Steering through fuzzy mobility ecosystem

Steering through fuzzy mobility ecosystem

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Sweeping transformation in installed base for connected computing devices (CCD) by 2017 to impact consumers and enterprises like never before. PC population in total CCD shrinks drastically from 65.2% in 2011 to 44.7% in 2013 and projected to slide further to 26.9% in 2017. Both IDC and Gartner endorse the trend as immediate inevitability. While this was triggered by the recent phase of mobile revolution that ended at a breathtaking speed, there is still more to come. It also throws up a plethora of exciting opportunities amidst fuzziness on many fronts.

Exciting but fluid with too many implications for mobility ecosystem players……………………….

The flurry of knee jerk reactions by both corporate giants and SMBs (Small and Medium Businesses) suggests that the industry is seeking a more stable equilibrium that currently appears elusive. No doubt, the complex dynamics within the mobility ecosystem is entering a new era as enterprises are grappling for innovative solutions to steer through the fuzzy mobility space.

Not only the leaders like Google, Microsoft, Apple, Samsung, Amazon, Facebook, HP, Intel and IBM are busy reshuffling their offerings and operating arena, there is a new genre of SMBs who are trying to jump the new bandwagon. Now all the market players – be it hardware, software, infrastructure or services – are jostling to reposition themselves as new playing fields, game plans and business models emerge at amazing pace in the mobility ecosystem. Microsoft goes for free mobile software along with Office for iPad. Intel is set to focus on low cost chips for mobile devices to play the volume game defying the immediate negative impact on its bottom line. The scramble for advertisements and other revenue channels within mobility space started some time back but not all could successfully crack that.

 

Whereas, a new configuration in the competitive space of hardware, components, operating software, infrastructure and platforms are being sorted out among Apple, Samsung, Google, Lenovo and several others. These are just few of the instant fallout as new strategies are being worked out. IT spending plans of consumers and enterprises will be impacted too.

 

Several factors coupled with user preferences will continue to spur mobility………….

It took less than 6 years for mobility to win over the computing world with smartphones and tablets zooming from zero bases to dethrone PCs (good old desktops along with laptops). In 2013, mobile devices exceeded 80% of all standard connected computing devices shipped! This trend gets swiftly reinforced as growth in desktops and laptops start sliding precipitously and shrink in absolute size. Several favorable factors, on the other hand, will continue to generate this new wave of mobile devices.

     Factors driving mobility and user behavior

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Apart from the technology embedded in mobile devices, far more powerful and miniaturized chips as well as remarkable UI-UX enhancements triggered this mobile revolution. In fact, these were supply side responses to other positive developments. Significant contributor to this unprecedented demand for mobile devices in US had been 5X broadband speed and wide access to LTE (Long Term Evolution) networks that in turn led to the amazing proliferation of videos in internet traffic and mobile apps that quickly spread across rest of the world. Additionally, there had been massive deployment of cloud infrastructure, social technologies and applications that attracted enterprises and consumers into the mobility space.  So, mobility devices like smart phones, tablets and their likes mushroomed from almost zero bases in 2007 with much of it being evident during the last four years. Further improvement in mobility infrastructure and enablers will lead to the extensive penetration of newer kinds of mobility devices including those in the IoT (Internet of Things) domain.

While advising networks and ecosystems to power their business and knowledge acceleration, we at SharePract, keep evaluating these trends. Both large corporates and business hubs are getting ready to ride on these opportunities. Our future ecosystems design and advisory practices are constantly being honed to adjust to these trends. We are certainly excited to ride on the emerging opportunities and track the ecosystems and business models that emerge. The most discernible fallout we witness is the close alliance between corporates and SMBs to come up with innovative solutions that we like to champion (more of that in Part 3).

 

Part 2

Adjusting to a new era of mobility ecosystems………………..

Clearly the new contours of mobility ecosystem are still being carved out. The dots are more visible now but joining them will take time. There are too many moving parts and several rounds of product, services and infrastructure innovations are underway to adjust to the new ecosystem configurations.  At this juncture, newly emerging market structures, dominance of apps (as value gets build around them) alongside multiple ecosystems are becoming evident. As market develops, the control point shifts with service distribution and user aggregation remaining critical. Both existing and new players are grappling with these challenges and SharePract service deployment plans had been dovetailed around them.

 

Hardware and boxes get further commoditized…………………….

The focus of hardware shifts from PCs to mobile devices and ultimately to some combination of multiple mobile as well as connected end devices. Within hardware, intra-segment battles and mutual coexistence of tablets, phablets, wearables, IOTs for industrial, government and private usage would be the likely scenario. Low cost tablets and similar mass market mobile products dedicated to education and entertainment are also expected to disrupt certain segments of hardware. BYOD (Bring Your Own Device) is gaining popularity among mobility devices and catching up fast among large corporates, SMBs and institutions.

 

The market for mobile devices (particularly smartphones and tablets) will now grow faster in APAC and rest of the world following the extensive penetration in US, Canada, Japan and advanced Europe. There will be realignment among component and subcomponent vendors towards mobility devices. We can see quite a bit of strategic shift from PC making ecosystem to that of mobility devices.  Boxes matter less and there will be further commoditization of hardware with profit squeeze compelling further innovation by hardware companies, who may even repackage their entire offerings. Vendors like Intel shifting attention towards mass market mobility are already feeling the heat of lower margins. There is also a spurt in investment for mobility display devices and screens ranging from smartphones and tablets to other end point devices.


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Source: exclusive-networks.com

 

Unleashing a stream of innovative solutions for enterprise software and applications…………………..

Now software development, platforms, infrastructure, developer assets and tools are to undergo discernible changes with innovative solutions coming from the ultimate winners. In the area of platforms, Android wins convincingly over iOS as Windows get further squeezed. Developer choices follow the market undercurrents with strong inclination towards iOS and Android given the existing range of products. Beyond the current spectrum of mobility devices, things may change and prospects for disruption in the market cannot be ruled out. Over time, we can expect new acceptable standards and protocols to gain more attention. Apps and apps architecture, conflict among OS providers and new revenue channels are areas where the new dynamics of current game plan as well as business model would come into play. These are bound to unleash innovative solutions. At the same time, there will be huge provisioning and management opportunities with the shift from enterprise mobility management to that IoT mobility management (highlighted in the section below).

 

Industry innovations will depend on how changes take place in networks, operating systems, hardware configurations, backend systems, APIs and the data management capabilities. And finally, most of these innovations have to come from applications, content, services, delivery, developer tools, analytics and security related initiatives. This surely opens up wide ranging opportunities for market players who need to set their eyes on the ecosystem dynamics. New revenue channels can be created through APIs, building value on apps, big data distribution and managing IoTs. On the product and hardware side, better user experiences, connectivity and tracking areas of value addition would be the key. There are still many areas that remain open and needs to be worked out by the market players as transitions get underway with IoT. Another such phase of transition with IoT will result in a multiplicity of business models opening up as vastly expanded set of things that get connected to the existing internet.

 

A peep into the ensuing transition across IOT family…………………..

It is only reasonable to expect more disruption as IoT ecosystem gathers momentum. IDC projects IoT installed base to escalate from 19 billion in 2012 to 30 billion by 2020 with a value of whopping                $ 8.9 trillion. IoT ecosystem to comprise applications, analytics, platforms, devices, networks, services, security and various intelligent systems along with next generation infrastructure. Wearable computing is still in the launching process with market size gradually rising from 3 million units in 2013 to over 110 million by 2018. It is noteworthy that wearables will gobble up some segments of the existing mobile space and compete with other mobile devices. It also opens up new market for developers and strategic partnerships (some are already underway). With IoT and wearables, the communication interface to undergo another wave of evolution. Privacy concerns are bound to pose challenges. We are also likely to see more of the BYOD trend for wearables given the personalized nature of these end devices.

 

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                   More than $ 20 billion wearables market by 2018

Part 3

Spending, investment and collaboration networks in mobility space……………………

A lot of research, survey and collaborative initiatives are being undertaken to decipher IT spending, consumer behavior, investment and collaboration networks associated with the ongoing transformation in the mobility ecosystem. For sure, IT spending is going to be far more strategic and knowledge driven given the myriad of new genre products around the confluence of mobile, social, cloud and big data.

 

Interestingly SMB 2.0 – the more agile small and medium business community is well set to drive IT spending and consumer behavior not only in US and Europe but also across APAC and rest of the world. This buoyancy in IT spending spurred by new range of products and services is also applicable for the developing countries. While SMBs had always been vigilant on cash flow, their focus on network, mobility, security, cloud and big data is now the strongest ever. It is not just about upgrading PCs and enhancing server or internet infrastructure that takes up lot of attention and spending. Employee owned BYOD, expanded apps and more usage of SaaS in Cloud are emerging as major areas of spending.

 

It is projected that between 2013 and 2018, the rise in SMB spending in cloud and mobile will be much faster than any other domain of IT. IDC projects SMB cloud and mobile spending to shoot up during this 6 year period with a total of $ 150-180 billion per year. If this is actually realized, SMBs emerge as major driver of the new mobility ecosystem and several corporate giants would like to work with them. Integrating high growth and innovative tech startups within corporate ecosystems to aim for acquisitions are definitely on the rise. Corporate venture capital (CVC) focusing on innovative companies in the mobility ecosystem is now more prevalent and further engagement is anticipated in future.  CBI insights data testifies that the top 3 mobile and telecom CVC deals took 70% of Q3 mobile CVC funding, which more than doubled Q213’s funding amount and marked the highest quarterly total since the start of 2012. On a year-over-year and sequential basis, CBI cited that mobile CVC deals increased 68% and 39%, respectively. This is also true for overall mobile VC funding.

 

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As companies both large and small continue to emphasize the platform shift to mobile, CBI Insights confirm that VCs deployed $ 3.7 billion across an array of mobile industries in 2013. Early-stage investments dominated deal activity, but large mid-stage rounds gained funding share. In Q3 2013, VCs put in $ 1.12 billion across 150 deals into US mobile and telecom companies that turned out to be the highest funding quarter to the mobile sector ever. Even during Q4 2013, both quarterly deal and funding levels remained at or near historical highs. Mobile VCs invested in a variety of emerging mobile industries from payments, content and gaming to app development and security (see chart). Benedict Evans, a partner at Andreessen Horowitz says – “The whole mobile space is in flux – Apple and Android have won the platform wars, more or less, but all the dynamics on top of that are changing all the time.”

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On the other hand, several major corporates are also in partnership with startup hubs and technology networks to organize hackathon challenges, startup competitions and other forms of durable association. There are definitely for more corporate outreach programs today in areas like mobile apps, mobile commerce, e-payments, wearables, IoTs, connected vehicles and mobile infrastructure with active engagement of SMB2.0. At SharePract, we believe SMB 2.0” engagement with mobility will set the stage for global transformation. The rise in the share of mobile workers worldwide to 45% with more coming from the developing economies is yet another trend to track to accurately project future growth. Access to mobile devices will exert great influence on how consumers and enterprises work. The line of divide between consumer and commercial devices gets blurred with BYOD catching on swiftly.

 

Steering through the fuzzy mobile ecosystem is not easy but it’s surely exciting with lot of action already underway. And the revenue channels are promising with significant growth prospects for software, services and cutting edge hardware. To get a feel of what is in store, the revenue generated from few areas like mobile transactions, smart home services and advertising spend are worth taking a look. The number of contactless transactions via mobile handsets will exceed 9.9 billion globally by 2018, up from 3 billion in 2014. Revenues from Smart Home services will reach $ 71 billion by 2018, up from $ 33 billion in 2013. At the same time, the advertising spends on mobile search and discovery will reach          $ 16.8 billion by 2018 against $ 6.4 billion in 2013. Tracking the mobility ecosystem to find innovative solutions for the future could pay rich dividends to all those taking a pick. A spate of mergers, acquisitions and partnerships shall also dominate the scene. Corporate collaboration with SMB2.0 to intensify further. This calls for more collaborative networks like SharePract to trigger such strategic partnerships, community building and extensive cooperation.

 

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Custom build collaboration networks ( Part 2)

Part II ( Continued from Part 1)
Collaboration network and ecosystems – a la Silicon Valley…………
Now, how does a happening ecosystem look like and what are the pillars of this ecosystem? When it comes to ecosystem, the needle would automatically point out to Silicon Valley at least for IT driven startups, vibrant SMEs, great innovators and the smartest entrepreneurs. Why is this so?

Silicon Valley continues to be the most dynamic global innovation hub driven by IT. It also has the most extensive global collaboration networks with a link to every section of its happening ecosystem. The pace of action is swift, complex and growing like nowhere in the world. Going back to history, more than 4 decades of global innovation had links with Silicon Valley. And for the future, smart applications keep changing the pace of technology in this region. The debate here is how the connected devices of future or Internet of Things (IOT) could contribute to the third platform and further revolutionize it. As we move from stationary computing to mobile computing and keyboards to touch screen, the question is how long will it take for hands free to emerge as killer application?

Besides, Silicon Valley is the hubs for nearly 50 per cent US Venture Capital that again accounts for 75% of the global aggregate. Nowhere else is there so much concentration! It is now the hub for all industries and not just IT. Banking, retail, energy, automobile, healthcare, display, chemicals and manufacturing – all have its presence and linkages with innovations at Silicon Valley.

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Mapping and tracking Silicon Valley would precisely reveal how complete the ecosystem is in this region. The chart above highlights the ecosystem players and partners to build a comprehensive hub like Silicon Valley. These are the key factors that drive entrepreneurship and high growth companies. Custom build collaboration networks could be one way of mimicking this to spread Silicon Valley best practices with a local orientation to diverse parts of the globe.

The power of collaborative networks extends beyond the third platform………
Silicon Valley visionary Sramana Mitra talked about a straightforward 1Million/1Million program to make a difference to our planet. Her equation was simple. If you are able to support 1 Million entrepreneurs to start companies across the world, who generate average revenue of 1 million annually, the global GDP automatically goes up by whopping $ 1 trillion. Is it so difficult? Not really and  hence, even governments are vying for their own brands and versions of startup programs – Startup Canada, Startup America, Startup Chile, Startup UK and we find such movements spreading swiftly in all corners of the globe.

Though some would call it tokenism, the Global Entrepreneurship Week (GEW) of Kauffman Foundation creates euphoria around entrepreneurship across the world to unite people and collaborate through a series of events happening during the third week of November every year. Jonathan Ortmans, the driver of GEW, says in a touching note – “As another November fades into our rearview mirror, we are again reminded that the phenomenon of entrepreneurship is not something that belongs to any one particular community or country.” Even Venezuela and Iran are seeing the rise of strong entrepreneur-led startup communities. Communities worldwide are now bolstered by support from policymakers, academics, investors, media and other startup champions, says Jonathan. In 2013, about 10 million people immersed into the Global Entrepreneurship Week events and activities in 140 countries! After six years in a row, the amazing rise in the number of countries is quite evident in response to the escalating demand from entrepreneurial communities and policymakers to help startups thrive through a variety of programming that fits into the country’s ecosystem and culture.

In Libya, the violence at the capital city of Tripoli, led to the postponement of several activities and GEW initiatives were supplemented by its second largest city at Benghazi. “Despite the struggles we are going through in Libya now, our country is full of young people who are ready and willing to work hard to build a new Libya,” said Zeyad bin Halim of Silatech, the country’s GEW host organization. Egypt is no exception either – pre and post revolution, we saw entrepreneurship hubs with community building efforts all over.

Spreading community development, innovation and entrepreneurship………..
Community development spreading everywhere through shared innovation and entrepreneurship best practices had always been the vision of SharePract. This is how its custom built collaboration networks are designed and deployed.  How does online collaboration model work?

SharePract’s SaaS products hosted in cloud can be offered to business and knowledge hubs on subscription from one to multiple years. It implies that BSOs/KSOs in Kenya or Netherlands can acquire this software to create its own private network by onboarding its members and other stakeholders along with resources, training and educational content. It can track members, post hot deals, design and brand the entire network and go for additional custom built features. The data in this private network is secured and private to escalate into big data with social technologies, mobile and cloud. If a major user wants to host in its own server that is possible too. Request for SharePract Advantage Flyer, demo session or simply go for a trial session by scrolling over to that section @ http://www.sharepract.com. Also, contact us to learn about our global ecosystem experts (supporting entrepreneurs and SMEs) and how they can help you.

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Another big advantage, apart from BSO/KSO customization is that by tapping into the deep domain knowledge of its team members, SharePract generates custom content, features and consulting along with this unique software. Go for the demo session and the screen shot here gives you a flavor of SharePract ecosystem that could be molded to your needs. While these are early stages of its third platform experiment, we want to work with proactive community building agents of our global society. Together, we want to build a promising future with our hub and spoke model of connecting ecosystems. So, the private collaboration networks in diverse corners of the globe act like spokes that can be connected to one big hub for those who believe in global connectivity. The sharing and learning is not over a week or a weekend, we want you to join us to make it eternal.

Somnath Chatterjee

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Custom build collaboration networks ( Part 1)

Leveraging third platform to grow communities and expand ecosystems

Here is an opportunity opening up for all those wanting to grow their communities and expand our world economy as the “third platform” gains currency.

The third platform is ready to sizzle…………
I was quite intrigued by the term “third platform” coined by IDC – the world’s premier organization providing strategic insights on the IT ecosystem (hardware, software, networks and enablers) backed by trends and opportunities captured across 110 countries for the past 50 years. There are also several others, who are talking of similar platforms. The arrival of third platform creates a gateway to future collaboration networks and ecosystems for entrepreneurs and SMEs where corporates, governments and BSOs/KSOs (Business and Knowledge Service Organizations) play a critical role in powering global GDP. Now what is this third platform and what has it to do with ecosystems or collaboration networks?

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As the core theme of its mega conference Directions 2014, IDC defines third platform as the grand confluence of cloud, social, mobile and big data. None of these are unknown to the techies in Silicon Valley or even those in high powered innovation hubs around the globe. But the mighty influence it will exert on global markets to emerge as one of the growth engine of the world economy is something we have not seen before! Strong ecosystems and collaborative networks enabled by the third platform can play a critical role in the years to come and so we are heading towards an exciting stage of business and knowledge acceleration.  Affordable mobile devices for mass market could make a huge difference here.

Third platform with proliferating mobile devices have positive impact on global economy………………..
In 2014, we expect a rebound in the global economy to reach its all-time highest level since 2007 (barring the spurt in 2010 over a low base). While the IMF global forecast says an average 3.7 per cent GDP growth in 2014 (up from last year’s 3 per cent), Forbes quoting Conerly Consulting echoes similar sentiments though its figure appear bit lower for 2014. The mood remains upbeat for 2015 with predictions that the world economy could possibly breach the 4 per cent annual growth landmark. Earlier Goldman Sachs and Morgan Stanley had similar outlook too!

Now let’s look at mobility devices with tablets, phablets, smart phones and wearable that ushers in a new kind of ecosystem dynamics for the third platform that was unheard of even couple of years ago. This is bound to have a positive impact on the global economy with innovation powered by business and knowledge acceleration. By Q4 2012, Tablets zoomed to catch up with PCs and notebook and by 2013 it had a big win over all other computing devices (IDC estimates 58% growth while Gartner puts it at 68%). Now as we march into 2014, the mobile device scenario becomes more dynamic with phablets (the larger Smartphones), wearables (though not making an imminent dent) jostling for a market space. Also during 2014, tablets would be growing over a huge base estimated at 227 million (IDC estimates) so the dynamics look interesting as tablet growth reaches a point of inflection with growth rates sliding a bit.

No matter which device, mobility rules……………..
Retail ecommerce, finance and education are vying to expand the growth of mobile devices. As much as 30% of global retail eCommerce spending by 2018 against 15% in 2013 would be on mobile devices. Retail payments on mobile devices are projected to touch $ 707B by 2018, up from $ 182B in 2013. Market Research Reports estimated tablet market to reach $ 181 billion by 2018 with greater focus on creating tablet ecosystem (hardware, software and networks). Actual growth could be higher. The rise in tablet market across Asia-Pacific and the initial slowdown in US and advanced Europe is now quite a discernible trend. Voice to text functions and artificial intelligence are bound to have positive impact on tablet growth. Other factors driving tablet expansion would be the marked improvement in screen quality coupled with lower prices as vendors compete and some of them achieve higher economies of scale. Both PC manufacturers and vendors including Intel are now shifting focus on tablets and mobile devices. IDC therefore estimates 407 million tablet sales by 2017 – close to doubling the figures of 2013.

Custom built collaboration network leveraging the third platform…………………..
In any case, with expansion of mobile devices, the play of third platform gets more rampant opening up new opportunities for BSOs and KSOs. Now to help BSOs and KSOs like government agencies, industry associations, business centers, chambers of commerce, incubators, innovation networks and for that matter any special interest group, we can offer customized solutions by leveraging the third platform. And, for an enterprise like SharePract committed to this mission, it could take just few days to deliver a trial platform depending on the needs of the community. A more generic version is also on the tap for users. Its team at Silicon Valley with deep domain knowledge is working on custom built collaboration network that has all features of an ecosystem for business and knowledge acceleration of entrepreneurs and SMEs. These ranges from profiling, tracking, connectivity to training, sharing, learning and much more. There could also be exclusive networks for corporates as well.

Top notch BSOs/KSOs in Asia, Europe and the Americas are expressing the urgency while others are engaged in need capturing sessions for customizing around their ecosystem dynamics. Among others, the focus also remains on Belgium, Netherlands, Spain, Portugal, UK, USA, Canada, Japan, Korea, India, Singapore, Malaysia, Chile, Brazil, Middle East and few African hubs. Leading government hubs are toying with the prospects. So these are definitely exciting times for enterprises like SharePract willing to grow communities and expand ecosystems keeping an eye the evolving third platform with cloud, social, mobile and eventually big data.

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( Continued in Part 2 )

– Somnath Chatterjee

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It’s a Big Problem

‘I never said you are not good at what you do – its just that what you do is not worth doing’ : Sheldon Cooper

While the humor behind the statement is understood, it really gets me thinking.

Over a couple of years ago, I attended a class on ‘Principles of invention and innovation’ taught by Eugene Shteyn at Stanford. One of the interesting things I learnt there was about identifying problems that are ‘worth’ solving. There are nearly an infinite number of problems in this world .But the big question is – is it worth solving. Is it worth my time ? Is it a problem that I will invest my mind and soul in solving?

It comes down to few simple thumb rules

1) Is the problem big enough ? Will it scale? Will the problem exist and grow bigger in future? A yes here increases the odds!

2) Is there a profound benefit in solving the problem? Is it possible to have a solution that scales with the size of the problem? And is it possible to have a solution that adapts to the test of time and actually make a difference to the world around us

3) Can there be a sustainable model that will keep you resourced enough to see through this ? In most cases this will be some sort of a revenue model or funding.

4) I suppose the most important one being do you ‘feel’ it is what you want to be doing?

For me, Sharepract is set to realize many of our dreams by solving that “big problem” by addressing the issues that keep haunting us. Moving ahead, I hope to talk more on these aspects. In the meanwhile I would like to leave you with a simple thought -‘ its a big problem if what you are solving is not a big problem’. Paradox apart, I find this pretty profound and insist that you too give it a serious thought to offer solutions to an intriguing problem and making a big difference to the society around us.

Raghu

VP, Engineering, Sharepract

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A gamified environment

gamification-badges

 

Sharepract has gamified its platform. i.e users essentially are collecting coins as they navigate the site. After a certain number of activities companies (of the users) get badges. Now here is where it gets interesting.

These badges open up doors in the platform !!

Content

SharePract has premium content. Content that can only be accessed by paying up. Well … there are other ways to access content without paying. By earning badges. There are specialized badges that one can get by reading other free content, sharing it on the social networks, liking, disliking content etc. Every action begets some points. As a member of a company you are essentially getting points for your company !! So this is a group effort. Once your company gets the badge you and all the members of your company can access this badge-based-content.

Hot Deals

SharePract hosts a bunch of deals in each eco-system. These are usually money saving deals. Now some deals need contributor badges to access the deals. The site is playing hard to get !! But if one reasons it out, this is a form of reward. Only the ones who contribute can help the eco-system build. And the one who contribute also deserve some hot deals. Simple !!

Investor introduction

Now this will open up your eyes wide and say wow !! This is a neat way to filter the most active set of companies in an eco-system and give them something very valuable. Investor introductions. Getting investors to listen to your company pitch is not as easy, let alone get a face to face meeting. SharePract’s gamified eco-systems tries to get the best of the best a investor meeting. Each “investor ready” badge gets a investor introduction.

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Websites Are Dead Spaces

Websites are dead spaces indeed. Websites were put up in the last decade to showcase a company, what it makes, what it sells and a select few clients and partnerships they have created on the way. Websites are static in nature and are mostly filled with mundane marketing pitches.

 

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People do not get all their information about a company from the company’s website, but they get it from social sites. Facebook, Google+ tell us how many people like the company, their concepts, and their day-to-day status updates. Yahoo finance shows how well companies are doing financially.  Job openings are put up in job boards like Dice and Monster. Twitter keeps the world updated on what companies are up to.

Websites have to lose their static nature and become a social space, where the company and its community can interact, share and explore. Such a space will allow collaboration and help companies understand their customers better. Such a social space can be a self-propelling marketing engine attracting new clients to join the conversation and eventually buy the company’s products and services.

SharePract SmartGroup is a social space that helps corporations build communities, promote content, and enable vibrant conversations. Corporations can bring in their current stakeholders (partners, service providers etc.), new clients, and prospective employees and collaborate in their social space. White papers, marketing brochures, videos, reports, blog articles etc. can be uploaded for the community to consume and talk about. Social metrics are pulled in to keep the community appraised about the eco-system. 

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It is a game

SharePract’s eco-system acceleration platform is a game solution. Like any game there are points one can get for doing certain tasks. SharePract has taken this concept to award points for 50 different actions one can take. Viewing documents, sharing links, writing status updates, uploading videos, talking to mentors. Every action carries a certain amount of points. But not all actions carry the same number of points.

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Our game has been devised in such a way that we award more points for contribution as opposed to plain perusal. After all someone needs to contribute for others to peruse. We also award points for a daily visit to the site. 

Well now everyone has lots of points and what good are points if one cannot do something with it ? 

Points becomes badges, and badges unlocks content and investors !! 

Let me explain that a bit more in detail. The points that companies have accumulated (Yes, companies get points and not individuals in companies) are constantly tracked to see when it can get converted to a badge. A badge is usually awarded for doing some action multiple time. Like viewing 200 documents on the site gets a Peruser badge. They are 20 badges defined in the system and each counts a particular action. There are super badges but I will leave that for a future blog.

Ok. So now companies have badges. Well there are content in the platform that are locked and only companies that have a certain type of badge can access the content. Even certain investors are locked up behind badges. To get an investor introduction companies will have to get certain badges. That is the reward and that is the game in SharePract.

 

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