Posts Tagged ‘Social Economics’

Orkut Shutdown

The once upon a time famour social networking site Orkut which was later taken over by Google is Shutting down and yes you heard it right. Google said its “first foray into social networking,” to focus on YouTube, Blogger, and Google+ services that have proven more popular

Orkut was the result of a “20 per cent project” in which Google workers got to spend a fifth of their time on ideas not necessarily related to their job responsibilities, this is half true but anywaz Google really didn’t make huge profits with the buyout as such. Orkut proved particularly popular in Brazil, where two years ago it was eclipsed by social networking powerhouse Facebook. Google launched its Google+ social network in 2011 and has been slowly weaving it into other services.

This is a big news to other social networking site offcourse Facebook which is going to gain some good traction in countries like India, Brazil and more.. If not big atleast few 100 thousands of new users spilling out there considering the over engineered google plus..

So RIP Orkut.. Its through Orkut that many started ther social networking journey; but sadly it could not compete with Facebook.

What does happiness mean to you? Well Forbest as come up with the list of the World’s happiest countries

 The darker a country, the happier its inhabitants.

The darker a country, the happier its inhabitants.

The World’s Happiest Countries:

1. Norway
2. Denmark
3. Sweden
4. Australia
5. New Zealand
6. Canada
7. Finland
8. The Netherlands
9. Switzerland
10. Ireland

Well they have also listed World’s Saddest Countries. Well check for yourself @ http://www.forbes.com/pictures/mef45ejmi/the-worlds-happiest-and-saddest-countries-2/

Well did you know Happy Planet Index (HPI) is an index of human well-being and environmental impact that was introduced by the New Economics Foundation (NEF) in July 2006. The index is designed to challenge well-established indices of countries’ development, such as Gross Domestic Product (GDP) and the Human Development Index(HDI), which are seen as not taking sustainability into account. In particular, GDP is seen as inappropriate, as the usual ultimate aim of most people is not to be rich, but to be happy and healthy. Furthermore, it is believed that the notion of sustainable development requires a measure of the environmental costs of pursuing those goals.

Well what does Happiness means to you which country do u think is the most Happiest

Uploading copyrighted material is not a fundamental necessity of humans, are they doing it right by not allowing protected materials from being publishes on YouTube. It’s like coming to your house, stealing your 40″ LCD TV and sell it right after…

Well “It would be more like coming to your house, disassembling your tv, engineering an exact copy, reassembling your tv, leaving with the copy, then using that copy for themselves, without any actual loss of property to you.

The argument that “internet piracy” is theft hinges on the belief that every “illegal” copy is a lost sale. But plenty enough “pirates” download for testing purposes then buy a copy to support the creators they like. Others simply can’t afford it. No sales are lost in either case” not sure how many agree with that..

Tell the world’s governments you support a free and open web at http://www.google.com/takeaction.
Starting December 3rd, the world’s governments are meeting behind closed doors at the ITU to discuss the future of the Internet. Some governments want to use this meeting in Dubai to increase censorship and regulate the Internet.

Add Your Voice to Keep the Internet #freeandopen @ www.google.com/takeaction.

Then spread the word with #freeandopen.

 

It is ours and it is free.
A free and open world depends on a free and open web.
And a free and open web depends on me.

“Dumb Ways to Die” is a Video part of a campaign to help prevent train related deaths in the state of Victoria, Australia  a region that suffers from an high number of train accidents every year. The overall message is be smart, be safe. Really clever, however I think imagining someone who doesn’t speak English listening to this and thinking, “hey, that’s a pretty cool song. I bet the lyrics are really deep bro”, also too bad this message teaches kids they can still dance when they’re chopped in thirds

Mitt Romney Social Medica

Mitt Romney Social Medica

They say friends are the one stick with you through good times and bad, this is not the case with Mitt Romney’s Facebook friends where they were real friends at all. In the 3 days after Romney concluded the Presidential election to Mr.Obama,  more than 70,000 users have unliked his page. They were both steadily gaining fans on both Facebook and Twitter through Tuesday evening, though Obama gained about five times as many on both networks. Romney’s actually gained 17,601 Twitter followers since he lost the election. That’s odd, and might be more evidence of bot activity more than human interest, considering he has not tweeted since Election Day, Interesting Statistics isn’t

 

 

Reading Alex Goldfayn’s new book called Evangelist Marketing: What Apple Amazon and Netflix Understand About Their Customers (That Your Company Probably Doesn’t). He is CEO of the Evangelist Marketing Institute, a marketing consultancy with clients that include T-Mobile, TiVo and Logitech. Here is a Case Study of 7 Marketing Lessons From RIM’s Failures which I found Interesting and thought worth the share for any Big or Small Organizations.

Evangelsit Marketing

Evangelsit Marketing

You remember, don’t you? The emails magically appeared while you weren’t looking. That blinking light turned us into addicts. And that keyboard — copied often, but never matched.

It was the BlackBerry, the glorious, beloved, and life-changing BlackBerry. It made us feel good, and it never let us down.

Long before the iPhone the took the world by storm, and before Google even dreamed about getting into the phone business, Research in Motion was on top of the consumer electronics mountain.

Today, sadly, it is buried under it, and industry insiders everywhere wonder whether RIM will survive.

What happened? Harmful strategy. Unforced errors. And, mostly, really bad marketing. On this, RIM is in good company in the consumer electronics industry, where so many manufacturers market poorly. But few have made so many marketing mistakes so quickly.

Here are seven marketing lessons from RIM’s dark and difficult journey.

1. Make Great Products

Consumer electronics success begins with excellent products. The BlackBerry was once perceived as the very best smartphone — or, at least, “emailing phone” — available. It was exciting, emotional and it made people feel good. RIM sold BlackBerries on the strength of word-of-mouth recommendations. BlackBerries were aspirational, and people wanted to own one because friends and colleagues were so passionate about them.

Now, fast-forward to today.

Consider the excitement and energy around the iPhone and all those Android handsets. RIM enjoys none of that today. Not one percent of it. In part, it’s because it stopped making good smartphones in favor of a poorly received tablet called the PlayBook.

Successful marketing begins with having a tremendous product or service to market. Nothing happens without this.

2. Build on Strengths Instead of Improving on Weaknesses

I’m constantly telling clients that they should build on strengths instead of trying to improve their weak areas. For RIM, the BlackBerry was a great strength, and they all but abandoned its development and marketing for a year or longer to create the tablet. RIM did this to try to prevent the world from passing it by in the tablet space — which it did anyway. Tragically, as a result of diverting talent, attention, resources, investment and innovation from the BlackBerry to the Playbook, the consumer smartphone world has also passed RIM by.

It doesn’t matter what business you’re in. If you focus on developing weaknesses, your strengths will atrophy due to neglect. If you want to market well, identify your strengths — products, services, techniques, approaches, relationships — and exploit them relentlessly. This technique overcomes nearly all weaknesses.

3. Gravity Pushes Backwards

If you’ve attained a measure of success, you must continue innovating your products, services and your marketing just to maintain your position. Because you can bet the competition is innovating aggressively, and they’ll pass you by in three seconds if you stop doing the things that brought you success. RIM not only stopped releasing new BlackBerries while focusing on its PlayBook, it basically stopped talking to its customers about them for an extended period. We’ve seen this story before with Palm and many others. Gravity pushes backwards in business. Consistent and aggressive innovation is required not only to attain success, but to maintain it.

4. Know Precisely Who Your Customer Is

RIM’s management famously disagreed on who their customer was. Then co-CEO Mike Lazaridis felt the customer was the corporation. Others, probably including his counterpart Jim Balsillie, wanted to aim BlackBerry products at consumers. If you don’t know exactly who your customer is, it is impossible to market. Language, messaging, platforms, branding and public relations change completely depending on the customers you target. So identify your customers as precisely as possible, and aim all of your marketing efforts at them.

5. Executives Set the Marketing Tone

Consider the most successful companies in consumer electronics (and two of the most successful companies in all of business): Apple and Amazon. Their chief executives set their marketing tone, and everyone follows. If you have watched the above YouTube video of Steve Jobs introducing the iPad, and listen to how everybody who followed him on stage used exactly the same words.

This is no accident. The next day, thousands of articles used the same words to describe the amazing, remarkable and awesome iPad. Amazon’s Bezos is the same way. The best marketers have high-level executives setting the tone. They not only teach the rest of the company how to talk about their products and services, but the customers, the media, and the market itself. Obviously, RIM’s co-CEOs did not set this tone. They couldn’t even agree on who the customer was.

6. Avoid Unforced Errors

Most marketing problems are self-made and entirely avoidable. Consider the major developments from RIM’s recent past:

It voluntarily stopped focusing on the BlackBerry to make a product it had no experience with.
It could not identify its customer.
It stopped marketing to consumers, allowing competition to roar past.
Not convinced? Consider Netflix’s recently concluded horrible-terrible-no-good-very-bad year:

A dramatic price increase.
An extended period with no action to placate angry consumers.
Spinning off something called Qwikster and then spinning it back in.
A remarkably poor response to it all by the CEO, Reed Hastings.
None of these things happened to these companies. They did it to themselves. Don’t try to outsmart yourself. Avoid unforced errors.

7. Keep Talking to Your Customers

My work with clients often involves conducting qualitative conversations with their customers to deeply understand how they feel about what the company is doing and what the company is thinking about doing. If RIM had talked to its customers like this, it would have quickly learned that they probably weren’t particularly interested in a BlackBerry tablet without built-in email, messaging or contacts!

If you’re not talking to your customers, you’re just guessing from a conference room.

I believe RIM has enough of a corporate and government customer base to sustain it through this most difficult period. To recover, the company must precisely identify its customer, make terrific products for it, and orient all of its marketing and messaging toward it. In the meantime, we can all learn from the mistakes that brought the BlackBerry maker to this point.

You remember the Blackberry, don’t you now?

We all know Facebook filed its IPO setting the stage for the internet industry’s biggest coming-out party and one of Wall Street’s most hotly anticipated events of 2012, with a valuation of over $100 billion. Here is a look at some of the personalities behind the world’s largest social network.

Mark Zuckerberg, chief executive and co-founder

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We all know Zuckerberg, portrayed as a brilliant, ambitious and ruthless empire-builder in the 2010 movie “The Social Network,” founded Facebook with Chris Hughes, Dustin Moskovitz and Eduardo Saverin while at Harvard University in 2004.

The 27-year-old frontman, who has repeatedly said he was in no rush to go public because that might distract employees and dilute his control, decides the direction and product strategy of the company. Forbes estimates Zuckberg’s net worth at $17.5 billion, making him the 14th richest man in the United States.

Peter Thiel, investor and director

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The billionaire Stanford alumnus and former Wall Street trader was Facebook’s first outside investor and director. Thiel co-founded online payments service PayPal and sold it to eBay Inc for $1.5 billion in 2002.

Christopher Cox, vice president of product

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Cox organizes Facebook’s product strategy and oversees product management and design.

He joined the company in 2005 as a software engineer and was involved in the first versions of Facebook features such as the News Feed and Inbox

Dan Rose, vice president of partnerships

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A former Amazon.com Inc manager who helped develop the “Kindle” digital book reader, Rose oversees Facebook’s partnerships, forging ties with Hollywood film studios, game makers, mobile phone companies and even carmakers. Rose also takes the lead on mergers and acquisitions.

David Fischer, VP of advertising and global operations

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Fischer is responsible for much of Facebook’s vast and highly profitable advertising network. He runs sales, advertiser marketing and customer operations.

During seven years at Google Inc, Fischer helped build that company’s online ad network into the largest in the world. Before that, he was deputy chief of staff at the Treasury Department during the Clinton Administration.

Sheryl Sandberg, chief operating officer

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Sandberg, one of the most powerful women in Silicon Valley, oversees business operations including sales, marketing, business development, human resources, public policy and communications.

Another former Google employee, Sandberg built and managed Google’s online sales channels for advertising and publishing and operations for consumer products.

Before working for Google, she was chief of staff at the Treasury Department under President Clinton.