Going Global: How to Build Local Intelligence Toolsets on a Shoestring <br />Ellen Julian, Monster Worldwide<br />Mike Ray...
Agenda<br />Strategies for engaging local collaborators<br />Frameworks for globalization<br />Tips for leveraging sales t...
5 things to know about<br />With a presence in over 60 countries we’re a global job matching engine<br />Our mission is to...
5 things to know about<br />We are a Fortune 500 company with sales of $50 Billion US<br />Our Mission is to make technolo...
5<br />CI/S<br />Is there benefit in viewing your CI/Strategy capability as a business/consultancy to your key internal cl...
Qu      Questions and Strategies<br />6<br />
Partner Network – Strong        vs. W   vs. Weak Ties<br />“Strong ties require a continuous investment of time and effort...
Com     Communication is Key<br />Educate, communicate and build relationships<br />Increase participation<br />Identify n...
Ne           Next Steps<br />Map out your efforts<br />Set up regular network partners meetings<br />Develop priority list...
                 Resources<br />Networks, Crowds and Markets , David Easley and Jon Kleinberg, Cambridge University Press,...
Questions? <br />11<br />
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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 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
  • SCIP11 Going Global - How to Build Local Intelligence Toolsets on a Shoestring

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