2Know Magazine: Sharing KM Knowledge
2Know: Sharing KM Knowledge
January 2014 - Magazine No. 172
January 2014 - Magazine No. 172
Term: SoLoMo

SoLoMo is an acronym of "Socialization Localization Mobilization", which signifies integrating social networks (Social), a physical location (Local), and a Smartphone (Mobile). It is an integration of location-based sharing technologies and search results of mobile search engines. SoLoMo was developed as a result of the increasing use of tablets and Smartphones that include GPS tracking services. It is a term from the field of marketing and is used for designing a marketing strategy when advertising a product.

Three components of SoLoMo:


The social platform is used by the organization to promote and assimilate its message. Nowadays, the (external) social networks, and nor the organizations, are the main source of information. The base for social networks is the knowledge of the masses, both users and customers that consult with friends and other customers prior to purchases. They search for tips, read reviews and share experiences. The organizations, therefore, must heavily consider the way in which they promote their products both directly and indirectly using these platforms.


Focus area: The utilization of tracking services by cell phone users is constantly increasing. Organizations can reach customers according to a geographical focus and "push" messages. Furthermore, customers can be reached through location-based search engines.


Using Smartphones has changes the way in which we use the internet and it has become more accessible and mobile. The mobile phone enables organizations to overcome the difficulties in identifying users' exact location by using different designated applications.



SoLoMo serves both clients and organizations;

The customers are both information suppliers (posts and ratings) and information consumers (push updates, coupons and promotion of local businesses). Furthermore, Smartphones have turned internet customers mobile and contact different organizations and brands during the process. This forces organizations to formulate a combined strategy, e.g. posting a check-in from Facebook on Foursquare. SoLoMo enables providing customers with what they want when and where they want it.

The organizations use SoLoMo as part of their Knowledge Management. It enables the organization to transfer Knowledge by "pushing" it whenever needed, according to the customers' fields of interest. Different patterns can be viewed in different areas and combining local results with the results o the search engines can represent data and provide information concerning the size of the local internet market. SoLoMo enables organizations to utilize the knowledge of the masses in order to increase profit.

In order to understand the affect SoLoMo can have on an organization we can review the case of Nike, Inc.  In the past, most advertisement campaigns were based on sports celebrities as athletic role models. However, during the last years Nike has realized that the market has changed and is increasingly focusing on the knowledge of the masses through social media. Nike understood that the client, and not the product, is the main aspect nowadays.  In response, they established a new division solely designated for the development of technological products that enhance the company's connection to its customers. They developed Nike+, a product that combines a website, an application for Apple devices and an electronic sensor for shoes. The sensor measures steps, distance, calories, routes etc. and is synchronized with the application as well as GPS and music playlists. Following the activity, it is possible to save all data on the website and share routes (by category and vicinity) and achievements with others. Nike caused their clients to share their knowledge and experience with other customers, thus creating an inclusive vision of a desired lifestyle.  They utilized technologies and the knowledge of the masses in order to expand their clients' involvement in promotion of their brand, ultimately enhancing it.

In conclusion, SoLoMo is a strategy based on knowledge shared and consumed by users of the social networks via their Smartphones according to their location. A successful SoLoMo strategy enables an active mutual discourse between the clients and the organization, a discourse based on the exchange of information, advertisement, sharing and criticism. Furthermore, it changes the consumer's behavior by increasing his/her involvement in the brand and enhancing his/her connection to it.






Term: Eye Tracking
Written By Nurit Stone

Creating a highly usable site, portal or Knowledge Community is one of the most central challenges we face during the characterization process. If the site is unclear and difficult to use, if the content organization is unintuitive and incoherently distributed, its usage will remain low and will be essentially redundant.

Therefore, testing the site's usefulness, which allows us to examine how easy and comfortable the site is for use, is a vital stage of the Knowledge Management process. Up till now, the available usefulness tests relied on inspecting the pilot worker following his/her use of the site or inspecting the pilot user at work in a usefulness laboratory. Eye Tracking, on the other hand, follows the user's eye movements and documents them in real time work situations.

Eye tracking is a process of assessment, documentation and examination of eye movement while scanning websites. It enables us to understand what the user notices and looks at when scanning the site, what he/she ignores, the pattern or direction of the reading and the reaction of the eye to different stimuli. The eye tracking technology does not require the user to use any special equipment. It uses an infra red camera that receives the light reflected from the user's eye. It hardly relocates the user from his/her natural work environment.

The information analysis yielded from this process allows a more precise understanding in comparison to other methods that examine the usefulness of different components of websites. This preciseness can focus on an in-depth examination of specific areas, items or areas of the website and can easily maximize the site's usefulness for a low price (mainly in comparison to changing the site after its launch and embarking on a long adventure of high risk, expensive developments following the feedback from users. This is a likely scenario in many organizations) and thus increasing its use and enabling the realization of its potential.





My first personal meeting during this convention was with Dave Snowden, who for years has been a leading advocate of the school of thought claiming knowledge is unmanageable. Therefore, Snowden claims KM is either dead, dying or should be killed.

With these difficult terms, I contacted him, introduced myself and explained my work in Israel and requested a meeting with him. He initially refused due to his busy schedule, but closer to the date of the convention, contacted me and said that he cleared some time for a meeting and would gladly meet me. I approached the meeting slightly concerned.

I decided not to relent regarding any subject. I presented Standard No. 25006. I discovered that despite his distinct opposition of standards, he served as head of the British Standards Institute for several years. I dared and touched on the chapter of the standard dealing with KM culture and the chapter dealing with actual KM in organizations. I explained the rational of referring to culture in a standard and how the implication of KM can be studied, all without any prepared instructions specifying how to manage knowledge. He seemed convinced. I gave him a copy of the standard (with permission, obviously) and decided that if I passed the first obstacle successfully, I can safely approach the next obstacles.

Fifteen years ago, Knowledge Management began from dealing exclusively with in culture. It quickly spread to dealing with technology. Yet during the last eight years, KM is going through a balancing phase: not exclusively culture or solely technology. Do you believe, I asked him, that following these changes KM is realistic?

Knowledge Management, Snowden persisted, is dying. Movements of this sort usually last a decade. KM had its run and now survives only in governmental offices. This is why the conference relocated from California to Washington, D.C. and is comprised of a few hundred participants and not thousands (in reality, there were a thousand participants but I refrained from pointing this out). It's not that Snowden believes that managing knowledge is a bad idea. Quite the contrary, it is an excellent idea. Decision support is vital and so is innovation. Regretfully, KM took a turn for the worse since it is utilized exclusively for document and content management. The interesting aspects of Knowledge Management aren't called KM anymore and those are precisely the subjects he deals with.

If your theory was correct, I challenged him; KM should've disappeared years ago. He responded that the dying process takes a while. So, I inquired, why are you still here? Why come to the convention? I am making a living, he answered simply; I get paid for these workshops.

I left the meeting encouraged, because we in Israel deal with other aspects of Knowledge Management: innovation, developing professional procedures. This means we need not despair. Furthermore, despite all he said the tone in which he said it left me with a feeling he's still with us and will be coming back to the convention as he has done for the last 15 years. He may speak against KM, yet it seems he can't quit it, at least not yet.



Written by Rom Knowledgeware
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