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Facebook As Investment: How Trust Issues Block Its Best Path to Wealth

Facebook As Investment: How Trust Issues Block Its Best Path to WealthFacebook As Investment: How Trust Issues Block Its Best Path to Wealth describes why Facebook needs to change its orientation to users to unlock its full wealth potential. Over the past month, it has been de rigeur to comment on Facebook’s IPO and “quality” as an investment, but I decided to hold back until I could free a window to consider the matter in sufficient detail. The result is the “Facebook As Investment” trilogy, of which this is the first part. Part Two analyzes Facebook-the-platform’s investment prospects. Part Three advises executives on how to isolate their social business investments from Facebook business risks.

I did not buy into Facebook and do not plan to invest in its stock. I think it is a fantastic social venue and platform in which to connect with people (“stakeholders,” friends, associates..)—personally and for enterprises and brands. However, as I’ll argue here, Facebook‘s Achilles heel is a significant trust gap with most of its stakeholders. Its trust gap will make it difficult for Facebook management to fully monetize […]

B2B Executive’s How-to Guide to Social Business

B2B Executive’s How-to Guide to Social BusinessThe B2B Executive’s How-to Guide to Social Business is an executive primer on developing B2B relationships much faster and cheaper.

If you have been on several “social media” platforms as a firm or individual for some time but feel that you’re barely scratching the surface, this guide will help you boost your results significantly because: its goal is to help you develop B2B relationships more efficiently, instead of “selling” yourself and it shows you how to use B2B-oriented platforms in concert to increase leverage. If you would like some background on the profound distinction between “selling” yourself and focusing on relationship, “Social Business Disruption of B2B Sales & Marketing” crystallizes it in 8 minutes.

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Using the Relationship Value Map to Optimize Your Social Networks

Using the Relationship Value Map to Optimize Your Social Networks is a step-by-step approach to prioritizing your firm’s interactions in social networks to significantly improve the return on your team’s time.

Using the Relationship Value Map to Optimize Your Social Networks: trust vector

CSRA’s Relationship Value Map is a simple but invaluable tool you can use to organize your social networks to meet your personal or business goals better. Its Interest and Trust vectors intersect to create four quadrants for your connections. I designed it when working with individual executive clients in 2009, but CSRA uses it with enterprise clients as well, especially those with direct (B2B) sales forces who need to prioritize their relationship building activities.

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B2B Sales

B2B Sales Referrals Outdated Concept: How to TransformAs I read Jill Konrath’s excellent post on how to ask for “referrals” and mistakes that most salespeople make, it occurred to me that salespeople could do even better by breaking that model completely. Jill’s excellent point is that salespeople are uncomfortable with asking for referrals, so they cop out and do it badly by using a throwaway “Do you know anyone..” But I would tweak her suggested, “Whom should I meet” even further by focusing on client, not [salesperson’s] company.

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Global Social Business Strategy

Global social business strategy explains how robust stakeholder and workstream research created global opportunities for a global NGO.

Global Social Business StrategyCSRA just completed a global study of social business in ten OECD language markets that may bode well for commercial and nonprofit organizations that are considering global audiences. We found that when you ground your social business strategy on rigorous research into the people you want to engage (stakeholders) and their specific online activities (workstreams), social business strategy can be applicable in several language markets simultaneously, leading to significant leverage and supporting global go-to-market initiatives. Having personally worked and lived in several language markets, I was surprised by the strong stakeholder/workstream patterns; I had assumed that the markets would differ from each other far more. Here I’ll offer my reflections on the research as well as recommendations for using social networks for global initiatives.

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