An overview of what social media is, what the impact of social media and what the impact is of social media on Enterprises. These slides are part of a guest lecture for Hogeschool Zuyd (Sittard, NL), therefore I added also some slides on how students can use social media.

2. You

3. • What happened?
• The impact on systems
• Can enterprises handle this?
• What you can do with it
Social Media

4. WHAT HAPPENED

5. The Perfect Storm has changed
Business Focus
Business has been hit with;
•The Credit Crunch
•Globalisation of Competition
•Commoditisation of key Activities
•Customisation requirements for Products
•Expectations for new levels of online
Services
and then there is the Technology
impacts around;
•The Ubiquitous Connectivity
•Social Collaboration and Networks
•The arrival of ‘The Cloud’
•etc …..

6. Another big switch
Publishing is complex and limited to
few traditional media and online
merchants
Value is created by
aggregating content
(portals)
Easy and free publication for all
Value is generated by tools allowing
to publish easily
Mainlynarrowband
MainlyBroadband
2004 2005
Traditional media
Alternative
media
Google search
Flickr
Wikipedia
netvibes
Web 1.0 Web 2.0
Broadband is (becoming) a right in Spain and Finland

7. Technology and social factors have converged over the past few
years to create a phenomenon called social computing
TECHNOLOGY
 Cheap hardware and software reach the masses.
 Simple devices that anyone can operate.
SOCIAL CHANGE
 Consumers look for cost and time efficient technologies, ways to make their voices heard.
 Younger techno savvy generations pioneer the use of personal networks and viral communication.
Source: Forrester (2006) – Social Computing.

8. http://www.flickr.com/photos/naturalturn/3264726560/
THE ENDTHE END
OF THE WEBOF THE WEB
AS WE KNOWAS WE KNOW

9. The Intelligence is in the Connections
Connections between people
ConnectionsbetweenInformation
Email
Social Networks
Groupware
Javascript
Blogging
Databases
File Systems
HTTP
Keyword Search
USENET
Wikis
Websites
Directory Portals
2009
Web 1.0
1999
1989
PC Era
1977
RSS
Widgets
PC’s
2018
Office 2.0
XML
RDF
SPARQLAJAX
FTP IRC
SOAP
Mashups
File Servers
Social Media
Lightweight Collaboration
ATOM
Web 3.0
Web 4.0
Semantic Search
Lifestreaming
Natural Language Search
Intelligent personal agents
Java
SaaS
Web 2.0Flash
OWL
HTML
SGML
SQL
Gopher
P2P
The Web
The Desktop
Windows
MacOS
SWRL
OpenID
BBS
VR
Semantic
Web
The Internet
Social Web
Web OS
Real-Time
Web
Intelligent Web
Microblogging
Memetrackers
Online Services
Consumer online services
Multimedia
CDROMs
Activity streams
Virtual worlds

16. Internet statistics
• 100 billion – The number clicks per day
• 55 trillion – links on the Internet
• 5% - The percentage of global electricity used for the Internet
• 90 trillion – The number of emails sent in 2009
• 81% – The percentage of emails that were spam.
• 200 billion – The number of spam emails per day (assuming 81% are spam).
• 1 million - IM messages per second
• 8 terabytes – Traffic per seconde
• 234 million – The number of websites as of December 2009.
• 47 million – Added websites in 2009.

17. Social Media statistics
• 20 – Hours of video uploaded every
minute onto YouTube
• 600k - new members on Facebook
per day
• 900.000 -The number of blogs posts
put up every day
• 700 million – The number of photos
uploaded per day on Facebook
• 350 million – People on Facebook.
• 50% – Percentage of Facebook users
that log in every day.
• 500,000 – The number of active
Facebook applications.
• 84% – Percent of social network sites
with more women than men.
• 1,73 billion – Internet users
worldwide (September 2009).
• 18% – Increase in Internet users since
the previous year.
• 126 million – The number of blogs on
the Internet (as tracked by
BlogPulse).
• 27.3 million – Number of tweets on
Twitter per day (November, 2009)
• 57% – Percentage of Twitter’s user
base located in the United States.
• 4.25 million – People following
@aplusk (Ashton Kutcher, Twitter’s
most followed user).
• 1600 – only this many people are
following Rick Mans

18. http://www.flickr.com/photos/greenboy/416052683/
who are you?who are you?

19. Your generation
Generation Y, The Millenials,
Digital Natives… the future
generations are infinately
connected, born and raised digital,
and favour values such as
connectedness / community,
environmental awareness,
authenticity, freedom and
friendship above all else.
What does this mean for a
company
Generation Y, The Millenials,
Digital Natives… the future
generations are infinately
connected, born and raised digital,
and favour values such as
connectedness / community,
environmental awareness,
authenticity, freedom and
friendship above all else.
What does this mean for a
company
• Cut and paste Generation: Today’s youth create their own authentic style but combining different styles.
• Generation Search: S=searching and sharing, E=equilibrium, A=achieving, R=rules, C=commitment, H=harmony.
• Digitale Generatie: Todays youth … Jongeren van nu vinden het leven in de virtuele wereld even vanzelfsprekend als daarbuiten; de eerste generatie
die opgroeit met digitale media.
• My Media Generation: Today’s youth have three basic needs: community, selfexpression and personalisation; the first 'global' generation That can
customize everything to its own taste and wants.
• Generatie Einstein: Todays youth is smarter, stronger and more social: the first positive generation!

20. Generation V
Generation Virtual is used to describe a growing online culture in which people
participate, often anonymously, through personas in a flat, virtual
environment. Generation Virtual is not defined by age, gender, social
demographics or geographic location. It is based on
demonstrated accomplishments (merit) and an increasing preference
for the use of digital media channels to discover information,
build knowledge and share insights.
Generation Virtual is used to describe a growing online culture in which people
participate, often anonymously, through personas in a flat, virtual
environment. Generation Virtual is not defined by age, gender, social
demographics or geographic location. It is based on
demonstrated accomplishments (merit) and an increasing preference
for the use of digital media channels to discover information,
build knowledge and share insights.
The Business Impact of Social Computing on Marketing and 'Generation Virtual‘ –
Gartner ID Number: G00158087

21. Or in a more visual way
Multiple Online Personas

22. Netocracy
A portmanteau of internet and aristocracy, netocracy refers to a perceived global upper-class
that bases its power on a technological advantage and networking
skills, in comparison to what is portrayed as a bourgeoisie of a gradually diminishing
importance.
A portmanteau of internet and aristocracy, netocracy refers to a perceived global upper-class
that bases its power on a technological advantage and networking
skills, in comparison to what is portrayed as a bourgeoisie of a gradually diminishing
importance.

25. Teens aren’t that Internet savvy

27. • What happened?
• The impact on systems
• Can enterprises handle this?
• What you can do with it
Contents

28. Imagine
Monday: 25 000 users
Tuesday: 50 000 users
Thursday: 250 000 users

29. Imagine
Monday: 50-100 servers
Tuesday: 400 servers
Wednesday: 900 servers
Friday: 3400 servers

31. Cloud PowerCloud Power
Animoto and Amazon EC2
NumberofEC2Instances
4/12/2008
Launch of Facebook modification.
Amazon EC2 easily scaled up
and down to handle additional
traffic
Peak of 5000 instances
4/14/2008 4/15/2008 4/16/2008 4/18/2008 4/19/2008 4/20/20084/17/20084/13/2008
Steady state of ~40 instances

32. So its not just Traditional IT; there are
new technologies too
People
InternalExternal
Applications Computers
Web Services

33. Areas where traditional
EA models often struggle
• Don’t respond to change quickly enough
• Aren’t aligned with current business reality
• Lack of focus on driving consumption (or network effects)
• Too centralized and isolated
• Expensive and resource-intensive
• Overengineered in the wrong places
• Excessively constraining.

35. The architecture
“stack” is bigger now

36. Capgemini’s Crown model
Pressure for
Business Change
Pressure for
IT Stability
Comply
The Enterprise Transactions and Data; ERP and Legacy Applications
Organize
The use of SOA to achieve cohesive executions
Differentiate
A Business Manager’s Customizable Solution
Personalize
An Individual’s use of the capabilities of Web 2.0

37. Business and Technology Architecture Governance ModelBusiness and Technology Architecture Governance Model
Personalise
An Individual’s capability to choose their ‘experience’
in how they wish to ‘Interact’ and ‘collaborate’
Differentiate
A Manager’s capability to build locally unique ‘differentiating’ capabilities
both externally and internally
Organise (SOA)
Common, shared core processes that support each differentiated offer
above, and connect to transactional IT applications below
Comply (ERP, etc.)
Traditional Enterprise Applications with organised procedures and data
integrity, keeping compliant business results
Loose Coupled Business
Technology
SOA the coupling layer
between both
Tight Coupled
Information Technology
A Services Governance Model – with the Business!

38. There is an Interesting Inversion in this …
Business and Technology Architecture Governance Model
Personalise
An Individual’s capability to choose their ‘experience’
in how they wish to ‘Interact’ and ‘collaborate’
Differentiate
A Manager’s capability to build locally unique ‘differentiating’
capabilities both externally and internally
Organise (SOA)
Common, shared core processes that support each differentiated offer
above, and connect to transactional IT applications below
Comply (ERP, etc.)
Traditional Enterprise Applications with organised procedures
and data integrity, keeping compliant business results
Loose Coupled Business
Technology
Loose Coupled Business
Technology
SOA the coupling layer
between both
SOA the coupling layer
between both
Tight Coupled
Information Technology
Tight Coupled
Information Technology
$1
$2
$3
Margin
$1
$2
$3
Revenue
Cost or Value?

39. What the heck are Mashups?
An enterprise mashup is a custom application
rapidly assembled by (or in close collaboration
with) business users in short timescales to
meet immediate business needs. Typically,
they combine data, functionality or processes
from multiple existing internal or external IT
assets to create innovative business value.
An enterprise mashup is a custom application
rapidly assembled by (or in close collaboration
with) business users in short timescales to
meet immediate business needs. Typically,
they combine data, functionality or processes
from multiple existing internal or external IT
assets to create innovative business value.
An enterprise mashup platform is software infrastructure that provides tools to rapidly assemble
widgets in a visual environment thereby allowing easy combination of data, functionality and
processes, even by business users.
An enterprise mashup platform is software infrastructure that provides tools to rapidly assemble
widgets in a visual environment thereby allowing easy combination of data, functionality and
processes, even by business users.

40. If I digg a very deep hole

41. CLOUD COMPUTING
A solution

42. The Capacity Planning NightmareThe Capacity Planning Nightmare
Irate calls from
senior
managment
Irate calls from
senior
managment
Infrastructure
Cost $
time
Large
Capital
Expenditure
Large
Capital
Expenditure
Traditional
Hardware
Actual
Demand
Cloud
Computing
Predicted
Demand

43. Undifferentiated Heavy LiftingUndifferentiated Heavy Lifting
The 70/30 SwitchThe 70/30 Switch
of time, energy, and dollars on
differentiated value creation
of time, energy, and dollars on
undifferentiated heavy lifting
30%30%
70%70%

48. • What happened?
• The impact on systems
• Can enterprises handle this?
• What you can do with it
Contents

50. The Internet and its attendant array of
consumer devices, networks and content sources have
fundamentally changed how customers, employees
and partners expect to interact with the enterprise
(Gartner CIO survey 2008/2009).

51. Customers
Suppliers
Employees
External
Internal
Operations & Systems
Responses: Social CRM
Potential for concepts
like
Social
SRM
, Agile
PLM
Response: Enterprise 2.0
Response:C
loud
com
puting
SOA & Cloud
Computing
e-Business
Trends
Web 2.0
Social media &
Social networking
Partners
Trends
Embedding services
into other brands and
products
Responses:Standards
likeOpenSocial
Trends
Agile ways of
working including
prototyping
Trends
Multi-channel Retail,
Industrialisation
Flexibility/agility
Trends
Web-oriented
personnel
Knowledge sharing &
collaboration
Business Network
Transformation

52. The previous slide is incorrect
Slides and images are static, customers,
partners, suppliers and employees are
changing roles continuously.

53. SOME DISAPPEAR IN 48 HOURS
Not every enterprise can handle it

54. Social media as killer feature for
Motrin
It all began with an online ad posted Saturday (15 november 2008) on the
company’s website. It was about “baby wearing” — i.e. carrying a child in a sling or a
wrap, rather than pushing them in a stroller or carrying them in your arms. For
some parents it is something they do simply because it works. For others it goes far
deeper than that — part of a philosophy of being close to the baby whenever possible.
What happened
Wearing your baby seems to be in
fashion. I mean, in theory it’s a great
idea. There’s the front baby carrier,
sling, schwing, wrap, pouch. And who
knows what else they’ve come up with.
Wear your baby on your side, your
front, go hands free. Supposedly, it’s a
real bonding experience. They say that
babies carried close to the body tend to
cry less than others. But what about
me? Do moms that wear their babies
cry more than those who don’t. I sure
do! These things put a ton of strain on
your back, your neck, your shoulders.
Did I mention your back? I mean, I’ll
put up with the pain because it’s a good
kind of pain; it’s for my kid. Plus, it
totally makes me look like an official
mom. And so if I look tired and crazy,
people will understand why.
The ad
By Saturday evening they were the most tweeted subject on Twitter. By
Sunday there was a nine minute video on YouTube, to the tune of Danny Boy,
showing screen shots of the outraged twitter posts interspersed with photos of
Moms carrying babies in slings.
Bloggers began calling for boycotts. Bloggers asked their readers to alert the
mainstream press.
By Sunday afternoon a few bloggers and tweeters had gotten the ad agency
that created the ad on the phone, to find they didn’t know a lot about Twitter and
didn’t seem to have a clue that there was so much anger piling up online
Developments
http://parenting.blogs.nytimes.com/2008/11/17/moms-and-motrin/

55. How did Motrin responded
By Sunday evening the ad was taken offline by McNeil Consumer
Healthcare, the maker of Motrin.
Developments
I am the Vice President of Marketing for McNeil Consumer Healthcare. I
have responsibility for the Motrin Brand, and am responding to concerns about
recent advertising on our website. I am, myself, a mom of 3 daughters.
We certainly did not mean to offend moms through our advertising. Instead, we
had intended to demonstrate genuine sympathy and appreciation for all that
parents do for their babies. We believe deeply that moms know best and we
sincerely apologize for disappointing you. Please know that we take your feedback
seriously and will take swift action with regard to this ad. We are in process of
removing it from our website. It will take longer, unfortunately, for it to be
removed from magazine print as it is currently on newstands and in distribution.
-Kathy
Kathy Widmer
VP of Marketing - Pain, Pediatrics, GI, Specialty
McNeil Consumer Healthcare
The response
http://parenting.blogs.nytimes.com/2008/11/17/moms-and-motrin/
# times Motrin was mentioned
Motrin peaked on Twitter

56. Guns don’t kill people

57. What guns do

58. Earthquake in China
3 minutes
VS
3 months

59. The online channel develops fast and what yesterday was a “Differentiator”
may today be a “Must have”
Joined up customer service, products and range
Returns in any channel
Instant online availability
Single view of customer throughout the sales
journey
Consumer Reviews
Click and Collect
Personalised offers
Online Communities
Online apps/hosted services
RSS
Personalised landing page
Personalised products/ranges
Viral Marketing
Use of social networking sites
Customer product/range design
Virtual Worlds
Must have
Becoming
the norm
Differentiators

60. From one-stop-shopping portal
to “the internet of things”
mobile (apps)
user-driven
“everyware”

61. BUSINESS MODELS
Change of

62. OWNERSHIP
A voice from the past

63. So What?
- The value of music has dramatically fallen. I used to pay nearly $20 for a CD with about 10 songs or about $2 per song. Now I use
Lala.com and pay just 10 cents per song for lifetime streaming rights.
- Movies and TV shows cost less to watch. I used to pay Comcast about $60 per month for basic cable service. I ditched the service more
than a year ago and watch TV programs through a variety of Internet based services such as Hulu.
- Newspaper and magazines are available online for free. I used to subscribe to daily newspapers and many magazines. I don’t anymore
yet I get nearly the same access to those products for nearly free - just the cost of my ISP.
- Telephone communications are dramatically less expensive today thanks to services such as Skype and other VOIP based products.

66. GiffGaff
Crowdsourcing your business
• “People-powered” mobile operator (O2 UK)
• Activities like support/marketing/recruiting crowdsourced to
“creators” and “contributors”

67. This is your new intranet

69. Identity? Facebook Connect!
It’s the social graph that counts!

70. NEW SOLUTIONS IN BUSINESS

71. Keyword search is less productive
Amount of data
ProductivityofSearch
2009
Web 1.0
1998
1989
PC Era
1979
2018
Web 3.0
Web 4.0
Web 2.0The World Wide Web
The Desktop
Natural language search
Web scale reasoning
Human social tagging
“folksonomies”
Intelligent agentsThe Semantic Web
The Intelligent Web
The Social Web Automatic semantic tagging (Ontologies)
Keyword search
Databases
Directories
Files & Folders As amount of data grows, keyword search
Is becoming less productive…
Semantic technologies help to regain
Productivity in the face of overwhelming
Information growth…

72. WEBCARE

73. Webcare
Image from servicecloud presentation from Salesforce.com

74. The organisation should change as
well
Customer Care
Marketing
Public Relations
Problem solving
Customer experience
Discover and prevent issues
Share successes
Get feedback for
product developement
Educate customers
Webcar
e
The webcare team should have
direct links with:
•Customer Care for solving
problems
•Marketing to share customer
feedback
•Public relations to consult what
can and can’t be communicated
Linked

75. Think on how you could response
http://xkcd.com/386/
http://www.web-strategist.com/blog/2008/12/31/diagram-how-the-air-force-response-to-blogs/
Do you have plan… .. or are you completely clueless

76. DOING BUSINESS IN A NEW WAY
Examples

77. HANDBOEK COMMUNITIES
Erwin Blom

78. Way of working
• Crowdsourcing
• Prepublishing
• Get the buzz going
• Story telling
• Peer reviews

79. Free version
• In the first hour 1000 downloads and 200
mentions on Twitter
• 5000 downloads in 12 hours
• No impact on physical book sales

80. Just the reach on Twitter

81. PROJECT BOOK CHUNK
Alex Osterwalder

82. Early access for $24
• first & exclusive access to raw book content
• influence authors
• x installments of book chunks (in a non-linear order – as we
write them)
• 50% discount off the final book (approx.)
• participate in exclusive book chunk webinars
• access to templates
• being part of the business model innovation community

83. Why
• To share early and to test ideas
• To draw on your experience
• To build a community and engage people
• Because it’s fun

84. Lego factory
• Lego had traditionally been surrounded by a highly active
constellation of Lego User Groups - fan communities
comprising of both adult and young members
• These groups maintained large online presence; operated
independently of the company; exchanged and showed
creative toy designs and models amongst themselves
• Lego needed to move out of closed proprietary mode and
adapt a participative strategy for customer interaction, which
would utilize existing user creativity in product design
BACKGROUND
• Lego launched the Lego Factory (http://factory.lego.com) – an online model of engagement for
potential and existing Lego users, which allows users to design, share and buy their own
customized LEGO models
SOLUTION
• Through the Lego Factory, the company has taken a step
further in the evolution of user involvement, building strong
brand relationship
• The initiative has created high levels of awareness and interest
with the consumers
• The initiative has put Lego a step ahead of competition by
moving out of closed proprietary content mode and involving
fresh ideas from consumers and community for New Product
Development
BENEFITS
THE LEGO FACTORY WEBSITE
- Users interested in custom-
designing their own Lego
models have to download and
install the ‘Lego Digital
Designer’ –
- In the designer, the user can
drag and drop to create a
virtual toy design
- Once the user has created a
design, he can upload the same
to the online gallery
- Lego approves all designs
before they are added to the
online gallery, to filter out
models for appropriateness for
all age groups
- Designer users can then
order the bricks needed to
make their model, and also
customize their own box for
the model
- Other users on the site can
buy uploaded designs in the
gallery, and will receive both
the bricks for the model as
well as the building
instructions
Source: MRD Lab Analysis. Capgemini, “ECR Europe Conference: Future Consumer Presentation”, May 2008. coBrandit.com, “Lego Co-creation Presentation by Mark Hansen: Video”,
September 2006. Crowdsourcingdirectory.com, “Co-Creation in Lego Factory”, September 2007. European Centre for the Experience Economy, “Lego’s participative army marches on”, April
2008.

85. P&G connect + Develop
• As P&G grew to a $70 billion enterprise, the global innovation
model it devised in the 1980s was yielding shrinking success
rates
• Their R&D productivity had leveled off, and innovation success
rate had stagnated at about 35%, whereas innovation costs
were climbing faster than top-line
• While P&G owned a 7500+ strong R&D team, it realized that
viable product innovation was increasingly being done
externally at small and midsize entrepreneurial companies
BACKGROUND
• More than 35% of P&G’s new products have elements that
originated from outside P&G, up from about 15% in 2000
• R&D productivity increased by nearly 60%
• R&D investment as a percentage of sales is down from 4.8%
in 2000 to 3.4% in 2006
• P&G’s average two-month cycle of generating physical
prototypes and testing them with consumers has reduced to
around 24 to 48 hours
BENEFITS
• P&G launched the ‘Connect + Develop’ initiative, tapping into a global innovation network
comprising of a host of sources, right from independent innovators to virtual innovator
networks such as InnoCentive
• Having a clear sense of consumers' needs, the company identifies promising ideas throughout
this network and applies its own R&D, manufacturing, marketing, and purchasing capabilities to
them to enhance the rate of innovation
SOLUTION
P&G’s Global Innovation Network
P&G CONNECT + DEVELOP
P&G identifies top 10
customer needs
P&G converts them into ‘science
problems and sends into the
network
P&G’s 7500+ R&D team work on
solutions suggested and with
internal communities
INNOVATIONS In Areas Of Packaging, Design, Marketing Models, Research Methods,
Engineering, Technology, Etc
Source: MRD Lab Analysis. Harvard Business School, Working Knowledge, “P&G's New Innovation Model”. Leveraging Ideas for Organizational innovation Blog, Dr. Kevin Desouza, “
Connect & Develop Innovations the P&G Way”. P&G, “P&G Connect & Develop – Brochure”.

86. Nike+, in collaboration with Apple
 Nike wanted to create an immediately resonant
experience for a broad target market, from
marathoners to fitness joggers
 Nike+ was born as a multi-channel, multi-sensory
marriage of Nike and Apple technologies
 Nike+ provides a robust platform of virtual racing,
progress tracking, motivational goals and stories,
global community comparison tools
BACKGROUND
SOLUTION
1
2
3
HEAR YOU RUN…
SEE YOU RUN…
CONNECT AND CHALLENGE
Sensor in the shoe helps the runner hear through the
iPod, the details about pace, time, distance and calories
burned
On docking and synchronizing the iPod, Nike+ software
loads the workout statistics to their website where the
user will be able to track his/her workout progress
Run data can be used to track progress, set goals,
motivate runners. win rewards and challenge pals or all
Nike+ users
Widgets for setting
challenges, goals…
Blog facility for Nike+
users
Link to purchase Nike+
kit and other Nike gear
CUSTOMER CENTRICITY THROUGH
BETTER INTERACTION USING WEB 2.0
 Nike+ is a unique way to engage with and promote
higher levels of brand identity amongst Nike users
 Delivers increased value to Nike users through a
unique way of collaborating
 Engages current and prospective Nike users with
uninterrupted and targeted advertising
 20% reduction in ad budgets as Nike is moving
towards developing its own media network through
such technological endeavors
 Total Sales worth $59 million and 1.8 million users
 August 2008; 800,000 people globally
simultaneously run a 10km race in 26 cities
 Share of the Sports Shoe market: 2006 – 48% 2008
– 61% (12 month average)
BENEFITS
I
I
II
II
III
III
Nike.com
III
Source: MRD Lab Analysis. Nike+ website. ‘Nike does business 3.0’ Phill Butler, 2007.

87. • What happened?
• The impact on systems
• Can enterprises handle this?
• What you can do with it
Contents

88. BAD THINGS CAN HAPPEN
Keep in mind

89. Twitter joke led to Terror Act
arrest and airport life ban

90. Honda

91. Nathalie Blanchard

92. Guns don’t kill people

93. What guns do

94. Earthquake in China
3 minutes
VS
3 months

95. That Internet thing is storing information quite permanently

96. Think before you post

98. A RULE YOU COULD USE
Don’t put anything online you wouldn’t tell or show a journalist, a client,
an analyst or a competitor. The world is your audience so please be
thoughtful on what you put online.
Be consistent with the way you wish to portray yourself to strangers,
friends, colleagues and clients.

99. YOU ARE JUST A NAME ON A LIST
NOT A MEMBER OF A COMMUNITY
I already have an account on….

100. Robin Dunbar
150

101. EVERYTHING YOU DO SHOULD AT
LEAST CREATE THE BEGINNING OF A
RELATIONSHIP
When you are in social media

102. Make it scalable
I prefer to make other people famous, as it scales better.

103. WHAT IS IN IT FOR YOU

104. Building meaningful relationships
• With your friends and colleagues
• With people you don’t know (yet)
• Build trust

105. Increased visibility
Become the go-to-expert
Get a job
Get assignments
Build your network

106. Mind sharing and insight
• Get new insights (for free)
• Help others
• Get feedback and input from experts
• Share your information

107. (Business) Opportunities
• You can be connected to more people
• More people will be able to find you
• They will be aware of your expertise

108. Goldrush
Just like the gold rush, this is going to
end…what are you waiting for?

109. Rick Mans
rick.mans@capgemini.com
+31 6 512 10 144
http://twitter.com/rickmans
http://www.linkedin.com/in/rickmans