Linkedin – a marketing platform for Spammers and Marketeers?.

Has the direction of Linkedin changed from a business-related social networking site to a marketing platform?

Of 20 “Discussions” within one “Sydney professional” group there where four posts that could only be considered Spam, eight were sales promos, one re-directed to a blog and the remainder were re-directs to ‘free’ information on a commercial site. There were in fact zero discussions.

On checking each of the Authors, it was found that the Spammers listed one or no jobs and every discussion promoted the same re-directed link (these were usually about jobs/careers).  One of the reasons I had labelled these as Spam was due to the number of supposedly different authors that used the same link and at regular intervals – usually one per day, per group.

The sales promos were either: group members pushing their own product or that of their employer (they usually had “Marketing” in their title.

The remainder of the posts did contain some interesting information but this was very limited. 

That said, I am a member of a number of other groups that have not been hijacked to the same extent, in fact one is very much a question and answer group (for MS-Excel) and rarely has promotions on their ‘discussions’ tab rather, promotions are posted on their promotions tab.

But over all, there are a  huge amount of sales pitches being conducted via LinkedIn discussions which generates hundreds of unwanted emails being pushed onto the group members.

This is obviously not the fault of LinkedIn itself, instead it is the Group Owner and Group Managers that are allowing this to happen.  Your best option once you have joined the group is to send a notice to the Group Managers (Often Managers will not have seen the post), they can then advise the offenders and/or take appropriate action.

Other Groups might as well have been set up as platforms for the Marketeers due the the type and regulatirity of the posts.  There is, thankfully one way of remaining in the group and not being bombarded with sales pitches:  go into your settings and change the frequency of the digests and emails for each Group to weekly, daily or none. 

But if you do find a good Group, make sure you participate in the discussions, or it will degenerate and eventually value adding activity will stop.

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Innovation – a long hard road to a better one.

It does not matter what your profession, there is always the need to keep up to date with trends, new poducts/services and the latest news.  While I was doing my own regular reseach I came across an archived article labled Supply Chain-Driven Innovation. It was very interesting reading from six years ago and the message from the author,  Kevin O’Marah,  is the still the same, basically the Supply Chain Manager must:

Use more data from more sources
Inform more people
Collaborate more
Understand other corporate functions
Expect change

The Havard Business Shool article is found at:  http://hbswk.hbs.edu/archive/5139.html

It is only now that the Supply Chain is being seen as an equal to the traditional ‘critical’  functions such as Marketing and Finance. Companies are now realising that Supply Chain is also critical and by having the collaboration of, and between the functions, then innovative ideas will happen and overall benefits will be achieved.

I suppose this was bound to happen as the issues of supply have found their way to the top of many an agenda, for example the cost of fuel (freight), the global market place (logistics), the cost of space (storage), the requirements of the customer (demand/procurement), and the impact each has on other functions of the business.

And just as the Supply Chain Manager must understand other corporate functions, the managers of other corporate functions must also understand Supply Chain. And as Marketing is far more than just showing a product to market or Finance computing an EBITDA, so Supply Chain is more than just organising the carrier for a delivery.  So it’s good to see there are companies with Supply Chain positions at C-Level.

So the question is: do you see your Supply Chain as just support for other fuctions or as a functionitself that can help build a commercial and/or competitive advantage?