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

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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.

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  • 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
  • Transcript

    • 1. Going Global: How to Build Local Intelligence Toolsets on a Shoestring
      Ellen Julian, Monster Worldwide
      Mike Ray, Best Buy
      1
    • 2. Agenda
      Strategies for engaging local collaborators
      Frameworks for globalization
      Tips for leveraging sales tool assets
      2
    • 3. 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
    • 4. 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. 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?
    • 6. Qu Questions and Strategies
      6
    • 7. 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
    • 8. 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
    • 9. 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
    • 10. 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
    • 11. Questions?
      11

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