The Newest Way to Make Your Business Network Great

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In his book The 5-STAR Business Network (http://bit.ly/5-STARBN), Vivek Sood mentions the concept of synchronicity, and focus on Carl Jung’s perception of it. The concept of synchronicity has a specific definition in Carl Jung’s mind.

For him, it is a causal connection of two or more psycho-physic phenomena. He started to use this word in the 1920s to describe two or more casually unrelated events happening together in a meaningful way. Although we could write pages on this concept, a short definition would be a coincidence that is not senseless. Carl Jung observed this phenomenon on a patient for the first time.

A patient dreamt about a golden scarab, and the next day, the same insect hit his cabinet’s window. The question that comes up with this kind of situation is: Was the relationship between the events random or was there some hidden force?

The concept of synchronicity has evolved through the 20th century and many studies exist about it, with many theories and explanations. However, this is Carl Jung’s thought in which we are interested. Indeed, his vision of meaningful coincidence is what I think happens with business relationships. Synchronicity is what enables our business networks to expand and to create more value.

To pursue his work, Jung started to collaborate with Wolfgang Pauli. This collaboration lasted for several decades, making conjectures about synchronicity. They conjectured that with a link between the apparently disparate realities of matter and mind were existing. Pauli called it a “missing link”.

While accretion and synergy are two other concepts that create value, synchronicity is the best. Indeed, synchronicity provides even more multiplied effects than synergy, whereas we usually think synergies are the best we can achieve.

Global business networks can become very valuable because of synchronicity power. While synergy provides a good value (2 + 2 = 5, whereas with accretion 2 + 2 = 4), synchronicity is the most valuable. Its mathematical principle is described as follows: 2 + 2 = 22. This is the power contained in this concept.

Therefore, you must focus on this concept to develop your business networks and make it more valuable than by using simple synergies or accretion. Visualization, if not faith, is compulsory to be able to understand this concept and make it work for you. Besides, the concept of synchronicity relies on key principles that may not be available for anyone. In fact, it is all about abundance of outcomes based on wisdom, creativity and cooperative effort. This is the cornerstone of the value of synchronicity.

Consequently, business networks are great and work successfully for your business when synchronicity is the main ingredient. This is the most powerful ingredient that can help you build a great business network. However, this is still a matter of coincidences, although they are meaningful. In fact, the economic metaphor that can be utilized for synchronicity strategy is the free networks.

Accretion relies on free markets. When your strategy evolves to improve the outcomes, through synergies, the appropriate term is “managed markets”. Then, the best strategy, which includes synchronicity, leads to free networks, which is much more significant and valuable than free markets or managed markets.

Thus, step-by-step, you can improve your business strategy, using your business network and gradually implementing strategies of synchronicity. Synchronicity will create the best value through a great business network.

by Anais Lelong

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Vivek Sood

I write about "The Supply Chain CEOs", "The 5-STAR Business Networks", and, how to "Unchain Your Corporation". In my work, I help create extraordinary corporate results using several 'unique' supply chain methodologies. Contact me for interesting, high impact projects, or, to get access to my IP for creating transformations using these methodologies.

  • Oscar SC Manager says:

    As you said business networks are great and work successfully for your business when synchronicity is the main ingredient.
    Today, successful business development is contingent upon building trusted relationships and leveraging those relationships to meet new prospects. These relationships form the backbone of your business network. It is vital that you continuously grow and nurture these relationships, as a large percentage of your business growth will come from your business network.

  • Samwadiya says:

    Today, successful business development is contingent upon building trusted relationships and leveraging those relationships to meet new prospects. These relationships form the backbone of your business network. It is vital that you continuously grow and nurture these relationships, as a large percentage of your business growth will come from your business network.

    Business development strategies and tactics have changed dramatically in the past decade. The telephone is nearly obsolete for making an initial contact with a potential customer, as is postal mail. Cold calling? Forget it. If you are unknown, you won’t get past caller ID. Unsolicited e-mail? You’ll be blocked as a spammer.

    Although I agree with Andrew I too liked the concept of 2+2, as you mentioned in your above blog post thanks for sharing such a nice post keep up the doing the good work.

  • David says:

    Your concept is good but I found so many blogs that explain key points to make an effective business network like-

    “You can effectively network and, in the process, create these results.
    Build a network of partners to keep an open eye and ear for new opportunities for you, and vice versa, you for them. Networking is only effective when it is mutually beneficial.
    Reach targeted individuals for your business or career in two ways: directly or indirectly through your contacts. Expand your network through colleagues with a reach that you cannot develop by yourself.
    Build visibility within your industry or profession by raising your profile. Go to every social and business gathering that you possibly can.”(to read more https://bit.ly/2R2Z2Tq)

    Should I follow this tips like one I found above to be practical in Network making?

    • Lewin Alexnder` says:

      Yes David, you should follow this tips because these tips are very useful and beneficial for network making even i am following Mr. Sood from last 8 months and it helped me a lot in making my network up-to the date

  • Andrew Carley says:

    Great Book! Thanks to Vivek to write a business book based on experience. After reading this blog, I have a lot more clarity about business networks. I like the concept of 2+2. We should grow like 2+2=22 not as 2+2=4.

    • Vivek Sood says:

      Andrew
      Economists emphasise competition too much whereas marketers emphasise collaboration too much. A happy medium can be created between the two. Barry Nalebuff wrote a book called Co-opetition – it is worth a read if you like my concepts. Also read my other books – you will get more clarity.

  • Teresa says:

    It’s a well-known fact that the best way to find clients and customers is through networking. An abundance of ready-made networking opportunities exists out there, but maybe none of them are right for you or accessible to you. In any strong networking organization, selecting qualified members is important. Good groups tend to select more experienced people over inexperienced ones because they know seasoned professionals are more likely to bring their own established network. An experienced referral, recommending someone who is seasoned is even more important to the networking group than having a person who just has a large network.

  • Matthew says:

    Why do companies choose to acquire rather than form a partnership? And when they do decide to buy another firm, what makes them choose one target over another? I think when there are both internal synergies at work as well as network synergies. The companies must be focused on exploring internal synergies, where the deal generates value by combining the internal assets that each firm owns and controls.

  • Quatro Bathe says:

    But what I noticed is that managers and researchers had focused on synergies coming from assets that the two companies own and control. Think machinery, or patents, or teams and people, or rights over markets. But I was surprised that they overlooked these alliance networks. I started wondering whether they would be valuable when firms are choosing to do mergers and acquisitions, even if they don’t own and control those relationships.

  • Elizebath says:

    But what I noticed is that managers and researchers had focused on synergies coming from assets that the two companies own and control. Think machinery, or patents, or teams and people, or rights over markets. But I was surprised that they overlooked these alliance networks. I started wondering whether they would be valuable when firms are choosing to do mergers and acquisitions, even if they don’t own and control those relationships.

  • Cameron says:

    The most ideal approach to discover customers and clients is through systems administration. A plenitude of instant system’s administration openings exists out there, yet perhaps none of them are directly for you or available to you. In any solid systems administration association, choosing qualified individuals is significant. Great gatherings will in general select increasingly experienced individuals over unpracticed ones since they realize prepared experts are bound to bring their very own built up system.

  • Lisa Brooks says:

    For what reason do organizations get instead of the structure an association? Also, when they do choose to purchase another firm, what causes them to pick one focus over another? I think when there are both interior collaborations at work just as system cooperative energies. The organizations must be centered on investigating inward collaborations, where the arrangement creates an incentive by consolidating the interior resources that each firm claims and controls.

  • Alex Yang says:

    In any case, what I saw is that chiefs and specialists had concentrated on collaborations originating from resources that the two organizations claim and control. For instance, let’s think about apparatus, or licenses, or groups and individuals, or rights over business sectors. I was amazed that they disregarded these partnership systems. My observations suggest that whether they would be profitable regardless of whether they don’t claim and control those connections.

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