativi (Jobs Act e Riforma della Scuola) sulle competenze, dinamica delle retribuzioni nel settore ICT - ma soprattutto vuole fornire elementi di riflessione al sistema delle imprese e alla Pubblica Amministrazione, agli operatori ICT, nell’ottica di delineare percorsi di cambiamento e creare un ecosistema a valore che permetta di sfruttare meglio il potenziale delle nuove tecnologie.
Programma del corso Introduzione al social media marketingSocial Media Easy
L’obiettivo di questo intervento formativo è quello di fornire un panorama sul cambiamento apportato dai Social Media alle strategie marketing e descrivere le diverse opportunità che si presentano alle aziende in un contesto in continua evoluzione tecnologica e di rottura con i modelli organizzativi tradizionali.
The document provides an overview of the collaborative economy, which is driven by societal, economic, and technological factors and is disrupting existing business models and institutions. Key points include:
- The collaborative economy enables sharing of goods/services between individuals rather than businesses and customers.
- It is fueled by increased population density, sustainability concerns, a desire for community, and generational attitudes.
- Technologies like social networks, mobile devices, and payment systems facilitate peer-to-peer sharing.
- Areas like transportation, products/apparel, hospitality, and office rental have seen disruption as customers transact directly.
Solvay is a Belgian chemical company that produces products serving diversified markets worldwide. The company's vision is to lead the global chemical industry by developing sustainable chemistry solutions. Solvay uses social media like Twitter, Facebook, LinkedIn and YouTube to communicate with customers and improve its brand reputation. The company is also implementing new technologies like the internet of things and augmented reality in its manufacturing processes. While Solvay was previously active in e-marketplaces, it is now reevaluating its e-commerce strategy and tools.
The Rise Of Two-sided Marketplaces Bridging Gaps, Creating Opportunities.pdfBitCot
Two-sided marketplaces are breaking down barriers to entry, democratizing access to markets for businesses of all sizes. In the past, smaller players struggled to compete with larger corporations due to limited resources and distribution channels. However, platforms like Airbnb and Etsy provide a level playing field, allowing entrepreneurs to showcase their offerings to a global audience without the need for significant upfront investment.
This document discusses General Motors and Ford's shift to social media advertising. It explores how the two automakers have embraced social media marketing through platforms like Facebook, YouTube, and Twitter. The document analyzes GM and Ford's presence on these platforms, including the number of likes and followers they have received. It also considers whether their social media efforts have had an impact on car sales. The document presents information from various sources on automakers' spending on digital versus traditional advertising.
This document discusses the concept of human-centered organizations. It describes three trends that have led to this model: 1) considering social and environmental impacts in addition to profits via the "triple bottom line"; 2) designing products and services around consumer needs through techniques like design thinking; and 3) how digital technologies have empowered both consumers and workers. The document then examines three "journeys" that human-centered organizations focus on: the consumer journey to provide personalized experiences, the citizen journey to create shared social value, and the co-worker journey to develop employee creativity and autonomy through techniques like flexible work policies and internal social networks.
The revolution that business is undergoing at the hands of social media continues to dominate discussion in the financial services world.
While virtually all organizations are adapting in some manner to the new possibilities and challenges presented by social business, some industries face specific hurdles when looking to do so. Financial services is a prime example.
How should financial brands react to these changes, and what are the leading businesses in the sector doing to get ahead?
Read this free report to discover:
- The current challenges and opportunities within the financial sector with regard to social media
- Five specific, practical ways financial brands can get ahead and advance their social media listening activities, with examples
More info available here: http://bit.ly/OYiNdW
[Report] The Rise of Digital Influence by Brian SolisBrian Solis
Digital Influence is one of the hottest trends in social media, yet is largely misunderstood. "The Rise of Digital Influence," the new report by Altimeter Group Principal Principal Analyst Brian Solis, is a 'how-to' guide for businesses to spark desirable effects and outcomes through social media influence. The report helps companies understand how influence spreads, and includes case studies in which brands partnered with vendors to recruit connected consumers for digital influence campaigns. Brian evaluates the offerings of 14 Influence vendors, organizing them by Reach, Resonance, and Relevance: the Three Pillars that make up the foundation for Digital Influence as defined in the report. Also included are an Influence Framework and an Influence Action Plan to help brands identify connected consumers and to define and measure strategic digital influence initiatives.
This document summarizes key findings from an IBM study on how automotive companies can create business value by adopting social business strategies. The study found that automotive organizations should focus on three areas: 1) creating valued customer experiences by engaging customers on social media, building communities, and shifting towards social sales and service; 2) driving workforce productivity by increasing knowledge sharing and collaboration internally and externally; and 3) accelerating innovation by capturing new ideas from various sources and leveraging internal communities. While automotive companies recognize the importance of social business, many still face challenges in fully realizing its benefits. The document provides examples and recommendations for automotive organizations to move their social business efforts forward in these three focus areas.
The document summarizes key points from a breakfast meeting hosted by BMGI to discuss strategic trends. Participants analyzed external factors influencing business using the STEEPLE framework and prioritized technology trends. These included driverless cars, ecommerce, and advances in supply chain transportation and energy storage. Common strategic themes that emerged were the shift from ownership to usage-based models, time as a critical resource, and the need for businesses to evolve their models to maintain relevance in a changing market.
This document discusses the need for brands to integrate paid, owned, and earned media into a converged media strategy. As consumer media consumption becomes more complex, occurring across multiple devices and channels simultaneously, brands must adopt an approach that combines advertising, owned content channels, and word-of-mouth promotion. However, most brands and their agency partners currently operate in silos focused on individual media types rather than taking a converged approach. While the concept of converged media is becoming more important, its implementation remains immature across the marketing ecosystem. The document examines challenges faced by brands, agencies, and technology providers in integrating paid, owned, and earned media strategies.
How Web 2.0 is Changing the World of MarketingLance Shields
Companies are only now realizing that for themselves to participate in this new market driven by a new user driven web, they will have to join in the conversation - learning to listen, to talk, to collaborate and become one with their customers who are the true owners of their brands. Either that or corporations face isolation, irrelevancy and obsolescence.
Advertising and media are converging. The results will disrupt how companies must deploy their marketing efforts. Marketers, and their agency partners must converge their media efforts by combining social, corporate content, and advertising reach --or risk connecting with the fleeting customer.
Owned and earned media are vital to campaigns, helping to amplify and spread brand messages through the complex paths consumers follow across devices, screens and media. Advertising, or ‘paid’ media, has traditionally led marketing initiatives both online and off-. But advertising no longer works as effectively as it once did unless bolstered by additional marketing channels.
While consumers distinguish less and less between these channels, marketers remain specialized in one medium at the expense of the others. Rather than allow campaigns to be driven by paid media, marketers must now develop scale and expertise in owned and earned media to drive effectiveness, cultivate creative ideas, assess customer needs, cultivate influencers, develop reach, achieve authenticity and cut through clutter.
”The Converged Media Imperative,” a new research report co-authored by Altimeter Group Analysts Rebecca Lieb and Jeremiah Owyang, explores today's media landscape, and provides a success checklist and actionable recommendations for converged media deployment.
Altimeter: The Converged Media ImperativeApril Digital
The document summarizes key findings from a report on how brands must integrate paid, owned, and earned media, which are converging due to changes in consumer behavior and media consumption. It finds that while the integration of different media types is important, the marketing ecosystem remains fragmented. Brands organize themselves into silos that prevent converged strategies. Agencies also specialize in individual media channels rather than integrating them. Successful converged media will require better internal collaboration within brands and between brands and their agency partners.
The document summarizes key findings from a report on how brands must integrate paid, owned, and earned media, which are converging due to changes in consumer behavior and media consumption. It finds that while the integration of different media types is important, the marketing ecosystem remains fragmented. Brands organize themselves into silos that prevent converged strategies. Agencies also specialize in individual media channels rather than integrating them. Overall, the convergence of media is still immature, but brands that bring together paid, owned, and earned media will have advantages over those that do not.
Volkswagen experiments with supply chain management by assigning space for major suppliers in its plant. Suppliers provide their own components, supplies, and workers to build trucks on the assembly line while Volkswagen personnel inspect. This tight integration aims to reduce costs, which exceed 60% of sales in the auto industry. Outsourcing transfers traditional internal activities to outside vendors, allowing the firm to focus on core competencies while vendors specialize. Supply chain strategies include negotiating with many suppliers, developing long-term partner relationships, vertical integration through acquisition, or a hybrid of partners and integration called a keiretsu.
Thinking psychoanalytically about desire in organizations - why we need a 3rd...Boxer Research Ltd
Psychoanalytic understanding has approached the organization as being like the ego in its pursuit of sovereign autonomy, its inter-subjective discursive practices organizing its work in relation to its markets. The corporate entity has been approached as an a priori. Psychoanalytic understanding has addressed the ways in which individuals take up roles within the life of an organization, but not the ways in which an organization may support a multiplicity of roles one-by-one in the lives of its citizen-clients.
The a priori status of the sovereign corporate entity leads to the unconscious being referred to as descriptively unconscious, ‘below the surface’ of the inter-subjective practices it supports. The implication is that what lies ‘below the surface’ can in principle be made conscious. This repressed unconscious is distinct from the wider compass of the radically unconscious. Distinguishing the repressed from this radically unconscious enables us to establish a ‘beyond’ of the libidinally-invested-in identifications supported by the organization. Defenses against anxiety may thus become defenses against a ‘beyond’ of innovation, through which a posteriori organization might support innovative roles in the lives of its citizen-clients.
We need to understand how a radically unconscious valency for innovation becomes realized. This would enable us to address how individuals might support identifications with an organization when it was itself having to innovate continuously ‘under their feet’. Without such an understanding, we can only expect an organization to betray its citizen-clients through serving its a priori interests to the exclusion of ‘others’.
Insurers are continuing to face marked changes in what customers expect in terms of products and service, how they obtain and utilize the information that informs business decisions, and their underlying business and operating models. Top Insurance Industry Issues in 2016 describes in detail the internal and external changes insurers face and how they can gain a competitive advantage..
This document summarizes the structure and key players in the Indian advertising industry. It discusses how advertising agencies have evolved from offering a mix of services under one roof to specializing in specific services like creative, media, etc. It outlines the hierarchy in the industry with large holding groups like WPP, Omnicom, Publicis and Interpublic owning numerous agency brands globally. It also provides context on the growth of the Indian advertising industry and how it now handles large national and global campaigns.
1. The document discusses how the most successful organizations approach innovation differently than others. It finds that outperforming organizations are more likely to have dedicated innovation teams and measure financial returns from innovation investments.
2. Outperforming organizations also explicitly align innovation with business goals and embrace open innovation processes. They establish structures and cultures that encourage innovation.
3. The nature of innovation is changing and increasingly occurs within ecosystems and involves consumers. Technology also drives more open and collaborative innovation across organizations.
Dalla chiocciola al cancelletto: un nuovo modo di fare
marketing sul web Il mondo del web 2.0 si caratterizza infatti per la natura sociale della classificazione dei contenuti su Internet. In che modo gli hashtag possono
essere utilizzati dagli operatori del marketing e della comunicazione?
Prima di tutto per ricerche e analisi, e poi proattivamente perché un hastag indovinato può creare una positiva interazione con il proprio pubblico.
La banca italiana diventa sempre più social - CMI settembre 2013Social Media Easy
Molte banche italiane si stanno dedicando allo sviluppo della propria presenza sui social media, lo evidenzia un recente studio di KPMG. Molte banche attribuiscono una valenza strategica ai social media e sposano le dinamiche e le modalità di interazione. Ma è ancora elevato il potenziale inespresso nell’utilizzo di questi nuovi canali.
Avvicinarsi a Twitter vuol dire non solo esplorare le caratteristiche tecniche di un servizio ma anche scoprire nuovi fenomeni, nuove modalità di relazione e nuovi prodotti in grado di estenderne le funzionalità.
La scarna interfaccia che vediamo navigando sul web o collegandoci dal nostro smartphone è infatti solo la porta di ingresso in un mondo più vasto, un vero e proprio universo.
Ed è questo universo che vogliamo esplorare con voi in questo libro, affiancandovi in un viaggio che vi porterà ad apprendere il gergo dei comandi di Twitter, scoprire come utilizzarlo al meglio e conoscere nuovi modi comunicare.
La prima parte del libro (capitoli 2-4) è rivolta a tutti coloro che si avvicinano a Twitter per la prima volta o che hanno trovato abbastanza ostico comprendere le sue modalità di funzionamento. Anche gli utenti più esperti saranno comunque chiamati in questa parte a riflettere sulla efficacia dei metodi e delle strategie sinora adottate.
Nella seconda parte ci dedicheremo invece ad approfondire alcune tecniche e strumenti, per soddisfare le esigenze degli utilizzatori più navigati o che vogliano fare un uso professionale dello strumento.
I Social Media sono il nuovo customer service? - CMI novembre 2012Social Media Easy
E se lo sono, rispondono alle stesse logiche del tradizionale
customer service? O l’utente-cliente si attende, in rete, un altro tipo di servizio? E le aziende? Per ora stanno a guardare.
Crisi sui Social Media: prevenire è meglio che curare - CMI settembre 2012Social Media Easy
Tutta colpa del microblogging? Sì, e anche no. Tutti - utenti agguerriti, opinion leader che “twittano” il loro pensiero, le aziende stesse che commettono errori di valutazione - sono responsabili delle crisi sui nuovi canali social. Per non trovarsi a gestire situazioni incontrollabili, meglio muoversi in anticipo.
Social Media: da passatempo a strumenti per il business - CMI luglio 2012Social Media Easy
Una recente indagine commissionata da Google evidenzia come sta cambiando la percezione dei social media nel management.
E non è da sottovalutare il loro impatto sulle opportunità di crescita professionale.
Creative Commons licenses were designed to help
creators utilize the Internet’s potential as a place
for collaboration without copyright law getting in
the way. Since CC was founded, the possibilities
for creativity on the Internet have expanded
tremendously. CC’s products and community must
continue to grow and transform too.
Social Media e vendite: un matrimonio ancora lontano? - CMI aprile 2013Social Media Easy
Se il consumatore è diventato 2.0, anche le vendite devono trasformarsi in ottica 2.0, dunque affiancare il cliente in modo nuovo, meno push e più consulenziale, sfruttando i Social Media come canale di relazione.
Nell’attesa che arrivi anche il ROI.
Ricordate il classico CV? Abbandonatelo nel cassetto e iniziate a ragionare “social”: il vostro profilo è infatti un mix delle informazioni e delle attività eseguite – e condivise - su web e Social Media. Stesso iter segue l’azienda, che impara a “farsi conoscere” on line dai propri potenziali candidati.
Uno spazio virtuale – ma concreto, parte integrante del Social Media marketing – che le aziende possono sfruttare per presentare se stesse, creare senso di appartenenza, condividere valori e informazioni con dipendenti e stakeholder.
I Social Media? Non sono solo Facebook - CMI dicembre 2012Social Media Easy
… ma anche Pinterest, Foursquare, Google+. Viaggio alla scoperta dei mondi social di tipo orizzontale ma anche verticale, ossia capaci di interessare gli utenti per categorie, fruizione e contenuti.
Social Media: convincere il management - CMI ottobre 2012Social Media Easy
La presenza aziendale sui Social Media genera ancora un forte
scetticismo in molte organizzazioni. Come tranquillizzare il top
management sul fatto che gli strumenti social non sono un fuoco di
paglia? Qualche utile suggerimento.
Indagine MCS fra 100 direttori delle risorse umane. Courtesy of MCS, società di ricerca e selezione di middle manager con sedi a Milano, Rome e Bologna.
L’obiettivo di questo intervento formativo è quello di fornire un panorama sul cambiamento apportato dai Social Media alle strategie marketing e descrivere le diverse opportunità che si presentano alle aziende in un contesto in continua evoluzione tecnologica e di rottura con i modelli organizzativi tradizionali.
Le PMI possono ancora fare a meno dei social media?Social Media Easy
Nel momento di difficile congiuntura economica che stiamo attraversando diventa fondamentale per le imprese conoscere ed utilizzare le possibilità offerte dall’evoluzione di internet e dai Social Media per non trascurare le nuove modalità di comunicazione introdotte dal web 2.0.
HijackLoader Evolution: Interactive Process HollowingDonato Onofri
CrowdStrike researchers have identified a HijackLoader (aka IDAT Loader) sample that employs sophisticated evasion techniques to enhance the complexity of the threat. HijackLoader, an increasingly popular tool among adversaries for deploying additional payloads and tooling, continues to evolve as its developers experiment and enhance its capabilities.
In their analysis of a recent HijackLoader sample, CrowdStrike researchers discovered new techniques designed to increase the defense evasion capabilities of the loader. The malware developer used a standard process hollowing technique coupled with an additional trigger that was activated by the parent process writing to a pipe. This new approach, called "Interactive Process Hollowing", has the potential to make defense evasion stealthier.
Gen Z and the marketplaces - let's translate their needsLaura Szabó
The product workshop focused on exploring the requirements of Generation Z in relation to marketplace dynamics. We delved into their specific needs, examined the specifics in their shopping preferences, and analyzed their preferred methods for accessing information and making purchases within a marketplace. Through the study of real-life cases , we tried to gain valuable insights into enhancing the marketplace experience for Generation Z.
The workshop was held on the DMA Conference in Vienna June 2024.
Discover the benefits of outsourcing SEO to Indiadavidjhones387
"Discover the benefits of outsourcing SEO to India! From cost-effective services and expert professionals to round-the-clock work advantages, learn how your business can achieve digital success with Indian SEO solutions.
Ready to Unlock the Power of Blockchain!Toptal Tech
Imagine a world where data flows freely, yet remains secure. A world where trust is built into the fabric of every transaction. This is the promise of blockchain, a revolutionary technology poised to reshape our digital landscape.
Toptal Tech is at the forefront of this innovation, connecting you with the brightest minds in blockchain development. Together, we can unlock the potential of this transformative technology, building a future of transparency, security, and endless possibilities.
1. A Market Definition Report
The Collaborative Economy:
Products, services, and market relationships have changed as sharing startups impact business models. To avoid disruption, companies must adopt the Collaborative Economy Value Chain.
Altimeter Research Theme: Digital Economies
June 4, 2013
By Jeremiah Owyang
With Christine Tran and Chris Silva
Includes input from 69 ecosystem contributors