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Fast Food For E-Business: Telofski

by Melinda Sherwood

Branding won’t be as important in the E-business

economy, says Richard Telofski of eBusiness Analysts.

Whether you agree or disagree, this is lesson number eight in


new book, "Fast Food for E-Business Marketers," a


100-page primer for the businessperson breaking into business on the

Internet. Telofski covers the death of brands, the realignment of

organizational structures, and the flipping of the traditional


model through graphics, pictures, wisecracks, and the book’s mascot,

a character known as "Painfully Traditional Rabbit Economist,"

an illustrated rabbit that appears from time to time to make a point.

Telofski, who has an MBA from Rider and a BA in mass communications

from Rutgers, headed a competitive intelligence consulting firm prior

to starting eBusiness Analysts, a Tamarack Circle-based strategy and

marketing planning firm for online ventures (609-497-0122). The


just launched a virtual consultancy at


For as little as $255 a year, businesses transitioning to E-commerce

can pose questions to a virtual consultant by the name of


a composite of all the staff members at eBusiness Analysts. Answers

are custom-tailored to each business based on information collected

at registration, and responses are promptly issued through E-mail.

Clients also get a free copy of Fast Food for eBusiness Marketers

when they sign up.

The book is a quick read — maybe an hour — but it tackles

some pretty heavy economic issues (although with chapters titled


"Time," "Matter," and "Fractals," it seems

more like a physics lesson). There’s a recap, or "take away"

portion, that outlines the main points at the end of each lesson so

theoretically, you could skim the book in a few minutes.

Some advice "to go:"

"Informationalize" any product or service that

you have on the Internet. From the book: "Abstract the information

elements of any product or service to solve customers problems."

Find employees who know about people, because all business

transactions are based on human behavior. These points are reiterated

over and over: "People are the keys to the New Economy," and

"Hire really smart people."

Don’t be afraid to put seemingly contradictory elements

together on the Web, like competitors. In today’s economy, writes

Telofski, it’s essential to be a part of the network, in the


web," so to speak, even if that means linking with a competitor:

"The presence of so many competitive elements will attract


potential buyers," he writes. "If your offering is superior,

the buyers will become your customers. But if they do not become your

customers, you will still benefit from the network feedback, receiving

information as to why your offering was not chosen."

Be able to withstand the test of a search on your product

and company. Traditional branding won’t hold up when everything about

your product — pricing, suppliers, even corporate culture —

is exposed: "Search technology will quickly reveal inferior


features or prices that are not competitive," Telofski writes.

"No more hiding behind a brand in the New Economy." For that

reason, branding won’t be that important, says Telofski, because


that empowers consumers will be right at our fingertips.

Allow for the free-flow of information within the company,

just as information flows freely in the economy at large. This is

Telofski’s "fractal" theory: each department, or fractal,

of a business needs to be exposed to supply and demand as though it

were a company unto itself, without the political and budgetary


imposed by management. "If management controls the flow of


within the company in a `non-fractal’ fashion," he writes,


can the company expect to function as efficiently, and as fractally,

as the larger economic system of which it is a part? Then it is at

odds with a system that is supposed to ensure its survival.

Finally, E-business is about action: "Get on board or get

run-over," writes Telofski.

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