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President and founder of The Myndset Company, Minter Dial is a professional speaker & consultant on Branding and Digital Strategy, working for several blue chip companies, including Orange, Kering and Redcats (ex PPR), Samsung, Remy Cointreau, L'Oreal and Tencent.
Previously, Minter led a 16-year international career with the L'Oréal Group – including 9 different assignments in France, England, USA and Canada. In his last post with L'Oréal, Minter was a member of the worldwide Executive Committee of the Professional Products Division, responsible globally for business development, e-business (Internet, intranet, CRM), education & communication.
I've been and remain a big supporter of Google+. I wish there were a way to understand directly from the horse's mouth their direction. They seem to have been the masters of seeding their own doubt. The bevvy of recent rumor mills has certainly put greater doubt in the minds of marketers and executives. If people didn't get G+ before, it's become even murkier now.
What's for sure is that some of the functionality within G+ is stellar (hangout, photos,...). The SEO overlay is undeniably interesting for user and marketer alike.
Hopefully, Google will provide some strong sense of direction going forward!
I'm not sure that Apple or Zappos qualify as "luxury, over-the-top, best-in-the-business customer service."
I have not been able to find out how many people are currently on Empire Avenue (EA), nor any data as to the typical profile. Intuitively and from my experience, the early adopters are clearly all closely linked in one form or another to social media -- in other words, not necessarily representative of the broader population.
Re your second question, I see EA as a hybrid. Its success resides on being fun (game) and purposeful (business). As such, you will find a wider audience appeal, making the reasons for playing broader. Were it to become too businesslike, I believe the buzz would be taken out.
To that end, I have seen many participants that are only playing the game based on the investment opportunity (the pure game aspect) and who do not themselves have a social media presence to speak of. Between gamers, self-promoters, heavy bloggers, brands and EA enthusiasts, to my understanding, it is quite a mixed breed.
To answer your third question, I find that the networking is different from the other social media platforms in particular because of the different communities to which I belong, where the membership is different from the people I have been following or know in the other SM circles. I haven't yet transformed an EA acquantaince into a real-life meeting, but I have had a few unique exchanges that I am sure will one day convert.
One day one could envision having a brand's Facebook and/or Twitter address on the back of the packaging (or even on the front)? The lead times are long for many types of products, but I think it would be a great way to innovate in certain spaces (toys, cosmetics, etc.)
I thoroughly agree with your article and your guidelines for good management/leadership. This holds true at all levels in the company, although one may find a strong link between the CEO's style and that of the managers underneath; so it is worth keeping an eye on the top boss' management style.
Even at the highest levels in the organisation, if there are strategic differences of opinion, these strategies are driven by a person, the top boss. I believe that, if you are not feeling like you are able to learn from your boss, then over time you lose respect. At a certain [ie board] level in the company, though, you are the one that is destined to bring the learning to the organisation -- in this case, the learning can or should come from the peers on the board.
Rule #1 for entrepreneurs is to go into business with the right people. In essence, for any size company, Rule #1 remains : have the right people. Of course, it is still important to have the right strategy and organisational structure...but these are borne of the people.
Ed, I would have to agree with you, although I recognize how hard it is to "unwire" the mind from considering technology as "hardware." But, fortunately, accompanying the hardware is the software... And, essentially, software needs training, upgrading & sharing to become effective in an organization. When I work on web tools and how to make them effective for an organisation, I like to discuss "web attitude" -- which involves how the company integrates the tool into its functioning (buy in, responsiveness, processes). Many new software programs absolutely need HR (or, at least, the softer skills of upper management) to be involved in order to be implemented effectively. Back when email was being introduced, employees needed to learn how to use it (and they still do, in far too many cases) and it only worked when all the team was on board. Social media tools -- technology's latest gig -- have "soft" implanted in the DNA by their very social nature. So, in summary, I have to believe that technology has grown up to take a preponderant place in the soft underbelly of companies.
@Orange_conseil j’irai dans une boutique a mon retour alors. car je reviens dimanche.
RT @sapymes: Networking for Introverts - http://t.co/7JulZHeqAw > great read by @dorieclark in @HarvardBiz
RT @YouTubeTrends: #Trending: How the sun sees you http://t.co/0Gl1PbJtgq
Make your branding more personal. Get ready to let go of old preconceived notion of marketing http://t.co/pHgsczxObZ #mindset
RT @GabrielleNYC: 22 Best #SocialMedia Books of 2013 & 2014 by @NealSchaffer http://t.co/QIdEv76uwM via @msocialbusiness http://t.co/SyCEid…