• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
SCIP11 Going Global - How to Build Local Intelligence Toolsets on a Shoestring
 

SCIP11 Going Global - How to Build Local Intelligence Toolsets on a Shoestring

on

  • 248 views

Effective strategic and competitive intelligence requires market-specific input which only the field can provide. Garnering this level of cooperation is difficult within headquarters, let alone in ...

Effective strategic and competitive intelligence requires market-specific input which only the field can provide. Garnering this level of cooperation is difficult within headquarters, let alone in far-flung regional offices around the world. This presentation is designed to equip resource-constrained intelligence leaders to create powerful and localized toolsets by efficiently collaborating with local sales and marketing teams.

Statistics

Views

Total Views
248
Views on SlideShare
248
Embed Views
0

Actions

Likes
0
Downloads
8
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • Goal: equip resource-constrained competitive intelligence leaders to create powerful and localized competitive toolsets by efficiently collaborating with local sales and marketing teams
  • Monster helps market jobs like the Unique New Voice of the Aflac Duck, a search by Popchips for someone to work as a “vice president of pop culture,” and a search by Alicia Keys for a head blogger for her website.
  • Monster helps market jobs like the Unique New Voice of the Aflac Duck, a search by Popchips for someone to work as a “vice president of pop culture,” and a search by Alicia Keys for a head blogger for her website.
  • Goal: equip resource-constrained competitive intelligence leaders to create powerful and localized competitive toolsets by efficiently collaborating with local sales and marketing teams

SCIP11 Going Global - How to Build Local Intelligence Toolsets on a Shoestring SCIP11 Going Global - How to Build Local Intelligence Toolsets on a Shoestring Presentation Transcript

  • Going Global: How to Build Local Intelligence Toolsets on a Shoestring
    Ellen Julian, Monster Worldwide
    Mike Ray, Best Buy
    1
  • Agenda
    Strategies for engaging local collaborators
    Frameworks for globalization
    Tips for leveraging sales tool assets
    2
  • 5 things to know about
    With a presence in over 60 countries we’re a global job matching engine
    Our mission is to inspire people to improve their lives
    We’ve built the largest career-specific advertising network across the internet
    We facilitate over 20 niche professional networks
    We offer really Cool Jobs – such as New Voice of the AflacDuck, PopChips’ VP of Pop Culture, and Alicia Keys’ head blogger
    3
  • 5 things to know about
    We are a Fortune 500 company with sales of $50 Billion US
    Our Mission is to make technology deliver on its promises
    Best Buy consists of 180,000 employees who apply their talents to help bring the benefits of these brands to life for customers
    In fiscal 2011, the company donated approximately $25 million to improve the vitality of the communities where its employees and customers live and work.
    Best Buy consists of nearly 4,200 stores world wide, including operations in Canada, Mexico, Europe and China
    4
  • 5
    CI/S
    Is there benefit in viewing your CI/Strategy capability as a business/consultancy to your key internal client set? What team discipline does that generate?
    How does your ‘product assortment’ sell to your international partners? How do your products connect to their unique needs, where they are in their business cycle?
  • Qu Questions and Strategies
    6
  • Partner Network – Strong vs. W vs. Weak Ties
    “Strong ties require a continuous investment of time and effort to maintain.”
    -Networks, Crowds and Markets
    7
    Birds of a feather- a Modern day Quidditch team
  • Com Communication is Key
    Educate, communicate and build relationships
    Increase participation
    Identify new needs
    Build momentum from early successes
    Leverage attention-grabbing communication strategies
    Harvest best practices and testimonials
    8
  • Ne Next Steps
    Map out your efforts
    Set up regular network partners meetings
    Develop priority list
    Map how frequently information will be updated with Key Clients
    Establish policies for content distribution
    9
  • Resources
    Networks, Crowds and Markets , David Easley and Jon Kleinberg, Cambridge University Press, 2010
    Creating and Maintaining a Global Experts Database, Jayant Chandra, SCIP Magazine May-June 2008
    CI in a Global Context , Bonnie Hohhof, July-Aug 2005
    Going Global - CI in the Multinational Environment , Erik Glitman, SCIP Magazine Sep-Oct 2007
    The International Connection: Developing and Maintaining a Global Expert Network, Eric Badertscher and Kathy Reese, SCIP Magazine Nov-Dec 2007
    10
  • Questions?
    11