Newsletter topics: Social
Media, Networking, Social Media Analytics, Hard Knocks (a cartoon), Networking,
Customer Service and Social Media
- Customer Service and Social Media
- Approach with Ease: Secrets of a Master Networker
- Death by Data
- Knocking the Computer (a cartoon)
- The Art of Starting A Conversation
- How To Reorganize Your Company (part 3 of 3)
by Bruce Newman
Approach with Ease: Secrets of a Master Networker
Social media is constantly evolving. With over 400 million Facebook users
alone, it has rapidly become the most common activity on the Internet. Yet, many companies are
either unaware or have decided to ignore the two-sided nature and power of social
People are greatly influenced by what they hear from other
people. For example, if I want to buy a new car and several
people I know tell me that they have had a terrible experience
with the type of car I am considering, they will influence my
decision and my thought process even if I decided to go ahead
and purchase that particular car.
We can readily extend this scenario into the social media realm. Now,
when I tell the world about the car I am thinking of buying, literally thousands of people can
weigh-in on their experience – or purported experience and in all likelihood influence my
decision. And that’s the power of social media – for better or worse.
People are readily influenced by what they read about in social media. A
recent survey reported that 68% of people can be influenced by what they read online.
by Katie Mead
Death By Data
Walking into a crowded room full
of professional people you don’t know can be stressful; it can even be terrifying.
However, networking is an essential tool for the successful business person, and though phone and
email exchanges are invaluable, there’s nothing like the face-to-face meeting to make a real
So, unless you’re
naturally extroverted or come from a solid performance background, you might be interested in a few
tips to ensure that great first impression so crucial for forging profitable, sustainable, long-term
partnerships to help build your business and make sure it continues to thrive.
1. Dress the
It may seem insignificant, but a first impression starts here.
What is your business? Who is your target market? What connections are you looking to
make? If you own a funky skateboard shop your ‘business casual’ might be different
than that of the partner in a successful accounting firm. Just remember that people will
probably make assumptions about you and your business practices based on the image you project
– your clothes are a part of the total package. If you look sloppy, does it mean your
business habits might be sloppy also?
by Raj Kadam
gotten wiser during the turbulent economy. They know that they need to demonstrate their value the
same way that the sales department does, or else their budgets, and possibly their jobs, will be far
less secure. The CMO position has been known to have the shortest expected tenure of any in the
The challenge is no longer merely
acquiring the data but being able to fully understand it and take the appropriate action because of
Out of the
We can talk all day about the
importance of analytics and measurement, but the real question is whether or not you’re
measuring the right things for the right reasons.
The best measurement efforts start
with clear goals. You need to have a framework that identifies exactly what you’re trying to
measure. Here are a couple questions you should ask yourself to help focus in on what you
should really be measuring:
Why do you have a social media
function at your company?
Knocking The Computer
by Dave Walker
(continue) for more Dave Walker cartoons
The Art of Starting a
by Lillian D.
How To Reorganize Your Company:
Substantive Long-Term Change (part 3 of 3)
Almost all of us have been
there. We meet a new person, we run into someone we have met once or we see someone we’ve
spoken with numerous times. We want to start a meaningful conversation for myriad reasons; yet, we
find ourselves asking those trite questions:
• “Is this your
first time here?”
• “Did you have trouble finding the building?”
• “How many people do you think will be coming tonight?”
And, just for good measure, we
throw in a few “hmms” and “ahs” to make us appear even less
Getting off on the right
Here are hints to help you feel
at ease, make others comfortable, ensure you are memorable after the event and gain helpful
information as well.
Establish your purpose
for attending event.
• To gather
information? It can vary from learning more about the sponsoring organization to making an educated
decision about joining to learning more about specific businesses or individuals who are likely to
• To get referrals? These can include business or job referrals or for
support services necessary to run and grow your business.
• To seek advice or
support? This might range from encouragement in a job search or in your venture into
entrepreneurship. Or it might be from people in other companies who are employed in the same field
or the same industry.
by Donald J. Cecchi
Reorganizing Your Company
Can Lead To Happier Customers And Employees, And Generate Bigger Profits. This Step-By-Step
Process Will Show You How To Create Change And Avoid Pitfalls.
Everyone is perfectly willing to
change, provided they can continue to do things the same way they have always done them.
Although this may be somewhat overstated, I'm sure that it has a ring of truth for all business
owners, managers, and management consultants.
The truth of the matter is that
most people simply do not like change and will resist it. For many it is painful, even
traumatic, and is met with hostility. In my experience, resistance to change has taken many forms,
both organizational and emotional.
Common examples of and reasons
for resistance to change include:
• vested interests,
self-preservation, and ego
• "We're too busy to take the time to
• "There hasn't been a crisis so why change?"
• denial that there is a need for change
• "We've always done it
• the organizational goals are too narrow or too vague which cause
people to resist because they aren’t sure what it is they can or are expected to do
• organizational ineptitude
Once the indicators of
resistance are identified, the tactics necessary to overcome them have to be developed and will vary
depending on the specific resistance.
Bruce Newman is the
editor-in-chief of the PI Newsletter. Contact him at: email@example.com
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