By David F. Giannetto

Big Social cellular indicates that enormous info, besides social and cellular media, can enhance firm functionality considerably, yet basically whilst carried out in a holistic style. This e-book bargains an integrative approach that has helped a variety of companies improve what has often made them exact, leading to transformative results.

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Additional resources for Big Social Mobile: How Digital Initiatives Can Reshape the Enterprise and Drive Business Results

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Over time, they will find their answers changing, and they can chart their progress toward an integrated ideal by the shift in their responses. The easier they find it to answer these questions, the more progress they’re making. Now let’s turn to another litmus test that measures an organization’s progress toward becoming a Big Social Mobile enterprise: the mobile application. AN APP FOR THE AGES You can often tell a Big Social Mobile enterprise by its mobile app. Too often, companies create technologically advanced apps that have little to do with their overall mission or strategy.

What percentage of existing customers are downloading mobile applications and how much more efficient are these apps making interactive processes? How much is the company saving as a result? Companies can also measure whether they’ve redefined success by asking questions related to their strategic objectives: ● ● ● How many product improvements came from social and mobile channels? What does the competitive landscape look like from the consumers’ perspective? How many product upgrade inquiries have come as a result of content posted on social platforms?

They can be justified because today every company believes they must have a social and mobile presence, and deal with the resulting data. But these initiatives are not successful when viewed from an enterprise perspective, the traditional perspective that executives must maintain when executing against the basic profitoriented or value-based mission of every organization. For years, companies have relied on clearly defined sales processes to drive their businesses. Sales might be retail workers behind a counter, cold callers from an overseas third-party call center, or traditional sales people that knock on doors and ask for business.

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