domingo, 27 de noviembre de 2011

Facebook’s New Analytics Reminds Businesses to Engage Fans

In the past several years, businesses large and small have come to realize the positive impact of engaging their brand-loyal public and — more importantly — potential customers, via FacebookPages. While fan pages are typically seen as a destination for users to remain privy to brand news, a recent comScore report shows that a Page is really just the place where content resides, as fans are 40 to 150 times more likely to consume branded material in their news feeds than on the actual fan page itself. This discovery led to Facebook's expansion of "Page Insights," including new metrics and analytics designed to constantly remind business owners of what truly matters: engaging content.

Facebook utilizes an algorithm that ensures the most relevant content for each user finds its way onto that particular user's news feed. The relevancy of this content is determined by a number of factors, including how many times it is liked, shared, commented on, etc. When fans of a company interact with branded content, it can then be passed on to their friends and their friends' friends. With fan acquisition as the main motive behind the Facebook strategy of most businesses, it is helpful to learn that friends of fans are more likely to visit a brand's store, website and even purchase a product than the average, uninfluenced consumer. In addition, the average friends-of-fans group for the top 100 brand pages on Facebook is 34 times larger than the fan group. This means that a business can often have greater influence amongst its second degree connections, and the virality of a page's content can be directly related to the success of a business. So, ultimately there's a need for better insights into Facebook content consumption.

Facebook's Advertising Communications Manager Elisabeth Diana states that the "real purpose behind Facebook Page Insights is to provide all page admins with ways to understand how to reach and acquire new customers." New metrics have been created in order to provide businesses with not only information about how people are interacting with a brand Page, but also a glimpse into how people are connecting with the Page's content in other parts of Facebook.

One of the metrics added to Facebook's Page Insights is "People are talking about this." This set of data counts stories that are eligible to appear in a user's Newsfeed, such as any likes, wall posts, comments, shares, questions answered, RSVPs to events, Page mentions, photo tagging and location checkins. The metric allows the page administrator to know what posts have proven the most compelling and interactive.

Another metric added to the equation is the metric of virality, which allows for insight into how viral a particular post is. Virality is determined by dividing the number of "people talking about this" by the reach (the number of people who actually saw the content). Diana notes that because virality is a percentage, whether a business is large or small, the metric "can be used to compare across all Page posts." The virality metric allows page admins to analyze the success of individual posts and will hopefully lead to an improved page strategy through a better understanding of the audience.

Along with these new metrics comes aesthetic changes as well. "Whether you want to get into the deep end or wade in slowly," Diana says, Facebook wants to make their Page Insights "digestible for everyone, easy to sort and actionable." She says most of the heavy numbers have been removed from Page Insights, but "for those needing something a little more hardcore, there is always the option to export to a spreadsheet." Either way, Diana says, "this is just the first step in enhancing Page Insights for small businesses and brands; there is more to come" — so, look out for the Facebook Insight API. In the meantime, however, Facebook will continue to help business owners figure out how to provide their audiences with the most engaging content possible to guarantee the greater reach and increased sales.


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sábado, 26 de noviembre de 2011

Conectando la infraestructura de las ciudades en la nube

Conectando la infraestructura de las ciudades en la nube
Hitachi se encuentra inmersa en un gran proyecto para conectar todos los sistemas que forman parte de la infraestructura urbana y recopilar los datos generados para que puedan ser analizados.
La japonesa Hitachi, a través de su división Smart City Business Management tiene previsto comercializar una plataforma basada en cloud computing que sea capaz de conectar la infraestructura urbana y obtener los datos que se generen para que puedan ser analizados posteriormente.
Básicamente, se trata de fusionar los datos que se obtienen en carreteras, redes energéticas, sistemas de transporte, etc. de tal forma que los responsables puedan tratar esa información y mejorar las infraestructuras al encontrar ineficiencias más fácilmente.
En la actualidad, este tipo de sistemas ya existe, pero son independientes unos de otros. Lo que pretende Hitachi es fusionar toda esa información, algo que ya ha puesto en práctica en el sur de Okinawa, Japón, un lugar dedicado al turismo. Allí es capaz de obtener y gestionar diversos recursos como las estaciones eléctricas, alquiler de coches, pagos electrónicos, etc.

La compañía tiene previsto extender este tipo de servicios basados en cloud computing a otros países entre los que se encuentra España.
Una de las características
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Big data e información de salud

Big data e información de salud

El origen que habitualmente se cita para el análisis de Big data como tendencia es la intersección entre las tecnologías CRM, que permiten almacenar toda la información operativa con respecto a un cliente (marketing, transaccional, administración, post-venta, etc.), y el mundo de la web social, que da lugar a un entorno mucho más rico en información.
Esto suele dotar a los proyectos de Big data de un trasfondo de tipo "gran hermano", en el que las empresas
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viernes, 25 de noviembre de 2011

Six Steps for Dealing with Social Media Detractors


Six Steps for Dealing with Social Media Detractors
It's the thing a lot of social media naysayers fear most: "What do we do when someone says something negative about us?" It's what keeps most businesspeople off social media in the first place, failing to realize that people are already saying negative things about them right now. Believing people aren't talking about you when you're not on social media is like believing people aren't gossiping about you when you're not around.
And if they can get past their initial hesitation, what usually hangs them up is what they should do if it ever happens. Do they put out a press release? Do they delete the comment? Do they send a cease-and-desist letter to the complainer?
You don't need a policy, you need a commitment. Whether it's a complaint about the product quality, the pricing, or a corporate practice, you need to commit to responding to any and all complaints that people have. It doesn't have to be a full-blown response, complete with strategy meetings and position statements. It just needs to be one response from one person in the company and a promise either to make things right or to investigate and make sure it doesn't happen again.
Because dealing with detractors, even those who have every right to be talking negatively about your company, is intimidating and stressful, you can handle them with grace, humor and honesty. Here are six steps for
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Why Your Small Business's Google+ Efforts Must Be Unique and Visual - Blog


Why Your Small Business's Google+ Efforts Must Be Unique and Visual
Five Ways Your Business Should Be Using Google+ Pages
With Google+ adding "Pages" earlier this month, the more than 260 million user platform has become yet another social network to add to your list of places to engage with potential customers. Let's also not forget the reach of its mother ship Google.com, which attracts more than 1 billion unique visitors each month. And according to a new study from search engine optimization firm BrightEdge, 61 percent of the top 100 brands have launched their own page.
So how can your brand best utilize Google+ to build your business and community? Here are some tips from those who are doing it right:
Don't repurpose content.
WineLibrary.com co-owner, author and social media maven Gary Vaynerchuk told me, "Repurposing content from Facebook and Twitter is a no." While automating updates might seem like the easiest way to be present on a social network, it is a definite faux pas for having a relevant presence or building community and conversation.
Related: Gary Vaynerchuk's Advice to Entrepreneurs: Focus on Your Strengths
Engage with customers.
For Samsung, which launched its profile an hour after the Pages announcement, their Google+ strategy is mostly about engaging with customers on their turf, says Esteban Contreras, the company's Social Media Marketing Manager. The South Korean technology company uses Google+ to share promotions, new commercials and product news with its customers.
Samsung also
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Los usuarios de redes sociales consiguen más empleo

Los usuarios de redes sociales consiguen más empleo
 Según una encuesta publicada por el fabricante de softwareJobvite, más de 22 millones de trabajadores han llegado a sus puestos actuales gracias a sus conexiones en redes sociales. Esto implica un aumento de 7,7 millones de personas, un 53%, respecto a los resultados de la encuesta del año pasado.
En la encuesta participaron 1.200 trabajadores, un 69% de los cuales fueron clasificados como "solicitantes de empleo" (ya sean porque buscan activamente uno nuevo o porque cambiarían su lugar de trabajo si se presentase la oportunidad).
Basándose en los resultados del estudio, los investigadores de Jobvite calculan que 18,4 millones de estadounidenses encontraron su puesto de trabajo a través de Facebook, 10,2 millones a través de LinkedIn, y 8 millones a través de Twitter. Estos números no suman 22 millones debido a que algunos encuestados eligieron varias redes como la fuente de su trabajo actual.
El 86% de la muestra de la encuesta tenía un perfil en alguna red social, la mayoría en Facebook (84%), seguido por Twitter (39%) y LinkedIn (35%). Y nada menos que el 31% lo tenía colgado en las tres redes sociales.
Para los analistas de Jobvite, las personas que buscan empleo en las tres grandes redes sociales (los "Super Social") consiguieron mejores referencias que quienes buscaron empleo en redes más pequeñas. Por ejemplo, el 16% de
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La diferencia entre la nevera de un txoko y la de un hotel

Las ideas son uno de los intangibles más abundantes, puesto que todo el mundo tiene, y sin embargo la gran mayoría quedan relegadas al olvido. El encuentro En la nevera estuvo dedicado a debatir maneras de reutilizar las ideas, utilizando la metáfora de este electrodoméstico como lugar donde guardarlas en forma de bienes comunes que otras personas puedan recuperar.




"Expresar las ideas propias es una necesidad humana", explicaba Fernando Echevarrieta, uno de los fundadores de Ideas4All. La plataforma ofrece un espacio para que la gente publique sus ideas, vote y contribuya en las de los demás, y ha tenido un éxito enorme desde que se puso en marcha en el año 2008. Echevarrieta explicaba que en el espacio hay muchas ideas malas, pero que esa es la única forma de tener buenas, "las malas ideas también son muy útiles porque pueden ser el principio para ir hacia algo interesante". Según su experiencia, las personas comparten sus ideas tanto por dinero como por solidaridad -por tratar de dar soluciones a problemas que afectan a otros-, o porque quieren algo que no existe en el mercado. También, por buscar el reconocimiento de los demás. Según el director de Desarrollo y Tecnología de la plataforma,
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How to Use Google Search More Effectively [INFOGRAPHIC]

How to Use Google Search More Effectively [INFOGRAPHIC]
The link: http://mashable.com/2011/11/24/google-search-infographic/
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How to make the most of LinkedIn’s new group analytics – Simply Zesty - Simply Zesty

How to make the most of LinkedIn's new group analytics

LinkedIn has recently launched a new statistics product for Groups that is available for free to all LinkedIn members, whether you have a premium account or not. However, with LinkedIn group statistics, the information is available to everyone, not just group admins. In this way, you can more accurately judge whether a particular group is right for you to join, or which groups you should focus your attention on more.

As with any analytics offering though, the information is only as useful as what you decide to do with it. For many, a LinkedIn Group may be used for networking, to promote events, as an extension of a business or simply a place to extend your particular interest area and generate discussion.  However, if you're using LinkedIn groups, I think you'll find the overview interesting, to show how you can make the most of the information LinkedIn is providing you with.

Access statistics

First, to navigate to the group statistics, simply go to any group and click on 'group statistics' under 'more':

Look for Industry breakdown

Within the demographics section of statistics, you can access a number of breakdowns, including seniority level, function (marketing, sales etc.), location and industry. While if you're using LinkedIn Groups to generate leads, you might want to search by seniority level or function. I think the most useful way to use this section is to analyse the industry breakdown of group members.

This can enable you to tailor your activities. So if you're looking to generate leads for example, you might change your approach for a group that is dominated by a particular sector, such as marketing. You might choose to share different information or interact differently based on the dominant sector. Members that work in online marketing for example will be interested in different information than those who work in Public Relations.

This information is available by clicking into 'demographics' and then choosing 'Industry'. The dashboard will also show you a summary of which is the most popular industry within the group:

Ignore growth, focus on activity

While LinkedIn provides you with an interesting breakdown of the group growth, you shouldn't get too distracted with this number. Growth of a group doesn't necessarily give you much of an indication of whether or not a group is worth joining, particularly given that LinkedIn Groups are more of a niche offering that Facebook Pages for example, so you would typically see a lower level of growth.

What you should be looking at however, is the activity level within a group. This will help you to see whether the members of the group are actually interacting with each other, and whether this will provide you with new networking and business opportunities.

Information shown within this section includes jobs postings, discussions, comments and promotions posted. Comments and discussions is worth particular focus :

Look for discussion trends

As well as showing you the overall level of activity within a group, you can actually take this information one step further and use it to optimise your activity within a group. When looking at the summary graph on the right, shown above, you can drill down into this more, by hovering over any point in the graph. This will bring up the particular date and the individual number of discussions:

Here you should look for particular trends. If you notice a peak in discussions around a particular date, try and see what happened in the group then, or what external factors might have affected this. If you see particular patterns repeated like, for example, peaks in discussions around the time of industry conferences, you'll know that interacting with the group then is going to be more worthwhile. Of course, your activity within the group shouldn't be completely guided by analytics, but it can be a good indicator of how to make the most of the time you invest in LinkedIn.

Join groups at conference time or business trips

A useful way of using group statistics, is to look at the best groups to join by location, which can be timed when you might be away at a conference or on a business trip. By looking at the location breakdown within a group, under the demographics dashboard, you can see which locations the majority of members make up:

In this way, you can help to take your LinkedIn activity 'offline' a lot more, establishing connections on a geographical basis. While you can't unfortunately filter down to see the individual members within a location (a feature I think is generally lacking, though is understandably absent for privacy reasons), you can still tailor your networking activity off the back of this. If you're going to a conference in New York yet the group you're looking at has very few members based there, you know it might not be the best group to focus your time.

Now that this information is available within LinkedIn, I recommend using it when joining new groups, or looking at the existing groups you've joined, but it should be used as an indicator or guide, rather than letting the statistics provided drive your activity too much, as it's all about the real value you get from a group, which sometimes a graph just can't tell you.

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jueves, 24 de noviembre de 2011

Detalles sobre el lanzamiento de Kinect para Windows

Detalles sobre el lanzamiento de Kinect para Windows

kinect para windowsEl dispositivo de control mediante gestos de Microsoft está preparándose para su aparición oficial en ordenadores con Windows. Los técnicos de la compañía están mejorando el software de Kinect, potenciando su compenetración con el sistema operativo. La parte física del hardware también ha sido desarrollada para incrementar su funcionalidad.

Microsoft ha informado en su blog oficial sobre algunas de las mejoras que se están realizando en Kinect para Windows. Este proyecto está contando con la ayuda de desarrolladores y clientes. Muchas de sus peticiones se están llevando a cabo.

El programa comercial de Windows para el dispositivo Kinect dará comienzo a principios de 2012. Renovará diferentes aspectos del controlador, para ajustar su uso a un PC. Algo que conlleva realizar algunos cambios importantes, ya que el hardware y software está hasta ahora optimizado para Xbox 360.

El hardware se está ajustando a las necesidades y funcionalidad de Windows, de la misma manera que lo está haciendo con el firmware. En cuanto al SDK (Software Development Kit) de Kinect, que fue abierto por Microsoft hace unos meses, está experimentando modificaciones, según la compañía.

Con las novedades introducidas la cámara de Kinect podrá ver objetos a una distancia tan cercana como los 50 centímetros, sin que se pierda precisión a la hora de detectar el movimiento y traducirlo en órdenes para Windows. Este detalle es importante, sobre todo, para quienes andan cortos de espacio en la habitación donde utilizan el dispositivo.


Original Page: http://feedproxy.google.com/~r/rwwes/~3/Hm0f6O-a99E/

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Da las gracias: la relación con los clientes en 2012

Da las gracias: la relación con los clientes en 2012

Gary Vaynerchuk gracias FICOD redes sociales social mediaGary Vaynerchuk estuvo en FICOD, donde dio una charla en la que explicó los motivos por los que la relación con los clientes es primordial para las empresas que quieran triunfar en Internet. Según dijo, las redes sociales no deben utilizarse para hablar, sino para escuchar y reaccionar.

Internet está cambiando. Y, con la Red, cambia la sociedad: desde la forma en que compramos a la forma en que nos comunicamos. De hecho, gracias a Facebook y Twitter, ahora se comparten cosas que antes no se compartían. O, al menos, se hace de una forma diferente. Así, por ejemplo, nadie llamaba a todos sus conocidos para contarles que había visto una película, algo que ocurre cada día con las redes sociales.

Esto genera una enorme cantidad de información que, en muchos casos, tiene mucho valor para sus receptores. Confiamos más en la experiencia de amigos, familiares y conocidos, por lo que el reto para las empresas es conseguir que su opinión sea buena.

Por ello, la compañía de Vaynerchuk, dedicada a la venta de vino, tiene un departamento dedicado a agradecer a los clientes su elección. Gracias a él, explicó, pudieron saber, por ejemplo, que uno de sus clientes era fan de un grupo de música y le enviaron un póster firmado.

Con esta operación perdieron dinero (ingresaron 10 dólares por el vino y gastaron 170 en el póster), pero lograron satisfacer enormemente al usuario, que poco después comenzó a recomendar el servicio. Poco después, hicieron una venta por un valor de 300 dólares gracias a una recomendación del primer cliente.

Todo esto da lugar a una humanización de los negocios. La finalidad de las redes sociales es "escuchar y reaccionar". Así, una compañía de té helado, explicó, no tendrá nada que decir sobre sus productos en Twitter. Por lo tanto, debería escuchar a sus seguidores y hablar con ellos de lo que les interese en lugar de tratar de ser el centro de atención.

El principal problema de esta forma de actuar está en que es difícil medir el retorno de la inversión (ROI). Pero Vaynerchuk cree que, en ocasiones, este tipo de retorno no puede mostrarse en un gráfico.

"Si no entendéis el valor de Facebook, Twitter o Tumblr, tenéis problemas", explicó. Quienes no comprenden su valor, son los mismos que se resisten a los cambios y que no querían móviles o, en su momento, coches. "Esto va a seguir pasando, con vosotros o sin vosotros", explicó. Por lo tanto, hay dos opciones: aceptarlo, o ignorarlo y convertirse "en Blockbuster".


Original Page: http://feedproxy.google.com/~r/rwwes/~3/a69Aoyzd5Q4/


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Crece en Europa la audiencia móvil de las redes sociales


Los datos de audiencia de las redes sociales desde teléfonos móviles en el último trimestre son un 44% por ciento más altos que los del mismo periodo del año pasado, según hemos podido leer en Europa Press.
Estos datos se han obtenido a través de un estudio de la empresa de medición de audiencias en Internet comScore. Y en él se ha demostrado que el aumento de usuarios con smartphones que disponen de conexión a Internet y la utilizan para acceder, sobre todo, a Twitter y Linkedin, esta aumentando cada vez más.
Entre julio y septiembre de 2011, más de 55 millones de usuarios en Europa aseguran haber accedido a sus cuentas en redes sociales o a sus blogs usando sus teléfonos móviles. Además, la mitad de ellos asegura que lo hace cada día. Por lo tanto, estos datos parecen evidenciar que la consulta de este tipo de sitios se está trasladando de una forma evidente desde el ordenador al teléfono móvil. Lo que hace sólo un par de años parecía un imposible se está convirtiendo en una realidad.
De momento, la mayoría de los usuarios que se conectan a las redes sociales desde su teléfono móvil lo siguen haciendo a través de un navegador móvil. Sin embargo también se ha podido comprobar según datos del mismo estudio que el número de internautas que acceden a este tipo de sitios a través de aplicaciones específicas también ha aumentado considerablemente en el último año. Así que parece que 2011 será el año definitivo de implantanción de los smartphones y del acceso a internet a través de ellos.

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miércoles, 23 de noviembre de 2011

Richard Branson: “Los desafíos de ser emprendedor pueden ser físicamente abrumadores”


Richard Branson: "Los desafíos de ser emprendedor pueden ser físicamente abrumadores"

Aparte de tratar de mantenerse en forma, es muy importante hacer algo de ejercicio que le permita distanciarse un poco de las presiones del trabajo.
Los desafíos de ser emprendedor pueden ser físicamente abrumadores. Largas horas laborales, el estrés y los constantes viajes de negocios pueden cobrar eventualmente un precio en términos de salud, a menos que se tomen medidas para recuperar un equilibrio entre su vida personal y su trabajo. Para un emprendedor o un ejecutivo jefe al mando de una compañía en crecimiento, mantenerse en forma y tomar descansos es una necesidad: hay que planear para mantenerse en forma y sano, en la misma forma en que planea su carrera profesional.
Esto lo ayudará a mantener una perspectiva amplia sobre cualquier problema al que se enfrente su compañía y, en última instancia, para tomar mejores decisiones en su trabajo.
Acabo de regresar de una agotadora gira en la que visité cinco países en menos de un mes.
Empezó con una semana memorable en Nueva Zelanda, después viajé a Chile, Brasil y al Reino Unido, para terminar en India. Y siempre he viajado con frecuencia desde que fundamos Virgin.
En un principio estaba ayudando a convertir Virgin Records en un negocio mundial de música; ahora, con nuestro nuevo desarrollo corporativo enfocado en los mercados emergentes, y con muchas de nuestras iniciativas filantrópicas de Virgin Unite basadas en África y Asia, es muy poco probable que pueda reducir el ritmo y la extensión de mis viajes de negocios. Mantenerse alerta y ser eficiente en tan agotadores viajes requiere de preparación.
Para mí, empero, estar en forma es un pasatiempo. En mi época escolar era un dedicado deportista hasta que una lesión en la rodilla puso fin a mis esperanzas de triunfar como profesional. Impedido de continuar buscando el éxito en ese terreno me dediqué de lleno a mi carrera profesional incipiente y fundé la revista Student.
Mi pasión por los deportes no desapareció y he seguido practicando tenis, esquí, navegación a vela y, más recientemente, surfear con vela.
Trato de incluir al menos una sesión de ejercicio cada día, y a veces dos, si se presenta la oportunidad. Nuestro hogar en la isla Necker, en las Islas Vírgenes Británicas, es un excelente lugar para mantenerme al día con mis sesiones de natación.
Casi todas las mañanas que estoy allí me aseguro de una jornada de nado alrededor de la isla, unos cinco kilómetros. Es la mejor forma que conozco de aclarar mis pensamientos (¡a veces de los excesos de la noche anterior!) y quedar listo para lo que traiga el día.
Localizada al final del archipiélago, Necker es también un gran lugar para navegar y surfear con vela. Después de un largo día de atender la correspondencia o contestar llamadas telefónicas, no hay nada mejor que practicar el surfeo. Pronto me siento renovado y listo para otras cosas.
Aparte de tratar de mantenerse en forma, es muy importante hacer algo que le permita distanciarse un poco de las presiones del trabajo. Muchas personas que están enfrentadas a las presiones cada vez mayores del mundo empresarial moderno, global y siempre presente, tratan de encontrar la forma de apartarse del trabajo.
Al enfocarse en algo diferente –en mi caso, en los deportes– se obtienen perspectivas sobre otras áreas de su vida, y esto le ayuda a lograr ese elusivo equilibrio entre la vida personal y el trabajo.
Muchos de mis pasatiempos también son compartidos por mi familia, lo que ha ayudado bastante.
No hay forma mejor de olvidarse de las tensiones de una empresa que no está funcionando como debiera o la frustración de no haber logrado un negocio que surfear con vela acompañado por los hijos o ir con ellos en un largo recorrido en esquíes por las montañas.
Durante los periodos de viaje es necesario planear su ejercicio. En abril de 2010, cuando me inscribí en la Maratón de Londres para coincidir con el patrocinio de Virgin para esa carrera, enfrenté el reto de tratar de acomodar el programa intensivo de preparación en mi ya de por sí ocupada agenda de conferencias y viajes. Junto con mi entrenador, estudié las carreras de entrenamiento que necesitaba hacer y las comparé con mis destinos para tratar de ajustarlas.
Fue muy divertido. Mientras viajaba alrededor del mundo me encontré corriendo en los parques de Sídney, por la playa en Barcelona y a través de la maleza en nuestra reserva privada de Caza Ulusaba en Sudáfrica.
Afortunadamente, mis hijos Holly y Sam también decidieron participar en la carrera junto con un grupo de amigos, por lo que frecuentemente entrenábamos todos en nuestras reuniones familiares. Esto ayudó a mantener cierta rivalidad amistosa en la competición y centrados en el reto que nos esperaba.
El día de la carrera, todos terminamos la maratón con un buen tiempo, y junto con sus 32 compañeros de equipo, Holly y Sam ayudaron a establecer un récord mundial del mayor número de participantes (¡34!) que terminan la carrera atados juntos.
Ocasionalmente las cosas no funcionan de acuerdo con los planes. El mismo año, nosotros tres tratamos de surfear a lo largo del Canal de la Mancha, pero el tiempo frustró nuestro intento.
En enero, un accidente de esquí me dejó con una lesión en talón de Aquiles, y en consecuencia no pude correr, esquiar o surfear con vela durante más de seis meses.
Como un recurso para motivarme en cuanto a mantenerme en forma, me dediqué a entrenar para la natación con piernas que es parte del Triatlón de Londres. Holly y Sam completaron las tres etapas de la carrera, así que todos nos divertimos en grande.
Soy famoso por estar en busca de desafíos que nos ayuden a presionarnos más duro y eso incluye la parte física. Pero hacer cambios pequeños puede ser aun más útil en el largo plazo.
La siguiente vez que tenga que sentarse a contestar una montaña de correos electrónicos y solicitudes en un domingo en la mañana, piense si no sería mejor salir primero a correr, nadar o andar en bicicleta para refrescar el cuerpo y la mente.
Richard Branson
fuente: Portafolio
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Commerce Social Media, el peligro de entrar en redes sociales sin una estrategia

Resumen del estudio presentado por Hello comunicación que revela el uso que pymes del sector comercio emplean las redes sociales, qué, cómo y cuando utilizan estas estrategias. Uno de los datos más importantes que revela el estudio es que el 55% de pymes no alcanzan el éxito debido en las redes sociales debido a un enfoque incorrecto de su estrategia.
Otros datos relevantes son:
  • El 49% de las pymes del sector comercio está presente en las redes sociales.
  • El 61% de estas pymes entraron a lo largo de este año.
  • 93% en Facebook. 50% en Twitter. 45% en Linkedin.
  • El 91% tiene perfiles corporativos frente a sólo un 9% que emplea además, perfiles de valor.
  • El 37% se plantea como objetivo, aumentar el número de visitas, el 30% aumentar la ventas.
  • La falta de estrategia o la no adaptación de esta constituye el 54% de los fracasos.
 http://www.ojointernet.com/noticias/commerce-sm-el-peligro-de-entrar-en-redes-sociales-sin-una-estrategia/
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viernes, 14 de octubre de 2011

Social Business: 4 Ways Social Media Is Transforming Banking

What may have started out as a light-hearted social experiment a few years ago has advanced into a full-blown sales and marketing platform to push the boundaries of a modern business. We're talking about the increased significance of social networking, of course.


At IBM, we refer to the widespread use of social and online collaboration tools by our clients and ourselves as "social business." Social business is about harnessing the collective power of online communities and social interaction to drive real business outcomes that help companies boost profit, reach new customers and drive legions of brand enthusiasts. It is about using social tools to look at business processes differently -- from how a business listens to its customers, to how it is engaging with a wide variety of constituencies.

The amount of time that consumers spend on social media is hard to ignore. More than 800 million users are active on Facebook for an average of 40 minutes a day. A 2010 Nielson report found that social media use is growing at 308% versus only 120% for general banking website use.

The banking industry has begun to sit up and take notice as banks' clients (including the baby boomers who have the majority of assets in banks) use social tools to navigate family events, opinions and plans -- all part of the customer relationship that banks want to build. Banks are reacting with their own Twitter traffic, Facebook pages, social products and customer service in more social models: feedback, ratings, YouTube videos, and often a new, more social face for the bank.

As mobile devices are increasingly ubiquitous, customers want more than simple mobile banking -- they want services that offer payment options, recognize and exploit location information, and deliver discounts and deals and wisdom of the crowd. This is a historic moment in time when banks can use social media to heighten their competitive differentiation, while clearing new paths for innovation.

The Opportunities

1) Social business is critical for forging new connections, as well as elevating the brand.

Banks that can use it wisely can generate immediate, impactful results on increasingly social customers, many of whom use social media as an underlying "operating system" for their work and social lives.

For example, Wells Fargo, which jumped in early to social business, recently announced its new presence in Manhattan by doing a "flash mob" and posting it on YouTube. To date, that clip has been viewed more than 1.8 million times. By using this integrated multichannel customer experience, Wells Fargo was able to create value for the customer while reinforcing brand objectives.

2) Social business is a pivotal outlet for building communities.

Selling banking products and services can be understandably complex. However, building communities around products and services opens up a new way for consumers to inquire, engage and share material.

Focusing on customer service and adopting the personalities of the people they serve, banks can bring new meaning to customer centricity. Retail was one of the first industries to pioneer community building online. For the past two years, Urban Outfitters has been using its Facebook page not only to keep customers informed about discounts and in-store events, but also to promote other activities, such as job opportunities and community outreach events, and to educate customers on the latest trends. Most banks have been observing what retailers have been doing over the past 18 months and are taking special interest in loyalty and couponing. For example, ING Direct publishes the "We the Savers" blog to draw attention to its savings products, specifically to attract young professionals. Customers are invited to comment on the blog and integrate savings tips into the search landing page. BancoSabadell has more than 4,000 followers of its Twitter feed.

3) Social business can be an invaluable tool for product research and education.

Whether you're crowd-sourcing to find out what customers think of your services, or using social media to encourage customers to develop new products, the social network provides a channel to solicit ideas and input. In fact, social customers expect to be able to input ideas, rate experiences and debate ideas. Banks are redesigning their websites to include new features to gather ideas and feedback. They deliver videos on product information via YouTube and ask customers to rate the site and suggest new products.

4) Social business can provide deeper insights into bank customers.

All of the information that is generated on social media sites is valuable data that can be analyzed and mined. New patterns can be uncovered and valuable insight gleaned -- from gauging what customers like and dislike, to understanding what products they respond to and assessing areas of improvement for customer service. Banks are just starting to use more advanced analytics to tap into this data and develop more customized services and offerings for customers to ultimately drive more business. They can deliver more tailored marketing and sales campaigns to generate more targeted results.

Getting On Board

The next steps include:

defining the social business road map with a strategy for marketing, products and client experience.

supporting the internal use of social tools, as understanding the use and advantage of collaboration will have cost and service benefits that will reach the bottom line.

setting guidelines and processes to protect the bank as well as collect data for meaningful analytics.

Overcoming Fears and Defining the Future

Social business creates the same initial fears that ATMs, the Internet and mobile banking created: security, reputation and control. But like all technology introductions, a clear path of action emerges for the future. Social business is now at that point.

Even if many banks started adopting social media in a defensive mode, the value of social business now is being appreciated and realized. Conduct guidelines published by banks and others guide employees in proper use, just as they did with telephones and email.

Social media is emerging as a cultural change, not a fad. Defining a strategy for the future of consumer and business banking that includes social business will result in improved customer service, higher employee productivity and new products for the changing marketplace.

About the Authors: Boxley Llewellyn is Director of Growth Initiatives and Chitra Dorai is Program Director for Lending Innovations, both with IBM.
 
via banktech.com
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martes, 13 de septiembre de 2011

33+11 Ways to Use LinkedIn for Business


 
Is your LinkedIn account mostly sitting idle? You can do so much more with it than simply look up contacts: find gigs, sell products, expand your networks, grow your business and gain free publicity.

 

 Here are 33 ways to use LinkedIn more effectively. 
  1. Fill out your profile completely to earn trust.
  2. Use widgets to integrate other tools, such as importing your blog entries or Twitter stream into your profile.
  3. Do market research and gain knowledge with Polls.
  4. Share survey and poll results with your contacts.
  5. Answer questions in Questions and Answers: show expertise without a hint of self-promotion.
  6. Ask questions in Questions and Answers to get a feel for what customers and prospects want or think.
  7. Publish your LinkedIn URL on all your marketing collateral, including business cards, email signature, email newsletters, web sites and brochures, so prospects learn more about you.
  8. Grow your network by joining industry and alumni groups related to your business.
  9. Update your status examples of recent work.
  10. Link your status updates with your other social media accounts.
  11. Combine your social media approach: when someone asks a question in Twitter, respond in detail on LinkedIn and link to it from Twitter.
  12. Use the search feature to find people by company, industry and city.
  13. Start and manage a group or fan page for your product, brand or business.
  14. Research your prospects before meeting or contacting them.
  15. Share useful articles and resources that will be of interest to customers and prospects.
  16. Don’t turn off your contacts: avoid hard-sell tactics.
  17. Write honest and valuable recommendations for your contacts.
  18. Request LinkedIn recommendation from happy customers willing to provide testimonials.
  19. Post your presentations on your profile using a presentation application.
  20. Check connections’ locations before traveling so you can meet with those in the city where you’re heading.
  21. Ask your first-level contacts for introductions to their first-level contacts.
  22. Interact with LinkedIn on a regular basis to reach those who may not see you on other social media sites.
  23. Set up to receive LinkedIn messages in your inbox so you can respond right away.
  24. Link to articles and content posted elsewhere, with a summary of why it’s valuable to add to your credibility.
  25. List your newsletter subscription information and archives.
  26. Find experts in your field and invite them as a guest blogger on your blog or speaker at your event.
  27. Post discounts and package deals.
  28. Import vCards and contacts from other applications to find more connections.
  29. Export your contacts into other applications.
  30. Buy a LinkedIn direct ad that only your target market will see.
  31. Post job listings to find qualified talent.
  32. Look for connections related to a job you want.
  33. Find vendors and contractors through connections.
Other 11,

1. Check your contacts and see who might benefit from knowing each other. Then introduce them to each other, using InMail or traditional email (not the LinkedIn introduction function).
2. Create a short newsletter for your LinkedIn contacts to let them know what’s happening in your career or job-search.

3. Mentor a fellow employee or a colleage who needs a job.

4. Find your next project work team by checking their skills on their LinkedIn profiles.

5. Keep track of your colleague’s promotions and title changes on LinkedIn and send congratulations. They will probably show up on their profile or Network Updates before the company newsletter.

6. If your employer doesn’t have online networking tools, start a LinkedIn group. Consider inviting alumni, too.

7. Network with professionals in similar roles in your industry.

8. Use LinkedIn’s Outlook toolbar or use Xobni, from Xobni.com to find new contacts.

9. Research Career 2.0 — what you’ll do if or when your current job is gone.

10. Remember, networking is more about giving than getting. Build your karma.

11. If you are job-hunting, see my profile, http://www.linkedin.com/in/andybrandt1 for a free PDF book on job hunting online, networking and using LinkedIn, “The Job Seeker’s Guide to Online Networking and Using LinkedIn.”
 
via Gigaom.com


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viernes, 9 de septiembre de 2011

jueves, 8 de septiembre de 2011

Como encontrar en Linkedin los grupos mas numerosos(+500K)? - al hilo del anterior post-

Es ponerse a cacharrear y salen las cosas....asi que mi recomendacion; cacharrear.
Efectivamente hay grupos de +100.000 como decia en el anterior post, y de + 500.000 contactos (en ingles)
Fijar los parametros de la busqueda como os lo indico en la imagen (amarillo a la izquierda)...y salen.
Si quereis saber los españoles, pues eso, indicadlo en la busqueda


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Cómo saber en Linkedin el numero exacto de Contactos a partir de +500 ?


Seguramente te habrá ocurrido cuando accedes al link de "contactos" de una persona, aparece "+500". ¿pero cuantos tiene realmente?

Ten en cuenta que ese "+500" le aparecera al que tenga 501 o 18.000. Al seguir el link veremos su listado de contactos "paginado" y abajo las opciones de ver siguientes paginas. Será tan sencillo como contar el numero de paginas  y multiplicarlo por 25 que son los contactos que muestra por página.


 La calidad de nuestra actividad en las redes sociales aunque no se mide solo por las cantidades, sí que es un buen indicador. La importancia de este numero no es solo el numero de contactos directos que tenemos, sino las posibilidades de contacto "indirecto". Como se ve en mi ejemplo, con 6.300 contactos directos, indirectamente tengo visibilidad sobre + 16 Millones de personas.

¿y esto para que sirve?
Cuando hacemos una busqueda sobre Linkedin, solo se nos devuelven los resultados de los que estan en "nuestra red" (hasta el 3º grado).
¿Atajos?
En la version Premiun (de pago, muy recomendable para aquellos vinculados a la venta, Dueños, RRHH, buscadores de empleo,...) tenemos un añadido. Nos permite buscar contactos (y visualizar) aquellos que comparten grupos con nosotros aunque no esten en nuestra red (3º grado).

¿y?
Asi a priori, si ingresamos en un grupo de +100.000 personas (que los hay), repentinamente tenemos visibilidad y posibilidad de contacto sobre esas +100.000 personas ... y sobre todo de añadirle a nuestra red (uno de los requesitos que a cumplir para invitar a alguien a entrar en contacto puede ser estar en el mismo grupo)




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lunes, 5 de septiembre de 2011

The Complete Guide To Freemium Business Models

The idea of offering your product or a version of it for free has been a source of much debate.
Pricing is always tricky. Unfortunately, many entrepreneurs don’t give it enough thought. They will often copy the pricing strategy of similar products, base their decisions on pompous statements made by “experts” or rely on broken rationale (we worked hard so we should charge $X).
Free is even trickier and with so many opinions about it, we thought it would be refreshing to take a critical approach and dive deep into why some companies are very successful at employing the model while other companies fail. We’ve looked into economics academic papers, behavioral psychology books and strategies that worked for companies to come up with the key concepts below.
The Law of Marginal Cost
Pricing plays a huge part in competing for customers. Here’s an economic law that holds almost as much truth as the law of gravity: in a perfectly competitive market, the long-term product price (aka “market clearing price”) will be the marginal cost of production.
Guess what? Because of declining hosting and bandwidth costs, for most Internet products the marginal cost today is practically … zero.
In other words, if the cost to serve a customer (support aside) is zero, the long-term price of the product in the market will be zero (because of competitive pressure).
An Experience Good
At the core of the “Free” models are the products or services being offered to the customer. Most Internet products or services fall into the definition of an Experience Good: a product that needs a period of use before the customer can determine the value they can derive from it.
A good example is Dropbox. Consider Drew Houston’s words: “The fact was that Dropbox was offering a product that people didn’t know they needed until they tried.”
There are plenty of academics who looked into the pricing of Experience Goods. In 1983, the Economist Carl Shapiro wrote a fascinating paper about this subject. His conclusion was that since customers tend to underestimate the value of a product, the optimal pricing for an experience good is a low introductory price which is then increased when the customer realizes the value of the product.
In some cases, a customer might overestimate the value of the product. In that case, the optimal pricing strategy is to charge as much in the beginning or to lock in customers with long-term contracts.
This is why customers are reluctant to buy when someone asks them to prepay for a service or product or sign a long-term contract.
Hence, the introductory price is a signaling mechanism. The conclusion?  A low entrance price signals that you are confident that your product will create value for the customer.
The Psychology of Free
Much has been written about the Psychology of Free. Two books that looked specifically into the subject are “Free” by Chris Anderson and “Predictably Irrational” by Dan Ariely. Putting it simply, Free is an emotional hot button that immediately reduces the mental barriers for the customer. Free makes people think that they have “nothing to lose” since many ignore time as an investment.
From this perspective, free is a huge accelerator of adoption. The flip side of this is that after using the product for free, it is very hard to get the customer to start paying for it. This phenomenon was broad enough to get its own name: “The penny gap”—the hardest part is to get your customer to pay you the first penny. This is why it is so critical to choose your premium features wisely.
Decision Factors
If all that is true, it seems like Free (or Freemium) is the answer. Well…. not so fast. The decision is definitely not easy. Here’s a basic framework to help you make a more informed decision. A word of caution though: for every complex problem there’s a simple solution … and it’s wrong. The framework is helpful as a thinking tool but there’s no magic formula.
Here’s a set of questions that you’ll need to ask yourself:
1.    How big do I want my company to be? If you are looking to build a lifestyle business that’ll make you $8,000 a month and you have a good product, you can probably do without Freemium. If you want to build a dominant company that has a substantial market share, Freemium can help you accelerate adoption.
2.    What is the value of the free users? Across all successful Freemium companies, there is a way of making money or saving money from the free users. Either by saving on marketing costs (Dropbox) or by making money from ads or data (Pandora, Evernote, Mint) or both. If you cannot turn your free users into savings in marketing costs or revenues from third parties—figure out how!
3.    What is the cost to serve free users?  This is a critical aspect of the model. If you spend a lot of money and/or time servicing free users, you are going to lose a lot of money. The cost of servicing free users must be lower than the dollar value they provide.
4.    How big is my market? “The easiest way to get 1 million people paying is to get 1 billion people using,” says Phil Libin, the CEO of Evernote. Free adds another conversion step on your way to revenues. You need a big market to have enough people who will be paying you at the end of the day.
5.    Is there value to one customer from other customers using the product? This will determine how many new users the free users will refer. There are three levels of value:
1.    Inherent value – You can use Skype only if the person you talk with also uses Skype. You can share a Dropbox folder only with other Dropbox users. In this case, Freemium can be a powerful strategy.
2.    Added value – You wouldn’t want to be the only user of LinkedIn. You derive value from other people using it. In this case, Freemium can help you gain traction if you use an effective invitation mechanism.
3.    No value – You don’t care if someone is using Evernote or not. The only reason for one person to tell another about the product or service is if they think it is awesome.
The Types of “Free”
One of the key factors in making Freemium work is the structure of the offering. What is it that you offer for free vs. charge? There are different types of free strategies. Let’s take a look at the popular ones:
1.    True Freemium – Give a version of the product for free and charge a fee for the other versions. There are two ways to go about this:
1.    Value based – The most successful type of Freemium strategy. The more a customer uses the product, the more value she derives, the higher the switching costs are, and at some point she’ll hit a usage limit and convert to a paying customer. Evernote and Dropbox are beautiful examples of this.
2.    Characteristic based – For example offering the product for free for one user (so it is based on company size for instance). Let’s think about a B2B application. If I’m a freelancer, I will use the application forever and I will never have to upgrade. If I’m a 3-person company, I can’t add more users and try the application for real and hence might not get to the point where I see the value in using it.
3.    Free Product for a Cross Subsidy  - Give one product for free and charge for complementary products.
4.    Time Based Free Trial – Give a free trial for X days and start charging once the trial ends. The issue here is figuring out what X is. On one hand you want to create a sense of urgency, on the other hand you need the customer to see the value in the system.
Open Source as a Free model
Lately I’ve seen many entrepreneurs confuse Open Source with Free so I thought it would be helpful to make the distinction. An open source model can definitely accelerate the distribution of your product and is a viable free model. It has two main advantages. You might get developers to contribute to your product (see WordPress). By doing that you can accelerate the development of your product. The other advantage is that you give customers peace of mind as they have control over the source code. You can then make money from selling pro features or value added services. There’s a critical distinction here and that is that your code is out there and anyone can start a company to commercialize this code. Bear in mind that it is very hard (often impossible) to reverse a decision to open-source.The Last Bit And The Secret To Success
There are many factors to consider when you are evaluating whether to use the Freemium model or not. However, there’s one last secret that I didn’t share with you. During the study, while looking at the successful Freemium companies, a pattern emerged. They all had phenomenal products. All of these decision factors are useless if the product or service you are offering is nothing short of amazing. If your product is not creating great value for its users, no tactic in the world will make Freemium work for you.
Editor’s note: This guest post was written by Uzi Shmilovici, CEO and founder of Future Simple, which creates online software for small businesses. The post is based on a study done with Professor Eric Budish, an economics professor at the University of Chicago Booth School of Business. It also includes ideas and comments from Peter Levine, a Venture Partner at Andreessen-Horowitz and a professor at Stanford GSB
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