In probability theory and statistics, the Markov property is the memoryless property of a stochastic process, which means that its future evolution is independent of its history. It is named after the Russian mathematician Andrey Markov. The term strong Markov property is similar to the Markov property, except that the meaning of "present" is defined in terms of a random variable known as a stopping time. The term Markov assumption is used to describe a model where the Markov property is assumed to hold, such as a hidden Markov model. A Markov random field extends this property to two or more dimensions or to random variables defined for an interconnected network of items. An example of a model for such a field is the Ising model. A discrete-time stochastic process satisfying the Markov property is known as a Markov chain. == Introduction == A stochastic process has the Markov property if the conditional probability distribution of future states of the process (conditional on both past and present values) depends only upon the present state; that is, given the present, the future does not depend on the past. A process with this property is said to be Markov or Markovian and known as a Markov process. Two famous classes of Markov process are the Markov chain and Brownian motion. Note that there is a subtle, often overlooked and very important point that is often missed in the plain English statement of the definition: the statespace of the process is constant through time. The conditional description involves a fixed "bandwidth". For example, without this restriction we could augment any process to one which includes the complete history from a given initial condition and it would be made to be Markovian. But the state space would be of increasing dimensionality over time and does not meet the definition. == History == == Definition == Let ( Ω , F , P ) {\displaystyle (\Omega ,{\mathcal {F}},P)} be a probability space with a filtration ( F s , s ∈ I ) {\displaystyle ({\mathcal {F}}_{s},\ s\in I)} , for some (totally ordered) index set I {\displaystyle I} ; and let ( S , Σ ) {\displaystyle (S,\Sigma )} be a measurable space. An ( S , Σ ) {\displaystyle (S,\Sigma )} -valued stochastic process X = { X t : Ω → S } t ∈ I {\displaystyle X=\{X_{t}:\Omega \to S\}_{t\in I}} adapted to the filtration is said to possess the Markov property if, for each A ∈ Σ {\displaystyle A\in \Sigma } and each s , t ∈ I {\displaystyle s,t\in I} with s < t {\displaystyle s IMPACT (sometimes spelled Impact) is a computer graphics architecture for Silicon Graphics computer workstations. IMPACT Graphics was developed in 1995 and was available as a high-end graphics option on workstations released during the mid-1990s. IMPACT graphics gives the workstation real-time 2D and 3D graphics rendering capability similar to that of even high-end PCs made well after IMPACT's introduction. IMPACT graphics systems consist of either one or two Geometry Engines and one or two Raster Engines in various configurations. IMPACT graphics consists of five graphics subsystems: the Command Engine, Geometry Subsystem, Raster Engine, framebuffer and Display Subsystem. IMPACT Graphics can produce resolutions up to 1600 x 1200 pixels with 32-bit color and can also process unencoded NTSC and PAL analog television signals. IMPACT graphics subsystems come in three configurations for SGI Indigo2 IMPACT workstations: Solid IMPACT, High IMPACT, and Maximum IMPACT. The equivalent configurations also exist for the SGI Octane workstation but are referred to as SI, SSI, and MXI (I-series). Later Octane workstations used a similar configuration but with updated ASIC chips and are referred to as SE, SSE, and MXE (E-series). IMPACT uses Rambus RDRAM for texture memory. The IMPACT graphics architecture was superseded by SGI's VPro graphics architecture in 1997. "What I eat in a day" videos are a trend on several social media platforms where a person describes all the meals and snacks that they eat during a given day, often as part of a given diet. The videos, shared on platforms including Twitter, TikTok and YouTube, become increasingly popular in 2020, with some of them accumulating millions of views, and they are considered a profitable industry for the people making them. Some have raised concerns that the videos may promote an unrealistic standard for healthy eating and contribute to the development of eating disorders. == Format == These videos often feature a montage of the food that the creator eats over the course of the day, sometimes with the associated calorie count of the foods that they describe. Unlike related mukbang videos, however, in which participants eat large amounts of food, the diets described are often restrictive. However, other videos are labeled as "unhealthy" and depict large portion sizes and higher amounts of processed food. == Popularity == "What I eat in a day" videos have existed for a long time, especially on YouTube, but they have become much more widespread in recent years. This phenomenon is self-reinforcing because when social media users watch or like these videos they are likely to see more of them in the future. Indeed, some of the most successful videos have tens of millions of view each. == Criticism and controversy == Several dieticians and mental health professionals over the impacts that these videos can have, as they can advocate a restrictive style of eating and not "promote body diversity." They have also raised concerns that this trend could contribute to a rise in disordered eating, especially since use of social media is known to increase feelings of negative body image. This trend is particularly prevalent among young adults, which are also the group with the highest vulnerability to eating disorders. More recently, a portion of these videos have begun to challenge diets and depict more realistic ways of eating in order to reduce the potential consequences of the trend. An intranet is a computer network for sharing information, easier communication, collaboration tools, operational systems, and other computing services within an organization, usually to the exclusion of access by outsiders. The term is used in contrast to public networks, such as the Internet, but uses the same technology based on the Internet protocol suite. An organization-wide intranet can constitute a focal point of internal communication and collaboration, and provide a single starting point to access internal and external resources. In its simplest form, an intranet is established with the technologies for local area networks (LANs) and wide area networks (WANs). Many modern intranets have search engines, user profiles, blogs, mobile apps with notifications, and events planning within their infrastructure. An intranet is sometimes contrasted to an extranet. While an intranet is generally restricted to employees of the organization, extranets may also be accessed by customers, suppliers, or other approved parties. Extranets extend a private network onto the Internet with special provisions for authentication, authorization and accounting (AAA protocol). == Uses == Intranets are increasingly being used to deliver tools, such as for collaboration (to facilitate working in groups and teleconferencing) or corporate directories, sales and customer relationship management, or project management. Intranets are also used as corporate culture-change platforms. For example, a large number of employees using an intranet forum application to host a discussion about key issues could come up with new ideas related to management, productivity, quality, and other corporate issues. In large intranets, website traffic is often similar to public website traffic and can be better understood by using web metrics software to track overall activity. User surveys also improve intranet website effectiveness. Larger businesses allow users within their intranet to access public internet through firewall servers. They have the ability to screen incoming and outgoing messages, keeping security intact. When part of an intranet is made accessible to customers and others outside the business, it becomes part of an extranet. Businesses can send private messages through the public network using special encryption/decryption and other security safeguards to connect one part of their intranet to another. Intranet user-experience, editorial, and technology teams work together to produce in-house sites. Most commonly, intranets are managed by the communications, HR or CIO departments of large organizations, or some combination of these. Because of the scope and variety of content and the number of system interfaces, the intranets of many organizations are much more complex than their respective public websites. Intranets and the use of intranets are growing rapidly. According to the Intranet Design Annual 2007 from Nielsen Norman Group, the number of pages on participants' intranets averaged 200,000 over the years 2001 to 2003 and has grown to an average of 6 million pages over 2005–2007. == Benefits == Intranets can help users locate and view information faster and use applications relevant to their roles and responsibilities. With a web browser interface, users can access data held in any database the organization wants to make available at any time and — subject to security provisions — from anywhere within company workstations, increasing employees' ability to perform their jobs faster, more accurately, and with confidence that they have the right information. It also helps improve services provided to users. Using hypermedia and Web technology, Web publishing allows for the maintenance of and easy access to cumbersome corporate knowledge, such as employee manuals, benefits documents, company policies, business standards, news feeds, and even training, all of which can be accessed throughout a company using common Internet standards (Acrobat files, Flash files, CGI applications). Because each business unit can update the online copy of a document, the most recent version is usually available to employees using the intranet. Intranets are also used as a platform for developing and deploying applications to support business operations and decisions across the internetworked enterprise. Information is easily accessible to all authorised users, enabling collaboration. Being able to communicate in real-time through integrated third-party tools, such as an instant messenger, promotes the sharing of ideas and removes blockages to communication to help boost a business's productivity. Intranets can serve as powerful tools for communicating (such as through chat, email and/or blogs) within a given organization about vertically strategic initiatives that have a global reach throughout said organization. The type of information that can easily be conveyed is the purpose of the initiative and what it is aiming to achieve, who is driving it, results achieved to date, and whom to speak to for more information. By providing this information on the intranet, staff can keep up-to-date with the strategic focus of their organization. For example, when Nestlé had a number of food processing plants in Scandinavia, their central support system had to deal with a number of queries every day. When Nestlé decided to invest in an intranet, they quickly realized the savings. Gerry McGovern says that the savings from the reduction in query calls was substantially greater than the investment in the intranet. Users can view information and data via a web browser rather than maintaining physical documents such as procedure manuals, internal phone list and requisition forms. This can potentially save the business money on printing, duplicating documents, and the environment, as well as document maintenance overhead. For example, the HRM company PeopleSoft "derived significant cost savings by shifting HR processes to the intranet". McGovern goes on to say the manual cost of enrolling in benefits was found to be US$109.48 per enrollment. "Shifting this process to the intranet reduced the cost per enrollment to $21.79; a saving of 80 percent". Another company that saved money on expense reports was Cisco. "In 1996, Cisco processed 54,000 reports and the amount of dollars processed was USD19 million". Many companies dictate computer specifications which, in turn, may allow Intranet developers to write applications that only have to work on one browser such that there are no cross-browser compatibility issues. Being able to specifically address one's "viewer" is a great advantage. Since intranets are user-specific (requiring database/network authentication prior to access), users know exactly who they are interfacing with and can personalize their intranet based on role (job title, department) or individual ("Congratulations Jane, on your 3rd year with our company!"). Since "involvement in decision making" is one of the main drivers of employee engagement, offering tools (like forums or surveys) that foster peer-to-peer collaboration and employee participation can make employees feel more valued and involved. == Planning and creation == Most organizations devote considerable resources into the planning and implementation of their intranet as it is of strategic importance to the organization's success. Some of the planning would include topics such as determining the purpose and goals of the intranet, identifying persons or departments responsible for implementation and management and devising functional plans, page layouts and designs. The appropriate staff would also ensure that implementation schedules and phase-out of existing systems were organized, while defining and implementing security of the intranet and ensuring it lies within legal boundaries and other constraints. In order to produce a high-value end product, systems planners should determine the level of interactivity (e.g. wikis, on-line forms) desired. Planners may also consider whether the input of new data and updating of existing data is to be centrally controlled or devolve. These decisions sit alongside to the hardware and software considerations (like content management systems), participation issues (like good taste, harassment, confidentiality), and features to be supported. Intranets are often static sites; they are a shared drive, serving up centrally stored documents alongside internal articles or communications (often one-way communication). By leveraging firms which specialise in 'social' intranets, organisations are beginning to think of how their intranets can become a 'communication hub' for their entire team. The actual implementation would include steps such as securing senior management support and funding, conducting a business requirement analysis and identifying users' information needs. From the technical perspective, there would need to be a coordinated installation of the web server and user access netw Social commerce is a subset of electronic commerce that involves social media and online media that supports social interaction, and user contributions to assist online buying and selling of products and services. More succinctly, social commerce is the use of social network(s), and user-generated content in the context of e-commerce transactions. The term social commerce was introduced by Yahoo! in November 2005 which describes a set of online collaborative shopping tools such as shared pick lists, user ratings and other user-generated content of online product information and advice. The concept of social commerce was developed by David Beisel to denote user-generated advertorial content on e-commerce sites, and by Steve Rubel to include collaborative e-commerce tools that enable shoppers "to get advice from trusted individuals, find goods and services and then purchase them". The social networks that spread this advice have been found to increase the customer's trust in one retailer over another. Social commerce may assist companies in achieving the following purposes: Firstly, social commerce helps companies engage customers with their brands according to the customers' social behaviors. Secondly, it provides an incentive for customers to return to their website. Thirdly, it provides customers with a platform to talk about their brand on their website. Fourthly, it provides all the information customers need to research, compare, and ultimately choose you over your competitor, thus purchasing from you and not others. In these days, the range of social commerce has been expanded to include social media tools and content used in the context of e-commerce, especially in the fashion industry. Examples of social commerce include customer ratings and reviews, user recommendations and referrals, social shopping tools (sharing the act of shopping online), forums and communities, social media optimization, social applications and social advertising. Technologies such as augmented reality have also been integrated with social commerce, allowing shoppers to visualize apparel items on themselves and solicit feedback through social media tools. Some academics have sought to distinguish "social commerce" from "social shopping", with the former being referred to as collaborative networks of online vendors; the latter, the collaborative activity of online shoppers. == Timeline == 2005: The term "social commerce" was first introduced on Yahoo! in 2005. 2021: The Global Web Index associated one's use of social media to his/her eagerness to buy. Social media with its entertaining and inspirational content can increase a product's profitability. This explains why Instagram expanded its Checkout feature to similar content like IG Stories, IGTV, and Reels. == Elements == The attraction and effectiveness of Social Commerce can be understood in terms of Robert Cialdini's Principles of InfluenceInfluence: Science and Practice": Reciprocity – When a company gives a person something for free, that person will feel the need to return the favor, whether by buying again or giving good recommendations for the company. Community – When people find an individual or a group that shares the same values, likes, beliefs, etc., they find community. People are more committed to a community that they feel accepted within. When this commitment happens, they tend to follow the same trends as a group and when one member introduces a new idea or product, it is accepted more readily based on the previous trust that has been established. It would be beneficial for companies to develop partnerships with social media sites to engage social communities with their products. Social proof – To receive positive feedback, a company needs to be willing to accept social feedback and to show proof that other people are buying, and like, the same things that I like. This can be seen in a lot of online companies such as eBay and Amazon, that allow public feedback of products and when a purchase is made, they immediately generate a list showing purchases that other people have made in relation to my recent purchase. It is beneficial to encourage open recommendation and feedback. This creates trust for you as a seller. 55% of buyers turn to social media when they're looking for information. Authority – Many people need proof that a product is of good quality. This proof can be based on the recommendations of others who have bought the same product. If there are many user reviews about a product, then a consumer will be more willing to trust their own decision to buy this item. Liking – People trust based on the recommendations of others. If there are a lot of "likes" of a particular product, then the consumer will feel more confident and justified in making this purchase. Scarcity – As part of supply and demand, a greater value is assigned to products that are regarded as either being in high demand or are seen as being in a shortage. Therefore, if a person is convinced that they are purchasing something that is unique, special, or not easy to acquire, they will have more of a willingness to make a purchase. If there is trust established from the seller, they will want to buy these items immediately. This can be seen in the cases of Zara and Apple Inc. who create demand for their products by convincing the public that there is a possibility of missing out on being able to purchase them. == Types == === Onsite === Onsite social commerce refers to retailers including social sharing and other social functionality on their website. Some notable examples include Zazzle which enables users to share their purchases, Macy's which allows users to create a poll to find the right product, and Fab.com which shows a live feed of what other shoppers are buying. Onsite user reviews are also considered a part of social commerce. This approach has been successful in improving customer engagement, conversion and word-of-mouth branding according to several industry sources. === Offsite === Offsite social commerce includes activities that happen outside of the retailers' website. This may include posting products on social networks such as Facebook, X, and TikTok. It may also include advertising on shopping forums such as SlickDeals, Red Flag Deals, and LatestDeals.co.uk. == Measurements == Social commerce can be measured by any of the principle ways to measure social media. Return on Investment: measures the effect or action of social media on sales. Reputation: indices measure the influence of social media investment in terms of changes to online reputation – made up of the volume and valence of social media mentions. Reach: metrics use traditional media advertising metrics to measure the exposure rates and levels of an audience with social media. == Business applications == This category is based on individuals' shopping, selling, recommending behaviors. Social network-driven sales (Soldsie) – Facebook commerce and Twitter commerce belong to this part. Sales take place on established social network sites. Peer-to-peer sales platforms (eBay, Etsy, Amazon) – In these websites, users can directly communicate and sell products to other users. Group buying (Groupon, LivingSocial) – Users can buy products or services at a lower price when enough users agree to make this purchase. Peer recommendations and reviews (Amazon, Yelp, Bazaarvoice) – Users can see recommendations and reviews from other users. User-curated shopping (The Fancy, Lyst) – Users create and share lists of products and services for others to shop from. Participatory commerce (Betabrand, Threadless, Kickstarter) – Users can get involved in the production process. Social shopping (Squadded) – Allowing e-commerce to provide their users live chat sessions and shared shopping lists so they can communicate with their friends or other shoppers for advice. == Business examples == Here are some notable business examples of Social Commerce: Betabrand: an online brand using participatory design to release new, community-created ideas every week. Cafepress: an online retailer of stock and user-customized on demand products. Etsy: an e-commerce website focused on handmade or vintage items and supplies, as well as unique factory-manufactured items under Etsy's new guidelines. Eventbrite: an online ticketing service that allows event organizers to plan, set up ticket sales and promote events (event management) and publish them across Facebook, Twitter and other social-networking tools directly from the site's interface. Groupon: a deal-of-the-day website that features discounted gift certificates usable at local or national companies. Houzz: a web site and online community about architecture, interior design and decorating, landscape design and home improvement. LivingSocial: an online marketplace that allows clients to buy and share things to do in their city. Lockerz: an international social commerce website based in Seattle, Washington. OpenSky: is a r Machine-learned interatomic potentials (MLIPs), or simply machine learning potentials (MLPs), are interatomic potentials constructed using machine learning. Beginning in the 1990s, researchers have employed such programs to construct interatomic potentials by mapping atomic structures to their potential energies. These potentials are referred to as MLIPs or MLPs. Such machine learning potentials promised to fill the gap between density functional theory, a highly accurate but computationally intensive modelling method, and empirically derived or intuitively-approximated potentials, which were far lighter computationally but substantially less accurate. Improvements in artificial intelligence technology heightened the accuracy of MLPs while lowering their computational cost, increasing the role of machine learning in fitting potentials. Machine learning potentials began by using neural networks to tackle low-dimensional systems. While promising, these models could not systematically account for interatomic energy interactions; they could be applied to small molecules in a vacuum, or molecules interacting with frozen surfaces, but not much else – and even in these applications, the models often relied on force fields or potentials derived empirically or with simulations. These models thus remained confined to academia. Modern neural networks construct highly accurate and computationally light potentials, as theoretical understanding of materials science was increasingly built into their architectures and preprocessing. Almost all are local, accounting for all interactions between an atom and its neighbor up to some cutoff radius. There exist some nonlocal models, but these have been experimental for almost a decade. For most systems, reasonable cutoff radii enable highly accurate results. Almost all neural networks intake atomic coordinates and output potential energies. For some, these atomic coordinates are converted into atom-centered symmetry functions. From this data, a separate atomic neural network is trained for each element; each atomic network is evaluated whenever that element occurs in the given structure, and then the results are pooled together at the end. This process – in particular, the atom-centered symmetry functions which convey translational, rotational, and permutational invariances – has greatly improved machine learning potentials by significantly constraining the neural network search space. Other models use a similar process but emphasize bonds over atoms, using pair symmetry functions and training one network per atom pair. Other models to learn their own descriptors rather than using predetermined symmetry-dictating functions. These models, called message-passing neural networks (MPNNs), are graph neural networks. Treating molecules as three-dimensional graphs (where atoms are nodes and bonds are edges), the model takes feature vectors describing the atoms as input, and iteratively updates these vectors as information about neighboring atoms is processed through message functions and convolutions. These feature vectors are then used to predict the final potentials. The flexibility of this method often results in stronger, more generalizable models. In 2017, the first-ever MPNN model (a deep tensor neural network) was used to calculate the properties of small organic molecules. == Gaussian Approximation Potential (GAP) == One popular class of machine-learned interatomic potential is the Gaussian Approximation Potential (GAP), which combines compact descriptors of local atomic environments with Gaussian process regression to machine learn the potential energy surface of a given system. To date, the GAP framework has been used to successfully develop a number of MLIPs for various systems, including for elemental systems such as carbon, silicon, phosphorus, and tungsten, as well as for multicomponent systems such as Ge2Sb2Te5 and austenitic stainless steel, Fe7Cr2Ni. == Equivariant graph neural networks == A significant limitation of early MPNNs was that they were not inherently equivariant to rotations and reflections of atomic structures — meaning predictions could change depending on how a molecule was oriented in space. Beginning around 2021, a new class of models addressed this by incorporating equivariance directly into the message-passing layers using spherical harmonics and irreducible representations. Notable examples include NequIP (2021), MACE (2022), and GemNet-OC (2022). These equivariant architectures proved substantially more data-efficient and accurate than their predecessors, and became the dominant paradigm for high-accuracy MLIPs. == Universal MLIPs and large-scale datasets == Early MLIPs were system-specific, trained on a few thousand structures of a single material. A major shift occurred with the creation of large, chemically diverse datasets enabling models that generalize across many elements, bonding environments, and application domains — so-called universal MLIPs. A key driver was the Open Catalyst Project (OC20, OC22), a collaboration between Meta AI (FAIR) and Carnegie Mellon University launched in 2020. OC20 comprises approximately 1.3 million DFT relaxations across 82 elements, designed to accelerate the discovery of catalysts for renewable energy applications. It was among the first datasets large enough to train GNNs that generalize across diverse chemical systems, and established a widely-used benchmark for the field. A subsequent dataset, Open Direct Air Capture (OpenDAC 2023 and OpenDAC 2025), applied the same approach to carbon capture, providing a large computational database of metal-organic frameworks and sorbent candidates evaluated for CO₂ capture, generated using nearly 400 million CPU hours of quantum chemistry calculations in collaboration with Georgia Tech. These datasets revealed a new challenge: the GNN architectures most effective for atomic simulations were memory-intensive, as they model higher-order interactions between triplets or quadruplets of atoms, making it difficult to scale model size. Graph Parallelism, introduced by Sriram et al. (ICLR 2022), addressed this by distributing a single input graph across multiple GPUs — a distinct strategy from data parallelism (which distributes training examples) or model parallelism (which distributes layers). This enabled training GNNs with hundreds of millions to billions of parameters for the first time. Building on these foundations, Meta FAIR released the Universal Model for Atoms (UMA) in 2025, trained on approximately 500 million unique 3D atomic structures spanning molecules, materials, and catalysts — the largest training run to date for an MLIP. UMA introduced a Mixture of Linear Experts (MoLE) architecture, enabling one model to learn from datasets generated by different DFT codes and settings without significant inference overhead. It matches or surpasses specialized models across catalysis, materials, and molecular benchmarks without task-specific fine-tuning, and has been described as marking a "pre/post-UMA" divide in the field. == Applications == Catalyst discovery: MLIPs have significantly accelerated the computational screening of heterogeneous catalysts by replacing expensive DFT relaxations with fast neural network surrogates. The Open Catalyst Project explicitly targets this application, aiming to identify new catalysts for green hydrogen production and other renewable energy reactions. Carbon capture: The OpenDAC project applies universal MLIPs to screening sorbent materials for direct air capture of CO₂, a key technology for climate change mitigation. AI-accelerated screening allows evaluation of orders of magnitude more candidate materials than traditional DFT workflows. Drug discovery and molecular design: MLIPs are increasingly used in pharmaceutical research to model molecular conformations and binding energies. The Open Molecules 2025 (OMol25) dataset, released by Meta FAIR in 2025, provides high-accuracy calculations for a large set of molecular systems to support this use case. Materials discovery: Universal MLIPs enable high-throughput screening of novel inorganic materials, including battery electrolytes, semiconductors, and superconductors, by rapidly estimating stability and properties across large chemical spaces. The social business model is use of social media tools and social networking behavioral standards by businesses for communication with customers, suppliers, and others. Combining social networking etiquette (being helpful, transparent and authentic) with business engagement on LinkedIn (for one-to-one interaction), Twitter (for immediacy) and Facebook (for content sharing) more fully involves employees in the organization and increases customer intimacy and trust. == Overview == Traditional business models, particularly in large organizations, have had as one common characteristic careful limitation of direct contact between those within the organization and those outside of it. Only certain specific individuals (most frequently in roles such as sales, customer service and field consulting) were designated as "customer-facing" personnel. Organizations further limited outside access to internal employees through filtering mechanisms such as publishing only a main switchboard number (whether routed through a live receptionist or an interactive voice response system) and generic "sales@" or "info@" email addresses. The Cluetrain Manifesto (written by Rick Levine, Christopher Locke, Doc Searls, and David Weinberger and published in 1999) was among the first books to predict the demise of this old order and the emergence of more open business models, though most of the business world was slow to adopt the book's recommended cultural changes. Thirteen years later, authors Dion Hinchcliffe and Peter Kim added structural underpinnings to the cultural shifts outlined in The Cluetrain Manifesto in their book, Social Business by Design. The book details many of the ways social media tools and practices are being adopted within organizations, to support both internal employee collaboration and external customer engagement (which the authors describe as the "bigger problem"). == Elements == In implementing the social business model, organizations apply social networking protocols and tools in a range of areas, potentially including: Marketing Customer Support Recruiting Crowdsourcing Internal employee collaboration Sales Product Development Supply Chain Operations Investor Relations == Characteristics of organizations adopting the social business model == Organizations that fully adopt the social business model will exhibit four key characteristics: Connected – employees will be able to seamlessly engage one-on-one in real-time with other employees and individuals outside the organization (customers, prospects, partners, media, etc.) using a variety of communications methods including text chat, voice, file sharing, email, and video chat. Social – employees will follow social networking etiquette (being authentic, helpful and transparent) in external interactions. The focus will be on answering questions and providing information rather than overt sales or promotion. Presence – these conversations may originate on the company's website or elsewhere online (e.g., publication websites, industry portals, or social networking sites such as LinkedIn or Facebook). Intelligent – organizations will use in-depth analytics to monitor connections, social interactions and presence; measure corresponding business results; and continually adjust and improve practices for increased effectiveness. == Technical and functional requirements == While much of the change inherent in adopting the social business model is cultural, it also requires process changes enabled by social business technology. Functional requirements for a social business technology platform include: Analytics (including the cost of engagement as well as various measures of return on investment such as leads, sales, referrals, recommendations, and retained customers). Integration with other social media and business tools such as CRM systems, partner relationship management (PRM) software, product development, website analytics, and employee-recruiting applications. Rules-based workflow (e.g. routing a comment to the appropriate individual for a response, based on content). Geolocation (so customers or prospects can be automatically routed to local sales or customer service representatives). Content sharing. Collaboration tools. Transparency (i.e., people should know who they are engaging with) Unified communications (the ability to engage via voice, text, video, email, and share a wide variety of file types) Storage (the ability to store interactions for legal, training, compliance or compensation purposes, and purge stored data when no longer needed based on company policy or regulatory requirements). Immediacy (real-time monitoring and response).IMPACT (computer graphics)
What I eat in a day video
Intranet
Social commerce
Machine-learned interatomic potential
Social business model