Lismoo - VVM Social Network

Lismoo, nova rede social, desenvolvida no Brasil, ainda em beta baseada em VVM - Video Voice Mail com até 1m de duração. Que tal?

10 reasons to have a corporate blog

10 motivos para se ter um blog corporativo (versão em Português)

We realize that some companies are more aware of the importance of having an active presence in social networks. Some are even creating internal groups to discuss the benefits and risks of creating a strategy in this regard. In order to aid these professionals in the quick decision on this important issue, we present 10 reasons why an organization should have a corporate blog:

1. Defined leadership: Setting the leadership of CNO - Chief Networking Officer, is the first thing to do in terms of corporate blog . This is the professional who signs the blog , in which, are summarized all the ideas and communication actions of the organization. The clarity in the leadership imposes its due respect. Obviously that the CNO acts backed by a Business Networks Management team.

2. Official Content: Content posted on the corporate blog is official. It determines the company's position on various issues discussed there. It has legal status and value can be replicated by all sources interested in it. Portanto, sua edição deve ser cuidadosa e muito criteriosa. Therefore, the edition must be very carefull and judicious.

3. Central point: The company publishes in a central point of communication on the Internet all forms of content sharing as articles, photos, videos, quizzes, presentations etc ...

4. Easy replication: once the official content is published, any person, whoever he / she is an employee, fan, follower, media professionall, among other groups of interest, they can replicate the content among their peers in diverse social networks.

5. Transparency: to the extent in which the company organizes its content seamlessly throughout a blog, it opens a communication channel and very strong and positive relationship with all stakeholders by creating a two-way relationship in that people can comment on posts openly. It is recommended to answer all of these interactions at the earliest possible.

6. Registered followers: blogs may have mechanisms for registration of followers and thereby allow them to define the way they want to receive the latest posts, ie email, text messages, Twitter, RSS, etc ... The bigger this fan base is, the higher the viral potential of each post. The blog can also be integrated with CRM tools - Customer Relationship Management.

7. Virality: the post comes to the market instantly, this real time and can generate an active participation of fans, giving a legitimate and valuable feedback to that action. Moreover, if the content is no longer edited / removed the effect of this post can stay alive indefinitely anywhere in the world whoever has access to the language in question.

8. Integration with other social networks, blogs can be easily integrated into various social networks by creating a series of cross-referencing. Likewise, specific content and added in different social networks can be quickly posted on the blog. In addition, blogging can be integrated with the corporate social networks.

9. Relevance and attractiveness: once they have been edited and programmed properly, blogs are important agents to gain relevance in the face of Internet search engines (SEO - Search Engine Optimization) and generate attraction for the activities of the entity.

10. Knowledge management: the blog is an excellent tool for knowledge management because it allows the company to organize and to document their knowledge and to invite other stakeholders to provide meaningful ways of improving it, as it creates a knowledge repository.

We conclude highliting that editing a corporate blog is not an action for amateurs and that can be done anyhow without being structured by a clear strategic thinking line. People involved in the preparation and editing of corporate blog must be trained professionals to this challenge.

Does your company already have a corporate blog? And what if your competitor does?

Octavio Neto Pitaluga
TEN - Top Executives Net
CNO - Chief Networking Officer

Events

Events is a business unit of TEN Business division. We organize customized relationship events according to clients specific needs and objectives. We manage an experienced team able to deliver high quality indoor &/or outdoor events.

Events

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Talents

As part of TEN Humans division, Talents offers a special package of services to executives in career change. We DO NOT promisse a job. We prepare the coachee to own his/her own professional destiny.

Talents

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Digital (Eng)

Digital belongs to Business Division of TEN - Top Executives Net. It is specialized in customized digital solutions aiming to accelerate our clients´ digital presence.

Digital (Eng)

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BMW Augmented Reality

TEN - Talentos

Pertencente a divisão TEN Humanos, Talentos oferece um pacote especial de serviços para executivos em transição de carreira. Não prometemos arrumar emprego. Preparamos o assessorado a ser dono do seu próprio destino profissional.

TEN Talentos

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TEN - Digital (Port.)

Pertencente a TEN Negócios, Digital é uma linha de serviços especializada em soluções digitais personalizadas objetivando aumentar a presença digital dos clientes da TEN - Top Executives Net.

Digital (Port.)

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40 Ways of Visualizing Brazil’s Historical Election

40 Ways of Visualizing Brazil’s Historical Election is a special guest post on Inspired Mag by Tiago Veloso of Visual Loop, a non-stop stream of Infographics, Maps, Charts and many other Visualization Goodies, with lots of new posts everyday.  Highly recommended. Enjoy it!

Eventos

Eventos é uma unidade da TEN Negócios. Organizamos eventos personalizados de acordo com a demanda específica de nossos clientes. Gerenciamos uma equipe experiente capaz de entregar eventos indoor e/ou outdoor de alta qualidade.

Eventos

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SEO & o valor das escolhas certas

Como parte de nossos serviços de marketing digital e SEO - Search Engine Optimization, fizemos a análise de presença na Internet de um de nossos clientes da área legal recentemente. A figura abaixo demonstra claramente o valor de se escolher corretamente a palavra-chave que será usada tanto no cabeçalho quanto no texto.

Imagine que o cliente tenha escolhido o termo advocacia recursal ao invés de direito recursal. O termo direito já teve pico em 2005 e desde 2006 vêm sendo regularmente consultado na principal ferramenta de procura da Internet, Google. Enquanto isso, o termo advocacia sequer foi acionado desde 2004 até os dias de hoje. De nada adiantaria o cliente ser o número 1 no ranking do Google com relação ao termo advocacia recursal se o mesmo não gera qualquer atração de oportunidade de negócios.

Agora imagine que você tem que montar o seu site, blog e qualquer outra ferramenta na Internet sem dispor desse conhecimento? Imagine que você tem que cruzar diversas palavras-chave, termos e expressões em comparação com todos os termos na Internet e, principalmente, aqueles usados pelos seus concorrentes?

Como podem perceber, esse é um trabalho muito importante e feito por especialistas no assunto.

Boas escolhas levam a boas decisões e aos bons negócios. Sucesso!

The Cluetrain Manifesto

Cluetrain Manifesto is one of those few books that will last over time. Its 95 theses are well applicable everywhere, everytime, always. Enjoy them.

1. Markets are conversations.
2. Markets consist of human beings, not demographic sectors.
3. Conversations among human beings sound human. They are conducted in a human voice.
4. Whether delivering information, opinions, perspectives, dissenting arguments or humorous asides, the human voice is typically open, natural, uncontrived.
5. People recognize each other as such from the sound of this voice.
6. The Internet is enabling conversations among human beings that were simply not possible in the era of mass media.
7. Hyperlinks subvert hierarchy.
8. In both internetworked markets and among intranetworked employees, people are speaking to each other in a powerful new way.
9. These networked conversations are enabling powerful new forms of social organization and knowledge exchange to emerge.
10. As a result, markets are getting smarter, more informed, more organized. Participation in a networked market changes people fundamentally.
11. People in networked markets have figured out that they get far better information and support from one another than from vendors. So much for corporate rhetoric about adding value to commoditized products.
12. There are no secrets. The networked market knows more than companies do about their own products. And whether the news is good or bad, they tell everyone.
13. What's happening to markets is also happening among employees. A metaphysical construct called "The Company" is the only thing standing between the two.
14. Corporations do not speak in the same voice as these new networked conversations. To their intended online audiences, companies sound hollow, flat, literally inhuman.
15. In just a few more years, the current homogenized "voice" of business—the sound of mission statements and brochures—will seem as contrived and artificial as the language of the 18th century French court.
16. Already, companies that speak in the language of the pitch, the dog-and-pony show, are no longer speaking to anyone.
17. Companies that assume online markets are the same markets that used to watch their ads on television are kidding themselves.
18. Companies that don't realize their markets are now networked person-to-person, getting smarter as a result and deeply joined in conversation are missing their best opportunity.
19. Companies can now communicate with their markets directly. If they blow it, it could be their last chance.
20. Companies need to realize their markets are often laughing. At them.
21. Companies need to lighten up and take themselves less seriously. They need to get a sense of humor.
22. Getting a sense of humor does not mean putting some jokes on the corporate web site. Rather, it requires big values, a little humility, straight talk, and a genuine point of view.
23. Companies attempting to "position" themselves need to take a position. Optimally, it should relate to something their market actually cares about.
24. Bombastic boasts—"We are positioned to become the preeminent provider of XYZ"—do not constitute a position.
25. Companies need to come down from their Ivory Towers and talk to the people with whom they hope to create relationships.
26. Public Relations does not relate to the public. Companies are deeply afraid of their markets.
27. By speaking in language that is distant, uninviting, arrogant, they build walls to keep markets at bay.
28. Most marketing programs are based on the fear that the market might see what's really going on inside the company.
29. Elvis said it best: "We can't go on together with suspicious minds."
30. Brand loyalty is the corporate version of going steady, but the breakup is inevitable—and coming fast. Because they are networked, smart markets are able to renegotiate relationships with blinding speed.
31. Networked markets can change suppliers overnight. Networked knowledge workers can change employers over lunch. Your own "downsizing initiatives" taught us to ask the question: "Loyalty? What's that?"
32. Smart markets will find suppliers who speak their own language.
33. Learning to speak with a human voice is not a parlor trick. It can't be "picked up" at some tony conference.
34. To speak with a human voice, companies must share the concerns of their communities.
35. But first, they must belong to a community.
36. Companies must ask themselves where their corporate cultures end.
37. If their cultures end before the community begins, they will have no market.
38. Human communities are based on discourse—on human speech about human concerns.
39. The community of discourse is the market.
40. Companies that do not belong to a community of discourse will die.
41. Companies make a religion of security, but this is largely a red herring. Most are protecting less against competitors than against their own market and workforce.
42. As with networked markets, people are also talking to each other directly inside the company—and not just about rules and regulations, boardroom directives, bottom lines.
43. Such conversations are taking place today on corporate intranets. But only when the conditions are right.
44. Companies typically install intranets top-down to distribute HR policies and other corporate information that workers are doing their best to ignore.
45. Intranets naturally tend to route around boredom. The best are built bottom-up by engaged individuals cooperating to construct something far more valuable: an intranetworked corporate conversation.
46. A healthy intranet organizes workers in many meanings of the word. Its effect is more radical than the agenda of any union.
47. While this scares companies witless, they also depend heavily on open intranets to generate and share critical knowledge. They need to resist the urge to "improve" or control these networked conversations.
48. When corporate intranets are not constrained by fear and legalistic rules, the type of conversation they encourage sounds remarkably like the conversation of the networked marketplace.
49. Org charts worked in an older economy where plans could be fully understood from atop steep management pyramids and detailed work orders could be handed down from on high.
50. Today, the org chart is hyperlinked, not hierarchical. Respect for hands-on knowledge wins over respect for abstract authority.
51. Command-and-control management styles both derive from and reinforce bureaucracy, power tripping and an overall culture of paranoia.
52. Paranoia kills conversation. That's its point. But lack of open conversation kills companies.
53. There are two conversations going on. One inside the company. One with the market.
54. In most cases, neither conversation is going very well. Almost invariably, the cause of failure can be traced to obsolete notions of command and control.
55. As policy, these notions are poisonous. As tools, they are broken. Command and control are met with hostility by intranetworked knowledge workers and generate distrust in internetworked markets.
56. These two conversations want to talk to each other. They are speaking the same language. They recognize each other's voices.
57. Smart companies will get out of the way and help the inevitable to happen sooner.
58. If willingness to get out of the way is taken as a measure of IQ, then very few companies have yet wised up.
59. However subliminally at the moment, millions of people now online perceive companies as little more than quaint legal fictions that are actively preventing these conversations from intersecting.
60. This is suicidal. Markets want to talk to companies.
61. Sadly, the part of the company a networked market wants to talk to is usually hidden behind a smokescreen of hucksterism, of language that rings false—and often is.
62. Markets do not want to talk to flacks and hucksters. They want to participate in the conversations going on behind the corporate firewall.
63. De-cloaking, getting personal: We are those markets. We want to talk to you.
64. We want access to your corporate information, to your plans and strategies, your best thinking, your genuine knowledge. We will not settle for the 4-color brochure, for web sites chock-a-block with eye candy but lacking any substance.
65. We're also the workers who make your companies go. We want to talk to customers directly in our own voices, not in platitudes written into a script.
66. As markets, as workers, both of us are sick to death of getting our information by remote control. Why do we need faceless annual reports and third-hand market research studies to introduce us to each other?
67. As markets, as workers, we wonder why you're not listening. You seem to be speaking a different language.
68. The inflated self-important jargon you sling around—in the press, at your conferences—what's that got to do with us?
69. Maybe you're impressing your investors. Maybe you're impressing Wall Street. You're not impressing us.
70. If you don't impress us, your investors are going to take a bath. Don't they understand this? If they did, they wouldn't let you talk that way.
71. Your tired notions of "the market" make our eyes glaze over. We don't recognize ourselves in your projections—perhaps because we know we're already elsewhere.
72. We like this new marketplace much better. In fact, we are creating it.
73. You're invited, but it's our world. Take your shoes off at the door. If you want to barter with us, get down off that camel!
74. We are immune to advertising. Just forget it.
    
75. If you want us to talk to you, tell us something. Make it something interesting for a change.
76. We've got some ideas for you too: some new tools we need, some better service. Stuff we'd be willing to pay for. Got a minute?
77. You're too busy "doing business" to answer our email? Oh gosh, sorry, gee, we'll come back later. Maybe.
78. You want us to pay? We want you to pay attention.
79. We want you to drop your trip, come out of your neurotic self-involvement, join the party.
80. Don't worry, you can still make money. That is, as long as it's not the only thing on your mind.
81. Have you noticed that, in itself, money is kind of one-dimensional and boring? What else can we talk about?
82. Your product broke. Why? We'd like to ask the guy who made it. Your corporate strategy makes no sense. We'd like to have a chat with your CEO. What do you mean she's not in?
83. We want you to take 50 million of us as seriously as you take one reporter from The Wall Street Journal.
84. We know some people from your company. They're pretty cool online. Do you have any more like that you're hiding? Can they come out and play?
85. When we have questions we turn to each other for answers. If you didn't have such a tight rein on "your people" maybe they'd be among the people we'd turn to.
86. When we're not busy being your "target market," many of us are your people. We'd rather be talking to friends online than watching the clock. That would get your name around better than your entire million dollar web site. But you tell us speaking to the market is Marketing's job.
87. We'd like it if you got what's going on here. That'd be real nice. But it would be a big mistake to think we're holding our breath.
88. We have better things to do than worry about whether you'll change in time to get our business. Business is only a part of our lives. It seems to be all of yours. Think about it: who needs whom?
89. We have real power and we know it. If you don't quite see the light, some other outfit will come along that's more attentive, more interesting, more fun to play with.
90. Even at its worst, our newfound conversation is more interesting than most trade shows, more entertaining than any TV sitcom, and certainly more true-to-life than the corporate web sites we've been seeing.
91. Our allegiance is to ourselves—our friends, our new allies and acquaintances, even our sparring partners. Companies that have no part in this world, also have no future.
92. Companies are spending billions of dollars on Y2K. Why can't they hear this market timebomb ticking? The stakes are even higher.
93. We're both inside companies and outside them. The boundaries that separate our conversations look like the Berlin Wall today, but they're really just an annoyance. We know they're coming down. We're going to work from both sides to take them down.
94. To traditional corporations, networked conversations may appear confused, may sound confusing. But we are organizing faster than they are. We have better tools, more new ideas, no rules to slow us down.
95. We are waking up and linking to each other. We are watching. But we are not waiting.

What are your top 5 sentences?

TEN Hunting (Eng.)

Focused on corporate market, TEN Hunting offers services of executive search, assessment, organizational development & career management speakings. We manage both international and national projects.

Please talk to us of your demand for talents that we will use our extensive network on your behalf.

TEN Hunting (Eng.)

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TEN Hunting

TEN Hunting focada no mercado corporativo oferece serviços em executive search, assessment e palestras sobre desenvolvimento organizacional e gestão de carreira. Gerenciamos projetos nacionais e internacionais.

Por favor fale conosco sobre sua demanda por talentos que usaremos nossa vasta rede de relacionamentos em seu benefício.

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10 motivos para se ter um blog corporativo

10 reasons to have a corporate blog (English version)

Percebemos que algumas empresas estão mais conscientes para a importância de se ter uma presença ativa nas redes sociais. Algumas estão até criando grupos internos para debater as vantagens e os riscos de se criar um a estratégia a esse respeito. Objetivando auxiliar esses profissionais na rápida tomada de decisão sobre esse relevante tema, apresentamos 10 motivos pelos quais uma organização deve ter um blog corporativo:

1. Liderança definida: a primeira coisa a se fazer em termos de blog corporativo é definir a liderança do CNO – Chief Networking Officer. Esse é o profissional que assina o blog em que estão sumarizadas todas as idéias e ações de comunicação da organização. A clareza na liderança impõe o seu devido respeito.Obviamente que o CNO atua amparado por uma equipe de Gestão de Redes de Negócios.

2. Conteúdo oficial: o conteúdo postado no blog corporativo é oficial. Ele determina a posição da empresa sobre os diversos assuntos ali discutidos. Ele têm valor jurídico e legal e pode ser replicado por todas as fontes interessadas no mesmo. Portanto, sua edição deve ser cuidadosa e muito criteriosa.

3. Ponto central: A empresa publica num ponto central de comunicação na Internet todas as formas de compartilhamento de conteúdo seja na forma de artigos, fotos, vídeos, enquetes, apresentações etc...

4. Fácil replicação: uma vez publicado o conteúdo oficial, qualquer pessoa seja ele/ela funcionário da empresa, fã, seguidor, profissional de mídia entre outros grupos de interesse, podem replicar o conteúdo entre seus pares nas mais diversas redes sociais existentes.

5. Transparência: na medida em que a empresa organiza seu conteúdo de forma transparente através de um blog, ela abre um canal de comunicação e relacionamento muito forte e positivo com todos stakeholders criando uma relação de mão dupla na medida em que as pessoas podem comentar sobre as postagens abertamente. Recomenda-se responder a todas essas interações na brevidade do possível.

6. Seguidores cadastrados: os blogs podem ter mecanismos de cadastro de seguidores e, com isso, permitir que eles definam a forma com que querem receber as postagens mais recentes, i.e., email, torpedos, Twitter, RSS, etc...Quanto maior for essa base de fãs, maior será a potencial viralidade de cada postagem. O blog também pode ser integrado a ferramentas de CRM - Customer Relationship Management.

7. Viralidade: a postagem chega ao mercado instantaneamente, em tempo real e pode gerar uma participação ativa dos seus fãs, conferindo um legítimo e valioso feed-back para aquela ação. Além disso, caso o conteúdo não seja mais editado/removido, o efeito dessa postagem pode permanecer vivo por tempo indeterminado em qualquer parte do mundo que tenha acesso ao idioma em questão.

8. Integração com demais redes sociais: os blogs podem ser facilmente integrados a diversas redes sociais criando uma série de referências cruzadas com as mesmas. Da mesma forma que o conteúdo específico e gerado nas diversas redes sociais pode ser rapidamente publicado no blog. Inclusive, o blog pode estar integrado com a rede social corporativa.

9. Relevância e atratividade: uma vez que tenham sido corretamente editados e programados, os blogs são agentes importantes para se ganhar relevância perante as ferramentas de busca da Internet (SEO - Search Engine Optimization) e gerar atração pelas atividades da entidade.

10. Gestão de conhecimento: o blog é uma excelente ferramenta de gestão do conhecimento pois ele permite que a empresa o organize e documente seu conhecimento e que convide os demais stakeholders a fornecer significativas formas de melhoria do mesmo, na medida em que se cria um repositório de conhecimento.

Finalizamos destacando que editar uma blog corporativo não é uma ação para amadores. e que pode ser feita de qualquer forma sem estar estruturada por uma clara linha de pensamento estratégico. As pessoas envolvidas no preparo e na edição do blog corporativo devem ser profissionais capacitados ao desafio.

Sua empresa já possui blog corporativo? E se o seu competidor já o tiver?

Octavio Pitaluga Neto
TEN - Top Executives Net
CNO - Chief Networking Officer

Social Networking in Brazil - ComScore Study

Orkut Continues to Lead Brazil’s Social Networking Market, Facebook Audience Grows Fivefold

Twitter.com Reaches 23 Percent of Brazilians Online, Highest Reach in the World

comScore Releases Study on Social Media Usage in Brazil Finding Traffic to Social Networking and Blog Sites Increased 50 Percent in Past Year 

São Paulo, Brazil, October 7, 2010 – comScore, Inc. (NASDAQ: SCOR), a leader in measuring the digital world, today released a study on social media usage in Brazil during the month of August 2010. The study found that Orkut continued to lead Brazil’s social networking market, reaching more than 36 million unique visitors (15+ years of age, home and work environments only), while Facebook grew to nearly 9 million visitors, up from just 1.5 million visitors a year ago. Twitter.com also witnessed strong growth, nearly doubling its audience to 8.6 million visitors, with Brazil leading the world in terms of Twitter’s Internet user penetration at 23 percent.

“Social media accounts for nearly 20 percent of Brazilians’ time spent online, making it one of the top online activities in the country,” said Alex Banks, comScore managing director for Brazil and vice president for Latin America. “As the ninth largest Internet market in the world and one of the fastest growing, Brazil offers global marketers large and growing opportunities to reach consumers, with the social networking market representing one of the most efficient ways of doing that.”

Orkut Reigns as Social Networking Leader in Brazil

In August 2010, more than 36 million Internet users age 15 and older visited a social networking destination from a home or work location in Brazil, with an average visitor spending more than 4 hours a month on social networking sites and viewing 585 pages of content. Orkut ranked as the most-visited social networking destination, reaching 29.4 million visitors, followed by Windows Live Profile with 12.5 million visitors. Facebook.com secured the #3 spot with nearly 9 million visitors while Twitter.com reached 8.6 million visitors. 

Orkut displayed by far the strongest audience engagement with visitors averaging 4.6 hours on the site during the month, viewing 657 pages of content on average and visiting the site on 35 different occasions.

Top Social Networking Sites in Brazil by Unique Visitors August 2010 Total Brazil Internet Audience*, Age 15+ - Home & Work Locations Source: comScore Media Metrix
	Total Unique Visitors (000)	Average Minutes per Visitor	Average Pages per Visitor	Average Visits per Visitor
Total Internet Persons: 15+	37,527	1,561.0	2,109	58.0
Social Networking	36,059	252.6	585	32.4
Orkut	29,411	275.8	657	35.8
Windows Live Profile	12,529	5.5	12	3.7
Facebook.com	8,887	29.3	55	6.6
Twitter.com	8,621	31.8	44	7.5
Formspring.me	3,638	34.8	57	9.0
Sonico.com	1,711	10.0	15	2.9
Ning.com	1,570	6.4	10	2.4
LinkedIn.com	1,471	10.7	26	2.6
Multiply.com	1,349	3.6	5	1.6
Vostu.com	1,130	2.2	2	1.7

* Excludes traffic from public computers such as Internet cafes or access from mobile phones or PDAs.

Additional social media insights in Brazil include:

• Traffic to Social Networking sites grew 51 percent in the past year, with sites in the category currently reaching more than 36 million visitors age 15 and older.
• Facebook experienced triple-digital growth, increasing its audience 479 percent in the past year.
• Traffic to Orkut grew 30 percent in the past year, while Twitter.com climbed 86 percent.
• Twitter.com reached 23 percent of the entire Brazilian online population, the highest penetration in the world.
• Visitation to the Blogs category grew 48 percent to 29 million visitors. Blogger ranked as the top blog destination with more than 21 million visitors.

Demographic Profile of Visitors to Facebook, Orkut and Twitter

A look at the demographic profile of visitors to Facebook.com, Orkut and Twitter.com across Brazil revealed varying levels of engagement by gender, age and geographic region. Females exhibited stronger engagement across the Social Networking category, as well as with the three individual brands. Women were 16 percent more likely to consume content on Social Networking sites than an average visitor. 

Facebook.com showed the strongest disparity with females consuming 31 percent more content on the site.

Looking at differences among age segments, younger users were more likely to view content on Orkut and Twitter.com than Facebook.com. Persons age 15-24 were 32 percent more likely to view content on Orkut than an average visitor and 36 percent more likely to do so on Twitter.com, while on Facebook.com this age group was 35 percent less likely than average. On the other hand, older age segments exhibited stronger engagement with content at Facebook.com with persons age 45-54 indexing at 141 and persons age 55 and older indexing at 135. 

Across geographic regions in Brazil, visitors from the Southeast region which includes both Rio de Janeiro and São Paulo were 16 percent more likely to view content on Facebook.com, with all other regions under indexing significantly. Orkut and Twitter.com displayed more balanced consumption patterns among visitors from various regions.

Demographic Profile for Visitors to Facebook.com, Orkut and Twitter.com August 2010 Total Brazil Internet Audience*, Age 6+ - Home & Work Locations Source: comScore Media Metrix
	Composition Index Page Views**
	Social Networking Category	Facebook.com	Orkut	Twitter.com
Total Audience	100	100	100	100
All Males	84	69	84	81
All Females	116	131	116	119
Persons - Age
Persons: 15-24	128	65	132	136
Persons: 25-34	89	110	88	81
Persons: 35-44	86	118	83	69
Persons: 45-54	84	141	80	105
Persons: 55+	73	135	71	71
Region
Center-west	94	86	94	86
North	103	27	107	101
Northeast	99	46	101	93
South	101	85	103	95
Southeast	100	116	100	103

* Excludes traffic from public computers such as Internet cafes or access from mobile phones or PDAs.
**Composition Index Page Views = % of Category or Site Page Views / % of Total Internet Page Views x 100; Index of 100 indicates average representation.

comScore Announces Social Media Monitoring

With social media usage continuing to grow across the globe, comScore recently announced the introduction of comScore Social Analytix™, a social media intelligence service for comScore clients, powered by the Radian6 social media monitoring and engagement platform. The service will provide clients with detailed, real-time insights based on what consumers are saying about their brands and products on the web across more than 150 million social media sources worldwide including blogs, discussion boards, video and image sharing sites and popular social networking sites like Facebook, Twitter, MySpace and LinkedIn Answers. 

For more information, please visit:

Original text


 

TEN Divisions

We briefly introduce our divisions: Business & Humans and their respectives units specialized in business relationships & social networking.

TEN Divisions

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TEN Business: focused on marketing, business development, commercial & international

• Digital: we develop your digital presence (Internet & mobiles)
• Matchmaking: we accelerate specific business
• Events: we organize relationship events (indoor & outdoor)

TEN Humans: focused on human resources

• Education: specialized on social networking
  
• Hunting: we will look for the talent that better meet your demand.
• Talents: for professionals in career change

Versão em Português

TEN Divisoes

Apresentamos brevemente nossas divisões: Negócios & Humanos e suas respectivas unidades de negócios especializadas em relacionamentos de negócios e redes sociais.

TEN Divisões

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TEN Negócios: focada em marketing, desenvolvimento de negócios, comercial & internacional

• Digital: desenvolvemos sua presença digital (Internet & mobiles)
• Matchmaking: aceleramos de negócios específicos
• Eventos: organizamos eventos de relacionamento (indoor & outdoor)

TEN Humanos: focada em recursos humanos

• Educação: especializada em redes sociais
  
• Hunting: buscamos o talento que melhor atende a sua demanda.
• Talentos: para profissionais em transição de carreira

English version

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Negócios No Mundo Digital

Artigo publicado na Revista ANEFAC - Out 2010

A humanidade caminha para a formação de uma sociedade do conhecimento, da interação, do momento instantâneo de saber, ler, produzir. E, para que esse futuro se concretize, já temos em mãos, as ferramentas necessárias e tecnologias de suporte.

Inserido nesse contexto que todos nós presenciamos pelo mundo todo está o fenômeno das redes sociais, que é relativamente recente. Há cerca de três ou quatro anos atrás, quando alguém falava em coisas como twitter, linkedin e outros tipos de mídias desse naipe, as pessoas simplesmente não entendiam os termos, ou sequer sabiam o que significavam.

Hoje se percebe um amadurecimento no mercado e uma mudança muito grande nesse comportamento, já que encontramos mais facilmente Executivos ou empresas “mais antenadas” e mais propensas a participarem dessas redes, mesmo que ainda timidamente. A tendência é, no entanto, pelo que mostram pesquisas e estudos, a de se evoluir cada vez mais nesse sentido, em vista do potencial que essa forma de comunicação oferece.

Enquanto algumas empresas ainda se questionam por que deveriam ter uma estratégia em redes sociais, outras organizações, com uma percepção mais apurada e atitudes mais ousadas, já estão atuando fortemente no mercado digital, envolvendo cada vez mais o cliente. Elas acreditam que precisam estar presentes e atuantes nesse segmento, a fim de explorar a imensa potencialidade que o meio digital oferece. O interesse por parte das empresas se deve muito à perspectiva de que mudanças significativas deverão ocorrer no comportamento de seus consumidores e colaboradores, nos próximos anos. Cada vez mais, pessoas que se valem desses meios digitais, e redes sociais, estarão ocupando posições de decisão e, com isso, se tornarão peças importantes e essenciais no planejamento da comunicação das empresas no futuro.

Para enfrentar esses novos tempos, empresas e profissionais devem estar preparados para uma mudança de paradigmas, abandonando a forma tradicional de se pensar o seu modelo de negócios. A primeira quebra é com relação à visão que se tem da própria empresa. A estrutura dos novos tempos não deve ser mais piramidal, mas matricial; ou seja, o centro de decisão da empresa criou uma comunidade ao seu redor, composta por cada uma das redes de negócios que cercam a organização e, consequentemente, influenciarão sempre os rumos que a mesma deve tomar. Uma possível resistência ou aversão a essas novas tendências pode se dar mais em vista do desconhecimento do potencial, das possíveis utilizações e do papel desempenhado pelo Chief Networking Officer. Dentro da organização ele deve ser o profissional responsável pelo estabelecimento de estratégias de relacionamento, pensando aonde se quer chegar com a empresa, e com quem se quer chegar. Para isso, ele precisa saber como usar as interações, envolvendo os relacionamentos de confiança, tanto no mundo real como no mundo virtual, e qual o ferramental que utilizará que, sem dúvida, será o das redes sociais.

A boa notícia é que ainda existe muito espaço para a absorção desses novos comportamentos. O Executivo de hoje deve ganhar, cada vez mais, relevância e valor em sua atividade, tanto para seu desenvolvimento pessoal como para a empresa, para o mercado, para o seu empregador e para todos os stakeholders que o cercam. As redes sociais permitem isso. Elas permitem o Executivo mostrar que ele é um profissional consistente, que possui referências de mercado, que apresenta cases de sucesso e pode oferecer bons resultados para a organização, em pouco tempo, em função da experiência e carreira que vem construindo. Assim, as redes sociais são instrumentais interessantes para a apresentação e promoção do Executivo que busca uma posição de liderança no mercado, que busca projetos inovadores e tudo mais.

O futuro dessas mídias é, sem dúvida, a integração com todas as plataformas possíveis. Internet + smartphones+cinema+televisão e outras tantas mídias que estão espalhadas por ai. Com a popularização e desenvolvimento dos celulares, e a ampliação dos serviços de banda larga, teremos mais oportunidades de nos integrarmos a essas redes para nos valermos de sua potencialidade. No futuro, também, as redes sociais serão muito aproveitadas como ponto de encontro, não somente de profissionais, mas de todas as tribos.

O que usar?

Hoje existe uma grande variedade de ferramentas espalhadas pelo mercado. O Executivo, como profissional que normalmente tem o tempo escasso para suas diversas atividades, deveria possuir o que chamamos de “kit de sobrevivência”, contendo algumas dessas ferramentas básicas. E hoje existem tanto empresas de porte com ferramentas digitais muito conhecidas, como também empresas menores que trazem soluções práticas e rápidas para apoiar o Executivo em suas atividades. Um exemplo disso é o VVM – Video&Voice Mail, através do qual é possível mandar mensagens pessoais, entrevistas, notas de agradecimento pela visita, apresentações de trabalho, vídeo conferências, solicitações de emprego etc, com uma abordagem bastante inovadora, tornando-se um excelente diferencial para sua apresentação pessoal.

Portanto, as empresas devem sempre estar “antenadas” com as novidades que surgem no mercado e, sempre que possível, periodicamente, apresentar essas suítes de novos aplicativos a seus funcionários. O Executivo que não se importa em estar atualizado corre o risco de ficar defasado e, consequentemente, em desvantagem com seus pares, sob os olhos do mercado.

O mundo está globalizado quer gostemos disso ou não, e essas inovações constantes são um caminho sem volta. Se as empresas permitirem que seus concorrentes montem uma equipe treinada no uso adequado de redes sociais, com um bom Chief Networking Officer e uma rede corporativa própria, com webconference, simulações digitais em 3D, e outras ferramentas que já estão disponíveis no mercado, com certeza perderão terreno. Isso se deve também ao processo cada vez intenso da inclusão digital. Nesse contexto, elas terão sempre maior simpatia por aqueles que já se valem dessas ferramentas digitais para se mostrarem e comunicarem, ao invés dos que ainda continuam operando da forma analógica tradicional.

Portanto, o recado é este: ainda há tempo para realizar a sua inclusão digital no mundo dos negócios. Desenvolva esse hábito e aplique-o com inteligência em sua carreira.

Quadro em Destaque

10 motivos para criar uma rede social corporativa

Octavio Pitaluga Neto