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Ten Myths About Social Networking For Busines

There is so much noise about social media, much of it not very helpful. Myths about how and why to use these networks abound, spread by networking neophytes and so-called experts (like me) alike.

The truth is the answers to these questions keep changing, because we are only beginning to understand how to harness social networks to unlock the Web’s true potential. We are learning, day by day. What none of us can afford is to stand by and watch it all unfold. There’s money to be made, after all!

Here, then, is a comprehensive guide to social networking misconceptions–each accompanied by a tangible action plan that you can take right now. Have other effective tactics you’d like to share? Please comment on this post.

Myth 1: Everybody is on social media.

Why it’s perpetuated: Experts will show you pretty statistics on how more than 80% of people heard of a product through social media. This is a scare tactic to get you to hire them. The truth is social media is not on every one’s radar–not yet, anyway.

Action plan: Even if your target demographic is not on social media, you can harness the power of the Web by making it easier for search engines like Google to find your website (known by geeks in the trade as “search engine optimization”). This is not hard, trust me, but the approach takes some time to gain momentum.

First step: Pepper your website with well-trafficked key words. How to pick them? Go to the Google Keyword Tool and enter about 20 or more generic terms that relate or describe your product or service; look for relevant terms that get several thousand monthly queries. But it’s not enough to find popular key words. You have to find ones where your site can compete–that means finding words that, if typed into Google, will spit out a page of results where your site ranks nice and high.

The key to ranking high on a search results page is to have as many high-quality sites as possible pointing links to your site (this goes for articles, information graphics and other forms of content, too). A high quality website is chocked with content and follows Google’s Quality Guidelines. How many high-quality links do you have to attract? There’s an easy way to get a feel for that number. For each key word, copy web addresses of the top sites that pop up in Google when you search on those key words. Then paste each of those web addresses into http://www.MajesticSEO.com and click “Explore.” Instantly you will see how many other sites are pointing to each particular web site.

If the first 10 addresses you chose are each attracting tens of thousands of links, it’s probably not worth your time to try to compete on that particular key word to get quick exposure on search engines. However, if the third or fourth site down from the top of the search results page is only attracting a few hundred links, you just might be able to hoist yourself onto that top search page in a few months or less with some concerted effort.

How to increase the number of links to your site quickly? Start by courting relevant bloggers. Find the most active scribes by searching relevant keywords on Google Blogsearch. Send each blogger a short, not-too-sanctimonious email saying you’re a fan of their work, and that you might have some content you think their readers would really enjoy; include a link to your site in the message. Interested bloggers will refer to your link in their articles, making it more popular in the eyes of the search engines. See? Not so hard.

Myth 2: Social news aggregators–like Digg, Stumbleupon and Reddit–are dead.

Image via CrunchBase

Why it’s perpetuated: Simple: These sites don’t get the same level of mainstream media coverage that Facebook and Twitter do. Meanwhile Digg, Stumbleupon and Reddit are still great at spurring viral distribution of content. Some of the most shared content on Facebook and Twitter is initially submitted to these social aggregation platforms. In fact, according to StatCounter, a web-analytics provider, Stumbleupon is the social media site that drives most online traffic in the U.S. (Believe it or not, over the course of a few days I drove 1.3 million page views to a micro-website by initiating the push on Digg and Stumbleupon. Upon getting posted on the popular sections of those sites, and getting linked from mainstream websites like USA Today, the mircosite’s address was posted on Twitter by Ashton Kutcher, which kicked in another 19,000 views.)

Action plan: Before you can take advantage of social news aggregators, first you have to ingratiate yourself with other users. It’s an etiquette thing. Start by registering for an account on Digg.com, if you don’t have one already. (What I’m going to say now may sound self-serving, but the purpose of this is to demonstrate how this mechanism works.) Write on my Facebook wall asking me to invite you into our Digg groups where we vote on each other’s Digg links. (To be clear, all of this interaction happens within the Facebook environment.)

Nominate A Contender For Forbes’ List Of America’s Most Promising Private Companies

Once you are in the Digg group, vote on the articles and other content that Digg users submitted. Each time you “digg” a submission, all Digg users can see that you voted for it. The more you vote, the more likely the content you submit later will be voted on. Any article you submit to Digg should have a compelling title and description. (For a crash course on social-news writing, check out 4 Ways I Compose Posts to Drive Millions of Pageviews to Blogs Through Digg.) Then share the link to your submission within the Digg group. With any luck, the article will rack up votes and increase the chance that it gets promoted to the “popular” section of the Digg.com platform called the Top News page, which is seen by a big chunk of Digg’s 6 million users.

Myth 3: You can’t do it all in-house.

Why it’s perpetuated: Consultants make it appear that campaigns launched on social media networks are the product of occult practices involving three blind witches that play hot potato with one eye ball they all share to see. If they show you how you could do much of it yourself, why would you hire them?

Action plan: Go to Google and type the following keywords: [your product or industry keyword] social network (or instead of social network, type social media or forum). Study the sites you find. See how many people are registered, are currently online or are replying to conversation threads. Read and gauge the quality of the conversations. (In your queries, you may also run into articles linking to social networks focused on your area of expertise.) What types of articles and discussion threads garner the most responses? Post a question to the forum or article, and use the responses to create useful content for that community. Link not just to your own website, but also to sites of the people or entities who inspired your own posts. Give others credit and they will be more likely to thank you by sharing your content with their networks.

Myth 4: You have to spend hours a day on Twitter.

Why it’s perpetuated: Thousands of Tweets may spark a fun conversation with hundreds of people, but your wallet may not be fatter for the effort. You can do better. I’ve been able to meet people who have helped me land contracts; I’ve also been given free tickets to events by tweeting @reply messages during Twitter chat sessions for 30 minutes to an hour a day.

Action plan: Send your customers, your friends on Facebook, your Twitter followers, each person on your email list, and anybody else interested in content involving your industry a message inviting them to participate on a weekly chat on Twitter. (A tweet chat is a series of messages directed at each other that are assigned a hashtag–a keyword that is labeled with a # sign.) Have informative tweets ready to post with your hashtag during the chat. End the tweet chat with some type of call-to-action–like inviting participants to register for your email newsletter, or to visit your store or web site to try out a product or service that you tweeted about during the chat.

Myth 5: Social media is solely a broadcast channel.

Image by AFP/Getty Images via @daylife

Why it’s perpetuated: At first blush, social media feels like a cheap and powerful bullhorn. It is, but don’t be surprised when blasting messages in one direction–from you to them–only generates a trickle of traffic. The trick is to get people involved, and keep them involved.

Action plan: Since the dawn of retail, sweepstakes and giveaways have been a great hook. For ideas, query [your social network of choice] + contest or sweepstakes or giveaways on Google. Maybe you’ll read about how a computer store sold more laptops by holding a contest for free iPads that required people to make their entry on the store’s Facebook page. Formulate a similar marketing campaign that fits your niche. If you have a bakery, you could hold a contest for free customized birthday cakes by requiring participants to enter on your Facebook page. Voila! Not only have you scared up more customers, you also have an instant focus group to test your cakes and other goodies.

Myth 6: Social media can replace your website.

Why it’s perpetuated: Social media is the new shiny red apple. It’s not going anywhere, but neither are web sites.

Action plan: Email remains one of the most powerful ways to prospect for business. Although you can capture email addresses on social media networks, it is a lot easier to simply add a form at multiple locations on your web site. Here’s how: Sign up for Aweber, an email marketing service that helps you collect email addresses and blast messages as often as you like. The basic plan costs $20 a month. Create incentives—any kind of premium content—that you can give to email subscribers if they recruit customers for you using their social networks. (Distribute the incentives using a free tool like CloudFlood.) Offer new recruits the same offer, and so on. Do this right and a virtuous cycle kicks in, expanding your email list very quickly.

Myth 7: You can’t measure your return on investment in social media.
Why it’s perpetuated: Many social media experts know how to use social networks to socialize, but they have little to no marketing expertise–meaning they don’t know how to turn all that socializing into cash flow.

Action plan: Three basic steps: track where your users are coming from; identify the actions they took on your site (making purchases, viewing a 10-page slide show, whatever); calculate the value of that activity.

To track visitors coming from social networks, append tracking parameters on links you post on those networks. Again, this is not hard. To attach tracking parameters, visit the Google Analytics URL Builder and add a link to a web page that you mention in your email messages. In the Google Analytics URL Builder, add the link you want to track to the field labeled “Website URL;” fill in your tracking parameters in the fields beneath; and click the button labeled “Generate URL.” Take the same steps to attach tracking on any links you include in emails sent to your customer email list (see Myth 6 for more on creating email lists).
Now to turn all that tracking into usable information that you can act on. This amounts to setting up “Goals” in Google Analytics to see which tracked links generate the most activity. There are a few steps here, and they aren’t difficult, so stay with me.

Let’s say you want to figure out how much business your email list is generating. The steps: 1) Develop a ”Thank you for subscribing” page on your website. This is the page that web visitors will see after they subscribe to your email list. 2) Fill in the forms to set up your “Thank-you” page as a Goal in Google Analytics (follow the instructions on setting up Goals in Google’s Conversion University). 3) To see which tracked links referred the most people that bought your products, set up a Goal using the confirmation page that people see after they buy your product. If someone visits this confirmation page anytime after clicking a link you generated on the Google Analytics URL builder, you will see the tracked link as the referring source of your sale. Now you know where that customer came from!

I have worked with retailers who sold products to 10% of their email subscribers through their most effective campaigns. (By contrast, many direct-mail campaigns yield response rates of less than 1%.) To calculate how much that marketing effort is worth, determine the amount of money you make from your entire newsletter list every month. Divide that amount by the number of subscribers to get the value of an average subscriber. There’s the return on your investment in that campaign. Slick, right?
Myth 8: Blogging is a waste of time.

Why it’s perpetuated: There is so much noise on the internet, why bother blogging? Here’s why: It gives you a voice and at least a modicum of control of your brand–especially if you really have something important to say and you say it on a consistent basis.

Action plan: Blogging is very easy. Download the WordPress blogging platform from WordPress.org. Install it on your server into a new directory (if you have Fantastico on your web server, it will load up like butter). Next, find some of the best questions your prospects have posed and write an article that responds to their inquiries. Add a question at the end encouraging people to post their comments. Share the content with your prospects, customers and on the social networks, and ask others in your network to share the content. Repeat.
Myth 9: You have to be on every social network.
Why it’s perpetuated: Peer pressure. When no one knows what they’re supposed to do; they feel the need to do everything.

Action plan: Focus your efforts. Visit search.twitter.com or Facebook and type targeted key words into the search fields. The words should describe services, products, or other topics in which your company is involved. Study the web pages that appear in the search results. Do the people you see on these pages resemble your target community? Are these the type of people who buy your products or services? If so, interact with them; if not, don’t. Milling around other networks just for the sake of it is a waste of time.

Myth 10: Social media will replace real-life networking.

Why it’s perpetuated: New stuff keeps coming out. The Google+ Hangout feature allows you to hold a video chat with up to 10 people. The more new gadgets there are to play with, the more time people will spend playing with them, and the less time they will spend talking to each other. Or least that’s how it might seem.

Action plan: People–friends, customers, vendors–still crave face-to-face communication. Get out and meet them, and use social media to help you do it. Example: Log on to LinkedIn Answers and ask your network for suggestions for scintillating discussion topics involving your industry. (It may take a week to gin up enough good responses.) Based on that information, schedule a gathering to chat about those topics, drink a few beers or hopefully both. (Meetup.com makes it easy to organize these shindigs.) Invite your prospects, customers, and people on your email lists; have them test your product for free. The goodwill will go a long way.

Top 40 Richest People In Thailand, June 2011

#1 Chaleo Yoovidhya – $3.5 billion
Apparently retired, has 49% stake in $3.5 billion (sales) Red Bull, energy drink juggernaut he helped create; sales up 23% last year.

#2 Charoen Sirivadhanabhakdi – $3.3 billion
Son of street vendor made fortune in alcohol. His Chang Beer is nation’s top seller. Took his Thai Bev public in Singapore last year after protests at home; reportedly wants to try again in Thailand. Shipped its first cases to U.S. in May.

#3 Dhanin Chearavanont & family – $2.8 billion
Youngest of 4 brothers turned Charoen Pokphand Group into one of world’s biggest suppliers of animal feed. Branched into retail, telecom. Bankrolls cockfighting arena; chickens wear protective gloves.

#4 Vichai Maleenont & family – $760 million
Heads media group BEC World, which he cofounded 37 years ago, with 23 subsidiaries, 6 associate companies. Transferred shares to his children; 6 work for group, including Vice Chairman Prasan. Son Pracha was Minister of Tourism & Sport until coup.

#5 Somporn Juangroongruangkit & family – $640 million
President of Thai Summit, network of more than a dozen auto parts companies. Took reins in 2002 after husband’s death. Reportedly planned to list some groups this year but pulled out.

#6 Prayudh Mahagitsiri & family – $525 million
Former deputy chief of Thaksin’s political party. Oversees family’s holdings, including stainless steel maker Thainox, instant coffee joint venture with Nestle. Transferred shares to wife, Suvimol, Thainox’s vice chairman; son Chalermchai, a TV actor and model. Late father reportedly pioneered Thailand’s tuk-tuks (auto rickshaws).

#7 Sunsurn Jurangkool & family – $480 million
Heads auto parts maker Summit Group. Not to be confused with Thai Summit, another auto parts outfit run by deceased brother’s widow (No. 5). Also heads publicly traded Thai Steel Cable.

#8 Vanich Chaiyawan & family – $465 million
Sold cigarettes on street at age 14; later traded rice. Bought an insurance company in 1960s. With a partner bought controlling stake in Thai Life Insurance 1970. Remains chairman; son Chai is president. Has joint venture with Heineken.

#9 Sasithorn Ratanarak & family – $450 million
Widow of the late Chuan Ratanarak, who founded Bank of Ayudhya and Siam City Cement and used his connections to secure operating license for privately held Bangkok Broadcasting & TV (BBTV) from Thai military. Son Krit recently orchestrated deal in which GE Money bought 25% of bank, and he stepped down as chairman.

#10 William Heinecke
Came to Thailand from U.S. as a child; started Minor Corp. when he was under 18, hence its name. Became Thai citizen 1992. Now markets such brands as Esprit, Timberland, Tumi in Thailand. Controls Minor International, which runs 600 restaurants, 15 hotels, including Four Seasons, Marriott. Wrote book on entrepreneurship.

#11 Anant Asavabhokin $370 million
#12 Nishita Shah $350 million
#13 Wanida Chirathivat & family $310 million
#14 Thaksin Shinawatra $300 million
#15 Praneetsilpa Vacharaphol $280 million
#16 Thongma Vijitpongpun $250 million
#17 Prasert Prasarttong-Osoth $240 million
#18 Niti Osathanugrah $220 million
#19 Yinglak Vacharaphol $220 million
#20 Saravut Vacharaphol $210 million
#21 Vichai Raksriaksorn $210 million
#22 Vicha Poolvaraluck $200 million
#23 Boonchai Bencharongkul $200 million
#24 Surat Osathanugrah & family $180 million
#25 Vanchai Chirathivat & family $180 million
#26 Premchai Karnasuta $170 million
#27 Vikrom Kromadit $170 million
#28 Anek Sithiprasasana $170 million
#29 Chamnong Bhirombhakdi & family $160 million
#30 Wit Viriyaprapaikit & family $160 million
#31 Kraisorn Chansiri & family $160 million
#32 Surang Prempree $150 million
#33 Chalerm Yoovidhya $150 million
#34 Nijaporn Charanachitta $150 million
#35 Porndee Lee-Issaranukul & family $150 million
#36 Suthichai Chirathivat $140 million
#37 Suthikiati Chirathivat $140 million
#38 Nantha Chinthammit & family $140 million
#39 Suchitra Mongkolkiti $110 million
#40 Kamol Vongkusolkit $110 million

#2 Charoen Sirivadhanabhakdi – $3.3 billion
Son of street vendor made fortune in alcohol. His Chang Beer is nation’s top seller. Took his Thai Bev public in Singapore last year after protests at home; reportedly wants to try again in Thailand. Shipped its first cases to U.S. in May.

#3 Dhanin Chearavanont & family – $2.8 billion
Youngest of 4 brothers turned Charoen Pokphand Group into one of world’s biggest suppliers of animal feed. Branched into retail, telecom. Bankrolls cockfighting arena; chickens wear protective gloves.

#4 Vichai Maleenont & family – $760 million
Heads media group BEC World, which he cofounded 37 years ago, with 23 subsidiaries, 6 associate companies. Transferred shares to his children; 6 work for group, including Vice Chairman Prasan. Son Pracha was Minister of Tourism & Sport until coup.

#5 Somporn Juangroongruangkit & family – $640 million
President of Thai Summit, network of more than a dozen auto parts companies. Took reins in 2002 after husband’s death. Reportedly planned to list some groups this year but pulled out.

#6 Prayudh Mahagitsiri & family – $525 million
Former deputy chief of Thaksin’s political party. Oversees family’s holdings, including stainless steel maker Thainox, instant coffee joint venture with Nestle. Transferred shares to wife, Suvimol, Thainox’s vice chairman; son Chalermchai, a TV actor and model. Late father reportedly pioneered Thailand’s tuk-tuks (auto rickshaws).

#7 Sunsurn Jurangkool & family – $480 million
Heads auto parts maker Summit Group. Not to be confused with Thai Summit, another auto parts outfit run by deceased brother’s widow (No. 5). Also heads publicly traded Thai Steel Cable.

#8 Vanich Chaiyawan & family – $465 million
Sold cigarettes on street at age 14; later traded rice. Bought an insurance company in 1960s. With a partner bought controlling stake in Thai Life Insurance 1970. Remains chairman; son Chai is president. Has joint venture with Heineken.

#9 Sasithorn Ratanarak & family – $450 million
Widow of the late Chuan Ratanarak, who founded Bank of Ayudhya and Siam City Cement and used his connections to secure operating license for privately held Bangkok Broadcasting & TV (BBTV) from Thai military. Son Krit recently orchestrated deal in which GE Money bought 25% of bank, and he stepped down as chairman.

#10 William Heinecke
Came to Thailand from U.S. as a child; started Minor Corp. when he was under 18, hence its name. Became Thai citizen 1992. Now markets such brands as Esprit, Timberland, Tumi in Thailand. Controls Minor International, which runs 600 restaurants, 15 hotels, including Four Seasons, Marriott. Wrote book on entrepreneurship.

Hostel IN Bangkok

Bangkok is the capital on Thailand and around 8 hours drive from Lampang at a distance of around 600 KM.  One can find many luxury to 2nd class buses plying from Bangkok to Lampang and Lampang to Bangkok everyday.  The journey is quite comfortable with modern vehicles and moreover these transport companies provide snacks and meals on board.

Bangkok has many hostels, guest houses and rental places.  Hostels near Silom, Sukhumvit, Khaosan, Patpong are very famous but are quite popular for many bad stories.  So, be careful to stay in some of the creepy cheap rentals.  Some of the hostels are really cheap from 200 baht for beds in dorm with shared bathroom.

I have been to Bangkok and tried many hostels and one of the most safe and secure with good price is Himalaya Residence on Sukhumvit 31.  It just takes about 10 minutes (900 meters) to walk to the main street and catch buses to move all around the city.  Some of the red buses are free.  Sky train station is a mere 15 min walk too, a bit hot during summer though.  With lots of fun places nearby and many restaurant nearby serving all types of food (Japanese, Irish, Indian, Thai) and there are many places to go around at night time.

you can find more information on their website:  http://www.himalayaresidence.net

 

Safe, Secure and Service welcome to the most preferred Accommodation on Sukhumvit soi 31.

Stay with Himalaya Residence where value and convenience meets together

Himalayan Residence is a cozy little villa, Bed & Breakfast situated at sukhumvit 31, and it s in the heart of the city center! 18 Units are fully equipped with high standard facilities designed in the classic and modern style and a full range of 3-star services to ensure your comfort, convenience and delightful accommodation.

We provide accommodation for leisure, business as well as family traveller, with all modern facilities and 24 hours internet access.  Our rooms  can accommodate 4 to 8 people is perfect for Families who like to stay together.

We also have dormitory with all modern facilties for the back packers from just 300 baht/night, who want to explore Bangkok and Thailand.


 

Google’s Innovation

Should we look to Google (the company, not the search engine) for lessons on economic growth and employment? Eric Schmidt, Google’s executive chairman, and until last April Google’s chief executive, thinks what he’s got goes way beyond Google’s campus.

“Google proved that you could systematize innovation,” he told me recently, adding that this meant you could “create an environment where are asking why things are the way they are, and wondering if they can be done in a different way — where you look outside your own field for an idea.”

Whether you think that can be made universal depends, on first pass, on whether you feel Google is some kind of special case. On the one hand, Google makes a fortune we’d all like to emulate — $87,000 in profits per employee, in the quarter ending last month, more than IBM or Goldman Sachs, though still less than Apple. It also does an impressive job on innovation, continuously scaling up a computing system the likes of which the world has never seen.

On the other hand, Google is a ludicrously small employer – with 30,000 workers, about as many toil at one Boeing factory in Everett, Wash. Foxconn has more than 10 times that many people assembling iPods just in Longhua, China. Plus, most of those Google people are smarter than the rest of us. Doesn’t that make it a special case, particularly at a time when we need to put millions of less-skilled people to work? One way you do that at scale is manufacturing – look at some numbers if you need convincing.

No matter how smart or degree-laden you are, though, I’d argue that you’re capable of working out ways to improve your environment – look at the ingenuity of any wait or sales person in juggling routes and shifts, or how people in conditions of scarcity – be it a natural disaster, resource deprivation, even confinement – figure out workarounds and communications systems to teach each other.

That is what innovation is all about, applying new inventions and ways of seeing to existing systems. And it’s a universal – we just have to put it into our daily working lives. To that end, Google can teach a lot.

Early on, “we put in a system of mechanisms,” for innovating, Schmidt said, citing the so-called “70/20/10 system.” This was a principle that everyone should spend 70% of their time on their core job, 20% as part of another team, and 10% on something blue sky. It was often honored in name more than the event, I’ve heard from insiders – if you’ve got a critical job and a tight deadline, you don’t give it up at that 70% mark. It was however, a good way for people to see projects all around Google, and test them against their own ideas.

In addition, said Schmidt, “the leadership, in particular the founders (Larry Page and Sergey Brin) spent a lot of time on stressing this, on having original ideas – if you had an idea that was copycat you were derided.”

This may sound simple enough, but Schmidt noted that it flies in the face of what is commonly vaunted as “excellence” in the press and business schools – in particular, the kind of high-quality, low-defect manufacturing they like at Boeing, Foxconn, or General Electric.

“If people have been working at a company too long they’re inculcated in a development process that is relatively predictable,” he said. “Real innovation is hard to do when you have a process culture with six sigma (i.e., extremely low defect manufacturing). Risk management is around the process, keeping it the same.” That is one reason why Google hires so many grad students and professors – things like tenure aside, they’re used to more turmoil in their ideas about how the world works.

At Google, “We don’t have a two year plan. We have a next week and a next quarter plan. Most of our successful products were built by small teams reacting quickly.” Indeed, awhile ago I asked Android head Andy Rubin what Android would look like in three years. He said there was no way to know; they have a one-year plan for it that they tweak every couple of months. I have no idea what it’s like to be a financial manager inside Google; I guess you just keep planning on search ads to be a powerful revenue baseline.

For that matter, isn’t it difficult to carry out a large, complex project like Google+? “Google+ is a 500-person project inside Google, but that includes everything, like apps and photos,” Schmidt said. “The ‘Circles’ design was led by one person. The teams were 5 to 10 people building on each other’s work on a common platforms.

“At the launch, the trick is not to get expectations too high. What you don’t want to see is the headline, ‘Facebook Killer Fails,’” he said, “We’re really trying to define (social software) in a new way.”

So, can this be made into a general principle, applicable across lots of industries? With a few challenges, yes. For one thing, this kind of high-speed innovation seems to require a near-addiction to a rapid flow of data that everyone can agree on, with a good feedback loop to test ideas. That way people can think constructively about their processes. As more and more things connect to the Internet, this should become more prevalent throughout industry.

You also probably need to tolerate a certain level of waste – which people should start calling learning and experimentation. It is important to keep trying things.

In addition, Schmidt said, “You need an unregulated market, a common platform people can work off of, a fast iterating model, and you have to work like hell.

“The ideal market is consumer driven, so you get feedback without friction, where you can iterate quickly, where there are low barriers to entry (so you can develop a lot of things quickly and cast off the ones that don’t work), that is global, so you get the best feedback, and without high capital lock-in costs.”

Does this apply only to software, with very low costs of production? In fact, the cost of software-driven machines is driving manufacturing down, as our strange rise in productivity during a recession suggests.

“The chip industry has generally become more like the software industry, and moved away from a high-capital model,” Schmidt said. “Printers able to do 3D designs can do this in the physical world: You and I make a model of a hammer, send it out, people say ‘this part doesn’t work,’ we make another and send it out, pretty soon we have a good hammer.”

Where couldn’t you do it? Anywhere with a stress on keeping the process the way it is. “It’s almost impossible to do in aviation, where every step of design is regulated,” said Schmidt. “Pharmaceuticals are almost impossible. Textbooks, which are certified.”

The most brutal challenge may be the reality of human existence. “One problem for an innovative company is that the executives age,” said Schmidt, 56 (but I’m no spring chicken, either.) “Nobody wants to talk about it, but it’s real. A company full of 20 year-olds feels different – there is no experience in building complex systems, but there is a palpable energy and excitement.

“Combining the two of these is an art. When he came on as CEO Larry (Page) spelled out that he wants the strength and scale of Google, with the energy of a young company.”

Finally, I asked Schmidt if anything like that had been done before. “Sony did it in the 80s. Apple has done it recently.” Of course, Sony seems to have lost its way, and Apple sends those boring but necessary six-sigma manufacturing jobs over to Foxconn.

Clearly, there is room for continuous predictable process and innovation in the world, though possibly not in single companies. That is not the critical issue, however, so much as building the habits of mind, from the executive suite to the shop floor, that encourage an innovative mindset. It is a challenge at the base, in terms of creating and living in a world of continuous questioning and re-learning, and at the top, in terms of allowing oneself to be challenged and found wrong.

Marketing and Comedy…………….

Marketing Is Like Comedy: Timing is Everything

Posted by Mike Hensley@gyro

What’s the secret to great comedy? Timing.

What’s the secret to audience engagement? Timing.

It’s well understood that advancing technology and changing consumer behavior is driving an explosion in media options and the fracturing of content into more specialized subject matter. Your consumers are using an ever widening array of devices and sources to support their data gathering habits and their almost addictive-like craving for the latest piece of information to help them complete a task, or be one up on their friends, associates or competition.

As a marketer, you can quickly become overwhelmed by the proliferation of choice and also frustrated by a marketing budget that can’t keep pace. You just can’t afford to divide your scarce resources across all the opportunities that exist today, and you dare not leave out one channel or overlook even one segment.

That’s why timing has become so important. Were not talking about timing to ensure maximum reach and frequency, because it’s not about generating mass exposure at the lowest cost. Real timing is about reaching individuals when they are most receptive, taking into account how they are spending their time, what they are thinking about at any given point in time and what they are tying to accomplish.

In a world of active info-seekers successful marketers are building programs that give their target audiences that information when, where and how they need it. Moving forward, marketers will be rewarded for their skill in delivering information the consumer deems valuable and relevant to their task at hand.

This timing-based mindset should be adopted when building your communications plans and portioning out your media budgets. You should be spending more of your energy on understanding what your audiences are trying to accomplish throughout their day and figuring out how you can help them do that.

Some of the questions you want to answer are:

Where do I sit on my prospects’ to-do list?
How can I help the prospect perform their task?
Where and when are they likely to seek out information about my brand or offering?
In what other ways and conversations could I engage the prospect?
What individuals in my prospect’s network should I also reach out to?

The payoff from this line of investigation is a plan that directs your engagement where you stand the best chance of being embraced by your target audience. But timing does more than define the optimum time and place; it also sets the stage for the conversation and the call to action.

That conversation also leads to an understanding of the wider network of individuals your prospect is interacting with and what they are trying to accomplish together. You can have a meaningful role in your prospects’ world if you know what they are looking for and when to deliver it.

In comedy you need a good punch line. But it’s always the timing that turns a good line into a great response.

Lampang Inter-Tech College (LIT Inter)

                                                                                lampang Inter-Tech college

Brief Introduction

Lampang Intertech College [LIT] is an accredited higher educational institution located in the center of Lampang, only an hour from Bangkok by airplane and only one hour drive from Chiang Mai. Lampang provides a stimulating, but safe and quiet, atmosphere suitable for the life of a student on or off campus. 

LIT has been providing and enhancing technical abilities of Students, operating under the tutelage of Dr. Nimit Jivasantikarn for the last decade.  It has grown from a trade school into a quality educational institution with four faculties specializing in Liberal Arts, Accountancy, Business Administration, Engineering and Technology.

                                                         (Philosophy:  Learning is Life and Modernization)

 

International Initiative:

 

LIT has maintained close cooperation with Chinese Educational Institutes whereby Chinese Students have come to LIT to study BA in Thai Language.  Chinese Cultural Center at LIT is unique in Lampang and has been promoting Thai culture to foreign students for the past decade.  As an initiative to be well known Educational Insititute in ASEAN region, LIT has started BBA International Business Program taught in English.

 

 

 

Bachelor of Business Administration in International Business:

LIT’s 132 credit International Business program has been developed as a comprehensive program to train future global managers. The LIT’s BBA program is committed to have students learn a foreign language, economics, mathematics, and computer skills, as well as traditional business core courses in marketing and management, with an emphasis on the intricacies of international business, supply chain management, and project management. LIT’s primary mission is to create graduates who will learn to compete in the global economy with a lucrative career.

This program has followed the business educational traditions established in the U.S.A. and other business centers of the global economy, but at a fraction of the cost.
LIT’s further mission is to create a learning environment where personal attention provides each student an opportunity to individual excellence. 

 

College at a Glance

Year Established                                                   2004Location of Main Campus                       LampangNumber of Campus                                                      1Total Number of Students                                 935

.  Foreign Students                           76

Academic Staff                                                              64

▪Faculty Members                                         50

▪Supporting Staff                                             14

 

  • List of Faculty

.   Faculty of Business Administration

.   Faculty of Accountancy

.   Faculty of Liberal Arts.

.   Faculty of Engineering and Technology.

 

 

Formal Agreements by Country:

 

  1. 1.       China
  2. 2.       Korea

 

 

 

 

 

 

 

 

Contact Detail

 

Postal Address:  173/1 Phahonyotin Rd. Chompoo, Mueng, Lampang 52100 THAILAND

 

Telephone: (66) 54231067

Facsimile:  (66) 54 251209

 

Email:  info@lit-bba.info      Website: http://www.lit-bba.info

 

The emerging emerging markets

The emerging emerging markets

Businesses will learn to look beyond the BRICs

During the run-up to the Iraq war Donald Rumsfeld, then America’s defence secretary, famously distinguished between “old” Europe and “new” Europe. In 2011 a growing number of businesspeople will distinguish between the “old” emerging markets and “new” emerging markets.

The rich world will continue to suffer from anaemic growth for years to come. The emerging world, by contrast, will be a whirling hub of dynamism and creativity. Over the next decade it will account for more than 50% of global growth. It will see 700m people enter the middle class. And it will also account for a disproportionate share of business innovations.

But in 2011 businesspeople will increasingly ask themselves: which emerging markets? The “old” ones, the group that Goldman Sachs dubbed the BRICs, are suffering from the law of diminishing returns.

So why not look elsewhere, to “new” emerging markets? These come in two varieties: “overlooked” countries that can rival the BRICs in terms of prosperity; and “frontier” countries that are only just beginning to emerge from their chrysalises.Three of them—Brazil, India and China—are rather like the most popular girls at the school prom: a little too full of themselves. India and Brazil can be haughty. China has taken to bullying and even swindling its suitors. The Chinese courts imprisoned four Rio Tinto executives for receiving bribes while taking no action against the Chinese officials who offered the bribes. The Chinese government engaged in a vicious fight with Google over the search giant’s attempt to prevent it from spying on its customers. As for Russia, it should never have been admitted to the foursome in the first place. The government is corrupt and capricious. The population is shrinking. The country’s wealth owes more to an accident of geology—those oil and gas deposits—than to creativity or innovation.

But there are also huge overlooked emerging giants in every corner of the world. In the Middle East, Turkey and Saudi Arabia will attract a lot of attention. Turkey is one of the world’s most dynamic economies (and certainly more dynamic than its ancient sparring partner, Greece). Saudi Arabia has been liberalising its business environment rapidly, according to the World Bank’s annual “Doing Business” survey (see article). In Latin America people will take another look at Mexico for its successful companies and thriving middle class. But the biggest praise will be for Indonesia: it will be the emerging-market star of 2011, with analysts lauding its innovative companies, growing middle class and relative political stability.The biggest concentration of overlooked markets is in Africa (which is in many ways an overlooked continent). Africa’s star performers are South Africa, Egypt, Algeria, Botswana, Libya, Mauritius, Morocco and Tunisia. Collectively these countries match the average GDP per head of the BRICs.

The frontier markets are poorer and riskier than the overlooked ones. They include Sri Lanka, Bangladesh and Pakistan in Asia, as well as Kenya, Nigeria and Rwanda in sub-Saharan Africa. You will hear a great deal about the unexpected merits of frontier economies in 2011. Nigeria, home to the tenth-largest oil reserves in the world, has stabilised its politics. The World Bank listed Rwanda as its champion pro-business reformer in 2010. Analysts will develop a special enthusiasm for Vietnam, which is well-placed to steal outsourcing jobs from China: it is adding 1m people a year to its workforce and has a literacy rate of more than 90%. Mobile-phone companies have already discovered Vietnam’s consumers: mobile-phone penetration has gone from one of the lowest in the emerging world to one of the highest. Other consumer companies will be hot on their heels.

Never mind the volatility, feel the vitality

These are hardly easy markets: there are good reasons why they are underexplored. Mexico is wracked by a drug war. Saudi Arabia is a closed society. Frontier markets are by their very nature unpredictable—prey to the wiles of dictators and the whims of nature. But they present numerous things that are irresistible to the West’s growth-starved companies. They offer huge opportunities for investment in infrastructure. General Electric wants to provide Africa with the machinery that it needs to grow: any young GE-er who wants a chance to rise to the top has to spend some time working in Africa. IBM wants to provide the computing power.

Africa contains a disproportionate share of the world’s mineral wealth at a time when mineral prices are soaring. It also contains a disproportionate share of the world’s young people at a time when the West faces a demographic squeeze: by 2040 it will be home to one in five of them. Many local stockmarkets are booming: Egypt’s market produced annual returns of 39% between 2000 and 2008, in a period when the average return was 2%. True, this growth is volatile. But in 2011 an increasing number of companies, looking at the West’s flat markets, will decide that volatility is at least a sign of life.

Above all, the overlooked and frontier markets offer businesses a chance to get in on the ground floor. Companies that move first will enjoy lots of advantages. They will be able to forge deals with aggressive young companies: companies such as Angola’s Banco Africano de Investimentos, which is expanding in Europe and Brazil, and Egypt’s Orascom Telecom, which is expanding across the Middle East and beyond. They will be able to strike infrastructure deals with local governments. And they can shape the tastes of future consumers.

Companies that succeed in these neglected emerging markets are not only putting down roots in the world’s most fertile soil. They are giving themselves a chance to establish business habits for years to come.

Adrian Wooldridge: management editor, The Economist