The Harvard Business Review (HBR) Group was an early adopter of social media, boasting a robust presence on Twitter, Facebook, and LinkedIn. Now the company is seeking to evolve the Group's efforts from social media to social strategy - and start moving both revenue generation and strategy integration into HBR's core. To that end the company created two parallel projects, each tasked with developing two concrete new offerings that leveraged social dynamics on social platforms, while at the same time creating revenues or slashing costs for HBR. Now it has to choose between four different projects.

【書誌情報】

ページ数：13ページ

サイズ：A4

商品番号：HBSP-712481

発行日：2012/4/19

登録日：2012/7/17