- The reach is extensive in Social Media. You can target more people from diverse geographical, cultural, economical areas. Because of the reach, things get more viral over the internet.
- The cost per reach is not that high. When you get the chance to reach millions of people through the same banner advertisement the cost automatically gets lower than that spent on TV advertisements.
- More ways of advertisement, you get a variety of ways of advertising your brand including videos, photos, updates etc.
- You can directly interact with your end user and get very up to date Feedback regarding your product. You can ask questions, debate, comment, reply to the consumer’s queries more conveniently and you will be able to know where you product stands.
- Blogging is another key feature which helps you in sharing your opinions with your users. You can share your views, reviews and get to know more about your users this way.
Umair's Randomocity
Monday, 9 January 2012
How Social Media can help in growing the Business?
Why Blackberry RIM is losing its market share to other Smartphone manufacturers?
“In my opinion, RIM’s real problems center around two big issues: its market is saturating, and it seems to have lost the ability to create great products. This is a classic problem that eventually faces most successful computer platforms. The danger is not that RIM is about to collapse, but that it’ll drift into in a situation where it can’t afford the investments needed to succeed in the future. It’s very easy for a company to accidentally cross that line, and very hard to get back across it.There’s a lesson in RIM’s situation for every tech company, so it’s worthwhile to spend some time understanding what’s happening.”
“To fix their problems, RIM needs to create rigorous up-front planning processes in its software team, with someone who has dictatorial power placed in charge of overall software integration for a device or OS release. Also, the product manager needs to be empowered (actually required) to delay shipment of a product if it’s not right. I’m sure someone at RIM knew about the problems in the Torch. The fact that the company went ahead and shipped it is almost as disturbing as the problems themselves.”
Tuesday, 22 November 2011
Zong to Launch BIG
Zong revealed to throw surprises to football/ManU fans on its official facebook page. Facebook status reads as, "Close to the edge, Red, Sounds of the surprise. Be prepared!"
The decision to sign an agreement with a football club in a society who has intense devotion for cricket is somehow a risk. On contrary, over-zealous niche of football fans cannot be neglected here. I find them the opinion makers from middle, upper-middle and elites of Pakistan. Also, as an opportunist, it is the time to penetrate football in athletic souls of Pakistani youth.
What would be Zong's surprise now? Campaigning with Manchester United players or a football thematic product?
Make sure it will be a huge surprise!
Wednesday, 26 October 2011
Saturday, 22 October 2011
Steve Jobs Biography: The Best Excerpts
- “Mr. Jobs told Mr. Isaacson that he was either going to be one of the first ‘to outrun a cancer like this’ or be among the last ‘to die from it,” wrote NYT‘s Steve Lohr.
- “The big thing was that he really was not ready to open his body. It’s hard to push someone to do that,” said his wife, Laurene Powell.
- “I’m going to destroy Android, because it’s a stolen product. I’m willing to go thermonuclear war on this,” Jobs said after HTC released an Android phone in early 2010. “I don’t want your money. If you offer me $5 billion, I won’t want it. I’ve got plenty of money. I want you to stop using our ideas in Android, that’s all I want.’’
“I really didn’t want them to open up my body, so I tried to see if a few other things would work,” Jobs said.“Hewlett and Packard built a great company, and they thought they had left it in good hands. But now it’s being dismembered and destroyed,” Jobs said about HP’s recent decision to discontinue operations for webOS devices. “I hope I’ve left a stronger legacy so that will never happen at Apple.’’
- “Bill [Gates] is basically unimaginative and has never invented anything, which is why I think he’s more comfortable now in philanthropy than technology. He just shamelessly ripped off other people’s ideas,” Jobs said.
- On meeting his biological father for the first time: “It was amazing,” Jobs said. “I was a wealthy man by then, and I didn’t trust him not to try to blackmail me or go to the press about it.”
- “You’re headed for a one-term presidency,” Jobs told U.S. President Barack Obama when they met in 2010.
- “I wanted my kids to know me,” Jobs said in his final interview with Isaacson. “I wasn’t always there for them and I wanted them to know why and to understand what I did.”
- “We all have a short period of time on this earth,” Jobs said. “We probably only have the opportunity to do a few things really great and do them well. None of us has any idea how long we’re gong to be here nor do I, but my feeling is I’ve got to accomplish a lot of these things while I’m young.”
Thursday, 20 October 2011
Revolution..Yeah We need that but how? How can we bring a change as an individual?
Tuesday, 5 April 2011
Why You Should Stop Being Nice and Start Being Helpful | Bits Station
Ron* was up next. As a senior analyst in this investment firm — and a good one — he knew a lot about the company he was about to pitch to the management committee.
He paused for a minute as he sorted through the pages of numbers in front of him and then he began to present his case.
Even though Ron described himself as a numbers guy, he seemed to really enjoy this part of his job. He was meticulous in presenting his ideas and took pride in the depth of his analysis.
Twenty minutes later, as the meeting ended, Laurie, the head of the firm, thanked him for his work, specifically remarking on his exhaustive research. He smiled and thanked her.
Everyone filed out except Laurie and me. I asked her how she thought the meeting went.
“Oh my goodness,” she said, “What’s the best way to handle an analyst who drones on and on?”
“Who?” I asked. “Ron?”
“He’s a great analyst, a smart investor, and a really nice guy. But he talks too much.”
“But you told him he did a great job!”
“His analysis was great. But his presentation . . .” She trailed off with a chuckle.
“Have you told him?”
“I’ve hinted but no, not specifically.”
“Why not?”
“I probably should.”
But she hasn’t. And the reason is simple: Laurie is nice.
I know her socially and she’s a delight. I’ve never seen her do anything that could be remotely construed as mean or rude. And to tell someone that they drone on feels both mean and rude.
But it’s neither. It’s compassionate.
If we don’t provide each other with feedback, we won’t become aware of our blind spots. Which means that Ron will continue to drone on and, without ever understanding why, lose his audience and his impact.
Giving people feedback is an act of trust and confidence. It shows that you believe in their ability to change. That you believe they will use the information to become better. And that you have faith in their potential. It’s also a sign of commitment to the team and to the larger purpose and goals of the organization. Because, ultimately, we’re all responsible for our collective success.
Laurie knows this. And yet even for Laurie — a competent and courageous CEO — it’s hard to give someone critical feedback because it still feels aggressive and confrontational. Should you really tell people they talk too much? Or dress poorly? Or appear insincere? Or walk all over others?
Without question, you should.
And not just if you’re the CEO. Everyone should offer feedback to everyone else, regardless of position. Because as long as what you say comes from your care and support for the other person — not your sympathy (which feels patronizing) or your power (which feels humiliating) or your anger (which feels abusive) — choosing to offer a critical insight to another is a deeply considerate act.
That doesn’t mean that accepting criticism is easy. In How to Handle Surprise Criticism I shared my own struggles with accepting criticism and offered some tips to being open to learning from critical feedback from others.
But even though it may be difficult, letting someone know what everyone else already knows is the opposite of aggressive. Aggressive is not giving people feedback and then talking about them and their issues when they aren’t around. Aggressive is watching them fail and not helping.
Ironically, when we avoid sharing feedback, it usually comes out at some point anyway, as gossip or in a burst of anger or sarcasm or blame directed at the person. And that’s aggressive. Passive-aggressive.
To avoid that kind of ugliness, it’s critical not to delay.
On the other hand, if we all strutted around willy-nilly tossing criticisms at each other, things would deteriorate quickly. So how should we do this?
First, ask permission. As in: “I noticed something I’d like to share with you. Are you interested in hearing it?” Or simply, “Can I share some feedback with you?” Once they say “yes” — and who wouldn’t? — it evens out the power dynamic, makes it easier for you to speak, and prepares the other person to accept the feedback more openly.
Second, don’t hedge. When we are uncomfortable criticizing, we try to reduce the impact by reducing the criticism. Sometimes we sandwich the criticism between two compliments. But hedging dilutes and confuses the message. Instead, be clear, be concise, use a simple example, make it about the behavior, not the person, and don’t be afraid of silence.
Third, do it often. That’s how you create a culture in which people are open and honest for each other’s benefit. If you only offer feedback once in a while, it feels out of character and more negative.
Of course, not all feedback needs to be critical. Positive feedback is excellent at reinforcing people’s productive behavior, encouraging them to use their strengths more effectively and abundantly. Offer it frequently. Just do so at a different time than you share the critical feedback.
“May I offer you a thought?” I asked Laurie as we finished up our conversation.
“Please do,” she responded.
“Not telling Ron that he drones on is hurting him, you, and the business. I know you feel badly sharing the criticism but in this particular case, choosing not to share this feedback is a selfish behavior. You’re hurting him in order to avoid your own discomfort. He needs — deserves — to know, don’t you think?”
Silence. It was an awkward moment.
Which, it turns out, is a useful catalyst to action. Laurie thought for a moment and then picked up her blackberry and emailed Ron, asking him to meet later that day.
*Names and some details changed