Certainly, Network neutrality is the basic principle that the entire internet available should be treated equally. The best way to explain this concept is when a network is designed then a public information network will thereby terminate being most useful if every content, websites and the most requisite platforms are treated equally. Technically the network neutrality suggests that it is the adherence to the engrossing paradigm that an operation of a service at a certain layer is not influenced be any kind of data other than the data interpreted at the particular layer with the prominent protocol specification for that. The brilliant idea of an open internet with the availability of full resources of the internet and the finest means to operate with an easy access to all the companies should be accepted. Open internet includes some of the eminent policies such as the equal treatment of data and open web standards allow those to easily communicate and thereby conduct business without interference from any other party. Whereas a closed internet refers to the most complicated situation in which the established persons, corporations restrictively favor certain uses and restricts access to the necessary web standards by degrading some services that filter out contents.

Accordingly, the telecom operators are the prime access providers that can control either how much you access or the speed of browsing alongside the amount paid particularly for that access and the amiable services on the internet. The demands of the users are: all the websites should be equally accessible with the same speed that is at the ISP level for each, and data cost for accessing each site should be the same and avoid telecom licensing of the internet companies. Also no zero rating or making some websites free over others and eliminating the available gateways should be the target behind net neutrality. Telecom Regulatory Authority of India (TRAI) has specifically concerned the public opinion on this particular issue and everyone should try to be more active to record their response.

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In addition to the measures of what is happening within the community, brand outpost or the internal online workspace, where the activities are occurring also lends itself to measurement. Starting with social profiles, one of the easiest (and as it turns out most important) metrics to keep track of is profile completeness. Long ago, LinkedIn implemented an easy-to-understand indicator of profile completeness: Does a specific profile include a picture, an address, and contact information, for example? Because this information is often central to creating a relationship, the average state of completion is worth knowing. Profile data, actual content production, and community reputation are the primary visible attributes on which a decision to accept a connection request are based.

Be sure that you have a way to assess these. Relationships themselves are also worth tracking. To what extent is a community driving the creation of relationships? How many are being formed, and between whom? This can be understood by tracking the number of unidirectional (think “following” in Twitter) relationships as well the number of mutually affirmed friendships or other similar connections that exist. Add to this the relative number of communications that flow between mutually connected profiles to create a measure of the importance of relationships in day-to-day activities.

Outposts and communities the places where social activity happens are a final source of quantitative data that leads to an assessment of value. Within these social spaces, tracking the number of member versus nonmember interactions (if the latter are permitted), the number of times members log in, membership abandonment (for example, members who have not logged in for 90 days or more) all provide a basis to understand quantitatively what is happening inside social communities and by extension with the organizations that implement social media-based business programs.

As you work through the next sections, keep these initial measurement techniques and sources of data in mind. Rest assured that when you’re implementing social computing and social media techniques as a part of a business strategy, the outcomes can most certainly be held to quantitative performance standards.

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If knowledge assimilation throughout an organization is the goal, what’s the path that leads there? Enterprise applied-knowledge sharing applications are part of the answer.

Lotus Notes was one of the earliest providers of peer-to-peer shared workplace communications tools. Newer enterprise platforms include Base camp, Desk Away, Lotus Connections, SharePoint, and Social text. Regardless, they all provide straight forward whole-organization implementations that can be adapted for nearly any application. For those with very specific needs, or simply a sense of adventure, programming frameworks like Drupal can be used to create solid internal (and external) infrastructures from the ground up. However you choose to build your organizational applied knowledge sharing platform, the essential objectives are covered in the following section.

Clear Policies

The first element of any social or collaborative undertaking is setting out clear policies. Applicable to any social technology application, establishing up front who can post, what they can and cannot say, what the rules of conduct are, etc. Most organizations will quickly recognize the need for such policies on external efforts: If not, the in-house legal team will quickly step in. The same considerations apply internally. Employee lawsuits and the issues that cause them are avoidable: Too many out-of-the-box intranet and knowledge-sharing applications are still launched without an adequate policy review. That’s a roadmap to trouble. You can use Google to search for Intel’s, IBM’s, or similar organizations’ policies on social computing: They will provide a great starting point.

Specific Business Objectives

PROFS and later Lotus Notes at Progressive in the late ’80s and early ’90s, there was an overall business objective along the lines of “connecting people and tapping synergies” but not a lot else in the way of a definition or expectation. It was as much an experiment in innovation processes as a defined strategy for an amiable communication. To this very point the idea of connecting employees in ways that broke existing hierarchies was new and the concept appealing. Progressive has always been a dynamic, innovative company, and so a certain amount of pure experimentation fit into its culture. At the same time, not too long after rollout it became apparent that a lot of unstructured conversation was taking place, at least partly because the 1,000 employees at the time realized for the first time they could talk to anyone else in the organization instantly. Because there were no specifically articulated and measurable objectives, it was hard to push back against it, to channel the energy where it would do some prominent business.

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Regardless of the particular community which is thereby intended in order to serve the truly strong communities which are considered among the best to built around the things that certainly matter deeply to the every member of the present community with their aligned needs. This applies whether the audience is primarily business B2B communities like Element 14’s engineering community or Dell’s “Take Your Path” small business owner’s community form around very specific shared needs common to small business owners or a personal-interest B2C or nonprofit or cause related community.

The very initial as well as eminent elements that are also powering a social business in any case need to be something to which the community members (customers or potential customers, for example) will spontaneously bond, and that as a result will encourage them to invite others to join. If you’ve ever met a small business owner then you would have probably known the passion they possess about what they will do. Dell has found a very effective way through the practices of social business to tap this by identifying and serving the needs of the small business owner for example, by encouraging discussion about finance and investments in business hardware.

Similarly, smaller communities think here about the need to reach highly defined groups of customers, where personal interests drive strong relationships are prime opportunities for social business initiatives. Digital nomads are productive in the office or outside of it, staying in touch with friends and updating colleagues on work in progress through social applications as close as the nearest Wi-Fi enabled coffee shop or hotel. Dell hardware powers this and thereby taps into the nomadic lifestyle of these on-the-go professionals. It’s important here to recognize that communities like “Digital Nomads” and “Take Your Own Path” are not defined by a business or consumer or nonprofit motive call this your point of view a or need but rather by the needs and desires of the participants within these communities.

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Following is a quick case on the use of Social CRM tools for the influencer particularly to outreach. In this case the primary challenge was assembling a cross section of influencers from a very large and distributed set of individuals who are influencers of relatively small numbers of people. It’s a great example of the “influencers” challenge described previously.
As a B2B virtual phone services company, Grasshopper’s motivation in adopting a Social CRM program for its business grew out of its need to understand and internalize the influencer process and customer renewal cycle. Strong believers in social media who do not have any agencies thereby and they’re not focused on pumping out press releases. Instead, they’re focused on building relationships with influencers. Pay it forward, right? This includes traditional media small business stalwarts such as Inc. Magazine and Business Week, along with high influence blogs such as Tech Crunch and niche bloggers in both the mid and long tail that are focused on entrepreneurship and business (hardware) communications.
Grasshopper’s marketing strategy depends heavily for intelligence on its Social CRM program.

Jonathan routinely engages with people on Twitter and other brand outposts where they talk about Grasshopper, entrepreneurship, and similarly related topics. Based on the content of these conversations, Grasshopper’s Social CRM program connects people who are looking for information with those who have it: the firm’s brand evangelists.
Having looked at a number of platforms, Jonathan concluded that most important to him was a Social CRM tool set that fit the workflow of a marketer, and one that automated the capture of the conversational information. His starting point in influencer discovery is typically a blog post, a tweet, or a forum post, which he finds based on specific key words that appear in the conversations. From that starting point, Jonathan needs to turn this raw data the conversations and possible contact links into an actual contact. Buzz Stream, the tool Jonathan uses, manages the process for him, automatically bringing back the information that he scans before creating an actual contact. Once done, supporting metrics and outreach tracking built into the platform complete the picture.

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Certainly, this is a complex business, and one that customers readily talk about. You’re reading through social media listening reports and you find conversations from a new mother that reflects a genuine appreciation for the care and attention during the birth of her child. You also find some pictures uploaded by the people who attended the opening of your newest community health care center. Along with that you find other conversations, some expressing dissatisfaction with high costs, unexplained charges, a feeling of disempowerment in short, all of those things outside of the actual delivery of quality health care that make patients and their families nuts.

In health care or any other business vertical for that matter, what is been discovered is the routine mix of many conversations that certainly typify social media. So you get interested, and you begin monitoring Twitter in real time, using a free tool like Tweet deck.

People do exactly the same thing when they enter a hospital and many other business establishments: Remember that if a mobile phone works on the premises, so do Twitter and Foursquare. A few more tweets from your newly arrived patient and spouse pop through as they head from your hospital check-in to the waiting area and finally to pre-op. of postings that take social business to a new level. Beyond outbound or social presence marketing, social business demands that you think through the process changes required within your organization to respond to the actual tweet. It’s an incredible opportunity that is literally calling out to you. Don’t let it slip away, which in this case is exactly what happened.

That is not only an opportunity lost, but it further proceeds with building up a pessimistic story of its own that will nowhere circulates on the Social Web. The conversations that form and circulate on the Social Web matter to your business, obviously through the external circulation they enjoy and the impact they have on customers and potential customers as a result. But they also have a potential impact inside your organization, each of these conversations potentially carries an idea that you may consider for application within your organization, to an existing business process or a training program or the development of “delight” oriented KPIs.

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Certainly, You’ve got choices in how you attach a particular business process to a social object: You may create a service that you offer, for example, that can itself become part of the way in which your audience pursues its involvement with the social object: Nike+ accomplishes this by connectors runners with its shoes through a service that connects runners…with other runners.

You may be thinking that the social object has to be large, or that larger brands perhaps because they are perceived (not always correctly) to have “more resources” (they have profit and loss pressures, too) have an easier time. Not true. Social objects come in all sizes, and you can generally find one that applies to just about any business audience segment of interest. Not only is each of these a powerful social connector you could easily throw a social event around any one of these topics they are also perfect alignment points between customers and businesses that operate in these same consumer segments.

With your social objects identified and an activation program that connects your business into that activity built around it, attention turns to growing and supporting the community. Think about showing up at a friend’s party: Unless specifically told otherwise, you’d likely bring a small gift to share: an appetizer or dessert, or maybe a bottle of wine if the setting is appropriate. The point is this: This sort of value exchange is recognition that a social gathering among friends is a collective activity, one that is made better as more participants contribute and share. By practicing full disclosure and by taking care to contribute as much or more than you gain, you have successfully anchored your business in what matters to your customers, made things better for them, and created a durable supporting link that ties back to your business objectives.

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When you begin formulating the plan for your use of social technology in your business, the perspective shifts to that of your customers and stakeholders (or employees, for internal social platforms). This will almost always raise the question of using an existing social object something your customers are already collecting around as a starting point in your own program. And well it should: Creating a social presence is more about participation in something larger than your own brand, and less about building yet another website and then expecting your customers to come to you. On the plus side, those who find relevance in a specific social object will naturally congregate around it and talk about it. That’s great, because it means you don’t have to build that community satisfactorily. The very commencing action which anyone can accomplish with an effective listening program is therefore to create an inventory of the communities and community activities that already exist, and around which your customers or constituents are already gathering. Also, because the social object has been established by the community members, the social object itself, along with the community around it, has a life if its own.

Of course, with an existing community or online interest group built around, for example, a lifestyle, passion, or cause-related social object turns in to a challenge: That challenge is connecting it to your brand, product, or service and building a visible, durable link between that object and your business. Again, this means looking very specifically at the way in which whatever it is that you do or offer makes your customers’ participation around the existing social object better, from their perspective. This kind of reflection and planning leads right into successfully building a business presence around a social object: You (meaning, your professional self, your business, or your organization) become an actual, identifiable participant that is valued because of the enhanced experience your presence brings to the party.

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Examples of social applications that drive higher levels of engagement include SocialVibe’s charitable giving application Starbucks’ use of Foursquare (a location-based social application). In Europe, Opel Vauxhall has created a customer service built on Twitter using its basic accounts, @opelblog, and @vauxhall along with the hashtags #OpelService and #VauxhallService, allowing customers to easily connect, ask questions, and make other inquiries relating to these automobiles. Twitter is a social application with obvious business development and customer care applications: Twitter enables two-way interaction between a business and its customers (and between customers themselves). Dell’s Small Business group, Comcast’s customer service team, and Australian telecom firm Telstra all use Twitter as a conduit for information that connects their respective business programs with their particular customers. Given the encompassing nature of social applications, how then does one segregate the various functions and uses of these tools for planning and design purposes?

Clearly, lumping together Dell’s “IdeaStorm,” SocialVibe’s charitable giving application and Foursquare’s “Mayor’s” designations as used by Starbucks and saying “I want one of those” isn’t likely to produce a successful outcome. What’s needed is a way to categorize the various types of social applications so that they can be connected with business objectives. Business objectives, after all, drive the specification and development of social applications.

Josh points out the roughly 60/40 split between the uses of social technology in business for branding (about 60 percent) versus collaborative applications (about 40 percent). While lots of businesses and organizations are using social Media recent CMO surveys have put adoption at something north of 80 percent the majority of these uses are still rooted in a traditional approach to marketing. The people count will certainly collect around the available social sites and the requisite appeal for the definitive marketing programs that are further intended to push a specific message into the provided sites for understanding the larger gains in engaging through social applications that will eventually support the prominent content creation.  

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Social applications, simply, are software components that facilitate interaction between members of a social network. Social applications are driven by the connections embodied in the individual social graphs of participants, and as such act as efficient conduits for the spread of information within the network.

While the distinction between “social network” and “social application” may be debated elsewhere, as used here the terms are defined specifically. Read Write Web offers a particularly succinct definition of social application in the context of the business use of social technology:

Here’s an example: Facebook, in general conversation, would most typically be referred to as a social network. Social Vibe’s charitable giving application is one of the thousands of applications available within Facebook. Social Vibe is a social application: It allows Facebook members to turn views of their own profile pages into cash donations that will certainly benefit a charitable cause that they themselves have selected. Note too that while Social Vibe was cited in the example of a social application, social applications aren’t limited to these kinds of discrete applications. Facebook when talking about its software and the native functions it provides to its members is itself a social application.

As established in prior chapters, the definitions actually matter less than being consistent about what is meant by terms like social networks, social graphs, and social applications. Throughout this chapter, the term social application refers to social software and embedded or installed applications within a social context that facilitate social interactions between participants with that network.

The central idea that a social application combines group interaction and capabilities is related to the focus on the special concept of the business and the use of social technology. Suffice it to say that if a particular social activity is not relevant to your business, it’s probably not a good candidate for a sufficient social media alongside the eminent social business programs. Another important point to consider with regard to social applications is that they typically play a role in elevation of or otherwise depend on the presence of an identity, typically expressed through the profiles that define the “nodes” within a social graph.

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