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This paper aims to draw upon the findings of a research project which investigated networking styles by owner/managers of small businesses. The authors' specific objective was to analyse the impact of such networking activities on business growth to develop a taxonomy of networking based on size, business model and attitudes of the owner to their use of online and offline networking.

The data in this study comes from analysis of an online survey completed by 645 firms based in both the USA and Europe. The authors compared the networking behaviours of small businesses using face‐to‐face vs online modalities, and assessed the differences between business size and home market (USA vs UK vs Europe). The data was analysed for significant differences between the responses of different classes of respondent, providing a unique taxonomy of networking across a broad geographic area.

The results identified three distinct categories of networking behaviour in terms of attitude towards scaleability and geographic reach, and the authors showed that effective online networkers tended to be good face‐to‐face networkers also.

The authors confirmed that effective online networkers can stay small and flexible but still “punch above their weight” in competition with larger organisations that are often more traditional in their approach and structure.

The authors have undertaken one of the first analyses of the circumstances in which SMEs make use of Web 2.0 tools to supplement their more conventional marketing activities, and developed a coherent framework for analysing which companies are likely to make the best use of them.

The “digital divide” between the “haves” and the “have nots” in the developed world is now less about access to the web than it is about understanding how to actively participate in the networked society. The paper shows how people with the skills, time and confidence to navigate and manage the online chaos will gain access to new career opportunities, find audiences for their work and enrich the lives of others. Those without such initiative risk being marginalized or left behind.

This work draws upon the results of an ongoing research project which is investigating the use of new technologies by entrepreneurs and small businesses in the South East of England.

The paper demonstrates how various online services such as blogging and social networking can be harnessed to develop and enhance a personal brand.

Finding a job and managing career progression increasingly involves understanding how today's networks work and how to deploy them effectively to build a personal brand, both online and offline.

The paper provides practical guidance on building a personal brand for business or career development, based on lessons learned from “early adopters” in the field.

The purpose of the paper is to demonstrate the characteristics and impact of “gifted amateurs” who are maximising the potential of Web 2.0 technologies to grow their businesses creatively and in a cost‐effective manner. They are “punching above their weight” in their dealings with larger competitors who are less exposed to these new skills and more restricted in their structures.

A total of 378 small businesses in the South East of England are surveyed and 30 detailed empirical case studies charting the activities of these “early adopters” of Web 2.0 tools are developed.

Proactive “gifted amateurs” can systematically raise their profile through blogging, networking and judicious use of search engine optimisation techniques. They are competing effectively against larger organisations by applying network effects to their marketing activities, often circumventing the need for increasingly complex IT systems by continuing to rely upon cost‐effective Web 2.0 tools and their own networking skills as the business grows.

Technology has now developed to the point where the entry costs and barriers to remote and collaborative working have disappeared. “Gifted amateurs” can acquire new online marketing skills and secure IT systems, plus the ability to network and collaborate globally if necessary on knowledge projects, by creating virtual (and even disposable) organisations without having to commit themselves to a traditional IT infrastructure. Therefore they can avoid reliance on IT suppliers and grow their businesses in more flexible ways.

By recording the characteristics and experiences of these early adopters, this paper is one of the first to document the significant changes in business growth patterns and priorities that these tools are starting to facilitate.

The purpose of this paper is to review recent developments in online marketing strategy which demonstrate the growing power of online communities in building brand reputations and customer relationships.

The work draws upon the results of an ongoing research project which is investigating the use of new technologies by entrepreneurial businesses in the London area. A range of examples from our 30 case study businesses are drawn upon to illustrate some of the opportunities and threats associated with these new marketing priorities.

We conclude that social networks will play a key role in the future of marketing; externally they can replace customer annoyance with engagement, and internally they help to transform the traditional focus on control with an open and collaborative approach that is more conducive to success in the modern business environment.

Further research should aim to track this activity as it integrates with more mainstream marketing over time.

Developments in the technologies themselves, as well as a reduction in costs, will mean that more and more information will be available to consumers. This results in unprecedented levels of transparency of dealings between businesses and their customers. A key challenge when engaging customers through these social networks is how to give away power and control while at the same time avoiding embarrassment to the company.

The paper provides practical guidance on the opportunities and threats associated with marketing through social networks, based on lessons learned from “early adopters”.

The authors review recent developments in online marketing strategy that demonstrate the growing power of online communities in building brand reputations and customer relationships.

This work draws upon the results of an ongoing research project that is investigating the use of new technologies by entrepreneurial growing businesses in the London area. A range of examples from our 30 case study businesses are drawn upon to illustrate some of the opportunities and threats associated with these new marketing priorities.

The authors conclude that social networks will play a key role in the future of marketing; externally they can replace customer annoyance with engagement, and internally they help to transform the traditional focus on control with an open and collaborative approach that is more conducive to success in the modern business environment.

Further research should aim to track this activity as it integrates with more mainstream marketing over time.

Developments in the technologies themselves, as well as a reduction in costs, will mean that more and more information will be available to consumers. This results in unprecedented levels of transparency of dealings between businesses and their customers. A key challenge when engaging customers through these social networks is how to give away power and control while at the same time avoiding embarrassment to the company.

The paper provides practical guidance on the opportunities and threats associated with marketing through social networks, based on lessons learned from “early adopters”.

The paper aims to report on an exploratory study into how small businesses use Web 2.0 information and communication technologies (ICT) to work collaboratively with other small businesses. The study had two aims: to investigate the benefits available from the use of Web 2.0 in small business collaborations, and to characterize the different types of such online collaborations.

The research uses a qualitative case study methodology based on semi‐structured interviews with the owner‐managers of 12 UK‐based small companies in the business services sector who are early adopters of Web 2.0 technologies.

Benefits from the use of Web 2.0 are categorized as lifestyle benefits, internal operational efficiency, enhanced capability, external communications and enhanced service offerings. A 2×2 framework is developed to categorize small business collaborations using the dimensions of the basis for inter‐organizational collaboration (control vs cooperation) and the level of Web 2.0 ICT use (simple vs sophisticated).

A small number of firms of similar size, sector and location were studied, which limits generalizability. Nonetheless, the results offer a pointer to the likely future use of Web 2.0 tools by other small businesses.

The research provides evidence of the attraction and potential of Web 2.0 for collaborations between small businesses.

The paper is one of the first to report on use of Web 2.0 ICT in collaborative working between small businesses. It will be of interest to those seeking a better understanding of the potential of Web 2.0 in the small business community.