Public Computing and the Next Gang-of-Four – Forbes

Found at Public Computing and the Next Gang-of-Four – Forbes.

The “Gang of Four” theory is one of the most interesting features of the modern consumer IT industry. In an article in TechCrunch in May, Eric Schonfeld sketched out the basic idea:

Every technology era has its four horsemen driving growth and innovation. In the 1990s it was Microsoft, Intel, Cisco, and Dell. Today, there is a new “gang of four,” as Google chairman Eric Schmidt puts it. They are Google (of course), Apple, Amazon and Facebook, and they are behind the consumer revolution on the Internet today.

Is the Gang of Four phenomenon real? In what way? Under what conditions do such gangs appear? When do membership shifts occur in the gang? Can we find the same dynamic in the brick-and-mortar world?

Public Computing and the Next Gang-of-Four – Forbes.

Read all at

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Weekend quiz: the % of annual change was at it highest during?

White Stripes by Ian Bramham on Flickr

Found via Andrew Mcafee. Apologies for the intervals.  My answer: the early ffities……

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An Insider’s Guide to Social Media Etiquette

Found at An Insider’s Guide to Social Media Etiquette.

I receive a lot of questions about various points of etiquette with regards to social media. I also observe instances where I wish people knew some of the more common etiquette, because they seem like wonderful people, who maybe have made a mistake because they didn’t know better.

To be continued at An Insider’s Guide to Social Media Etiquette.

Photocredit:  iloveaustin

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Why is customer-centric marketing still more talk than action?

Early October I was invited for two lectures. One presented by a professor, exploring the benefits and pitfalls of customer need based selling. And the other by an operational manager who outlined the approach for cross and upsell. The latter admitted that – because of the interest of stakeholders – there is a real tension (also perceived by his employees) to become real customer centric.

Found at Why is customer-centric marketing still more talk than action? | CustomerThink.

Michael Shrage’s recent Harvard Business Review post, Great Customers Inspire Great Innovations, got me thinking:

Why, amid so much evidence of the power of customer-centric business, are so many companies still mired in inside-out operations? Why do we hear so much talk but see so little action?

Shrage’s post reminds us that behind most great innovations lie customers and clients that made those innovations possible. “Busicom, a scientific calculator company, for example, commissioned Intel [in 1969] to design a chipset for its new programmable calculators. That led directly to Intel’s breakthrough creation of the microprocessor.” On a much broader scale, “Wal-Mart’s incessant and relentless demands for ‘everyday low prices’ transformed every supplier it touched

To be continued at

Photocredit: Alexander 53


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Reading Luis Suarez’s Social Computing Training Is All About Changing People’s Behaviours

E L S U A ~ A KM Blog Thinking Outside The Inbox by Luis Suarez » Social Computing Training Is All About Changing People’s Behaviours.

Tenerife - Puerto de la CruzLast week there was an article published over at Harvard Business Review’s The Conversation blog that surely attracted plenty of attention all over the place, not only because it certainly is a very good read, but also because it touches base on a key point for a successful adoption of social software within the corporate world:Training on Social Computing.

I know there are plenty of people out there who have been claiming all along that if your social software tools would require extensive training and education for your knowledge workers you are not doing things right, because they are far too complex to be used in the first place. After all, Web 2.0 tools are relatively easier and much more friendly to use than whatever else we have been using in the past, right? Well, may be not…

Check out the article Intel’s Social Media Training by Jeanne C Meister and Karie Willyerd.

To be continued at

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Why Ideas Are Core to Enterprise 2.0 « I’m Not Actually a Geek

the eyes doesn't smile
Image by Aedo Pultrone via Flickr

I tweeted early January that I would write about why relationships do not matter in the customer services field. Reading this post I think I will work the importance of encounters in stead of relations in one of the forthcoming weeks. And encounters with objects and subjects not in your traditional environments create the best ideas.

And that is one of the underlying themes of this blog.

Have fun!

Found at  Why Ideas Are Core to Enterprise 2.0 « I’m Not Actually a Geek.

Brian Solis spoke recently on what the future of social networks will beIdeas, it turns out. As I wrote on another blog post:

Solis, leading thinker in the integration of social media and PR, recently spoke on an intriguing concept: ideas connect us more than relationships. The premise of his argument is that ideas are what elicit passion in people. They animate us, and if we find someone with a similar interest in a given idea, we connect.

Then there was this observation by Intel’s Enterprise 2.0 lead Laurie Buczek on the only quantifiable value they found in their Enterprise 2.0 efforts:

Where we did quickly find quantifiable business value during an ideation proof of concept.  Ideas that are discovered and turned into action have produced dollarized return of business value.

To be continued at

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Bruce Temkin: Infuse Emotion Into Experience Design as Customer Experience Matters

Found at

October 31, 2009

Posted by Bruce Temkin

The Web is becoming an increasingly important channel for companies, yet online experiences leave a lot to be desired. Our research shows that most sites have poor usability and they don’t reinforce key brand attributes. That’s why I worked with Ron Rogowski (the primary author) on a research report that created a concept called Emotional Experience Design, which we define as:

Creating interactions that engage users by catering to their emotional needs.

Emotional Experience Design is quite different from today’s functional design:

Forrester Research graphic about Emotional Experience Design

To apply Emotional Experience Design, firms must:

  1. Address customers’ real goals. People may come to a Web site to get service or buy a product, but that’s typically not the beginning or culmination of their journey. The mother of a newborn with stomach problems isn’t going to a site for information about medication; she’s looking for a way to bring comfort to her baby — and maybe get a little relief for herself. If firms want to engage customers, their sites must cater to these deeper customer needs..
  2. Develop a coherent personality. Web sites can feel sterile — devoid of a brand’s human characteristics, which are often apparent in other channels. But firms need their online experiences to do even more than just reinforce their brands; the experiences should enrich them. How? By developing a coherent, consistent personality that customers can easily recognize throughout all interactions.
  3. Engage a mix of senses. Over reliance on text and imagery makes many sites indistinguishable from competitors. Interestingly, most people can’t remember the content of Intel’s commercials, but they can easily imitate the Intel sound.While Web experiences don’t allow users to taste or smell objects, they can and absolutely should engage users’ senses of sight, hearing, and even touch.

The bottom line: It’s time to make emotional connections online.


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