Photos of downtown Nashville captured on Sunday after the Titans game at LP Field
4 notes (4:23)
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Notes (5:46)
Everything begins with providing a reason for consumers to connect with brands in social networks, not once, but now and over time, again and again. Brands must study consumer preferences in advance of social efforts and continually monitor what consumers expect and want in this channel. Effective brand engagement is directly linked to the value customers take away from the branded social experience and how closely their expectations and desires are met.
BUILDING “FUTURITY” INTO DECISIONS - Peter Drucker
0 notes (11:45)
- Drucker called for corporations to focus instead on smart strategic planning. That’s an activity, he explained, that “does not deal with future decisions.” Rather, “it deals with the futurity of present decisions.”
- “The question that faces the strategic decision-maker is not what his organization should do tomorrow,” Drucker wrote. “It is, ‘What do we have to do today to be ready for an uncertain tomorrow?’ The question is not what will happen in the future. It is, ‘What futurity do we have to build into our present thinking and doing, what time spans do we have to consider, and how do we use this information to make a rational decision now?’” Managers should begin with a thorough look at current products, processes, and markets, and then ask themselves a very pointed question: “If we were not committed to this today, would we go into it?” If the answer is no, Drucker counseled, then that automatically raises another question: “How can we get out—fast?” After this “systematic sloughing off of yesterday,” the next step is to ask: “What new and different things do we have to do, and when?”...
- “It is meaningless to speak of short-range and long-range plans,” Drucker declared. “There are plans that lead to action today—and they are true plans, true strategic decisions.”
- On the other hand, he added, “there are plans that talk about action tomorrow—they are dreams, if not pretexts for nonthinking, nonplanning, nondoing. The essence of planning is to make present decisions with knowledge of their futurity. It is the futurity that determines the time span, and not vice-versa.”
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0 notes (1:40)
This is what matters: launching products, getting them in the hands of users, and hearing them get value out of it. That’s why we stay up late, ruin our wrists and our eyesight, and drive our families crazy. It’s all about shipping.
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Notes (12:30)
The more marketers accept the concept of measuring influence relative to reach, the quicker social media industry standards will surface. Social networking revolves around the art of people interacting with people, not logos. People have influence. Things do not. Ultimately, influence is power that differentiates.
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0 notes (1:37)
Science and vision are not opposites or even at odds. They need each other. I sometimes hear other startup folks say something along the lines of: “If entrepreneurship was a science, then anyone could do it.” I’d like to point out that even science is a science, and still very few people can do it, let alone do it well. Science requires vision, just as startups require vision. Building the right product requires systematically and relentlessly testing that vision to discover which elements of it are brilliant, and which are crazy.
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0 notes (1:50)
By targeting our resources more effectively, we can focus on building world-changing products with a truly beautiful user experience,” Eustace wrote.
