Organizing for Digital and Social Media is an intensive clinic addressing the metrics, structure, and culture that increase return on digital investments.
As prestige brands scramble to shift resources from traditional marketing to new media initiatives, they are forced to confront a number of questions:
How to set digital goals? Where does social media sit in the org chart? When to use new forms of data to drive decision making? How to measure and incentivize success? How to leverage digital resources across multiple brands and business functions?
Through insight, best practices and discussions, the Organizing for Digital and Social Media Clinic will address these tough but important questions and provide actionable tactics to adapt within your company.
Scott is a clinical professor at the NYU Stern School of Business where he teaches brand strategy and luxury marketing and is the founder of L2, a think tank for digital innovation. Scott is also the founder of Firebrand Partners, an operational activist firm that has invested more than $1 billion in U.S. consumer and media companies. In 1997, he founded Red Envelope, an Internet-based branded consumer gift retailer. In 1992, Scott founded Prophet, a brand strategy consultancy that employs more than 120 professionals in the United States, Europe, and Asia. Scott was elected to the World Economic Forum’s “Global Leaders of Tomorrow,” which recognizes 100 individuals under the age of 40 “whose accomplishments have had impact on a global level.”
Scott has served on the boards of directors of Eddie Bauer (Nasdaq: EBHI), The New York Times Company (NYSE: NYT), Gateway Computer, eco-America, and UC Berkeley’s Haas School of Business. He received a B.A. from UCLA and an M.B.A. from UC Berkeley.
Maureen Mullen leads L2’s research and advisory group and has benchmarked and/or developed digital and social media initiatives for over 300 prestige brands. She began her career at Triage Consulting Group in San Francisco. At Triage, she led several managed care payment review and payment bench- marking projects for hospitals including UCLA Medical Center, UCSF, and HCA. She has gone on to lead research and consulting efforts focused on digital media, private banking, M&A, insurance industry risk management, and renewable energy economics for professional firms and academics. Maureen has a B.A. in Human Biology from Stanford University and an M.B.A. from NYU Stern.
Publicly accessible computer network connecting many smaller networks from around the world. It grew out of a U.S. Defense Department program called ARPANET (Advanced Research Projects Agency Network), established in 1969 with connections between computers at the University of California at Los Angeles, Stanford Research Institute, the University of California-Santa Barbara, and the University of Utah. ARPANET's purpose was to conduct research into computer networking in order to provide a secure and survivable communications system in case of war. As the network quickly expanded, academics and researchers in other fields began to use it as well. In 1971 the first program for sending e-mail over a distributed network was developed; by 1973, the year international connections to ARPANET were made (from Britain and Norway), e-mail represented most of the traffic on ARPANET. The 1970s also saw the development of mailing lists, newsgroups and bulletin-board systems, and the TCP/IP communications protocols, which were adopted as standard protocols for ARPANET in 198283, leading to the widespread use of the term Internet. In 1984 the domain name addressing system was introduced. In 1986 the National Science Foundation established the NSFNET, a distributed network of networks capable of handling far greater traffic, and within a year more than 10,000 hosts were connected to the Internet. In 1988 real-time conversation over the network became possible with the development of Internet Relay Chat protocols (seechat). In 1990 ARPANET ceased to exist, leaving behind the NSFNET, and the first commercial dial-up access to the Internet became available. In 1991 the World Wide Web was released to the public (via FTP). The Mosaic browser was released in 1993, and its popularity led to the proliferation of World Wide Web sites and users. In 1995 the NSFNET reverted to the role of a research network, leaving Internet traffic to be routed through network providers rather than NSF supercomputers. That year the Web became the most popular part of the Internet, surpassing the FTP protocols in traffic volume. By 1997 there were more than 10 million hosts on the Internet and more than 1 million registered domain names. Internet access can now be gained via radio signals, cable-television lines, satellites, and fibre-optic connections, though most traffic still uses a part of the public telecommunications (telephone) network. The Internet is widely regarded as a development of vast significance that will affect nearly every aspect of human culture and commerce in ways still only dimly discernible.
Activities that direct the flow of goods and services from producers to consumers. In advanced industrial economies, marketing considerations play a major role in determining corporate policy. Once primarily concerned with increasing sales through advertising and other promotional techniques, corporate marketing departments now focus on credit policies (seecredit), product development, customer support, distribution, and corporate communications. Marketers may look for outlets through which to sell the company's products, including retail stores, direct-mail marketing, and wholesaling. They may make psychological and demographic studies of a potential market, experiment with various marketing strategies, and conduct informal interviews with target audiences. Marketing is used both to increase sales of an existing product and to introduce new products. See alsomerchandising.
Interesting program. I only WISH there would have been some practical suggestions to smaller entrepreneurial companies like mine (and many who watch these videos). The information presented is geared to LARGE companies with big budgets. The guerilla marketers like me who fight tooth and nail for customers need more SPECIFIC, PRACTICAL and ACTIONABLE suggestions. Give me more specific how-to suggestions on how to use social media to make me more money. The ONLY thing I care about. Fred Gleeck http://www.FredGleeck.com