Philipp hat kürzlich Facebook Beacon vorgestellt ("Projekt Leuchtfeuer entfesselt"). CSE Strategies greift das Thema auf und hat ThisNext-Chef Gordon Gould befragt, was Facebook Beacon für Social Shopping Dienste wie ThisNext bedeutet:
"Recently the press has been eating up announcements by Facebook and Google that seek to enable new types of transactional data sharing amongst friends.
The most relevant announcement is Facebook Beacon, which integrates retail sites directly into the social graph already present on Facebook. How does this affect ThisNext and how is it different?
Gordon Gould: The core philosophy of people recommending products to each other is right on, but I think the Facebook move is more PR.
There are some truisms on the Internet -- any company that's gotten any scale and traction in a space has only been able to do one thing well. The best example of this is Google and search monetization -- their other products haven't really taken off in the same way. (...)
It's distracting and companies historically on the Web have never beeen successful at doing this in parallel. For Facebook to try and do this when they're already in the crosshairs is a mistake. They've got some momentum and some PR pop, but at the end of the day the social shopping layer that succeeds will be best of breed and independent.
And I think that will be us."
In dem Interview klingt auch ein weiterer Punkt an, der oftmals dazu führt, dass Meinungsportale wie Ciao & Co. fälschlicherweise für Social Shopping Vorläufer gehalten werden: Produktbesprechungen und Produktempfehlungen sind zwei komplett unterschiedliche Stiefel:
"Here's the key point: a lot of social shopping sites that are emerging make no distinction between recommendation and review.
Reviews are still part of the search paradigm -- showing you 400 different cell phones -- but ThisNext is about showing great stuff.
We want to show you the top 1% of products in specific areas, driven by people's opinions you trust."
Zum kompletten Interview.
Lesenswert ist auch ein früherer Beitrag von Gordon Gould, in dem er erläutert, warum sich Kaboodle für 40 Mio. Dollar zu billig verkauft hat.
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