The fact remains: Snapchat itself doesn't make money. Facebook bid the $3b on it in order to eliminate the threat of a future competitor, not because it's a promising revenue source.
At some point during the hype cycle Snapchat may be valued at more than the $3B offered by Facebook. But that is valuation and doesn't mean there will be a willing buyer at that moment. Regardless, an exit at $3B would have been a huge win and the risk of trying to build a viable revenue generating business for this product is enormous.
I can't help to think that Snapchat is a trend that will fade away as the next cool thing grabs the attention of teens. What do you think?
It was obvious that something drastic needed to change at Yahoo. Love her or hate her, Marissa Mayer is bringing about that change.
Nicholas Carlson, writing for the Business Insider, gives us insight into who Marissa is and what this means to Yahoo.
Fascinating thoughts on complexity, people, and chaos.
Esko Kilpe:
Complex systems are, as their name implies, hard to understand. Social systems, like organizations consisting of people, are accordingly hard to understand because there is no linearity in the world of human beings. There are no arrows and people are not boxes, or fit inside of boxes. This is why our thinking needs to develop from the sciences of certainty to something more applicable, the sciences of uncertainty, the sciences of complexity.
Greg Mathews, writing at Medium:
When most of us design we do not think about what kind of social impact our product will have on the world.
Most of what is created is intended to do good. Still, many of our creations can be used for the not-good. This not-good use could come about intentionally or unintentionally. As socially responsible creators, innovators, entrepreneurs we have the opportunity to design our creations to maximize use that affects users — and the world — in positive ways, and prevents or redirects not-good use.
More than just Infographics. These are Experiencegraphics.
John Seeley Brown, writing for HBR on corporate change and innovation:
Corporations, for the most part, aren't going to reinvent themselves by improving on the core competencies they've been honing for years. Instead, if they're going to change, they're going to do so from the outside in, allowing ideas from the edge of the company to penetrate to the core. Social media will be a part of that transformation.
The examples in this article are just the tip of the iceberg. The ability to extract actionable insight from giant data sets will be a huge competitive advantage and enable companies to innovate at remarkable rates and deliver increasingly exceptional customer experiences and value.
Elliot Jay Stocks on what responsive web design is — and is not.
Jim Ramsden:
Mobile was a useful term when it was new and niche. You could use it in a conversation to narrow things down. Now it's so broad it's fast becoming meaningless.
I've long argued the same for the term "social media". Catchall terms breed ambiguity and lead to misunderstanding and poor execution. As a discipline matures, the language used to articulate its concepts must mature as well. It is time. We need to define and use more extensive vocabularies for "mobile" and "social media". Stay tuned.
Greg Satell:
Creative geniuses tend to be less the ones with the quickest answers and more the ones who keep working till they get it right.
Christopher O'Malley:
What can make the game of IT so challenging is finding the right balance between strategic and tactical investments. CIOs must decide on the best mix of initiatives that hold both compelling long-term ROI potential, as well as, those that provide tactical service improvements for supporting existing demands. In the real world, budget pressures often have a way of pre-determining this balance to the tactical extreme.
While IT is hit particularly hard by this problem, it affects many functional areas of the enterprise. When tactics win over strategy you run the risk of blazing a path into the forest only to discover you are lost.
Dustin Curtis:
A question that inevitably comes up very early in the process of designing a new app is this: should the interface refer to the user as “your” or “my” when talking about the user’s stuff, like in “my profile” or “your settings”? For a long time, this question ate at my soul. Which is right?
Interesting thoughts about the relationship the user has with the user interface.
As a rule, stay away from both "my" and "your" in navigational elements — this is often implied — and use "your" when the interface communicates with the user but only if needed for clarity.
Harold L. Sirkin, writing for Businessweek:
Many people — including a lot of senior executives I’ve talked to — think innovation is primarily a research and development function. But innovation should be understood to include the entire value chain: from R&D to engineering, manufacturing, distribution, sales, marketing, and even facility utilization and investment strategy.
An innovative product rarely leads to sustainable competitive advantage. By contrast, a culture of innovation is a sustainable competitive advantage.
Whitney Johnson, writing for Harvard Business Review:
Fewer resources produce proximity; proximity drives innovation. [...] Proximity can lead to friction, and friction can rub people raw. But it can also light a fire, one that warms and binds us into a family.
Or a high-functioning collaborative team.
Emily Maltby and Shira Ovide, writing for the Wall Street Journal. Reporting on findings from WSJ and Vistage International survey:
Just 3% of 835 business owners surveyed […] said Twitter had the most potential to help their companies.
LinkedIn […] topped the survey, with 41% of respondents singling it out as potentially beneficial to their company. Sixteen percent picked YouTube […] and 14% chose […] Facebook.
And summarizing the feelings of "many" small business owners:
Many owners […] tend to think the "value" of social media comes primarily from measurable factors, such as pageviews, click-throughs or direct sales.
Not surprising. It is easy to understand and optimize for things that are easily quantified. These are often important indicators of near-term health. But it is equally important to keep a sharp focus on your brand and evaluate how short term efforts may affect long term potential — not so easily measured.
Daniel Pink, writing for the Washington Post on why ambiverts make the best salespeople and leaders:
The conventional view that extroverts make the finest salespeople is so accepted that we’ve overlooked one teensy flaw: There’s almost no evidence it’s actually true.
Harry McCracken, writing for Time:
App.net’s other big idea is that it relies on its users, rather than advertisers, to pay the bills.
App.net charges a monthly fee to its users. This makes it akin to a country club — if you can afford to pay you can play — and breaks the core principle of equal access to all that other social media platforms embrace.
Joseph Perello, writing for Ad Age:
If you want to be an expert in something useful and lasting, it should be in two areas: 1) finding undiscovered insights and 2) testing theories at a tiny cost, without sinking the ship. And once they're proven, start growing them with amazing speed, adapting and adjusting constantly along the way.
Joe's main premise is spot on: Expertise is a balance between accumulated insights and the ability to discover new insights and apply them in a fast changing environment to achieve specific objectives.
Tim Rayner:
Hacker culture is a gift culture. Gift cultures revolve about common pool resources that are created and maintained by communities. Participants engage socially with one another by pooling gifts into the commons. The greater and more valuable their gifts, the more prestige they amass in the eyes of their community, and the more social capital they earn that they can draw on down the track.
There is room for debate here. Still, the idea of social media as a gift culture — like hacker culture is a gift culture — is intriguing and offers a perspective that helps us to better understand, participate in, and draw value from social media.
The market isn't finding immediate promise with Facebook Graph Search. Surprising? Not to me.
Peter Kafka, writing for All Things D:
[the market] wanted to see more from Facebook, it thinks Google is just fine and it’s not worried about LinkedIn. But it thinks Yelp could see real competition from Mark Zuckerberg and company.
Using search to discover friend recommendations just doesn't feel like a big deal.
Nate Elliot, in Jennifer Van Grove article for CNET:
"For them to call this big news feels like a bad joke ... They're taking an unacceptably bad part of the service and making it usable."
We tend to get our social cues from what our friends do in real life. What we learn becomes part of our awareness and influences our buying decisions. We typically know the restaurants where we live and look for recommendations when traveling. And then don't we want to get recommendations from locals? For electronics, do we look to our friends or professional review sites like engaget, gdgt, headfi?