And not only that, but many large European companies, especially financial and mobile workers or those with large sales teams offshore, which looked at first to WAP, SMS are now looking to redirect its strategy for mobile communication internally and externally.
Forrester notes that these companies must adjust their strategy ‘wireless’ to meet the limitations of current mobile devices, since the 3G phone is delayed more and almost all are clear that users will accept it only if prices fall within its possibilities and yet, given the cost of terminals and their complexity, the penetration is at first slow, so we’re talking about at least four or five years of waiting before another form of communication move to SMS popularity of wireless reign.
The consultant recommends that companies carefully consider their communication strategy and wireless services, avoiding duplication of what is already offered by other channels and fine-tuning, however, SMS alerts to motivate users to use other channels as the most versatile telephone, email or web. Forrester also advises companies to take the opportunity to ‘make mark’ providing SMS communication, sponsoring content, logos, games and personalization applications for these devices.
This is something that, in fact, have done very well as telephone operators in different European countries, along with the TV networks and producers of audiovisual content, a collaboration that has been made possible by the merger agreements and cooperation between these three types of companies, but also thanks to a simple technology that was already available and widely disseminated to the public and whose costs, unlike stocks and other media channels, according to Forrester, “will always stay, you do what is made, below six figures (in dollars or euros). “
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And many media and BBC ourselves, we compared the disaster of the Fukushima nuclear power in Japan after the earthquake and tsunami that struck the country a few weeks ago with the explosion of an oil rig company British Petroleum ( BP) in the Gulf of Mexico in 2010, which caused the largest oil spill in U.S. history.
Some of the similarities between the two disasters are obvious. Especially the consequences that have and will have both the environment and the economy.
It is also like the way the two companies, BP and the owner of Japanese nuclear plant, Tokyo Electric Power Company (TEPCO), managed to supply information after disasters.
I am referring to the latter matches because this blog is about publishing and media issues.
Many suspect that both BP at the time, as now Tepco, do not disclose all the information you have on the scope of disasters.
I remember the frustration of President Obama when he said the directors of BP, Tony Hayward, and would not be on the payroll if he had worked for the White House, after the multinational erroneously announced several times that had controlled the oil spill .
“What the hell is going on?” angrily rebuked Japanese Prime Minister Naoto Kan to the heads of Tepco when he heard about a new nuclear plant fire, just an hour after it started.
The initial plan of 2009 BP Exploration said it was unlikely that an accidental spill occurred and provided no activities harmful to fish or fish habitat, a miscalculation accepted at the time by U.S. authorities.
Tepco, meanwhile, admitted that between 1977 and 2002 inspections falsified reports on its nuclear facilities and compliance with safety standards.
It is up to, if you understand, that from the standpoint of business, companies do not make known information that will be harmful, so why let them control the monopoly of information about these disasters?
In different parts of the world have raised voices calling for governments to take the responsibility to report when disasters affect the common good, a kind of state intervention in private companies responsible for the disasters that have the purpose of informing and alerting the public more beyond the vagaries of stock markets.