This document discusses Alcatel-Lucent's efforts to promote innovation and entrepreneurship within the company. It outlines programs like an entrepreneurial boot camp to encourage employees to take risks and think entrepreneurially. It also describes initiatives to form multidisciplinary teams across departments and allow people to work on passion projects. The goal is to help drive Alcatel-Lucent's transformation by changing its culture to be more open, collaborative, and entrepreneurial.
ITC Mint-O Marketing and Business development analysisVivek Kapoor
Candies are a fiercely contested space in India, and within Candies, Nestle Polo has a strong hold. Mint-O from ITC positioned itself uniquely targeting niche sensibilities and providing the necessary thrust though its wide network of small cigarette shops. This presentation identifies possible growth areas for the brand.
Crafting winning strategies in a mature market - US wine marketSaurabh Arora
The Industry Landscape in 2001
US: 4th largest wine producer in the world
US: 34th in world per capita wine consumption
Top 8 firms produce more than 75% of all the wine volume
Estimated 2500 firms produce the remaining 25%
Dominance of few large players in the low price market
Greater shelf space & high marketing budget
1990s: Consolidation of retailers and distributors across US
No of distributors fell from 5000 to 250 by 2000
Only 50 to 100 left with access to widespread national distribution
Large retail consolidation in US
Top 10 supermarkets control 55% of the US market in 2000
Majority of producers are focused on low volume/high price to gain maximum return/margin
Distributors are focused on high volume/low price to maximize economies of scale
Near impossible for a new company to establish itself
Low barriers invite more players to wine market
Porter’s five forces analysis
Threat of new entrants – HIGH
Low barriers to entry for new players in wine industry
Firms spent 40% of their expenditures on marketing and distribution
Existing rivalries in industry – HIGH
Total no of wineries in US increased by more than 400%
Glut of grape supply due to low growth in demand
This put downward pressure on price and margins
Bargaining power of Buyers – HIGH
More players are entering the market
Production outstripped demand by 20%
Consolidation of retailer and distributor
Bargaining power of Suppliers – LOW
Wine producers with their own vineyards attempts to control the operations starting from production to distribution
Threat of Substitutes – LOW for Budget
Only 10% people drank wine regularly
Of the remaining 90%, 46% preferred beer or spirits
35% drank alcoholic beverages other than wine
His friends offered to invest in a new corporation with a $2,00,000 capitalization.Creator of a new and improved commercial paint spray.The incorporation cost was $2,500
Cost of equipment to be used in assembling the paint spray dispensers was $85,000
Short term loan from local bank was $30,000.
Manufacturing payroll was $145,000
Other manufacturing cost was $62,000
The sales done was $598,500
Depreciation cost was $8,500 but Hynes estimated the useful life of equipment to be 10 years.
Presentatie van Alcatel - Lucent die gebruikt is tijdens de Vision Meeting 'Intrapeneurship: wat leert ons de praktijk?.
Bron: Acatel - Lucent | Guido Petit
the Alcatel-Lucent bootcamp is a famous intrapreneurial initiative put in place a few years ago. Olivier Leclerc is supervizing it. He gave the presentation at the Intrapreneurship Conference 2012 (Paris, Dec 13)
My presentation for Enterprise 2.0 Summit 2012 (Paris) to be part of the session:
Models for the Social Business Transformation
Challenges and concepts for the social business transformation
Practical implications for the transformation and change management
Practice Talks and Discussion:
Nicolas Rolland
Social Prospective Director , Danone
Jerome Colombe
Head of Web Governance , Alcatel-Lucent
Na-Young Kwon
Chef de produit marketing, SharePoint, Microsoft
Sophie Planté
3DSwYm CEO, Dassault Systèmes
Moderator:
Luis Suarez
Social Computing Evangelist & Community Builder, IBM Spain
I prepared this well over a year ago now. It is a look at why business ecosystems are becoming more important and how we might begin to judge their performance - given that they are important how can we describe and measure them?
I prepared this well over a year ago now. It is a look at why business ecosystems are becoming more important and how we might begin to judge their performance - given that they are important how can we describe and measure them?
The presentation was held at the International Competitive Intelligence Conference - 5th European Symposium and 3rd Best Practice Confernce. April 5, 2011 in Bad Nauheim.
It provides an insight into how Alcatel-Lucent is using web2.0 tools to improve Competitive Intelligence.
Key take-aways:
- Web2.0 tools can support the CI-Analysts and improve the quality of the CI
- Key success factors are project planning, management support and your own engagement
- The tools are not the most important factor
ITC Mint-O Marketing and Business development analysisVivek Kapoor
Candies are a fiercely contested space in India, and within Candies, Nestle Polo has a strong hold. Mint-O from ITC positioned itself uniquely targeting niche sensibilities and providing the necessary thrust though its wide network of small cigarette shops. This presentation identifies possible growth areas for the brand.
Crafting winning strategies in a mature market - US wine marketSaurabh Arora
The Industry Landscape in 2001
US: 4th largest wine producer in the world
US: 34th in world per capita wine consumption
Top 8 firms produce more than 75% of all the wine volume
Estimated 2500 firms produce the remaining 25%
Dominance of few large players in the low price market
Greater shelf space & high marketing budget
1990s: Consolidation of retailers and distributors across US
No of distributors fell from 5000 to 250 by 2000
Only 50 to 100 left with access to widespread national distribution
Large retail consolidation in US
Top 10 supermarkets control 55% of the US market in 2000
Majority of producers are focused on low volume/high price to gain maximum return/margin
Distributors are focused on high volume/low price to maximize economies of scale
Near impossible for a new company to establish itself
Low barriers invite more players to wine market
Porter’s five forces analysis
Threat of new entrants – HIGH
Low barriers to entry for new players in wine industry
Firms spent 40% of their expenditures on marketing and distribution
Existing rivalries in industry – HIGH
Total no of wineries in US increased by more than 400%
Glut of grape supply due to low growth in demand
This put downward pressure on price and margins
Bargaining power of Buyers – HIGH
More players are entering the market
Production outstripped demand by 20%
Consolidation of retailer and distributor
Bargaining power of Suppliers – LOW
Wine producers with their own vineyards attempts to control the operations starting from production to distribution
Threat of Substitutes – LOW for Budget
Only 10% people drank wine regularly
Of the remaining 90%, 46% preferred beer or spirits
35% drank alcoholic beverages other than wine
His friends offered to invest in a new corporation with a $2,00,000 capitalization.Creator of a new and improved commercial paint spray.The incorporation cost was $2,500
Cost of equipment to be used in assembling the paint spray dispensers was $85,000
Short term loan from local bank was $30,000.
Manufacturing payroll was $145,000
Other manufacturing cost was $62,000
The sales done was $598,500
Depreciation cost was $8,500 but Hynes estimated the useful life of equipment to be 10 years.
Presentatie van Alcatel - Lucent die gebruikt is tijdens de Vision Meeting 'Intrapeneurship: wat leert ons de praktijk?.
Bron: Acatel - Lucent | Guido Petit
the Alcatel-Lucent bootcamp is a famous intrapreneurial initiative put in place a few years ago. Olivier Leclerc is supervizing it. He gave the presentation at the Intrapreneurship Conference 2012 (Paris, Dec 13)
My presentation for Enterprise 2.0 Summit 2012 (Paris) to be part of the session:
Models for the Social Business Transformation
Challenges and concepts for the social business transformation
Practical implications for the transformation and change management
Practice Talks and Discussion:
Nicolas Rolland
Social Prospective Director , Danone
Jerome Colombe
Head of Web Governance , Alcatel-Lucent
Na-Young Kwon
Chef de produit marketing, SharePoint, Microsoft
Sophie Planté
3DSwYm CEO, Dassault Systèmes
Moderator:
Luis Suarez
Social Computing Evangelist & Community Builder, IBM Spain
I prepared this well over a year ago now. It is a look at why business ecosystems are becoming more important and how we might begin to judge their performance - given that they are important how can we describe and measure them?
I prepared this well over a year ago now. It is a look at why business ecosystems are becoming more important and how we might begin to judge their performance - given that they are important how can we describe and measure them?
The presentation was held at the International Competitive Intelligence Conference - 5th European Symposium and 3rd Best Practice Confernce. April 5, 2011 in Bad Nauheim.
It provides an insight into how Alcatel-Lucent is using web2.0 tools to improve Competitive Intelligence.
Key take-aways:
- Web2.0 tools can support the CI-Analysts and improve the quality of the CI
- Key success factors are project planning, management support and your own engagement
- The tools are not the most important factor
Technology Trends in Public Sector- eNotary Conference 2011Dr Usman Zafar
I presented the topics "Technology Trends in Public Sector and Dubai eNotary Case Study" during eNotary Conference on 30th May, 2011 in Dubai United Arab Emirates.
Enabling Innovation: A Strength In Any EconomyPhil McKinney
Innovation is not the sole responsibility of a single group within the organization. All groups play a role in enabling innovation.
This presentation challenges the CIO/CTO:
1) Think differently about their leadership role when it comes to enabling innovation.
2) Provide some insight into "whats coming" so they can express an opinion to their peers and CEO.
Don't set back and hope someone else is going to pick up the mantle. Take charge.
Workshop support session at Beyond Enterprise 2.0 conference - Amsterdam January 2012 - Inccreasing collaboration and expertise sharing throught social and innovative initiatives
Globallogic (Formerly Cubika), es líder a nivel mundial en Servicios de I+D, Consultoría y Desarrollo de Software. GlobalLogic cuenta con más de 10 años en el mercado, más de 150 clientes, 3300 empleados y presencia en Estados Unidos, India, Ukrania, Israel, China y Argentina.
Contamos con una amplia trayectoria en proyectos de desarrollo de aplicaciones basados en nuevas tecnologías en las empresas líderes de la región de las principales industrias (Finanzas, Telecomunicaciones, Manufactura, Utilities, Gobierno, Medios y Entretenimiento).
Nuestro liderazgo en I+D nos permite estar a la vanguardia en IT anticipando los cambios en las distintas tecnologías. Así, protegemos la inversión y logramos ventajas competitivas para nuestros clientes.
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