Acquisition of knowledge
Posted: Mon Jan 06, 2025 7:00 am
In fact, business is based on the success of relationships that are first and foremost personal and that cannot exist outside of a space of mutual trust. In other words: any manifestation of commerce cannot ignore the trust that the participants in the exchange have (or do not have) in each other. A trust strategy deals with governing both of these dimensions (human and transactional) and does so through two fundamental steps.
Trust cannot develop in an information vacuum but must be rooted in a common ground of knowledge.
For this reason, building solid business relationships means, first of all, deeply iran whatsapp resource knowing all the subjects involved: colleagues, partners, customers. It means developing a genuine interest in each of them, in their uniqueness as individuals. If companies must find new ways of creating trust suitable for digitalized markets, one key is certainly that of personalization . Being able to count on the most precise knowledge possible of consumers, partners, investors, employees provides the minimum conditions for designing the most relevant solutions to the needs of each of them.
We can identify three components that the acquired knowledge should possess to be useful for building a trust strategy: granularity , relevance , coherence .
Granularity. The information collected thanks to digital tools makes it possible today to know your audiences with a much higher degree of accuracy than in the recent analog past. In this case, the challenge for companies is no longer to "extort" consent, as happened with the cold calls typical of interruption marketing, but rather to correctly select, organize and interpret the data arriving from a variety of sources, in order to extract timely insights that are actually useful for developing the trust strategy .
Relevance. The relevance of the insights that organizations are able to obtain by applying increasingly sophisticated analysis techniques – “cutting them out” from an often chaotic mass of information – is determined by the degree of relevance that those insights show with respect to the particular contexts to which they refer. What really matters to the real customer? How does a company's commercial proposal generate value for the target audience? And if we cannot always talk about relevance for the individual customer – even if one-to-one marketing is now a reality – we can certainly refer the issue at least to the segment to which the buyer persona in which that customer is embodied belongs.
Coherence. Relevance and coherence are two similar and contiguous concepts: if relevance concerns the ability to project the service, product or brand into people's daily lives to understand how they can make an effective contribution in solving concrete problems or fulfilling desires, coherence has to do with a precise quality that the company's narrative must possess, namely the logical and value conformity of all its communications. An ambiguous, superficial, incomplete knowledge (even if not necessarily in bad faith) inevitably leads to the production of discordant messages and diminishes the authority and reliability of an organization.
Trust cannot develop in an information vacuum but must be rooted in a common ground of knowledge.
For this reason, building solid business relationships means, first of all, deeply iran whatsapp resource knowing all the subjects involved: colleagues, partners, customers. It means developing a genuine interest in each of them, in their uniqueness as individuals. If companies must find new ways of creating trust suitable for digitalized markets, one key is certainly that of personalization . Being able to count on the most precise knowledge possible of consumers, partners, investors, employees provides the minimum conditions for designing the most relevant solutions to the needs of each of them.
We can identify three components that the acquired knowledge should possess to be useful for building a trust strategy: granularity , relevance , coherence .
Granularity. The information collected thanks to digital tools makes it possible today to know your audiences with a much higher degree of accuracy than in the recent analog past. In this case, the challenge for companies is no longer to "extort" consent, as happened with the cold calls typical of interruption marketing, but rather to correctly select, organize and interpret the data arriving from a variety of sources, in order to extract timely insights that are actually useful for developing the trust strategy .
Relevance. The relevance of the insights that organizations are able to obtain by applying increasingly sophisticated analysis techniques – “cutting them out” from an often chaotic mass of information – is determined by the degree of relevance that those insights show with respect to the particular contexts to which they refer. What really matters to the real customer? How does a company's commercial proposal generate value for the target audience? And if we cannot always talk about relevance for the individual customer – even if one-to-one marketing is now a reality – we can certainly refer the issue at least to the segment to which the buyer persona in which that customer is embodied belongs.
Coherence. Relevance and coherence are two similar and contiguous concepts: if relevance concerns the ability to project the service, product or brand into people's daily lives to understand how they can make an effective contribution in solving concrete problems or fulfilling desires, coherence has to do with a precise quality that the company's narrative must possess, namely the logical and value conformity of all its communications. An ambiguous, superficial, incomplete knowledge (even if not necessarily in bad faith) inevitably leads to the production of discordant messages and diminishes the authority and reliability of an organization.