YouTube Channel of Gary Vaynerchuk

Gary Vaynerchuk builds businesses. Fresh out of college he took his family wine business and grew it from a $3M to a $60M business in just five years. Now he runs VaynerMedia, one of the world's hottest digital agencies. Along the way he became a prolific angel investor and venture capitalist, investing in companies like Facebook, Twitter, Tumblr, Uber, and Birchbox before eventually co-founding VaynerRSE, a $25M angel fund.

The #AskGaryVee Show is Gary's way of providing as much value value as possible by taking your questions about social media, entrepreneurship, startups, and family businesses and giving you his answers based on a lifetime of building successful, multi-million dollar companies.

Gary is also a prolific public speaker, delivering keynotes at events like Le Web, and SXSW. The keynotes etc  can be watched  on his YouTube channel.

https://www.youtube.com/channel/UCctXZhXmG-kf3tlIXgVZUlw

Google Manufacturer Center

Manufacturers can upload product data and on all Google sites, for any retailers' advertisement consistent data will be presented by Google.

http://www.operationroi.com/2016/02/google/google-shopping/understanding-new-google-manufacturer-center

Brainsized - Booksized - Internet-Sized Chunks of Knowledge - David Weinberger

The advent of the internet has transformed the way we access and process information, says Dr. David Weinberger.


http://performance.ey.com/2012/11/15/where-knowledge-lives/


Presentation by David Weinberger on the topic
___________

___________

People are not going refer footnote information by going into the library and removing the referred book from the stacks.

ISP's to Monitor File Sharing and Penalize Users?

Music, Films and TV Program producers and distributors are embracing digital media in a big way but are fighting simultaneously to protect their present channels also. They know that their models have to change as cost of duplicating content and transmitting it  has come down drastically in the internet world. But as yet, they have not found a solution that is destroying their current margins and profits. Files can be more easily shared on internet and banning file sharing through agreements is a not a real solution. That is where free website models have done great service to the society.

There needs to be technology that does not create a file when transmitting film, music or tv program on internet. Then a subscriber can only watch a film on his computer and can't create a file and transfer. But such a technology is not there and people are downloading YouTube videos.

The Films association of America is trying to get into an agreement with Internet Service Providers to monitor users' file sharing and penalise them for sharing files with copyright content.

Read Wharton's article for more details
http://knowledge.wharton.upenn.edu/article.cfm?articleid=3115

Blogs and Social Networks Give You Credibility

In earlier days, credibility giving sources were limited and centralized.

But now, the credibility sources are more decentralized and  are more freely accessible.

The following are the widely used credibility sources


A track record of having started one or two successful businesses. 

Industry-related blogs with well-written, lively, detailed posts, which receive many comments and tweets/likes/shares per post.

Large, legitimate, real followings on Twitter, Facebook, YouTube, and other social media networks.

http://business.time.com/2012/07/12/the-glorious-end-of-higher-educations-monopoly-on-credibility/

Established and Reputed Publishing Houses Enter Self Publishing Business

Last week Pearson, the owner of Penguin Books, bought one of the largest grassroots publishers, Author Solutions, based in Indiana, in the US, for £74m ($116m).

Author Solutions started in 2007, has marketed and distributed 190,000 titles for 150,000 authors and has grown at a rate of 12% in the past three years.

BookStats, which has collected data from 2,000 publishers across America, including fiction titles, as well as higher education, professional and academic publishing products found that ebook revenues for US publishers doubled to more than $2bn in 2011. 211,000 self-published books made their debut last year, 50% up on the previous year.

John Makinson, Penguin's chief executive, has pointed out that the company is once more in the vanguard position to support the upcoming segment in publishing business.




http://finance.yahoo.com/news/penguin-buys-self-publishing-author-121910166.html

http://online.wsj.com/article/SB10000872396390444464304577537092288601370.html

Is Social Media Overtaking Professional Media in Digital World?

Has digital world changed the roles?

Is social media and social content produced by amateurs overtaking the professional media in terms of quantum of content as well use of it. While the usage of any individual item produced by amateurs is expected to be low as compared to the content produced by professional content producers, if one looks at usage of content by users in any particular period the social media content may have an equal proportion.

While in text contet, there may not be any research on this issue, in video content, now there is a Pew study.

The study reported:

Citizens play a substantial role in supplying and producing footage. More than a third of the most watched videos (39%) were clearly identified as coming from citizens. Another 51% bore the logo of a news organization, though some of that footage, too, appeared to have been originally shot by users rather than journalists. (5% came from corporate and political groups, and the origin of another 5% was not identified.)

http://www.journalism.org/analysis_report/youtube_news

Theses about Digital Media use by Masses and the Consequent Change in Markets

Selection from 95 Theses
http://www.cluetrain.com/book/95-theses.html

The Internet is enabling conversations among human beings that were simply not possible in the era of mass media.

These networked conversations are enabling powerful new forms of social organization and knowledge exchange to emerge.


Markets (Consumers) are getting smarter, more informed, more organized.

People in networked markets have figured out that they get far better information and support from one another than from vendors.


The networked market (consumer) knows more than companies do about their own products. And whether the news is good or bad, they tell everyone.

What's happening to markets is also happening among employees.

Corporations do not "yet"  speak in the same voice as these new networked conversations.


Companies that assume online markets are the same markets that used to watch their ads on television are kidding themselves.

Companies that don't realize their markets are now networked person-to-person in conversation are missing their best opportunity.

Companies can now communicate with their markets directly.




Companies attempting to "position" themselves need to take a position. Optimally, it should relate to something their market actually cares about.


Companies need to come down from their Ivory Towers and talk to the people with whom they hope to create relationships.

 Companies are deeply afraid of their markets.

Elvis said it best: "We can't go on together with suspicious minds."


Networked markets can change suppliers overnight. Networked knowledge workers can change employers over lunch. Your own "downsizing initiatives" taught us to ask the question: "Loyalty? What's that?"

Smart markets will find suppliers who speak their own language.


To speak with a human voice, companies must share the concerns of their communities.

But first, they must belong to a community.



Human communities are based on discourse—on human speech about human concerns.

Companies that do not belong to a community of discourse will die.


As with networked markets, people are also talking to each other directly inside the company.

Such conversations are taking place today on corporate intranets. But only when the conditions are right.


A healthy intranet organizes workers in many meanings of the word. Its effect is more radical than the agenda of any union.

Open intranets generate and share critical knowledge. Companies  need to resist the urge to control these networked conversations. When corporate intranets are not constrained by fear and legalistic rules, the type of conversation they encourage sounds remarkably like the conversation of the networked marketplace.

Paranoia kills conversation. But lack of open conversation among employees and in market kills companies.

There are two conversations going on. One inside the company. One with the market.

In most cases, neither conversation is going very well. Almost invariably, the cause of failure can be traced to obsolete notions of command and control n the part of managements.

As policy, these notions are poisonous. As tools, they are broken. Command and control are met with hostility by intranetworked knowledge workers and generate distrust in internetworked markets.

.
Smart companies will get out of the way and help the inevitable to happen sooner.

If willingness to get out of the way is taken as a measure of IQ, then very few companies have yet wised up.




Maybe you're impressing your investors. Maybe you're impressing Wall Street with press meets and conferences. You're not impressing us.

If you don't impress us, your investors are going to take a bath. Don't they understand this? If they did, they wouldn't let you talk that way.



We like this new marketplace much better. In fact, we are creating it.

You're invited, but it's our world. Take your shoes off at the door. If you want to barter with us, get down off that camel!

We are immune to advertising. Just forget it.

If you want us to talk to you, tell us something. Make it something interesting for a change.

We've got some ideas for you too: some new tools we need, some better service. Stuff we'd be willing to pay for. Got a minute?


You're too busy "doing business" to answer our email? Oh gosh, sorry, gee, we'll come back later. Maybe.

You want us to pay? We want you to pay attention.


Your product broke. Why? We'd like to ask the guy who made it.

We want you to take 50 million of us as seriously as you take one reporter from The Wall Street Journal.


When we have questions we turn to each other for answers. If you didn't have such a tight rein on "your people" maybe they'd be among the people we'd turn to.

We'd rather be talking to friends online than watching the clock. That would get your name around better than your entire million dollar web site. But you tell us speaking to the market is Marketing's job.



We have better things to do than worry about whether you'll change in time to get our business.

We have real power and we know it. If you don't quite see the light, some other outfit will come along that's more attentive, more interesting, more fun to play with.



Our allegiance is to ourselves—our friends, our new allies and acquaintances, even our sparring partners. Companies that have no part in this world, also have no future.


We're both inside companies and outside them. The boundaries that separate our conversations look like the Berlin Wall today, but they're really just an annoyance. We know they're coming down. We're going to work from both sides to take them down.

To traditional corporations, networked conversations may appear confused, may sound confusing. But we are organizing faster than they are. We have better tools, more new ideas, no rules to slow us down.

Every day, More people are linked to each other.

Digital Economics - Report by Martin R. Hilbert - 2001

Contents
Abstract ........................................................................................ 9
Introduction ..................................................................................... 11
I. New basic conditions............................................................ 11
1. Revolution, evolution or hype? .......................................... 11
2. The knowledge society ........................................................ 13
2.1 The positive loop effect of knowledge creation........... 13
2.2 The impact of modern ICT........................................... 15
2.2.1 Computer......................................................... 15
2.2.2 Interconnectivity ............................................. 15
2.3 Production process and evaluation of knowledge........ 17
2.4 The knowledgeable worker.......................................... 18
3. Inter-net-working ................................................................. 19
3.1 Cyberspace ................................................................... 19
3.2 The net of nets.............................................................. 20
3.3 Think network .............................................................. 20
3.4 Information overload.................................................... 21
4. The dynamic of science ....................................................... 22
5. Measuring the digital economy ........................................... 23
5.1 Virtual guesswork ........................................................ 23
5.2 Customer convenience ................................................. 23
5.3 Network effects ............................................................ 24
5.4 The four layers of internet economics ......................... 24
5.5 Definitions.................................................................... 26


II. Structure-conduct-performance................................................................................ 29
1. Performance................................................................................................................ 30
1.1 Digital vs. Non-digital goods ........................................................................... 31
1.1.1 Non-digital goods................................................................................... 31
1.1.2 Digital goods.......................................................................................... 33
1.1.3 Additional value..................................................................................... 33
1.1.4 Tradable- and non-tradable goods ......................................................... 34
1.1.5 Services .................................................................................................. 34
1.1.6 Degree of digitality ................................................................................ 35
1.2 Production and allocative efficiency................................................................ 36
1.3 Progress ............................................................................................................ 37
1.4 The ‘good performance’................................................................................... 38
2. Digital market structure.............................................................................................. 39
2.1 Big is beautiful? .............................................................................................. 39
2.1.1 Economies of scale and economies of scope ......................................... 39
2.1.2 Network effects...................................................................................... 40
2.1.3 Integrational movements........................................................................ 41
2.2 Redefinition of industries and competing groups ............................................ 42
2.2.1 IT-classification ..................................................................................... 42
2.2.2 Product differentiation ........................................................................... 43
2.3 Transparency.................................................................................................... 44
2.3.1 Search engines ....................................................................................... 44
2.3.2 Transparency creating patterns .............................................................. 46
2.4 Barriers of entry ............................................................................................... 46
2.4.1 Entering virtual markets......................................................................... 46
2.4.2 Making business in virtual markets ....................................................... 47
3. Conduct ...................................................................................................................... 49
3.1 Money and payment......................................................................................... 49
3.1.1 Credit cards and checks ......................................................................... 50
3.1.2 Electronic cash....................................................................................... 50
3.1.3 Micropayments ...................................................................................... 51
3.1.4 Smart cards............................................................................................. 51
3.2 Innovation ........................................................................................................ 51
3.2.1 Common understanding ......................................................................... 52
3.2.2 Pace of innovation ................................................................................. 52
3.3 Pricing behavior ............................................................................................... 55
3.3.1 Transparence.......................................................................................... 56
3.3.2 Price discrimination ............................................................................... 57
3.3.3 Online auctions ...................................................................................... 59
3.3.4 Dynamic pricing..................................................................................... 60
3.4 Behavior of firms ............................................................................................. 62
3.4.1 Inner-firm management.......................................................................... 62
3.4.2 Networking between firms..................................................................... 62
3.4.2.1 Efficiency (Marshallian economies, B2B, Collaboration) ..... 62
3.4.2.2 Affiliate programs ................................................................. 64
3.4.2.3 Dis- and re-intermediation...................................................... 66
3.4.2.4 Trust........................................................................................ 69CEPAL - SERIE D



3.5 Product strategy and advertising...................................................................... 69
3.5.1 Production.............................................................................................. 70
3.5.2 One-to-one marketing/CRM.................................................................. 71
3.5.3 The unconditional consumer focus of internet economics.................... 73
3.6 Market equilibrium.......................................................................................... 75
3.6.1 Demand forecasting............................................................................... 75
3.6.2 Built-to-order ......................................................................................... 75
3.6.3 Retrospective adjustment ...................................................................... 76
3.7 Company finance and the growth of firms ...................................................... 76
3.7.1 E-capital................................................................................................. 77
3.7.2 Survival, development and growth? ..................................................... 79
3.8 Legal tactics ..................................................................................................... 81
3.8.1 Model law on electronic data interchange............................................. 81
3.8.2 Security.................................................................................................. 82
3.8.3 Privacy................................................................................................... 83
3.8.4 Intelecual property................................................................................. 83
3.8.5 Standards ............................................................................................... 84
4. Competitive strategy in the digital economy.............................................................. 85
III. Macro .................................................................................................................................... 89
1. Role of organizations ................................................................................................. 90
1.1 Government...................................................................................................... 90
1.1.1 The private sector should lead............................................................... 90
1.1.2 Market failures....................................................................................... 90
1.1.2.1 Maintaining task..................................................................... 91
1.1.2.2 Promoting task (education, extra-efforts) .............................. 92
1.1.3 Supranational moderation...................................................................... 95
1.2 Non-governmental guidance ............................................................................ 96
2. Growth........................................................................................................................ 98
2.1 The productivity paradox................................................................................. 98
2.2 Real cost reduction.......................................................................................... 99
2.3 Direct effects of IT growth ............................................................................ 101
2.4 Indirect effects of IT-growth.......................................................................... 102
3. Digital divide and the catch up ................................................................................ 103
3.1 A natural "sideeffect" of development? ........................................................ 103
3.2 International divide ........................................................................................ 104
3.3 The catch up................................................................................................... 108
3.3.1 The big divider..................................................................................... 108
3.3.2 The big equalizer ................................................................................. 109
3.4 Domestic divide ............................................................................................. 111
3.4.1 Households .......................................................................................... 112
3.4.2 Business ............................................................................................... 114
4. Labour markets......................................................................................................... 114
4.1 Employment demand ..................................................................................... 115
4.2 Skill requirements .......................................................................................... 117
4.3 Geographical requirements ............................................................................ 118
4.4 Wage differentials.......................................................................................... 120
IV. Final Remarks........................................................................................................ 123
Bibliography................................................................................................................................. 125
Serie de desarrollo productivo: issues published ............................................................ 131

http://www.cepal.org/publicaciones/xml/3/6173/LCL1497.pdf

Internet Entrepreneurship and Entrepreneurs

___________________________________________________________________________________________

2011

Top 1000 websites - Google Adplanner Presentation
http://www.google.com/adplanner/static/top1000/index.html
Tue unique visitors and page views are for a month

Top 17 Most visited sites  Starts with 1 Facebook
http://www.huffingtonpost.com/2011/06/24/most-visited-sites-2011_n_883756.html#s297574&title=17__Youkucom Starts with number 17

___________________________________________________________________________________________

Every knol author is an internet entrepreneur. Of course, they can be tiny scale entrepreneurs. There are mega internet entrepreneurs like founders of Google, Yahoo and Amazon. After the first round of great internet entrepreneurs, second round is now appearing. Founders of Facebook and Twitter are now the popular internet entrepreneurs. Many more will emerge in future.

But at small scale level, there will be many opportunities for persons interested to become businessmen and self employed persons.

Resources for Internet Entrepreneur Ideas and Support

Windows Phone 7 Applications writing opportunity
http://channel9.msdn.com/Blogs/bruceky/Teenager-Makes-Money-Writing-Windows-Phone-7-Apps-with-AdCenter
13 year teenager is making money by writing Windows Phone 7 applications and using AdCenter ads

http://500startups.com/about  (David Mclure)
http://blog.500startups.com/2011/04/13/500strong-rules-the-universe/

App Entrepreneurs

Google, Facebook, Twitter, Web and Mobile Apps - Applications - Enterpreneurship

Another Internet Bubble
http://fernstrategy.com/2011/01/21/another-internet-bubble/
I want to participate in this dynamic market.

Interviews with 63 Internet entrepreneurs
http://www.searchenginejournal.com/63-juicy-internet-entrepreneurship-interviews-in-one-book-code-bytes/28919/
Business Plan for an Online Article Platform - Comments
http://i-trepreneur.com/   (last post in 2009)


http://i-trepreneur.com/2008/09/14/150-useful-resources-for-online-entrepreneurs/
http://www.sparkplugging.com/sparkplug-ceo/does-google-page-rank-foster-an-attitude-of-stinginess/
http://www.sparkplugging.com/sparkplug-ceo/i-should-have-kept-my-fricking-mouth-shut-or-google-cracks-down-on-the-mommy-bloggers/
http://www.smallscalebusiness.com/homeworkbusinessopportunities/how-to-start-internet-business-in-the-next-3-minutes/

http://www.smallscalebusiness.com/homeworkbusinessopportunities/small-business-idea-522-how-to-start-a-desktop-publishing-business/

http://decisiveminds.com/online-business-owners-avoid-these-5-outsourcing-mistakes/3306
http://decisiveminds.com/5-easy-to-outsource-tasks-for-online-businesses/3304
http://decisiveminds.com/make-money-by-writing-product-reviews/3276

Interesting Internet Enterprises

2011

What is value of Knol platform?
$30 million based on Yahoo paid $5.62 for acquiring Associated content.com

In India, E-Commerce sites are being supported by venture capitalists. This time they feel, there are 100 million internet connections in India and therefore E-Commerce sites have better prospects to cash on.

Dropbox  has 25 million users.

http://techcrunch.com/2011/04/17/dropbox-hits-25-millions-users-200-million-files-per-day/

http://www.dropbox.com/

Google Entrepreneurs

http://googleblog.blogspot.com/search/label/entrepreneurs%20at%20Google

FreePhone2Phone

http://www.huffingtonpost.com/2011/03/29/freephone2phone-free-call-startup_n_840559.html

Top SEO firms 2011 International Business Times
http://www.ibtimes.com/articles/128632/20110330/world-s-top-seo-firms-for-2011_1.htm

Big claims
http://trafficultimatum.com/?hop=bro03294

 

2007
5min.com
Video sharing site
http://www.prweb.com/releases/2007/04/prweb515994.htm

 

http://www.instigatorblog.com/an-interview-with-5mincom-life-videopedia-founder-ran-harnevo/2007/04/04/

 

Acquisitions of Web Properties and Alliances

 

2011

 

Youtube founders Chad Hurley and Steve Chen acquired social bookmarking site Delicious from Yahoo.

http://kottke.org/11/04/youtube-founders-acquire-delicious

http://www.delicious.com/help/transition

http://www.tekgoblin.com/2011/04/27/delicious-acquired-by-youtube-founders/

 

Valuation of Websites in 2011
http://www.fusiondiary.com/2135/huffington-post-acquired-are-gawker-and-glam-next/
For monthly unique visitor, AOL paid Huffington post $12.6.
AOL paid Techcrunch $27 a visitor
Yahoo paid $5.62 for acquiring Associated content.com
(Funding for Ac http://www.businessinsider.com/blackboard/associated-content  )
(Yahoo buys AC http://news.softpedia.com/news/Yahoo-Buys-Content-Farm-Associated-Content-142379.shtml )  AC has 16 million visitors per month. Yahoo has 600 million visitors.

KPMG Valuation sheet for May 2010
http://www.kpmgcorporatefinance.com/valuation-updates/media-marketing/MediaMarketing_May10.pdf

 

2008

 

Sugar Network of blogs leaves NBC alliance for advertisements

In 2008, Sugar network has 4.6 unique visitors per month and wanted to sell advertisements on its own instead of relying on NBC for which it was paying 50% of the ad revenue as commission.

http://bits.blogs.nytimes.com/2008/07/23/sugar-leaves-the-nbc-suite/

2006

 

Seqeoia invests in Blog Network Sugar Publishing  October 2006

http://techcrunch.com/2006/10/16/sequoia-invests-in-blog-network-team-sugar/

 

 

2005

Yahoo acquires Delicious for $15 to $20 million

http://money.cnn.com/2005/12/10/technology/delicious_biz20_120905/?eref=yahoo
McKinsey article - 2000
http://www.mckinseyquarterly.com/Valuing_dot-coms_385
Commenatary on Internet valuations - 2000 by Crisil
http://www.crisil.com/Ratings/Commentary/CommentaryDocs/insite2.pdf

 

About Some Internet Enterprises

 

2011

 

Joomla - 7.4 million visitors per month

http://community.joomla.org/blogs/community/1416-25-percent-growth.html

 

2 million unique visitors per month

http://blog.webstatschecker.com/2011/05/doubled-our-traffic-in-12-days-2-million-unique-visitors-per-month/

 

Mashable 2.6 million followers.

monthly traffic 5.16 million

http://www.jeffbullas.com/2010/05/18/how-did-a-blog-reach-2-6-million-followers/

 

About Google 50 amazing facts

http://www.jeffbullas.com/2011/05/16/50-amazing-facts-and-figures-about-google/

 

www.jeffbullas.com has 172,443 unique visitors from 190 countries (per month or day not specified in the article)

https://ynative77.wordpress.com/2011/02/14/official-google-blog-11/

Visitors and Valuation - Jeffbullas.com

http://www.websitesmoney.com/jeffbullas.com.html

http://webinformation.co/www.jeffbullas.com

http://bizinformation.com.my/www.jeffbullas.com

 

2009

25 most valuable blogs

http://247wallst.com/2009/02/23/the-twenty-five-most-valuable-blogs/

Original knol - http://knol.google.com/k/narayana-rao/internet-entrepreneurship-and/2utb2lsm2k7a/ 4219

Advance One Time Payment for Digital Content - A Possible Payment Model for Digital Content

Content publishers and distributors want the Congress of USA to pass a law to protect their income stream for years. The digital technology has enabled certain practices which are making the earlier copy right concept obsolete and uneconomical. Society has to think of new models of digital content creation and distribution. The basis of  current models of content creation and distribution is destroyed and the current businesses are only trying to salvage the situation for their benefit. Digital content distribution capability can be monetized. Like Wikipedia, donations can be raised to create and distribute content. Commercial and government organizations can finance their digital content sites. Government and Philanthrophic organizations can finance third party sites. Digital content can be easily copied and distributed across net. This makes digital content available to many people and thus it is good for the society as a whole. But popular content creators need huge amounts of money and there has to be ways in digital content distribution to provide money producers of content. Advance payment for digital content could be one option. In this option, producer gets his main money through advance payments that are made before the release of the content. Thus a film has an assured income stream for its first world wide digital screening. A book has its assured income stream from readers who make an advancement payment. A news paper or a magazine has the assured income from its subscribers to the digital content. Once the content is released into the digital space further monetization is uncertain. Then onwards distribution takes over and the space becomes free for all and income opportunity becomes very small.

So the content producers have to make money from the one time distribution event over which they have control.

SOPA is an ill-thought move. To protect 180 Hollywood producers, US Congress should not stifle the 180+ million digital content creators. US Congress must support  content creation  under creative commons rather than promoting unsustainable copy right content under SOPA.