Yuval Golan Professor Riccardo Tiscini

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Yuval Golan Barter Online Platform them and show them around town, others who look for accommodations can send a request to several hosts asking to sleepover for no charge. Why would the other user agree? By providing an advice or accommodation, on his next chance to travel, he might receive the same treatment. The website members can rank other members, write comments on their encounters and meetings so others might be able to see and read how interesting were the meetings and about their characteristics. Couch surfing is a successful free travel solution platform, which once again proves that people do want to help each other and have an incentive to do so. 40/60
Yuval Golan Barter Online Platform 12. PROPOSED BUSINESS- COMPETITIVE STRATEGY AND BUSINESS DYNAMICS One of the most common questions in social networking business circles is: “What revenue models do Facebook, MySpace, Twitter, Plurk, and other sites alike use?” That is one question that has not been properly addressed by any authority from the sites mentioned above. People who are interested in owning social networking business keep struggling with the question of how to turn revenue in a marketplace where users are much more focused on friends and socializing than on advertising. This question also concerns advertisers, who are trying to come up with some answers. As reported by Randall Stross of the New York Times, some groups of advertisers have been working tooth and nail to get an answer to the question, and are not being as lucky as much as the social networking site owners. For instance, Randall’s article provides highlight of the problems that Procter & Gamble had faced in working out a winning and successful marketing strategy for Facebook. Procter & Gamble has tried out both standard ads and the promotion of Facebook groups in the hunt for fans or followers. Neither of these avenues seems to have yielded desired results. Users have shown lack of interest in clicking on typical or standard advertisements, just as foretold by a Web guru, Seth Goldstein, who had proposed that a banner ad “is generally seen as irrelevant if not entirely ignored.” The only manner that the Procter & Gamble groups on Facebook have demonstrated any measure of success at all is in those circumstances where they have used huge sums of money on hypes, such as their product Crest Whitestrips campaign. Procter & Gamble took advantage of free of charge concerts and free movie screenings to exert a pull on members to that group, in the long run drawing about 14,000 fans. As soon as the promotions stopped, yet, the fans began to quit in trickles. Till today, neither Procter & Gamble nor the social networking giant, Facebook offered 41/60
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Yuval Golan Professor Riccardo Tiscini

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