CEO Blog
DECEMBER 27, 2010
Mostly it was inspiring because I like marketing and social media and this book is at the intersection of those fields. It inspires me to remain active in Social Media. Al Ries is one of my brand heros. Wikibrands talks about the impact of social media on this positioning. I love branding.
Harvard Business Review
DECEMBER 18, 2012
Many companies use the wrong metrics to measure their performance, especially when it comes to social media. I run a social-media company, and until recently even we were confused about what metrics mattered. They're what Eric Ries, author of The Lean Startup , calls "vanity metrics.". Sales volume.
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Ask Atma
MAY 5, 2012
for business models draws on the work of several very bright entrepreneurs and thinkers, including: Alex Osterwalder, Steve Blank, Eric Ries, and Ash Maurya. He defined the information float as the amount of time information spends in any media channel. SEO, SMO and other new media stats. User generated content, crowd sourcing.
Harvard Business Review
JULY 11, 2011
Yet several of them — Seth Godin, Eric Ries, and Gary Vaynerchuk — have recently published traditional, paper books. The key: Godin, Ries, and Vaynerchuk are all practicing what they preach. Meanwhile, Eric Ries, is using his new book, The Lean Startup , to experiment with the marketing principles he espouses in its pages.
Harvard Business Review
APRIL 2, 2013
Every business-to-business CEO and CMO I've met — most of whom came of age prior to the social media era — is trying to understand how to leverage social media to grow their business. They have marketing departments retaining outside social media consultants. They want to understand Twitter.
Harvard Business Review
APRIL 30, 2012
In The Lean Start-Up , Eric Ries talked about vanity metrics — numbers that create the illusion of success, rather than validate actual progress. They're hypnotized by the enormous myth-making apparatus of modern mainstream media, the coveted slot on Techcrunch, and the likes on their Facebook updates.
Harvard Business Review
OCTOBER 30, 2017
He sold off slower-growth, low-tech, and nonindustrial businesses — financial services, media, entertainment, plastics, and appliances. In response to Ries’s book , GE adopted lean methods and built its Fastworks program around them. He doubled GE’s investment in R&D.
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