Venture Concept #2

Original

Opportunity

It is often the case that nonprofit firms fall behind in technological and infrastructure needs.  This is due to the fact that these firms do not reinvest income in the same manner as for profit and government sector counterparts.  One issue that arises from this lack of investment is that nonprofit firms tend to fall behind technologically.  When these firms fall behind they fail to stay on the same competitive level as other nonprofits, for profits and governmental firms.  Currently nonprofit firms must use existing funding or grants to upgrade their technology.  Because these firms are designed to put as much funding as possible towards their missions they often times go without competitive technology.  I believe this will be a continuous opportunity as new technology is continuously emerging.  There currently are few firms that offer the services this idea wishes to execute.  Most of the few firms that do exist are for profit distributors.  As a nonprofit we would qualify to compete for government and private grants that may be able to drop our fees below market value.

Innovation

The service that this firm would provide would be vending computer science technology to nonprofits at, or below, wholesale pricing.  The first few steps to this would include solidifying relationships with wholesale distributors and securing 401(c)3 (nonprofit) status.  As with most nonprofits our income will be a researched mix of service fees, grants, and donations.  We will work with wholesale distributors to ensure the lowest pricing possible.  Our income that does not go to operating costs and salary will then be applied to the products we purchased, thus, lowering the pricing by that much to our clients.  Because our pricing is somewhat determined by competing for government grants our pricing model will be continuously fluctuating.  Service fees will be charged for consultation on technology purchases, however, this will vary firm to firm. 

Venture Concept

Because there are few similar services it may not be difficult to attract clientele.  This service will be new to these firms, which, may make them eager to participate.  The major source of direct competition will come from for profit firms that sell electronic goods wholesale.  A major weakness will be that once the organization is up and running, assuming success, there are few barriers to entry from competitors.  Another vulnerability may exist in that the few competitors that exist are major wholesale distributors.  If they have access to large amounts of capital they may be able to install barriers to entry of our firm. 

Packaging may not be an issue as we will be purchasing technology directly from manufacturing sources.  In the primary stages, our firms marketing does not need to appear on the packaging.  Theoretically, price points will be below market cost.  This is something this firm will rely on to attract clientele.  Depending on the size of order distribution will vary.  If the order is small, we will need to couple it with orders from other clients.  This will entail breaking up the shipment as it arrives and reshipping to multiple firms.  This may be an opportunity to brand packaging with our firm’s logo.  If the order from the client is sufficient to warrant a full wholesale order, then may be able to ship the order direct from the manufacture to the client.  Distribution will be in the form of shipping using an appropriate shipping company for each order.  It may be the case that the size of the order will determine who will receive the shipping contract on case by case basis.  Ideally customer support for products purchased will be handled by the manufacturer.  Because most orders will consist of computer related goods this is probably the most appropriate method.  These systems will likely come with limited, or extended warranties.  This firm would also like to be able to build shipping insurance into cost.  Thus, shipping firms would be the firms to address issues that arise from that.  The customer experience will include limited interaction with this firm’s staff. 

The firm would need to include at least one staff member to cultivate, and maintain, wholesale distribution network contacts.  It would also need at least one individual with tech experience who would be able to research, and recommend, appropriate purchases to clients.  The firm would also need someone, probably part time, who would handle accounting activities.  This individual would ideally be knowledgeable in nonprofit accounting.  Also, because this is a nonprofit venture legally a board of directors must be established.  This usually consists of local specialists strategically picked to offer advisory advice on business practices and mission statements.

The firms major advantage may be lack of completion.  With few firms, nonprofit or for profit, performing this specific service the barriers to entry dealing with completion will be few.  Also, because this is nonprofit startup costs will mainly be covered by grants and donations.  This makes the risk of entering the market much easier to handle.

In the future this firm may be able to offer other services to clients.  For example, social media marketing consultation.  This service may be a staff member who will spend x amount of hours helping a nonprofit firm establish, and maintain, social media as a marketing tool.  Other services that may be offered in the future may be software training, minor coding training, online accounting training, etc.

Beyond the initial launch of this venture, and following a few years as director, I would like to sit on the board of directors.  This would give me professional time to establish new ventures in the nonprofit sector.  My specialty lies in non-government organizations and their relationship to government organizations in post disaster scenarios.  So maybe something in that arena.

Reflection

I only received one piece of constructive criticism on my post.  I believe this was more of a misunderstanding than a critique.  The statement from one comment was wondering why non profit firms are restricted in their tech purchasing.  It is not that there are prohibitions on upgrading technology it is that nonprofits are reluctant to do so.  This is because legitimate nonprofits tend to put as much funding towards their causes as possible,often times sacrificing competitive advantages in the process.  For this I did not feel the need to amend my concept.

Final Reflection

At first I was a bit intimidated by having to go and speak to strangers about my concept.  However, this fit well with changes I was trying to make in my life.  I have been trying to make a conscious effort to remove myself from my comfort zone.  The exercises that required me to speak to strangers really helped me with my own personal goals. 

I enjoy the fact that I have developed a somewhat viable idea.  It is something that I can continue to tinker with over the years.  If in the coming years I find myself with a few free hours every week it may be something to pursue.  I have checked around and there does not seem to be many other firms in the market so I am not too concerned with anyone starting this up prior to me.  If so, I would be more than happy to help them in a consulting capacity.

I do believe that I have embraced the entrepreneur mindset.  I find myself thinking more about how I can initiate change.  If I run into a wall I still do my usual thing of finding a way around it, however, I now go back and try to think of a way to streamline the process. 

I would recommend to future students that they skip no assignments, especially the ones that are uncomfortable.  Be sure to at least try all of them.  By at least trying all the assignments the grade will follow.  In my opinion this is the best way to succeed and get the most out of this course. 

My Exit Strategy

1.   I selected this course so I would be free to pursue other ventures, however, I would still be involved in this one.  By sitting on the board of directors for however long is appropriate, I will have the time to pursue other opportunities as well.
2.   Because my venture is in nonprofit there is no sale to make in regards to the firm.  What I would like to see happen though is to pass off leadership.  I would like to begin as the director of the firm, see through the formation of my idea, and than hire a new director.  At this point I would seek to be on the board of directors as to help with the guidance of the firm.
3. I don't feel as though my exit had any bearing on the formation of my idea.  I think that the only way my exit has influenced the decision is to design things in such a way that they may be taken over by someone equally as qualified.

Making It Real

https://1drv.ms/w/s!ApDgFTME6CKQhVqtAih0h8Kex3F9

What's next?

Existing Market

What's next?

I believe the next step for my venture to be software training for clients

Interviews

The people I interviewed seemed to think that software, and technical, support should follow.  This is similar to my idea in that I would offer training post purchase.  This would hopefully alleviate some of the technical questions.  When asked if they thought tech support from the manufacturer was more appropriate they agreed.  This has left me concerned about what future product growth could be.

Future Market

I decided to speak to owners of for profit firms about what their needs are regarding technological infrastructure improvements.  They all stated that if a firm offered them below wholesale cost technology they would be greatly interested in investigating that option.  The viability of this is suspect though as I am not sure the firm would receive as much government funding as it would if it solely worked with nonprofit firms. I believe that service costs and donations would still be attainable just not as much, and, with a reduction in grants this may be undo-able. 

This exercise left me in question regarding what could come next.  In the nonprofit sector growth is measured by reaching new clientele and markets, not necessarily offering new services.  To reach out to for profit clients may put funding at risk.  I think that looking into the logistics of offering services to non local clients may be the best shot at growth.  Because not much of this venture requires face to face business I think that internet marketing may be the solution to this.

By offering services on a more national level would probably open the firm up to new grant reception possibilities.  By doing this more funding may be available giving the firm the option to greatly reduce pricing.  Because the purpose of this project is to reduce pricing for our clients, and not make a profit, this may be a viable discussion.

Celebrating Failure

Up until recently I would avoid things that I had a high probability of failing at.  I would dismiss opportunities that had less than an almost guaranteed outcome of success.  I had played it safe for so long, and, had been fairly fortunate things had come out as well as they had.  I realized they could be better though.  Recently, however, I have decided to try to change that.  I have tried to increase my calculated risk taking behavior.  I am not speaking about damaging risk taking behavior, more the "step out of your comfort zone" risk taking behavior.  This semester I have been starting conversations with almost anyone that will let me.  I was not introverted in the first place, but, if conversation seemed like it may be the least bit uncomfortable I would bail immediately.

So here is where I felt as though I was failing.  I would start a conversation with a stranger and realized that I was limiting my conversations to things I knew about or small talk.  This leaves a random stranger without things to say.  So a lot of awkward silences, stares, and "get away from me weirdo" looks.  I was so frustrated with how this was going.  I was so sure I could do this.

Than I saw a picture of a guy at one of the California state universities.  He had a table set up in a heavily trafficked space on campus with a sign that said "I will talk to you about anything you want". I thought to myself "How is he doing that?  I bet there are subjects he knows nothing about".  Than after a little thought it dawned on me, and I felt really dumb. The answer is so easy.  He asks questions.  So easy to talk to someone when they ask questions about them.

Now I almost always skip the small talk and ask a question.  And let me tell you I am learning a lot about people.  The other day I asked a barista "how much do you like making coffee?".  I barely said four sentences during our conversation and by the end I knew a lot of hopes and dreams of hers that many of her friends may not know.  This socialization has become one of the most powerful ways of obtaining information that I have.  I cringe when I think that I almost gave up on it.

Venture Concept No. 1

Opportunity

It is often the case that nonprofit firms fall behind in technological and infrastructure needs.  This is due to the fact that these firms do not reinvest income in the same manner as for profit and government sector counterparts.  One issue that arises from this lack of investment is that nonprofit firms tend to fall behind technologically.  When these firms fall behind they fail to stay on the same competitive level as other nonprofits, for profits and governmental firms.  Currently nonprofit firms must use existing funding or grants to upgrade their technology.  Because these firms are designed to put as much funding as possible towards their missions they often times go without competitive technology.  I believe this will be a continuous opportunity as new technology is continuously emerging.  There currently are few firms that offer the services this idea wishes to execute.  Most of the few firms that do exist are for profit distributors.  As a nonprofit we would qualify to compete for government and private grants that may be able to drop our fees below market value.

Innovation

The service that this firm would provide would be vending computer science technology to nonprofits at, or below, wholesale pricing.  The first few steps to this would include solidifying relationships with wholesale distributors and securing 401(c)3 (nonprofit) status.  As with most nonprofits our income will be a researched mix of service fees, grants, and donations.  We will work with wholesale distributors to ensure the lowest pricing possible.  Our income that does not go to operating costs and salary will then be applied to the products we purchased, thus, lowering the pricing by that much to our clients.  Because our pricing is somewhat determined by competing for government grants our pricing model will be continuously fluctuating.  Service fees will be charged for consultation on technology purchases, however, this will vary firm to firm. 

Venture Concept

Because there are few similar services it may not be difficult to attract clientele.  This service will be new to these firms, which, may make them eager to participate.  The major source of direct competition will come from for profit firms that sell electronic goods wholesale.  A major weakness will be that once the organization is up and running, assuming success, there are few barriers to entry from competitors.  Another vulnerability may exist in that the few competitors that exist are major wholesale distributors.  If they have access to large amounts of capital they may be able to install barriers to entry of our firm. 

Packaging may not be an issue as we will be purchasing technology directly from manufacturing sources.  In the primary stages, our firms marketing does not need to appear on the packaging.  Theoretically, price points will be below market cost.  This is something this firm will rely on to attract clientele.  Depending on the size of order distribution will vary.  If the order is small, we will need to couple it with orders from other clients.  This will entail breaking up the shipment as it arrives and reshipping to multiple firms.  This may be an opportunity to brand packaging with our firm’s logo.  If the order from the client is sufficient to warrant a full wholesale order, then may be able to ship the order direct from the manufacture to the client.  Distribution will be in the form of shipping using an appropriate shipping company for each order.  It may be the case that the size of the order will determine who will receive the shipping contract on case by case basis.  Ideally customer support for products purchased will be handled by the manufacturer.  Because most orders will consist of computer related goods this is probably the most appropriate method.  These systems will likely come with limited, or extended warranties.  This firm would also like to be able to build shipping insurance into cost.  Thus, shipping firms would be the firms to address issues that arise from that.  The customer experience will include limited interaction with this firm’s staff. 

The firm would need to include at least one staff member to cultivate, and maintain, wholesale distribution network contacts.  It would also need at least one individual with tech experience who would be able to research, and recommend, appropriate purchases to clients.  The firm would also need someone, probably part time, who would handle accounting activities.  This individual would ideally be knowledgeable in nonprofit accounting.  Also, because this is a nonprofit venture legally a board of directors must be established.  This usually consists of local specialists strategically picked to offer advisory advice on business practices and mission statements.

The firms major advantage may be lack of completion.  With few firms, nonprofit or for profit, performing this specific service the barriers to entry dealing with completion will be few.  Also, because this is nonprofit startup costs will mainly be covered by grants and donations.  This makes the risk of entering the market much easier to handle.

In the future this firm may be able to offer other services to clients.  For example, social media marketing consultation.  This service may be a staff member who will spend x amount of hours helping a nonprofit firm establish, and maintain, social media as a marketing tool.  Other services that may be offered in the future may be software training, minor coding training, online accounting training, etc.

Beyond the initial launch of this venture, and following a few years as director, I would like to sit on the board of directors.  This would give me professional time to establish new ventures in the nonprofit sector.  My specialty lies in non-government organizations and their relationship to government organizations in post disaster scenarios.  So maybe something in that arena.

Amazon Whisperer

Revenue Drivers

Sales of computers, printers, data storage, software, display units and other peripherals

What's next?

Tech support, printer ink, post manufacturer warranty services, purchase consultation, phone systems

 How will this help and how will it affect customer switching costs? 

This may help by consolidating all of a client's IT needs in one place.  This will also provide more products to boost service charge income.  If there is a switching cost it will depend on if we are able to offer competitive pricing.  If we do not than that will be the switching cost, however, some may still do it for convenience.  If we are able to competitively price the client should incur negative switching costs.

Because this concept is a business I was unable to find much relevant information to answer the remainder of the questions.  

My Unfair Advantage

1.       Experience with wholesale

a.       V-  I have experience with wholesale sales so I may be able to better negotiate with vendors.

b.       R-  Not very rare

c.       I- Very easy to copy

d.       N- Not really substitutable

2.       Degree in Nonprofit management and leadership

a.       V-  This has given me extensive insight into the sector and how it operates.  I am able to identify, and leverage, weakness and strengths of the said market.

b.       R-   Somewhat rare.  This is an emerging degree that few universities offer.  At the time it is somewhat rare.

c.       I- Not very easy

d.       N-  Substitutions may include an MBA or extensive service in the sector

3.       Strong network of contacts in the nonprofit sector

a.       V-  Being local and specializing in the nonprofit sector affords me connections with many nonprofit leaders

b.       R- Somewhat rare

c.       I- It would not be easy to copy my exact list of contacts, however, it may be easy to come up with a similar one

d.       N- I cannot think of any

4.       Above basic knowledge of computer sciences

a.       V-  This gives me a slight edge that I may be able to anticipate who will need what products

b.       R- Not very rare

c.       I- Very easy to imitate

d.       N- Not very conducive to substitution

5.       Commitment to the mission

a.       V-  Believing in what you do can go a long way towards success

b.       R-  I really don’t know how rare this is since it tends to be somewhat subjective

c.       I-  Others may prove to be committed to their mission as well

d.       N- No substitution I am aware of

6.       I understand, because of budgets, that nonprofits do not always have the funding to buy technology at marked up profits.

a.       V-  Through experience working in administrative functions in nonprofits I am aware that technology is tabled due to budgetary issues.

b.       R-  This may be a problem others are aware of

c.       I-   Because this learned knowledge it does seem like the idea could be imitated

d.       N-  I don’t think you can substitute for an understanding of something

7.         Human resource management & sales experience

a.       V- These are two skills that I bring to the organization.  My understanding of these may serve of benefit.

b.       R- These are skill many possess.  Some with much more knowledge than myself.

c.       I-  These skills could very well be imitated by others.

d.       N- I can’t think of anything that can substitute for these

8.        Customer service experience

a.       V- Much of my experience in the workforce has been driven by face to face engagement.

b.       R-  Not so rare; others have great amounts of this experience

c.       I-  I think because face to face interactions are unique in themselves that they cannot be imitated

d.       N- I believe you could substitute this skill set with lower prices or better marketing

9.        Nonprofit status

a.       V- This status will be instrumental to the viability of this firm as it affords significant tax advantages.

b.       R- The nature of this firm is rare in the nonprofit sector

c.       I- Only by other nonprofits

d.       N- Can’t substitute legal tax benefits without committing fraud

1    Strong self-management skills

a         V- Invaluable when operating your own firm

b.       R- I have no idea what the numbers on this are, but, I do know some can and some can’t

c.       I- Others have this skill too

d.       N- There is no substitution I am aware of

 I believe my commitment to the mission will be the resource I may be able to leverage the most.  This belief in the work I would be doing will not only motivate myself, but I am hopeful, it will touch my staff as well.  I see a real need for this service to help advance non profits that it is hard for me not to take a strong, empathetic approach towards it.

Growing My Social Capital

Domain Expert

1.  Who they are and what their background is

I was unable to find anyone to fit this criteria.  I am going to keep looking and will update if I find anyone.  If any of you have ideas please let me know.

2.  How are they a domain expert

3.  How I found, and contacted, this person

4.  Nature of the exchange

5.  How will this network connection help me

Market Expert

1.  Who they are and what their background is

Tricia G.  Tricia has owned, and operated, several successful market research companies in the Gainesville area.  I also know Trish in passing from meeting her years ago at Alachua County Chamber of Commerce networking events.  She has operated in this capacity for almost twenty years.

2.  How are they a market expert

Tricia has done market research for all three sectors in the Alachua County area.  With twenty plus years of experience she has helped launch many successful brands in the area.

3.  How I found, and contacted, this person

Tricia is the daughter of a good friend of mine.  She was also on the board of directors for a non profit my girlfriend, was also, previously on.

4.  Nature of the exchange

One of the question I asked Tricia was what would be the initial approach to conducting market research for this project.  She said that we would want to establish need and to see what the physical radius was that would utilize the service.  In other words due I need to market to firms within ten miles or fifty miles to cover operating costs.  I also asked if she knew if such a service already existed in the area.  She said she has heard of national brands attempting this, but, not local ones.

5.  How will this network connection help me

Because I am connected to Trisha through two sources this weak bond is one that I have a preexisting level of trust with.  She has made it clear that she will be availabe to me anytime I may need advice. It was also implied that if I ever needed extensive services from her that there may be some room to liberally negotiate fees.

Industry Supplier

1.  Who they are and what their background is

Brian I.  Brian is a former wholesale purveyor for HP Inc. (formerly Hewlett-Packard). 

2.  How are they a market expert

Brian spent over a decade as a wholesale purveyor dealing mostly with Best Western purchasing agents.

3.  How I found, and contacted, this person

My cousin Dax is a regional manager for HP.  He has know Brian for a while and introduced us via email.  I now owe Dax beer.

4.  Nature of the exchange

I was interested in Brian's opinion of if my idea was viable or not.  He stated that it would probably be a good idea as a nonprofit, however, a for profit translation may not be viable.  He stated that a for profit would probably be crushed by big box and amazon.  A nonprofit on the other hand is able to recieve funding from donations, service fees, grants, etc. so they could remain a player without sacrificing their mission

5.  How will this network connection help me

The fact that a wholesaler finds it a viable idea has increased my confidence in my idea.

Reflection

Establishing these weak connections was great.  Even if I never follow through with this it is always great to meet people that you may not necessarily meet.  Any time I have a significant idea this is exactly how I research it.  People in the field already have seen what works and what dose not.  Whenever you can get your hands on that kind of inside intelligence it is awesome.

Idea Napkin No. 2

1. Me:  I am a nonprofit leadership and management minor with over ten years experience in management and sales professionally. While designing this idea rough calculations seem to indicate that this idea is viable for myself part time with the hiring of three of more part time employees.  Because much of the work can be done via email, and online wholesale ordering, the job can be done during down time, for the most part.  That makes this venture suitable for off hours times.
2. What I am offering to customers?  My proposed idea is to establish a nonprofit entity to offer computer science products purchasing consultation to other nonprofit firms. The firm would research, and negotiate, wholesale hardware and software prices in relation to needs of client nonprofits.  In essence, I would be offering these firms the ability to have purchasing power that they may not otherwise have.   
3. Who am I offering it to?  Nonprofit firms that may not have the resources (time, money, knowledge, etc.) to research the purchase of computer information hardware/software.  These nonprofits would likely be smaller firms as larger national and global level firms likely already have access to this price leveraging.   
4. Why do they care?  Unlike private firms, the day to day operations of nonprofit entities is not necessarily focused on financial growth.  Although financial growth is a concern for nonprofits, their primary goals are focused on the issues the nonprofit addresses.  Therefore, nonprofit information technology will often times fall obsolete due to lack of capital infrastructure investments.  This lack of infrastructure is not due to any financial mismanagement, it is simply the nature of the beast. Nonprofits will often put a large amount of their resources towards those they serve rather than internal needs.  When nonprofit technologies fall obsolete they fail to adequately compete with private firms, and other nonprofits, to their full potential.  Many times a nonprofit firm may be doing excellent work and achieving, and exceeding, their goals and still have to shut down.  This is a result of placing very little funding towards growth.  A for profit's success is marked, primarily, by financial gain.  The market decides if this business will succeed (grow) or fail (close operations).  In the United States Nonprofits operate in this same market, however, manage their capital in very different manner.  The lack of resources, specifically funding (donations, grants, service fees, etc), that come from this competition is what causes a firm that may be successful, in mission, to close its doors.     
5. What are my core competencies?  As mentioned earlier my minor is nonprofit management and leadership which gives me a general understanding of this specific sector.  This minor has allowed me to work with many nonprofits across the country, thus, establishing a base network to begin marketing with.  I also have almost five years of sales experience in wholesale natural resource commodities. The natural resource part will be mostly irrelevant in regards to this firm, the wholesale sales experience gives me an insight into how wholesale acquisition operates.

I feel as though the pieces of my concept fit together nicely.  The weakest part of my idea is that I have not put the research into the HR aspect as I would have liked to.  I also have the feeling that there may something general that I may be missing.

I only received one piece of constructive criticism on my previous post.  That was that there may have been some confusion, or it was not clear, as to what my education encompassed.  I went about fixing this by elaborating on the specifics of my education that were relevant and by expanding on the "why do they care" section.

Reading Reflection No. 2

Reading Reflection #2: The Art of Social Media

1) What was the general theme or argument of the book?

The main premise of this book describes ways in which to leverage social media as a marketing and branding tool for yourself and your organization.  Like you may expect with any book about social media you may already know some, or most, of what is in it. The thing is the book is written by two people with a large amount of experience in the social media branding game.  There are little details that you probably don't know, or haven't thought of discussed in this book.  For me, some of these little details were game changing.  That is pretty much what this book is about, those little details.

2) How did the book, in your opinion, connect with and enhance what you are learning in ENT 3003?

A lot of what we talk about, and do, in this class is focused on our interactions with others.  Social media gives us a way to connect with people we may not otherwise connect with due to geography and time.  This book provides good advice on how to project an image that others wish to engage in.  Whether the entrepreneur is seeking funding, advice, market assessment or other information social media is place where all of those interactions have the possibility of happening.

3) If you had to design an exercise for this class, based on the book you read, what would that exercise involve?

Based on the subject matter of the book the exercise would probably focus on curating your social media presence.  One major emphasis of the book is to keep your branding consistent across all media platforms.  One exercise may be to look at organizational branding across social media, and other mediums, and try to identify firms that stray from this ideology.  When one is found have the student determine if this lack of constancy may be intentional, and if so, why does it work/not work.  

4) What was your biggest surprise or 'aha' moment when reading the book? In other words, what did you learn that differed most from your expectations?

One great part of the book focuses on "feeding the content monster".  I will do my best to sum up the chapter, but, if you plan on doing anything where you will be touching social media for an organization PLEASE read this chapter.  The section, for the most part, describes the process of placing content on social media.  It goes into great detail how to utilize rss feeds, and other news sources, to increase page views.  Social media is the same as any other website or commercial, it is all about traffic, traffic, traffic.  This chapter does a great job of explaining how to cultivate traffic for your social media pages.  I am glad I am doing this homework because I got to reread that chapter, can not recommend it enough.

And just because we do video recordings in this class I will leave you advice from the page I randomly just opened to...

Wear solid colors when doing anything related to video.  This is something I know, however, it cannot be stressed enough.  If you are going to do something on video (blog, meeting, instructional, etc) please wear solid colors.  Video will strange things to your striped clothes (appear to move, change color, all sorts of other things.)  I used to help record Mediasite courses for a college here at UF.  This was always in bold lettering with a lot of exclamation points.

That is what this book is a long list, and explanation, of how to conduct yourself successfully using social media.