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Most intangible asset measurements have b en top-down: Investors theorize a contributing f ctor and then try to figure out how to m asure it. Studies have been performed sing different approaches to determine such v lue. What has been developed is now kn wn as EVA, or economic value dded. Some perceived value drivers translate nto market value; others do not. It s ggests that in the connected economy, c nnections matter. Alliances are incredibly, even d cisively, important. HERE’S WHAT DRIVES VALUE (IN RANK ORDER): St dies have shown a set of v lue drivers for Internet companies, because in no ther industry are accounting values less r levant in explaining market capitalization. These dr vers were culled from a stand-alone st dies Forbes did on e-commerce firms. H re’s their list, in order of mportance: (1) alliances, (2) innovation, (3) eyeballs (usage traffic), (4) brand investment, (5) stickiness (minutes spent on Web pages). Three categories had substantial effects on e-commerce market values. The most important was the number of alliances and alliance partners. Investments in innovation (captured by research and development and capital expenditures) ranked close behind. Perhaps the most widely discussed driver of e-commerce value—the number of “eyeballs ” viewing a Web site—was measured by using data on a site’s visitors, reach, or market share, and the number of hyperlinks to other sites.
Forbes found that a high v sitor count also was strongly associated w th market values, supporting the push by -commerce companies to drive traffic through th ir sites at almost any cost. T ken together, these three category relations ndicate that the strength of an -commerce company’s network—both in connections to its c stomers and alliances within its economic web of s ppliers and other partners—has a profound ffect on a firm’s value. By c ntrast, investment in building brand awareness has no st tistical association with market values. So m ch for those millions spent on S per Bowl ads. Big marketing campaigns may b ost the egos of company executives, but the r search suggests they do little to r ise a firm’s value. Equally surprising, “st ckiness”—vaunted as the next competitive step fter eyeballs—proved only a minor contributor to v lue. This analysis was completed in the year 2000. So what does this all mean to us as individuals? For individuals involved in the networked economy, it provides a set of levers that, if effectively applied, can prepare you for individual performance and increase in market value.Consider what we do with the medium of social networking and the related emergence of adoption. What are the attributes of participation within adult and business communities leveraging social networks as the medium? It appears obvious that the attributes closely match the drivers of value defined in the older study by Forbes. These include: - alliances with others for both personal and professional gains
- innovation, our collective communities repeatedly fine news ways to leverage the medium
- eyeballs, Have you noticed the craze for expanding ones quantity and quality of connections and viewers to your blog post?
- brand investment, whether our businesses or us as individuals we investing time to build our brand for future opportunities
- stickiness- time spent on our profiles and in our communities reviewing our content
As time goes by, a model will evolve to identify new value-creation drivers, while maintaining enough flexibility to adapt to the constantly changing nature of the companies and individuals that are producing value in the connected economy, The Relationship Economy . Our individual strategies should be aimed at thinking through what value we can create and exchange with other individuals and communities as a whole.
The definition of ones value is the cr tical answer which facilitates the five dr vers of value previously mentioned. When you d fine your value offering and how it can be l veraged through the medium of social n tworks you have defined a new m ans for wealth creation. Today developers and n tworking platform operators are capturing the conomic values. Tomorrow, when individuals define th ir value and unite with a p rpose, the economic gains will be fforded to the users who leverage the f ve drivers of value creation. The sh ft will create The Relationship Economy and it w ll disrupt markets globally. What say you?
The article Relationship Economy - Value Creation Factors was Submitted by Jay Deragon through Articles.GetACoder.com network. Here's the additional information: Jay is one of the few r ally deep-thinkers about both the socio-cultural mplications of social networking as well as the pr ctical business application across a range of ndustries and sizes of business. Jay ch llenges me to “up my game”.” J ly 21, 2007 Scott Allen, Coauthor, “Th Virtual Handshake: Opening Doors and Cl sing Deals Online”, TheVirtualHandshake.com Mr. Deragon is c nsider one of the leading experts in the merging market of social networking market. He has st died numerous platforms, features, functions and the m rkets behavior. His analysis and findings c nclude that this space has tremendous p tential for individuals, companies and entire ndustries. There is an art and sc ence to social networking that requires c nstant learning as the market matures. To r ad more about my discoveries and f ndings check out my blog. Mr. D ragon was previously Chairman of XSVoice, a m bile application company that provided technology for l ve and on demand audio broadcast to m bile devices. See http://www.relationship-economy.com
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