Dynamic real-time data have become a vital basis for business in many industries. Enormous quantities of data and links are created every day in social networks; devices and sensors are being connected more and more often with the global network and generate a continuous flow of information. The consequence: data traffic via mobile and fixed networks is rising exponentially, and information is available at any time and anywhere. Information-centric products are already the core of a number of highly successful companies such as Google, eBay, and Facebook.´

We predict that the total economic value created by information-centric business models will rise dramatically. Although we find it virtually impossible today to imagine the information-centric products and services that will be offered in the future, we can use the results of our investigation to determine some of the important success factors for these information-centric companies of the future, and we will be describing them in this article.  Success using social online services: all coincidence?

Observation: As it stands today, the market value of Facebook amounts to about US$50 billion. Even though there are no official balance sheet figures available from Facebook, estimates assume an annual turnover of US$2 billion at the most, corresponding to a market valuation of 25 times turnover. According to Forbes Magazine, eight of the ten best stocks of the past year produced valuations of a similar strength despite low turnover. Memories of the experience with the dotcom bubble of the year 2000 inevitably come to mind. However, our examinations also reveal that underlying parameters have changed substantially. Today valuations are no longer driven by the entry of large groups of the population on the stock market, but rather by large investment banks. Support is no longer available to companies with a good idea  but no customers; investors look for companies with a large customer database and established service. Additionally usage of the World Wide Web today is no longer primarily the realm of the “geeks”; it has become a common tool for everyone. The question every manager should ask himself or herself is no longer WHETHER, but HOW online services can be used to maximize profits.