Tag Archives: market-network

The Search For A Social Conscience, Not Facebook

The search for a replacement for Facebook

Markethive enters the race

Dave Fanger, CEO, and founder, Swell Investing, back in April 2018 says “Facebook shares are not as 'socially responsible' as many investors thought…A company that enabled the manipulation of data from up to 87 million people couldn't possibly be considered responsible, could it?”

Jessica Guynn of USA TODAY in her article titled, Facebook is making a big change to your news feed, stated, “ Facebook is radically altering the formula that determines what bubbles to the top of people's news feed…”

Elon Musk deletes own and his company’s Facebook pages along with; Will Farrell, Cher, Jim Carrey,  director/actor Farhan Akhtar, Steve Wozniak, Susan Sarandon, Rosie O’Donald and about  219M other Facebook usersThe #DELETEFACEBOOK hashtag is trending all over the world. 

Angel investor Jason Calacanis of the Launch Fund states, “Facebook is a destructive force in our society.”

From Social Network To Market Network


Markethive The Dream Machine

Reid Hoffman (founder LinkedIn), statesEveryone is now an entrepreneur, whether they recognize it or not.

The rise of the entrepreneur and the fall of destructive forces in our social platforms is here now.  Markethive is creating a “Universal Income” for entrepreneurs. Using our state-of-the-art integrated inbound marketing platform, social network, artificial intelligence, business services, ewallet, coin exchange, mining datacenter, incubator and blockchain income platforms for success in the cryptopreneurial and entrepreneurial markets.

Markethive is the next generation Market Network Market networks bring a career's worth of professional connections online and make them more useful. For years, social networks like LinkedIn and Facebook have helped build long-term relationships. However, until market networks, they hadn't been used for commerce and transactions.

Referrals and valued content flow freely.  All community and social platforms on the internet have had their era, from AOL to MySpace, and typically they’re not shut down by the government — they’re quickly replaced by better platforms.

Market Networks are coming

Techcrunch: From Social Networks To Market Networks

Forbes: Moving From Mass Production Supply Chains To Market Networks

Quora: What are examples of market networks?

Markethive is the key to having the SaaS and the Marketplace be addictive to each other and software that increases the efficiency of the work in the marketplace Markethive.  You will prefer working with our tools vs working with other tools.  Markethive benefits both the buyers and sellers on the platform.

Markethive: The Replacement For Facebook (and LinkedIn too)

This better platform is here now, it's not just an idea, its here, living, open for business.  Thomas Prendergast said, “After 27 years in development and 4 years in beta testing, the dream machine, called Markethive is here now and here to stay”.

Utilizing the New Revolution of the Blockchain, Markethive's AI and innovation brings financial liquidity to the concept of the Universal Income and totally delivers the entire package of three pillars of Viability (Community, Technology, and Liquidity)

Markethive exceeds the Viability 3 pillars model in qualifications.


Jason Calacanis. is a serial entrepreneur, angel investor, podcaster and writer and has put out a challenge; for purpose-driven teams that want to build a billion-user social network to replace Facebook.  A new social network would:

  1. Respect and protect consumer’s privacy
  2. Respect and protect our democracy from bad actors
  3. Respect and protect the truth, by stopping the spread of misinformation
  4. Not try and manipulate people by making them addicted to the service
  5. Protect freedom of speech, while curbing abuse (not easy!)

Let it be known Mr. Calacanis, that team has been assembled by Thomas Prendergast, CEO of Markethive and that social network is here now. 
Those 5 points and MANY MORE.. are available today within Markethive.

Markethive is the new social market network based upon blockchain technology.
Markethive's cutting-edge robotics will also be responsible for delivering Universal Income to entrepreneurs.
Markethive qualifies as 10x better and more advanced than the closest competitors, LinkedIn and (#notfacebook).
Markethivre enjoys a 100% viability rating.
Markethive is a disruption, a category changer!
Markethive is open for business: http://markethive.com 

 

Douglas Yates
CTO
Founding Partner
Markethive.com

The Hive is the New Network

The Hive is the New Network

Facebook, Twitter and Instagram all started life as revolutionary networks that brought existing real-world relationships online. Today, they are aging utilities, powering an outdated version of the social internet.

 As social networks like Twitter, Facebook, and Instagram grow larger, they skew disproportionately toward supernodes—celebrity, meme and business accounts. An estimated 8% of of all accounts are fake spam bots. The average Instagram user posts 2.69 times a day, while the average user with over a million followers posts 8.58 times. 80 million photos are posted a day, but the average engagement rate per post is 1.1%. On Instagram, 50% of posts are generated by less than 3% of accounts. Facebook is a bit more stable because it has a cap on the number of friends you can have. Still, original sharing like posting photos to your Facebook feed or updating your status is decreasing 21% year over year.

Today it’s no longer enough to “connect the world.”

If you want to survive, don’t just build a network. You have to build a hive, and eventually a hivemind.

The Existential Crisis of the Network

Even though some social networks have grown to include billions of people, the ramp up in communication hasn’t increased proportionally. Even as you add friends or follow users, you can only talk to so many. Facebook users with over 500 friends only actively communicate with between 10 to 20 people. Similarly, Twitter users who have follower counts of over 1,000 share strong ties with fewer than 50 of their followers.

 Myspace’s rapid user growth precipitated an equally rapid decline. It’s a cautionary lesson that growth in the network doesn’t equate to growth in business value. Networks can’t just be neutral. They have to be instrumental.

 A network connects different people and gives them many points of contact for communication and transaction. A network is a neutral description of how connections between composite parts form a system. As networks mature, we’re starting to see something completely new emerge.

 When it comes to car travel,

Google Maps gives us the distance between point A and point B, but Uber moves us from A to B faster.

When it comes to socializing,

Facebook gives us a way to connect, but Messenger helps us to communicate.

When it comes to shopping,

eBay allows us to buy anything online, but Amazon Prime gives us what we want when we want it.

The value of being connected isn’t in being networked. It’s having an opinion and taking action toward an outcome.

The Hive

A single honeybee weighs around 1/10th of a gram. Add up all the honeybees in a hive, and you get around five to eight pounds worth of honeybees — but you don’t get a hive. The beehive is an 80-pound mass that includes every individual bee, but is much more.
 
The hive is a smarter, evolved network that is bigger than the sum of its parts. The hive:

  • Increases the frequency of interactions between nodes and creates more touch-points within the hive. It’s how the hive learns and makes informed decisions in response to a changing external environment.
  • Decreases friction between nodes and creates a higher level of synchronicity between members of the hive. This produces stronger ties between individual members and allows the hive to act collectively.

Because of the increased frequency of interactions, a hive behaves more intelligently, and because of the decreased friction between nodes, a hive can do more than transfer data. It responds and evolves based on that data. The hive isn’t just more networked. It’s more densely populated with organic, living components.

Though not obvious, the hive is becoming central to the way we think, behave and interact. The best way to understand emergent human hives is to observe how hives operate in nature.

Increasing Frequency of Interactions: Ant Colonies Move as Liquids and Solids

An ant colony is so in sync that a mass of them can stick together to form solids or melt into fluids as a single body. By simply holding onto each other or letting go, the viscosity of a cluster of ants changes. They’re able to do so because of the high frequency of interaction between ants in a colony.

For ants, communication is survival. If you apply pressure to a ball of ants, the ants nearest to the top will begin to act as though they are dead, increasing the fluidity of the writhing mass of ants. The harder the ants are pressed, the more fluid they become to absorb the pressure. The more ants there are linked together, the more pressure they can collectively withstand.

What allows ants to adapt so quickly isn’t the content of a transmitted message, but the way one ant presses against another triggers a chain reaction through the entire cluster. It’s how ant clusters can form rafts to avoid drowning and build bridges out of their bodies to cross gaps.

The fluidity of ants allows them to thrive in almost any environment. They’ve colonized every continent except Antarctica, making up 15–25% of terrestrial animals on Earth.

Consumerization of the Enterprise: Mass Alignment in the Workplace

Tools like Google Apps for Work, Slack and Github are making us more like ant clusters. They increase the frequency of interaction within an organization. People can communicate and switch tasks faster, make smarter decisions based on data and use smarter tools that talk to one another.

Rather than being individuals sitting alone in cubicles, we’re like a cluster of ants crawling and moving around and on top of each other with shared tools that everyone can access.

The image above on the left shows how email communication patterns follow organizational hierarchies at an HP research lab. The image on the right shows the pattern of developers collaborating over chat. With a network model like email, you have to jump from one person to the next to get the information you need. In a hive, real-time communication occurs seamlessly between people. 
 
The high frequency of interaction gets everyone on the same page and working in sync:

  • People to people interactions: With the hive, a higher frequency of interactions means that work can be assigned on an ad-hoc basis with a tool for real-time chat like Slack. People can switch jobs more rapidly based on what the hive needs. One study shows that the top 20% of developers were also the ones that chatted the most frequently.
  • People to data interactions: What was specialized knowledge accessible via technical interfaces is now common knowledge exposed through conversational interfaces. Think Lookerbot for analytics and internal company data.
  • Data to data interactions: The workplace hive gives us insight where we once only got reports. Tools that everyone in the company uses creates massive amounts of data, which helps people use tools more efficiently. This workflow data used to be valuable only as a system of record. Today, it produces actual business intelligence.

The net result is a vastly smarter organization aligned around shared goals. With more interaction between workers and tools, a business can transform from solid to fluid depending on the needs of the hive.

Decreasing Communication Friction: Bee Swarms Operate like Neural Nets

A swarm of bees on the move resembles the movement of neurons in the human brain. That’s how they’re able to colonize new nesting sites within hours of leaving their old one. 
 
This doesn’t happen through a centralized intelligence where the queen bee shouts down orders. Instead, it’s through the low-level communication of scout bees that reduces friction for the entire hive and allows for rapid and collective decision-making.
 
A hive has around three days to find a new nest site before it dies. Finding the right home means exploring possible sites in a one-mile radius of the queen. The queen can’t go out and look at sites on her own, and doesn’t have the bandwidth to process every possible location that the scouts find and make a good decision quickly.

Instead, scout bees — who represent 3% of the entire hive — are responsible for choosing the new hive. When it’s time for the hive to move, around 50 scouts are sent out to look for a promising home. When a scout finds one she likes, she does a “waggle dance” to signal the location to the other scouts. Scouts check out a variety of sites and dance around the one they think will help the hive survive.
 
 As soon as 30 or so scouts gather around a new nest site, the rest of the hive is already lifting off into the air. 
 
The decision-making process of bees reduces friction for how a massive collection of individual parts can evaluate a variety of inputs quickly and intelligently. Ultimately, 30 bees decide the fate for 10,000.

Mobile Messaging: The Formation of WeChat’s Hive

While networks like Instagram and Twitter are beginning to wear thin, messaging apps like WeChat are frenetic hives of activity that build economic empowerment. Like honeybee scouts, messaging apps decrease the friction of centralized nodes in the 1:1 communication between individual nodes and allow for emergent behaviors.

WeChat began five years ago as a messaging service. Today, you can use it to pre-order dumplings from a street-vendor, call a taxi, read the news, and even buy a house.

With WeChat, we see the evolution of a consumer product through the three stages of want, need and utility to the hive. At each stage, WeChat focuses on reducing friction by providing infrastructure for users. On WeChat, all it takes is a critical mass of people adopting new behavior to turn it into a utility that benefits the whole hive.

  • Want — 2011: When WeChat launched, it let you send messages, voice clips, photos and that’s about it. Over the next year, as China moved from 2G to 3G, WeChat gave users the ability to make voice and video calls. It automatically compressed videos people uploaded to save cellular data. People wanted to use WeChat because it allowed you to easily — and cheaply — talk to other people.
  • Need — 2012: WeChat users in China were often reluctant to download standalone apps because of high data costs. The launch of “official accounts,” or chatbots, emerged within these constraints. People could read the news or check bank statements via text message to an official account. Their needs were met entirely within WeChat’s platform.
  • Utility — 2013: The addition of mobile payments and WeChat Wallet provided a new layer of utility for users and drove the wide scale adoption of commercial behavior onto the platform. One group of Chinese students built a fruit delivery business on WeChat because other fruit stands on campus were expensive, poor quality and inconvenient. In an interview, one student points out that “WeChat is a bit more agile [than Taobao]. A small entity can still have its own brand.”

As WeChat grows, new utilities emerge on the platform. Each increases the time users spend on WeChat’s platform thus reducing friction between users. The latest progression of this is the launch of Applets, which will allow developers to build full HTML5 apps on top of WeChat. 
 
What drove WeChat’s growth wasn’t the launch of any one feature. It was the individual fruit vendors, taxi cabs, and mom-and-pop shops that WeChat made life easier for. In the long run, this might be the winning strategy.
 
In 2015, 12,000 new companies were born on platforms like WeChat every day. The hive isn’t created from access to new functionality. It’s how new functionality creates new economic opportunity.

The Transformation of the Network to the Hive

The increase in the frequency of interaction and decreased communication friction of the hive can be traced to a move toward synchronicity between people over history. Once, a story passed down verbally from father to son turned into myth after a thousand years. The invention of writing and the first spread of literacy allowed the transmission of the first written history.
 
As technology has advanced, the delay between the transfer of information has decreased. Paved roads allowed couriers to deliver messages, while cables wired along those roads enabled telegraphs and then radio broadcasts. Eventually, you got email, instant messaging, SMS, camera phones, all the way up to live video.

As information networks become distributed from giant data centers to cellular towers and the cloud, the amount of bandwidth available to the individual continues to rise. We’re no longer limited to a broadcast radio model, where one signal is received by many nodes. Today, we send and receive higher quantities of data at higher frequencies, through texts, photos and videos. We sync with each other instantaneously, and all the time.
 
This is what allows networks to converge into hives, from the individual to the organization.

Instrumentalizing the Social Network

The function of the social network is to connect people and to grow the size of the network. What originally came about through increasing connections is now focused on delivering a better, more immediate experience.
 
 Facebook in 2012:

Our mission is to make the world more open and connected.

Facebook in 2016:

Our top priority is to build useful and engaging products that enable people to connect and share through mobile devices and personal computers.

In 2012, Snapchat described itself on its website as:

Snapchat is the fastest way to share a moment on iPhone — up to 10x faster than MMS!”

Today, the renamed Snap Inc.’s website reads:

We believe that reinventing the camera represents our greatest opportunity to improve the way people live and communicate.

Facebook and Snap Inc. are both converging around how we communicate and share experience, and they’re doing it by building a family of brands.

From the beginning, Snapchat has built itself around the camera and user experience. As the company moved from 1:1 communications to a broader platform for sharing experiences, this has not changed. 
 
Facebook’s efforts to mimic Snapchat’s ephemeral messages as well as its initiatives on products like Instagram Stories and its move into virtual reality through the acquisition of Oculus Rift all demonstrate a move away from the network, and toward a moments-driven hive. 
 
The original experience of Facebook was more connected, but also a lonely experience. You put one version of yourself online and lived another one in real life. The original Facebook showed a version of you that you wanted to see.
 
Rather than alienating people, Facebook and Snap Inc. today are moving toward a vision of the future around creating real, shared experiences that actually bring people together.

Google, Uber, Tesla and Autonomous Vehicles

The map is possibly the most literal rendering of the network. A map connects physical locations together, and shows you how to navigate from one point to another. The autonomous car is built on top of the map, but it’s instrumentalized around actually taking you between points.

  • Autonomous vehicles can be imagined because they’re built on top of the information networks of Google’s Maps and Streetview, projects that Google undertook to organize the world’s information.
  • At Tesla, they’re building autonomous electric vehicles on top of their network of vehicle sales, service centers and Supercharger stations. Self-driving Teslas have already collected 100 million miles of autonomous driving data and 780 million miles of human driving data from the sensors it builds into each vehicle.
  • Meanwhile, Uber is moving towards autonomous cars through the ride-sharing marketplace it has built. Through the Uber app, the company collects 100 million miles of driving data each day. In contrast, the average American only drives 15,000 miles a year.

Why are all these vastly different companies converging on the autonomous car? That’s because for these companies, it’s about platform and hive, not just about roads without drivers.

Google’s 10-K, 2016:

From the start, the company has always strived to do more, and to do important and meaningful things with the resources they have.

Uber’s blog, 2016:

The old Uber was black and white, somewhat distant and cold. This belied what Uber actually is — a transportation network, woven into the fabric of cities and how they move. To bring out this human side — the atoms — we’ve added color and patterns.

For Google, the search giant, it’s about putting information to work. It is leveraging its massive data sets, of roads, driver behavior, and physical objects, and continuously feeding data back to the system. Uber, meanwhile, has evolved from a white glove black car service into a transportation hive. Through logistics and cleaner, cheaper interfaces, Uber directs human actions more efficiently through algorithms. The autonomous car was the next logical step.

By allowing cars to get from A to B more predictably, autonomous cars will reduce the number of cars on the road, and the number of deaths in car accidents, and even the amount of money for insurance. The hive is what gives us a shot at collectively solving these seemingly impossible problems.

The Future is the Hivemind

A network’s value is traditionally tied to the idea of more—this is what’s known as a “network effect.” The more people and things there are networked, the more possible connections there are between nodes, and the more valuable the network grows.

And yet, the world we’re moving to will be defined by the idea of more with less. Global warming and drought mean fewer resources to work with. At the same time, population growth is beginning to stall across America and Europe, and with it the “free lunch” economic growth that comes with a rising population.

A hive is more than the sum of its parts. Through the hive, a network of drivers and riders also work as a turnkey resource that other services can be built on top of. For companies that operate as hives, sheer quantity matters less than it did for older generations of companies. By increasing interaction and decreasing friction between nodes, they accelerate growth through virtually unlimited, real-time access to data and people.

Hives colonize instinctively as they grow, which is why we’re seeing so many companies converge around the similar trends. But the sequence that they grow in matters. The next big companies will have to do more than just pick the right trends. They’ll have to nail the right timing by moving in sync with their composite parts.

They won’t just be hives. They’ll be hiveminds.

Markethive has already reached this hive mind level. Interesting that others are suspecting this phenomena and here we are! The original and first Market Network.

Thomas Prendergast
Founder, Creator and CEO
Markethive Inc.

Thank yous and recognition for this article goes to (Arjun Sethi) and (Andy Artz) found @
https://hackernoon.com/the-hive-is-the-new-network-260b432a6720#.e4mtvxcrg

 

New Markets and Trends Merge Into Record-Shattering Success For Seasoned Entrepreneur

 

 

New Markets and Trends Merge Into Record-Shattering Success For Seasoned Entrepreneur

 

Markethive.com Founder and CEO, entrepreneur, and innovator Tom Prendergast was recently quoted to say, “With the advent of a real Market Network (i.e. Markethive) and an emerging, real customer centric network marketing company (i.e. Valentus), even I was surprised at the ease of building a new empire in this industry”.

In one of his recent online training conferences, Tom explained the evolution of his contrarian philosophy and how he arrived at his present success-maverick by saying:

“I have been an advocate for ending the business practices of buying and selling leads, spam emailing, spam faxes, telemarketing, pop-up ads, billboard ads, and the whole practice known as outbound marketing.”

“In the old days, before the internet came into its prime, these practices worked somewhat but over recent years they have become less and less effective and more and more resented by the general public. I should know because I’ve been using and watching the growth of the internet since its very early days going back to 1991.”

Even before the advent of the internet, Tom was a creative and competitive marketer, running his own ad agency in Silicon Valley and deeply involved in the emerging technology of that time. Within just a few years of that time, Tom was introduced to Network Marketing and he found it very fascinating that anyone with some skill and determination could have a reasonable chance to build a livable income on the internet.

This realization nurtured his empathetic support of struggling prodigies, up and coming entrepreneurs, and anyone who had greater dreams than the typical job afforded them. Tom says, “Although I was aware of buying mailing lists for my ad agency in the 80’s, I was not aware of that technique being used by MLMers to call people supposedly interested in a business opportunity.”

Tom remembers how, much to his shock, he found that most MLM industry leaders of that time who had large followings would tell those they recruited into their pyramid schemes to buy these leads and cold-call them.

Note: keep in mind that these people had very small or nonexistent spheres of influence… especially if they had already been in a network marketing company before.

Tom says, “My instincts told me this was a bad idea and a serious mistake. But these “leaders” promoted this technique because they had no other real options, ability, or intentions to help these people who had just enrolled into one of their deals which always turned out to be just another ‘Hopes and Dreams’ bait-and-switch game.”

This mind-set was painfully illustrated to Tom in a relationship with a friend of his at the time (let’s call him ‘David’) who had a talk show, had published several books, had a strong sphere of influence, had just joined a newly launched MLM deal, and was conducting a teleconference call with all his new recruits.

On that call, David told all the 1000’s of listeners to go to his friend John (i.e. David’s friend) and buy the leads (jwhich John’s company had alledgedly pre-interviewed) for approximately $199 per 100 leads.

Tom remembers his experience with no great joy:

“This was the mid-1990’s. I bought 100 of these leads, costing me $1000, and called them all… and the results were as follows: 80% insults, 15% hang-ups, and the rest ‘no answer’. Not one of the people I talked to remembered any interview. And the rejection level was as high as it gets.”

Tom soon realized that this was an experience that would eliminate anybody new to MLM from any further interest in it…or at least from ‘buying leads’. This is the kind of rejection only ‘boiler room’ telemarketers and well-seasoned sales people can long endure and it is immediate and certain Death to the average person excited about pursuing their dream by working their new MLM opportunity… regardless of how much they like the product.

Two Powerful New Concepts In Internet Business

As the internet seeps into the fabric of global and local business, the evolution of technology and thinking always brings new opportunities for those perceptive enough to see it. Two fairly new concepts are generating a lot of interest for opportunity seekers.

Those two new concepts are (1) Customer Centricity and (2) Inbound Marketing. Think of them like a brother and sister, i.e. different but related and mutually supportive.

Customer Centricity

Tom believes that Amazon.com is the best current example of customer centricity. Very few people see any connection between Amazon and the MLM industry but Tom has been advocating that MLM companies become customer centric for many years. Since a company’s distributors are, in one sense, their ‘customers’, it only makes sense that MLM companies would treat their Distributors very well…but Tom says most don’t.

Tom says, “Less than 1% of MLM industry leaders understand customer centricity and the other 99% are uninterested in it. These companies continue their traditional modus operandi of selling ‘Hopes & Dreams’ wrapped extravagantly in thinly disguised pyramid schemes with overpriced products which rarely do what they are claimed to do and which are difficult if not impossible to the average person to retail.”

This is like running a car without oil for an extended period of time: it might appear to work for a while but when the engine starts smoking, as we see in the MLM industry now, you know it’s too late.

There have, however, been a few MLM companies which made a weak effort to become customer centric. One of these companies, Trivita, abandoned their customer centric efforts when new management was ‘turned by the dark side’ and that decision is destroying the company as commissions have been cut several times during the last three years, dissension is widespread within Distributor ranks, and an accelerating exodus ‘for the door’ if discernible at all levels.

The second company which tried to be customer centric is Beachbody. Beachbody offered a form of Distributor Acquisition based primarily on infomercials (as did Trivita) but the effectiveness of that method of advertising is plummeting dramatically because of falling viewership of traditional cable and ‘dish’ TV networks.

Bottom line… both these companies are in serious trouble.

Tom says that he doesn’t think most companies in the MLM industry are too big to change… even if they wanted to (which very few do). But, those who do chose to embrace this new Customer Centric paradigm must follow these guidelines:

  1. The company focus first on the needs of the customer. Not the Distributor.

  2. Distributors must be able to successfully retail their products at a profit, irrespective of the business opportunity, to retail customers and/or on ecommerce platforms like eBay, Amazon, Craigslist, etc.

  3. A virtual warehouse supporting the distributor by allowing them to purchase in bulk for greater savings while the inventory is kept at the company until the distributor or a customer needs it drop shipped.

  4. The availability of cooperative advertising partnerships which allow the distributor to partner with the company and/or other distributors to share in generated customers and/or recruits at a reduced cost. This has been done by a few companies and it does work.

  5. Other modern technology that should be brought into play are 800 ph# platforms, self-replicated ecommerce site for Amazon, eBay, etc., shopping carts for 3rd level distributors domains, and social media marketing apps which enable easy selling and purchasing on social markets.

Summary:

‘Good enough’ isn’t good enough anymore. With the marketplace awash in innovation and technology, i.e. innovation which does put the customer right in the center of the equation, yet almost none of it being used my MLM companies… it’s no wonder that most of them are dying on the vine while others fall flat on their faces after their expensive, Hollywood style launches.

It takes a lot more than a slightly attractive website, a celebrity spokesperson, a few halfway decent videos, and a cute infographic for the company comp plan to ensure company success today.

What’s Next?

It is only a matter of time before a young, bold, tech and marketing savvy entrepreneur launches the first true customer centric MLM company similar to the above-mentioned guidelines. Tom and the community members at Markethive believe that when somebody does launch such a company the world will quake, the swamps will empty and the first truly multi-trillion MLM enterprise will rise to stand equally with other successful trailblazers like Facebook, Google, PayPal, etc.

Such a company will use Inbound Marketing rather than Outbound Marketing techniques.

Old school MLM marketing is almost totally ‘outbound’ marketing oriented. Successful MLM companies must use Inbound Marketing. The difference is that ‘outbound’ marketing is hunting´´ for customers and recruits whereas ‘inbound’ marketing attracts´´ customers and recruits.

The Market Network – The New Leading Edge Of Digital Business and Society

But if there is anything else (and there is!), a magical new catalyst, in the digital world… it’s the Market Network.

What is the Market Network?

Let’s put it in perspective first:

First there was direct selling, then there was direct selling companies, then there was MLM companies with their deceptively alluring, misapplied, and ultimately corrupting element of recruiting, then…there was the internet.

The internet and particularly Facebook and Youtube, had a profound affect on business, marketing, and even the MLM industry. But it only went as far as social media.

There is something else and this is exactly what Markethive is… the first fully functional Marketing Network because it combines the three elements of a Market Network:

  1. A social community united around a shared theme (e.g. entrepreneurship)

  2. An organic virtual marketplace´´ of buyers and sellers.

  3. SaaS (Software as a service to facilitate transactions among the community).

The marketplace is a place for transactions among community members. Examples are eBay, Etsy, Uber, and LendingClub.

Networks provide the social element, i.e. a person’s identity, and allows everybody to communicate everybody else. Think Facebook, Twitter, and LinkedIn.

The SaaS is software, e.g. the proprietary functionality freely available to all Markethive members and which Markethive can use to allow its members to form Market Networks with companies like Valentus and possibly in the future…others.

Tom says, “The amazing embodiment of these concepts is what we see today with the joint venturing between Dave Jordan’s Valentus company and an elite group of Markethive community members. Markethive was created for a time such as this.”

Does anybody remember, “Build it and they will come”?

Guess what?

It’s been built and they’re here.

Tom told his Valentus Team members recently, “Valentus has experienced record growth in record time and by all indications is about to enter ‘Momentum’. Only with a company like Valentus could I have reached the levels I have in record-breaking time. And we haven’t fired the “main guns” of our most powerful Markethive technology yet. You ain’t seen nothing yet!”

Tom credits much of his success to Valentus’s foundational, weightloss coffee product. People respond well to our unique question, “Who do you know who likes coffee and would like to lose some weight?” The fact that the product is priced to sell well even at retail is just an extra.”

The bottom line here is that Valentus’s explosive growth is because it’s a real business founded on a basic principle of of Business 101: “Buy low and sell high!”

Tom told his group, “I give credit for the record-breaking growth of my little Valentus distributorship to the unique and timely partnership between Markethive and Valentus. Indeed Inbound Marketing and the first fully functional Market Network has found the first truly customer centric company in the MLM industry and I know that others who join our unique team will experience similar success if they work hard.”

If this article finds you the least bit excited or even curious, we invite you to find out more about this trends and the opportunities they present for you. Sign up for these two corporations at the below address.

Markethive (no matter what your online business may be)
markethive.com/atwilliams4

Valentus
http://valentustour.com/icoffeebusiness
NB: entering your phone number will ensure that I can call you to enjoy a 5-10 minute chat.

Regards
Art Williams
Markethive Developer and Case Study Writer

 

 

 

Market-Network: A New Type of Business Model

Market-Network: A New Type of Business Model

Social network. Marketplace. SaaS. These buzzwords are no longer synonyms of massive business opportunities.

The gold rush has already happened.

But a new business model has emerged.

Market-networks are hybrid animals: part social network, part marketplace, part SaaS. [1]

It’s a social network. Professionals use profile pages to showcase their work and demonstrate their credibility. They also connect with each other and build relationships.

It’s a marketplace. Professionals come online together to find other parties with whom they can do business.

It’s a SaaS tool. Professionals use the tools on the top of the marketplace to negotiate, do the job, or manage the paperwork.

Social networks are designed to connect people. Marketplaces are built to sell simple products and services at scale. SaaS tools are here to make your job easier.

Market-networks focus on more complex services; the types of services that are not easily scalable and require more human collaboration. [1]

So get your pick-axe and prepare yourself for the next gold rush.

Think about the number of opportunities in M&A, scientific research, construction, management consulting, marketing, media production…

[1] Thanks to James Currier for sharing his thoughts on this emerging business model.

[2] Here are a couple of examples:

AngelList is a market-network.

It’s a social network for startups and investors. It’s a marketplace where business angels can find startups to invest in and startups can post job openings. It’s a SaaS tool that helps business angels create syndicates and startups get introduced to business angels.

Contently is a market-network.

It’s a social network for freelance writers. It’s a marketplace where companies can find writers to create content—articles, eBooks, and other kinds of marketing collateral. It’s a SaaS tool that helps content marketers organize their editorial calendar, manage the writers’ work, and track the performance with analytics.

Article originated here:
https://boostcompanies.com/market-network/

Meet Writer Guerric

Guerric de Ternay is an entrepreneur
and digital & marketing strategist. A large
chunk of his work focuses on behavioral
science, customer experience, and digital
strategy. His passion?
Helping people and businesses level up.