One of the most important lessons for me over the past few years – marked by the emergence and then explosion of social media – is the growing irrelevance of boundaries between marketing, public relations and corporate functions like IT and HR. In fact, I would argue blurring these silos is not only beneficial, but critical, for organizations intent on fully engaging their audiences. Some of the best innovations in social media (and communications) have come from cross-pollination and collaboration across disparate corporate functions, and there is a rich crop of new ideas emerging on a regular basis.
As exhibit A take a look at these proposed digital marketing trends by Advertising Age. At first glance, some of these appear to have huge potential well beyond pure advertising, notably:
- Growth of viral videos
- Gaming becomes more social and mobile
- Boom in mobile web access
- Customization based on location
- Real-time search
- Social graphs and networks
Innovative companies are already leveraging some of these ideas in their communication programs, but imagine how much more could be done. Even with seemingly obvious assets like video and mobility, many companies seem hesitant to fully leverage these tools within their own communication networks. Imagine adding ingredients like GPS capability and real-time search in corporate intranets, for example, or introducing more gaming technology into communication materials and training. Why not use an application like foursquare, as another example, to help employees identify colleagues near their location and compete for “mayorships”? Or allow staff more leeway to create and leverage personal groups – either on internal networks or outside the firewall? The potential seems unlimited.
From my perspective, the barriers are typically not with end users – though there will always be inherent realities based on job function – but rather with executive timidity. Many companies don’t even let their employees access social networks the company uses for marketing campaigns. Leaders would be better served to explore what they could do, rather than what they shouldn’t do.
FYI – For an interesting comparison on trend prognosis check out David Armano’s take in HBR.
become the team they are today. At this point in his life, he is a man of words, and prefers not to be involved in the day-to-day action. However, if the situation calls for it, he will insert – and assert – himself!
Leonardo – Every team needs a leader, and Leonardo is just that. He makes the tough decisions, based on what’s best for the group and their mission. Beyond leading the team, Leo is also a master swordsman. He fronts the team in responsibility and by example.
sees the world differently from the rest of the team – he understands cause and effect. Ironically, while he develops the hi-tech gadgets to meet any challenge, he himself uses the bo stick, the simplest of weapons.
Raphael – While some people call Raphael “cool, but rude,” he is a true maverick. He works outside the box – and sometimes outside the law – to get the job done. His methods are unconventional and his attitude is brash…and let’s not get into the danger surrounding his sai weapons. While Raphael is the “maverick”, he’s also extremely loyal to the team and would never sabotage the team.The bottom line is this: while he may be the social pariah of the group, he gets the job done. His customer service skills may be lacking, but the proof is in the pudding.
of pizza, which puts the other Turtles in danger from time to time. Despite his supposed immaturity, he adds a different element to the team, with exuberance, energy and excitement. He may not be the most precise in his execution, but he works his tail off and tries to get better every day.
in the media and knows how to portray the heroes properly, even when the public is scared.
Shredder – The arch-nemesis of the Turtles, Shredder is a true master warrior. Although he has surrounded himself with an army of Foot Soldiers to do his bidding, he is as dangerous as it gets in a one-on-one situation. While the Turtles have to know who they are, it’s critical to understand your enemy and their motivations – that’s the only way you can stop him!
Making landscape management easier
Roger Sametz u dve rečenice sjajno objašnjava ovaj novi način izgradnje brenda – „Mislite o svom brendu kao o mozaiku, sastavljenom od delića koje ste vi postavili i delića koje su postavili drugi. Iako ne možete kontrolisati kako su svi delići postavljeni, možete da, sprovodeći svoju viziju brenda, postavite dovoljno delića tako da ivice onih koje ste vi postavili utiču na to kako će se postaviti ostali delići.“
Ayi Jihu’s top car selection
Possibly one of the greatest travesties to befall the independent garden center as an industry is the fallacy that if you offer lower prices you will “make it up on volume”.
