Yuval Golan Professor Riccardo Tiscini

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Yuval Golan Barter Online Platform Role-model BHAGS: Giro Sport Design: “Become the Nike of the cycling industry” (1986). Watkins-Johnson: “Become as respected in 20 years as Hewlett-Packard is today” (1996). Internal transformation BHAG: Rockwell: “Transform this company from a defense contractor into the best diversified high- technology company in the world” (1995). General Electric: “Become number one or two in every market we serve and revolutionize this company to have the strengths of a big company combined with the leanness and agility of a small company” (1980s). 20/60
Yuval Golan Barter Online Platform 6. PROPOSED BUSINESS Social networking and collaboration have grown to become one of the twenty-first century’s most influential business tools for increasing awareness of a brand or a cause. Companies can now provide valuable information to their clients as well as employees that would not to be otherwise available by using social media to boost their business. As an added benefit to virtual social networking services, there are cost cut and pay-per-use network service to further enhance this new business model. Many corporate leaders are cautious of taking on an open-ended, collaborative environment. Wise planning and continued discipline and control can engender harmless collaboration in the workplace, particularly if consumers and suppliers outside the walls of the company are to be involved. Companies that refuse to go along with and restrict the right to use social networks are risking a loss of the capability to compete fairly in an ostensibly new marketplace where customers, consumers, prospects, competitors, partners and business stakeholders in general are already exchanging information and crossbreeding ideas. In order not to get drowned in competition, it is particularly crucial for a company to make all efforts to keep pace with the rapidly evolving social networking enterprise in the contemporary business world. Security remains an immense source of concern for many consumers and businesses that actively utilize social networking services. More often than not, consumers are more concerned with identity theft, the privacy of their personal information, and protection against online threats to minors while most businesses are more concerned with circulation of illicit content and leakage of information that might affect the criticality of their businesses. I have developed a strategy that will further increase the value proportion of social networking business to people at various levels. With currently proposed strategy, it will take only an entity that is Internet averse to miss the enormous benefits the site will offer. It will 21/60
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Yuval Golan Professor Riccardo Tiscini

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