https://www.facebook.com/111450177664983/

Raymond Orias, San jose Street, Maasin (2026)

17/04/2021

While some businesses such as rely on their own platforms to integrate their activities online, other social business platforms offer a space to transform a business to social business. Examples of such platforms include Microsoft Yammer, IBM Connections, Salesforce Chatter and Jive, which have developed social business software platforms primarily designed for internal collaboration and knowledge sharing. These platforms are successfully adopted by larger corporations with thousands of employees operating in multiple locations around the world. They allow creation of social-intranets enabling a more open interaction among the employees as well as creation and sharing of knowledge across the organization transcending time and place. The social business revolution is just beginning. In addition to connecting businesses and people to each other, social business platforms will create BBD advantages through connecting businesses with the right collective intelligence at the right time. In particular, SMEs should be keen on becoming social businesses as they can generate more value from their business ecosystem, relative to larger corporations.

17/04/2021

"In the end, the social business revolution leads to the emergence of businesses that are more connected, adaptive and intelligent, capable of building greater brand loyalty and recognition through designing and making better products and services, and offering greater value to its customers and the society.

To illustrate, consider Threadless, a company that successfully carved a unique BBD advantage for itself by becoming almost entirely social. The company, a popular T-shirt production service, allows anyone to submit a design for its T-shirts through their own platform. It uses social media external channels to build interest and draws the keen ones into their internal software platform where they submit their designs and interact with other customers and members of the Threadless team in multiple ways through different communities. For instance, communities can co-create a new design or vote on different designs and on which ones get produced. This strategy proved successful as Threadless built a global community of over 2.5 million enthusiasts and designers, who submitted more than 500,000 designs, and approximately 5,000 have been produced to date, raising revenue from US$6 million to more than US$30 million between 2005 and 2012. In other words, the Threadless Social Business model created the BBD advantage through crowdsourcing: accessing crowds of very-low cost enthusiasts, getting wider input of new ideas, enabling faster design, selection, and response time to business needs. And, recognising its strength in its unique organization around social technologies, Threadless recently decided to refocus on its original social DNA and close physical retail stores. Overall, Threadless, has given back over US$8 million to its designers and expanded its offerings from T-shirts to producing other goods such as pillows, pet stuff, shower curtains and others."

16/04/2021

"These methods have their critics. ""I'll be honest and say that 99% of the theoretical management models and tools aren't actually all that helpful,"" said Pete McAllister, who has a degree in business and now owns an SEO agency, OutreachPete. ""It's all information you know from common sense and still requires further extrapolation ... trying to map it out on a higher level is superficial.""

It may be telling that McAllister now blogs about post-corporate life on his website Recovering Commuter.

Other business leaders say they found such tools useful for group analysis. Of the SWOT and peer analyses Robert Stephens, founder of CFO Perspective, has conducted at various companies he's worked for, ""[They] allow the group to come to a consensus on the current situation,"" he said.

They also help everyone understand any underlying assumptions behind recommendations, added Stephens. ""These tools have more benefit as communication tools than decision-making tools.""

Other times, decision-making tools are needed simply to get the ball rolling. ""I tend to think they're common sense ... when I first started my business, I didn't use them,"" said Adele Alligood, financial advisor and founder of EndThrive.

However, ""it felt like decisions took forever to make. The meetings we had lacked focus and wasted time,"" Alligood said, which led her to introduce the decision tree and Pareto analysis methods into her decision-making meetings. This helped. ""We stopped having the same discussions over and over, and we started coming up with action plans based on the most important decisions."""

16/04/2021

While some businesses such as Threadless, rely on their own platforms to integrate their activities online, other social business platforms offer a space to transform a business to social business. Examples of such platforms include Microsoft Yammer, IBM Connections, Salesforce Chatter and Jive, which have developed social business software platforms primarily designed for internal collaboration and knowledge sharing. These platforms are successfully adopted by larger corporations with thousands of employees operating in multiple locations around the world. They allow creation of social-intranets enabling a more open interaction among the employees as well as creation and sharing of knowledge across the organization transcending time and place. The social business revolution is just beginning. In addition to connecting businesses and people to each other, social business platforms will create BBD advantages through connecting businesses with the right collective intelligence at the right time. In particular, SMEs should be keen on becoming social businesses as they can generate more value from their business ecosystem, relative to larger corporations.

15/04/2021

"In the same way that collective intelligence helps people make better and faster decisions in choosing the right product for their needs, businesses are starting to realise they can create significant competitive advantage if they can access and leverage the right business know-how from their ecosystem at the right time. Organisations and businesses have a lot in common with people. They live and thrive in their ecosystems comprising myriad interconnected networks: clients, suppliers, employees, customers, partners, and so on. Businesses, like people, also engage in their own daily interactions: buying, designing, manufacturing, marketing, and selling the next product.

Yet, current social media channels offer limited capability for creating business knowledge, intelligence, and the know-how that could give businesses a better business decisions (BBD) advantage. Not only do businesses’ ecosystems comprise many actors of varying size, scope and nature, they also have many types of relationships, such as supplier, partner or endorser. In addition, decisions made in business contexts are also very complex. They result from multi-party negotiations and require synthesising information and “connecting the dots” across many domains (for example legal, competition, social, etc). As a result, co-creation is much more iterative and interactive in business settings than in consumer ones. "

15/04/2021

"In the end, the social business revolution leads to the emergence of businesses that are more connected, adaptive and intelligent, capable of building greater brand loyalty and recognition through designing and making better products and services, and offering greater value to its customers and the society.

To illustrate, consider Threadless, a company that successfully carved a unique BBD advantage for itself by becoming almost entirely social. The company, a popular T-shirt production service, allows anyone to submit a design for its T-shirts through their own platform. It uses social media external channels to build interest and draws the keen ones into their internal software platform where they submit their designs and interact with other customers and members of the Threadless team in multiple ways through different communities.

14/04/2021

"These methods have their critics. ""I'll be honest and say that 99% of the theoretical management models and tools aren't actually all that helpful,"" said Pete McAllister, who has a degree in business and now owns an SEO agency, OutreachPete. ""It's all information you know from common sense and still requires further extrapolation ... trying to map it out on a higher level is superficial.""

It may be telling that McAllister now blogs about post-corporate life on his website Recovering Commuter.

Other business leaders say they found such tools useful for group analysis. Of the SWOT and peer analyses Robert Stephens, founder of CFO Perspective, has conducted at various companies he's worked for, ""[They] allow the group to come to a consensus on the current situation,"" he said.

They also help everyone understand any underlying assumptions behind recommendations, added Stephens. ""These tools have more benefit as communication tools than decision-making tools.""

Other times, decision-making tools are needed simply to get the ball rolling. ""I tend to think they're common sense ... when I first started my business, I didn't use them,"" said Adele Alligood, financial advisor and founder of End Thrive.

However, ""it felt like decisions took forever to make. The meetings we had lacked focus and wasted time,"" Alligood said, which led her to introduce the decision tree and Pareto analysis methods into her decision-making meetings. This helped. ""We stopped having the same discussions over and over, and we started coming up with action plans based on the most important decisions.

14/04/2021

"A formal decision-making process can also prevent your company from being guided by fallacy – often the result of gut decisions or a lack of planning. In the field of behavioral decision theory, which examines the separation of objectively rational decision-making and (often irrational) intuitive decision-making, these fallacies fall into the latter category.

""Decision-making fallacies are rampant in companies of all sizes,"" Stephens said. One example of this is sunk cost bias, in which irretrievable investments are used to justify future decisions, only to cause further harm (think of the U.S.'s unwillingness to withdraw from the Vietnam war).

Stephens gave the example of a client who was selling their business to cover the debt and investment they had put into it. They were selling it based on expected performance rather than actual market value. The price was too high, and no one was willing to buy. ""I pointed out that those numbers were sunk costs that were irrelevant to both them and the buyers,"" he said.

Another example is extrapolation bias, in which current trends – such as a rise in housing prices – are expected to continue in the same direction, a fallacy that Stephens often observes in finance.

The field of behavioral economics is rife with examples of how common misconceptions lead to enormous financial loss – Stephens outlined several more in this blog post.

Employee best practices
While financial decisions can be weighed objectively, unfortunately, there's no economic model for morally guided decision-making. This becomes even trickier when employees must act as decision-making agents, where they're more likely to act on personal financial incentive rather than what's best – morally or financially – for the company as a whole.

This is where instituting a decision-making best practice can be useful.

13/04/2021

Evaluation of social media marketing is central to its success. This thesis seeks to contribute to our understanding of social media marketing evaluation processes and outcomes, together with an exploration of the dynamics of agency-client relationships. It contributes to knowledge across three major themes: strategy development, evaluation, and agency-client relationships and is one of the firs studies to consider the role of the agency-client relationship in social media marketing. In particular, the study addresses a gap in current knowledge by revealing the significant influence of agency-client relationships on the processes and outcomes of social media marketing strategy development and evaluation. Adopting the ontological and epistemological position that reality is socially constructed, a qualitative study of twenty social media marketers provided specialist digital agency perspective of social media campaigns. Data was collected through semi-structured interviews with key practitioners, supported by a cognitive-mapping elicitation technique. The findings generate knowledge of the first two major themes: strategy and evaluation through the development of two process models: the ‘Cycle of SocialMedia Marketing’ for strategy, and the ‘Cycle of Social Media Marketing Evaluation ’for evaluation. Findings for the second theme reject the traditional view of agency-client relationships, and instead offers a fresh perspective on these relationships unsocial media marketing, identifying three sub-themes: context, conflict and co-creation. through collaborative learning workshops.

13/04/2021

"Very likely, your competitors are on social media and are doing one or two things better than you. They may be creating better engagement with their fans, growing their loyal fan base faster than you, or simply converting leads to sales more effectively than you.
Having this insight can help you craft better engagement messages or re-evaluate your online marketing approach to better align with what may attract potential online leads. Facebook, for example, can help you track and follow competitor pages that are either direct competitors, or those in different sectors but competing for the similar audiences. It can even help you track businesses with similar content strategies as you, but attracting different audiences. As you can imagine, this rich data can improve your marketing decisions immensely when done right.
Being where your customers are is one of the best ways to deliver superior customer service, and today, this is on social media. You can increase positive sentiment about your brand by monitoring brand mentions and engaging with customers. Being able to respond quickly, communicate in a friendly way, and following up on customer queries can all be done on social media just as effectively as using traditional media. You cannot afford to ignore social media as a customer satisfaction channel. "

12/04/2021

Enlist for a Facebook Commerce Page. Enter Your Trade Data. Upload Your Profile Picture & Cover Photo. Invite Companions to Like Your Page. Include Extra Commerce Subtle elements. Add a Button to Your Page. Market Your Facebook Commerce Page by Being Dynamic on Facebook.

12/04/2021

1. Download the Instagram App.
2. Create an Instagram account and choose an Instagram profile photo.
3. Complete your Instagram profile information
4. Convert your basic Instagram profile into a Business Profile.
5. Post photos and videos to your Instagram feed.
6. Find people to follow on Instagram.
You’ve probably heard that it costs more money to onboard a new client over retaining one. Put in another way, your business saves more from implementing customer loyalty and satisfaction programs as opposed to being on the treadmill of looking for more clients constantly.

Being where your customers are is one of the best ways to deliver superior customer service, and today, this is on social media. You can increase positive sentiment about your brand by monitoring brand mentions and engaging with customers. Being able to respond quickly, communicate in a friendly way, and following up on customer queries can all be done on social media just as effectively as using traditional media. You cannot afford to ignore social media as a customer satisfaction channel in this day and age.

Raymond Orias

17/04/2021

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