 The Maple Leaf Digital Lounge has selected the Social Network Roadmap(SM) to build the social presence behind its launch, and CSRA has been working with their team for a few weeks. The Maple Leaf Digital Lounge (“MLDLCA”) is a virtual ecosystem that promotes discovery and collaboration among Canadian digital startups, foreign and Canadian investors and other enablers. Their mission is to facilitate cross-border high tech deals. “The Lounge” has two incarnations: several online venues combined with periodic physical events. Their launch event will happen on March 12 at the South by Southwest Interactive (“SxSW”) conference. Read on for my insights from working with them so far.
Also see the case study in video and presentation formats, which illustrates the social business model, Digivents. Note, the case study uses the MLDLCA’s new name, North of 41.
[…]
Executive’s Guide to Social Networks Consolidates Several Top10 Blogs, Prepares Expansion
 CSRA, the Creator of the Executive’s Guide to LinkedIn, the Executive’s Guide to Twitter & Blogging and the Executive’s Guide to Facebook, beta-launched the Executive’s Guide to Social Networks today to provide social media managers and individual executives a powerful new resource for practical insights into social business, which uses social technologies to transform business processes.
From its inception in 2008, the Executive’s Guide offered leaders a value proposition that is still unique in the market today. The guides help executives boost their individual competitiveness using social networks while they also address how to use social networking platforms to change business.
[…]
 2011 Social Business Predictions and Recommendations describes current social business adoption and advices firms and people how to get ahead.
2011 will be remembered as the year “social media” fell by the wayside, strategy became a recognized prerequisite for serious efforts, and “social business” began displacing it in boardrooms’ mindshare. “Social media,” which usually tries to use social technologies to talk at people, has been the predominant “first use” of socialtech because marketing drives most social initiatives, and marketers “communicate,” i.e. push content, to their targets. When they “listen,” they use limited legacy processes such as focus groups, email marketing, data mining and online surveys. However, none of these scratch the real itch because they emphasize the company asking individuals structured questions; they don’t allow customer to customer interaction, which is ten times more illuminating because it is spontaneous and customer-centric.
Socialtech gets there, but marketers are ambivalent about it because it means a loss of control. And more profits and career growth for marketers, but they have to let go first. It’s a leap of faith, but […]
2010 Year In Review Initial Glimmers of Social Business is the Editor’s Choice of the Global Human Capital Journal—The Best Strategy, Tactics, Case Studies and Insights of 2010
 Compared to its progenitors 2009 and 2008, 2010 was a relatively calm year because the amplitude of market gyrations was clearly less, and businesses began to find a new floor on which to build stakeholder expectations. Although I watched with high interest the unfolding drama in Europe, I didn’t have the time to conduct the research necessary to do a rigorous interpretation. I did publish a reflection in January, which is not included in this year in review. However, 2010 marked a major turning point in the adoption of social technologies: the recognition that analysis and strategy were necessary to achieve consistent results with social initiatives.
2010 Macro trends
Social has been in adolescence up through 2009-2010 in which “being on Facebook” was an end in itself, agencies produced vapid content and little interaction happened because people won’t interact when brands are talking at them and not listening. People feel it when a […]
 Social Business Case Study: Jennifer DeMarco Herskind, Dave & Buster’s summarized how Dave & Buster’s was beginning to see results from their social media initiatives. She presented it at Alterian’s Social Business Engaging Times Summit.
In the U.S., they have 57 stores, and each averages 40,000 sq.ft. of gaming and restaurants. July 2010 marked their first anniversary of doing social media. Customers are totally online, especially the 18-24 and 25-34 age groups, talking about food and entertainment; Dave & Buster’s benchmark themselves against casual dining because it has similar demographics. They go to where the customers are. There’s a fundamental shift (in marketing), and we have to get social media into the decision set. Facebook is the most important right now. We have a new data warehouse and customer surveys. […]
In this second installment of the Midyear Update, I’ll outline three social technologies that are potential game-changers, and give general guidance for what you can do to evaluate their relevance to your business this year. I’ll decipher them and explain why you need to care about how Geosocial applications are transforming retail, how “federated identity” enables customers to log in to Web 2.0 sites with their Google, Facebook or Twitter credentials and how Web 3.0 slipped in the back door while most executives weren’t looking. [update: the third installment gets personal]
[…]
If your business involves physical locations, geosocial applications represent a tantalizing possibility: people can talk about their presence and experience at one of your locations and, potentially, friends of their friends that have the same interest (or thirst). It adds long tail digital grease to conditions on the ground at a retail location. […]
The morning session focuses on strategy, planning and management of enterprise social network initiatives and will feature several speakers who are currently leading businesses and initiatives. The afternoon will focus on practice and show live example/demos of using LinkedIn, Facebook, Twitter and blogging tools for marketing campaigns […]
CDC’s social media experience shows how powerful social business can be when the organization is aligned with peer-to-peer sharing (word of mouth). Moreover, budget limits and their public focus compel them to rely people to educate each other with CDC information. […]
Pithy insights on major Web 2.0 transformation driver: reflecting on the significance of Facebook Connect and Google Friendconnect, which offer Web 2.0 single signon services […]
|
|
