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We are Smarter Than Me: How to Unleash the Power of Crowds in Your Business [Englisch] [Gebundene Ausgabe]

Barry Libert
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Kurzbeschreibung

25. September 2007
Many leading-edge books are now stating that emerging social networks are rewriting and impacting the rules of business. Now you can discover exactly how to use social networking in your business to drive better decision-making and greater profitability. We Are Snarter Than Me is a collaboration of Wharton, MIT and thousands of business innovators, worldwide. Drawing on their collective "in the trenches" experience, the wearesmarter.org community reveals what does and does not work when you bring social netowrks and communities into your decision-making and business processes. This book shares powerful insights and new case studies from product development, manufacturing, marketing, customer service, finance and management along with rules for effective community building. You'll learn which business functions can best be accomplished or supported by communities; how to provide effective moderation, balance structure with independence, manage risk, define success, implement effective metrics, and much more. From tools and processes to culture and leadership, We Are Smarter than Me will help you transform the promise of social networking into a profitable reality.

Produktinformation

  • Gebundene Ausgabe: 156 Seiten
  • Verlag: Pearson Wharton School Publish; Auflage: 1 (25. September 2007)
  • Sprache: Englisch
  • ISBN-10: 0132244799
  • ISBN-13: 978-0132244794
  • Größe und/oder Gewicht: 23,7 x 13,3 x 1,7 cm
  • Durchschnittliche Kundenbewertung: 4.0 von 5 Sternen  Alle Rezensionen anzeigen (1 Kundenrezension)
  • Amazon Bestseller-Rang: Nr. 496.279 in Fremdsprachige Bücher (Siehe Top 100 in Fremdsprachige Bücher)
  • Komplettes Inhaltsverzeichnis ansehen

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Produktbeschreibungen

Pressestimmen

"Best Books of 2007, Top 10 Editors Pick: Business" - Amazon.com, 2007 #1 on 800-CEO-READ's "Top 25 Monthly" Bestseller List, August 2008 "10 Books to Inspire Your Business for 2008", The Street.com, November 15, 2007

Synopsis

Many leading-edge books are now stating that emerging social networks are rewriting and impacting the rules of business. Now you can discover exactly how to use social networking in your business to drive better decision-making and greater profitability. We Are Snarter Than Me is a collaboration of Wharton, MIT and thousands of business innovators, worldwide. Drawing on their collective "in the trenches" experience, the wearesmarter.org community reveals what does and does not work when you bring social netowrks and communities into your decision-making and business processes. This book shares powerful insights and new case studies from product development, manufacturing, marketing, customer service, finance and management along with rules for effective community building. You'll learn which business functions can best be accomplished or supported by communities; how to provide effective moderation, balance structure with independence, manage risk, define success, implement effective metrics, and much more. From tools and processes to culture and leadership, We Are Smarter than Me will help you transform the promise of social networking into a profitable reality.

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4.0 von 5 Sternen Helpful Examples of Crowdsourcing 26. November 2007
Von Donald Mitchell TOP 500 REZENSENT
Format:Gebundene Ausgabe
I was curious to see what a book involving thousands of contributors might look like. Fortunately, the writing seems like that of a typical book so you don't have to fit together a complex mosaic by yourself.

The strength of the book is good awareness of many of the latest examples of crowdsourcing (ways of involving larger numbers of people outside of the organization to help an organization be more effective). That's what I would have expected from a book with lots of contributors. But I didn't run into any important examples that I hadn't found on my own or hadn't had someone tell me about. As a result, the book will mainly be of value to those who are totally new to crowdsourcing choices. This book will save you reading lots of other books and doing your own research . . . if you read it right away. Otherwise, it will soon be hopelessly out-of-date.

Despite those good examples, the book has a lot of drawbacks that you should be aware of:

1. Prior published work in the field is mostly ignored . . . something that's very surprising for a book coming from an academic publisher.

2. Contributors got very little recognition (teeny type mentions on the sheets that attach to the insides of the covers). Is that enough? It depends on what they did. That part isn't clear.

3. A hard cover book seems to be a strange way of writing about a rapidly changing subject that mostly involves online communications. Why not just be a Web site dedicated to this subject that's continually updated like Wikipedia is? There is a Web site, but it seems dedicated more to book production and promotion than pursuing this subject. There's a second book in process that you can participate in related to sales and marketing.

4.
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Amazon.com: 3.4 von 5 Sternen  27 Rezensionen
10 von 11 Kunden fanden die folgende Rezension hilfreich
1.0 von 5 Sternen More scrapbook than book 16. Januar 2008
Von Colin E. Manning - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe|Verifizierter Kauf
It's disturbing what passes for a book these days. This book is a disjointed collection of quotes, lists, and sundry clipart.
7 von 7 Kunden fanden die folgende Rezension hilfreich
4.0 von 5 Sternen This should get you thinking in the right direction... 9. November 2007
Von Thomas Duff - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
Are you getting those "what's this Web 2.0 stuff" questions at work? Does the boss want to know why s/he should be considering how social networking can help the business? Barry Libert and Jon Spector can answer some of those questions in the book We Are Smarter Than Me: How to Unleash the Power of Crowds in Your Business. It's a bit "rah rah" in nature, and it actually failed in its initial goal. But this small volume should be more than enough to get your management thinking in the right direction...

Contents:
How We Got Here; Look What We Can Do; Go from R&D to R&WE; How May We Help We?; Customer, Sell Thyself; If We Build It, We Will Come; Welcome to the World Bank of We; Make Everyone a C-We-O; Lead from the Rear; Afterword - Join the Crowd; Company Index; Name Index; Subject Index; Acknowledgments

The general idea in We is that no one single person or organization can have all the right answers. It's only as you invite others into the conversation that you will make dramatic leaps in customer involvement and ownership. These invitations often show up these days in web sites using tools such as discussion forums, community volunteer help desks, wikis, etc. The "crowds" know more than you do, and they are often quite willing to be part of your success if you'll let them. Take Amazon.com for example... a huge differentiator is their customer review feature (of which this review will be part of as soon as I'm done). Why do people contribute their time and effort on reviews of items when it only serves to help Amazon sell more? Because people are passionate about what they like and dislike, and they want their voice to be heard. This "wisdom of the crowds" enables others to get a more complete view of a product, and that ability drives traffic and sales. The reviewer feels good, the buyer has a better experience, the manufacturer is happy (provided the review was a good one), and Amazon draws more traffic. This is but one example of many that are covered in the book, and its worth the small investment of time to go through the 150+ pages.

When I said the book failed in its initial goal, that's not necessarily a bad thing. The authors actually wanted this book to write itself using wikis and discussion forums for each chapter. The profits of the sales would then be donated to charities, with the contributors determining the percentage of what went where. The profit thing worked, but there still needed to be the traditional writer, editor, etc. in order to get everything to actually end up on the shelf. But even at that, the input of hundreds of participants does come through in the pages, and it's a prime example of the "we" being smarter than the "me".

I also thought the book was a bit on the "this is all great and wonderful, and you need to do it now!" side. Techies will not find details on how to make this all happen, nor will you get a lot of deep philosophical discussion on the academic value of this approach. The writing is emotional, and is meant to touch the reader at a level that calls for some type of response. If you give this to your management (or if you're management yourself), you should come away understanding what "crowdsourcing" is all about, as well as how it has worked in other companies and organizations. From there, you can take the next steps towards nailing down your own personal action plan...
5 von 5 Kunden fanden die folgende Rezension hilfreich
4.0 von 5 Sternen Most People Are Smarter Than Me... 3. November 2007
Von Wayne Turmel - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
.. so it's good to know that there are many ways to capture the wisdom of audiences, co-workers and strangers who share a passion for whatever it is I'm doing. I'll take all the help I can get. In "We Are Smarter Than Me", Barry Libert and Jon Spector have put together a book that is both a primer in using social networks for businesses and individuals, and a prime example of what can be created by using them effectively.

While true "Web 2.0" geeks might find some of the examples a bit basic, most business people and civilians will be fascinated at how many examples fit their needs, and might even find the competition is ahead of them.

You can hear an interview with Barry Libert on The Cranky Middle Manager Show at [...]
7 von 8 Kunden fanden die folgende Rezension hilfreich
2.0 von 5 Sternen Easy earnings, for the author 7. Januar 2008
Von Dr. L. A. Plugge - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
The book turns out to be more like a pamphlet: superficial, one/few liners.
It would be nice as a presentation, but as a book it is too pretentious.
However, it does provide a convenient list of ideas to "unleash the power of crowdsourcing"
7 von 8 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Novel, interesting and effective ways to use collective intelligence to raise yours 22. Oktober 2007
Von Charles Ashbacher - Veröffentlicht auf Amazon.com
Format:Gebundene Ausgabe
Slightly less than a decade ago, the Internet bubble was in full expansion, where even absurd ideas were given economic credence and assigned paper values of millions of dollars. Many believed that the Internet would revolutionize business. While that has taken place, albeit with a major bursting of the bubble of absurd expectations, the real revolution has been in social interaction. Sites such as Facebook and MySpace allow people from all over the world to socially interact. If you are around teenagers, you understand the depth of the phenomenon. Furthermore, you also realize how second nature such communication is to them.
The primary authors of this book have used that capability to develop it. By soliciting online contributions, they have received feedback and contributions from many people. Those messages have been incorporated into the book in a self-referential manner. For the subject matter is how businesses can use the social networking aspects of the Internet to improve their business practice.
For a few businesses, such interacts are critical to success; however for most, this use of the Internet would only supplement and improve their current business practices. There are many ways in which this can and has been done and the authors point out several success stories. They range from very small business to such corporate powerhouses as Procter & Gamble and Amazon.com. While they are generally on target, I have to disagree somewhat with one conclusion. On page 144, there is the statement, "Indeed, we believe that the corporation as it now exists, with its armies of salaried workers in identical cubicles will gradually disappear." While this is likely true for companies whose capital is knowledge, this will not happen for companies dealing in commodities. Although it is conceded that some change will take occur, it is hard to see how such profound changes will take place in companies such as the oil, gas, food processing and textiles industries.
This minor criticism aside, there is a great deal of solid wisdom that should be studied by everyone. I work as an instructor at a small college that is under stress due to the shrinking pool of traditional age freshmen. We know that we have to change our tactics if we are to keep our enrollments up. Even though higher education was not one of the industries explicitly mentioned, I identified several tactics that we could use to promote our department (mathematical sciences) as well as the college in general.
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