A comprehensive resource for anyone who’s looking to capitalize on the gathering strength of social media.
A practical handbook for those looking to leverage the power of social media influencers to advance their brands.
According to Schaffer, an instructor at Rutgers Business School, the marketing power of influencers is a natural consequence of the world’s “digital transformation.” The barriers to content creation and its publication and distribution have never been lower, which has resulted in an unprecedented democratization of the online marketplace. Influencers, he notes, often possess more power than celebrities and brands, as they convey an “authenticity and human touch” and “emotional resonance” that’s difficult to replicate. The author explains that extraordinary opportunities exist if one knows how to leverage the power of influencers with not only a targeted advertising campaign, but also the deep engagement with an online community: “This concept of community…underlies a fundamental mind-set shift,” he writes. “Building a community is a longer-lasting way to gather people around your brand or product. Once you’ve established a community, any campaign you launch has a foundation to start with and a cumulative effect to follow.” To that end, Schaffer provides an impressively thorough tour of the influencer’s cosmos; he describes, in lucid but granular detail, the various kinds of influencers, the most effective ways to find and contact them, and 16 different strategies for collaborating with them. The book’s orientation is relentlessly practical throughout, and the author provides actionable counsel on influencer discovery tools and marketplaces, the use of agencies, and the most effective ways to measure one’s returns. Nevertheless, for all the analytical minutiae, the author remains focused, sometimes to the point of redundancy, on the big picture—the “grand scheme of your social media strategy to holistically understand the layout of the landscape and where influencers fit in.”
Schaffer has considerable experience as a marketing educator, consultant, and influencer in his own right, and his tone over the course of this book radiates the reasonable self-assurance of expertise. Despite the brevity of the work, it still manages to be astonishingly thorough, and it’s written in an informal, accessible style that doesn’t assume any special knowledge on the part of the reader. The work could be even shorter, in fact, as the author has a tendency to belabor points at times. Nevertheless, it offers everything that a reader could possibly want in an introductory primer: an overview of the relevant field and its history, prognostication about its future, and a step-by-step commentary explaining how to take advantage of trends. Also, the author makes a powerfully convincing case that no viable business can afford to neglect the potential of social media—and that one must be hands-on when it comes to strategy: “If you’re not engaged in social media, then you miss your chance to connect with this generation. Basically stated: To have any pull in media, you have to be seen on social media….[Y]ou will still need to be involved in social media yourself to some extent.”
A comprehensive resource for anyone who’s looking to capitalize on the gathering strength of social media.Pub Date: March 17, 2020
ISBN: 978-1-4002-1636-9
Page Count: 288
Publisher: HarperCollins Leadership
Review Posted Online: Sept. 14, 2020
Kirkus Reviews Issue: Nov. 15, 2020
Review Program: Kirkus Indie
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
BOOK REVIEW
IN THE NEWS
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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