We examine to what extent successful business-development activities in uncertain environments can be classified as corporate foresight (CF) and to what extent they have been intentional and systematic. Beginning with identifying successful cases of new-business development in Bottom of the Pyramid markets, we use various data sources to reconstruct timelines and map CF activities. We selected the cases to maximise their heterogeneity in firm size, industry, nature of the product and ownership structure. Our findings suggest that the probing (experimental search) phase is particularly important in unknown and uncertain environments but that perceiving and prospecting (cognitive search) activities are necessary to find distant opportunities. In addition, we find that successful business-development activities rely on multiple iterations between perceiving, prospecting and probing. Our findings emphasise that CF should include activities that encompass both experimental and cognitive search elements.
Strategic Foresight: How to build a superior position in markets of tomorrowRené Rohrbeck
Firms use strategic foresight practices to identify change drivers, discover opportunities and threats, engage in scenario-based strategising and identify superior courses of action.
The slides are from the inaugural lecture of Professor René Rohrbeck. They provide an introduction to strategic foresight for managers and an overview of the research program of the Strategic Foresight Research Network at Aarhus University, Denmark.
Creating a single collaborative demand planning process and organizationBluecrux
Client Carousel at our 'Phygital' event (24/10/2019). Learn from Hedwig Vandenbossche (Head of Sales Operations Tereos) & Geert Wullaert (partner bluecrux) how they stay ahead of demand by leveraging all relevant data from inside and outside the organisation with Anaplan.
Multicultural marketing, Ethnic Advertising and Marketing in Australia - Sydney
Some ad hoc ads mashup just to show why multicultural marketing is important. Refer to the below link
https://youtu.be/UD4I91-uih0
Strategic Foresight: How to build a superior position in markets of tomorrowRené Rohrbeck
Firms use strategic foresight practices to identify change drivers, discover opportunities and threats, engage in scenario-based strategising and identify superior courses of action.
The slides are from the inaugural lecture of Professor René Rohrbeck. They provide an introduction to strategic foresight for managers and an overview of the research program of the Strategic Foresight Research Network at Aarhus University, Denmark.
Creating a single collaborative demand planning process and organizationBluecrux
Client Carousel at our 'Phygital' event (24/10/2019). Learn from Hedwig Vandenbossche (Head of Sales Operations Tereos) & Geert Wullaert (partner bluecrux) how they stay ahead of demand by leveraging all relevant data from inside and outside the organisation with Anaplan.
Multicultural marketing, Ethnic Advertising and Marketing in Australia - Sydney
Some ad hoc ads mashup just to show why multicultural marketing is important. Refer to the below link
https://youtu.be/UD4I91-uih0
Race to Value : Vendavo Profit Summit 2017 explained.
October 12th-13th Vienna, Austria. You just have to increase your margin is easy to say. 2 day exciting conference to see how they do it.
When all cost has been taken out and efficiencies gained, what next for the business?
How can you drive a step-change in growth, profitability and shareholder value?
Discovery how large organisations can drive more profit, irrespective of challenging market conditions or business complexity.
The Race to Value: find out how companies handle corporate, goals, shifting market trends, changing customer behaviors and expectations to maintain/improve revenues and margin.
Fourth seminar for my Managing Marketing Processes course in the MGM program at the Stockholm School of Economics, http://www.hhs.se/EDUCATION/MSC/MSCGM/Pages/default.aspx
Janice Haigh, PAREXEL's Worldwide Head of Pricing & Market Access, on how clinical research organizations simplify the journey from strategy to results.
The purpose of this report is to evaluate Nestle Company industry based on the case study and comprehends how the company develops marketing strategic intent for their business organizations following the Marketing strategy of external and internal business environments. I will analyze the Marketing strategy management process as firm used to achieve Marketing strategic competitiveness and earn above-average returns. I will discuss the Marketing strategy formulation that includes business-level strategy and corporate-level strategy
plan on product lunch survey in different areaswarriorsoul1029
conducting a product launch survey for a new line of chips in different areas:
Define the objectives: The first step in planning a product launch survey is to clearly define the objectives of the survey. This includes identifying the target audience, understanding their preferences and needs, and determining the key metrics to measure the success of the launch.
Design the survey: Once the objectives are defined, the next step is to design the survey questionnaire. The questionnaire should include a mix of closed-ended and open-ended questions to gather both quantitative and qualitative data. Questions should focus on factors such as taste, packaging, price, availability, and overall satisfaction.
Select the survey method: There are several methods for conducting surveys, including online surveys, phone surveys, in-person interviews, and focus groups. Depending on the target audience and budget, select the most appropriate method or a combination of methods to reach a diverse group of participants.
Identify the target areas: To ensure a comprehensive survey, identify the target areas where the product launch will take place. This could include urban, suburban, and rural areas to capture a diverse range of consumer demographics and preferences.
Recruit participants: Depending on the survey method chosen, recruit participants from the target areas through various channels such as social media, email campaigns, community events, or partnerships with local businesses. Offer incentives such as discounts or free samples to encourage participation.
Conduct the survey: Once the participants are recruited, conduct the survey according to the chosen method. Ensure that the survey is administered consistently across all areas to maintain data integrity and comparability.
Analyze the data: After collecting survey responses, analyze the data to identify trends, patterns, and insights related to the product launch. Use statistical tools and software to analyze quantitative data and thematic analysis for qualitative data.
Report findings: Prepare a comprehensive report summarizing the survey findings, including key insights, recommendations, and actionable steps for the product launch. Present the report to key stakeholders, including marketing teams, product developers, and senior management.
Implement feedback: Use the survey findings to make informed decisions about the product launch, such as adjusting the product features, pricing, or marketing strategies based on consumer feedback. Continuously monitor and evaluate the product launch to ensure its success.
Follow-up survey: To track the impact of the product launch and gather feedback on any improvements made, consider conducting a follow-up survey in the same areas after a few months. Compare the results to measure the effectiveness of the changes implemented.
By following this plan for conducting a product launch survey in different areas for a new line of chips, you can gather valuable insigh
Strategic Foresight for Collaborative Exploration of New Business FieldsRené Rohrbeck
To ensure long-term competitiveness, companies need to develop the ability to explore, plan, and develop new business fields. A suitable approach faces multiple challenges because it needs to (1) integrate multiple perspectives, (2) ensure a high level of participation of the major stakeholders and decision-makers, (3) function despite a high level of uncertainty, and (4) take into account interdependencies between the influencing factors. In this paper, we present an integrated approach that combines multiple strategic-foresight methods in a synergetic way. It was applied in an inter-organizational business field exploration project in the telecommunications industry.
Race to Value : Vendavo Profit Summit 2017 explained.
October 12th-13th Vienna, Austria. You just have to increase your margin is easy to say. 2 day exciting conference to see how they do it.
When all cost has been taken out and efficiencies gained, what next for the business?
How can you drive a step-change in growth, profitability and shareholder value?
Discovery how large organisations can drive more profit, irrespective of challenging market conditions or business complexity.
The Race to Value: find out how companies handle corporate, goals, shifting market trends, changing customer behaviors and expectations to maintain/improve revenues and margin.
Fourth seminar for my Managing Marketing Processes course in the MGM program at the Stockholm School of Economics, http://www.hhs.se/EDUCATION/MSC/MSCGM/Pages/default.aspx
Janice Haigh, PAREXEL's Worldwide Head of Pricing & Market Access, on how clinical research organizations simplify the journey from strategy to results.
The purpose of this report is to evaluate Nestle Company industry based on the case study and comprehends how the company develops marketing strategic intent for their business organizations following the Marketing strategy of external and internal business environments. I will analyze the Marketing strategy management process as firm used to achieve Marketing strategic competitiveness and earn above-average returns. I will discuss the Marketing strategy formulation that includes business-level strategy and corporate-level strategy
plan on product lunch survey in different areaswarriorsoul1029
conducting a product launch survey for a new line of chips in different areas:
Define the objectives: The first step in planning a product launch survey is to clearly define the objectives of the survey. This includes identifying the target audience, understanding their preferences and needs, and determining the key metrics to measure the success of the launch.
Design the survey: Once the objectives are defined, the next step is to design the survey questionnaire. The questionnaire should include a mix of closed-ended and open-ended questions to gather both quantitative and qualitative data. Questions should focus on factors such as taste, packaging, price, availability, and overall satisfaction.
Select the survey method: There are several methods for conducting surveys, including online surveys, phone surveys, in-person interviews, and focus groups. Depending on the target audience and budget, select the most appropriate method or a combination of methods to reach a diverse group of participants.
Identify the target areas: To ensure a comprehensive survey, identify the target areas where the product launch will take place. This could include urban, suburban, and rural areas to capture a diverse range of consumer demographics and preferences.
Recruit participants: Depending on the survey method chosen, recruit participants from the target areas through various channels such as social media, email campaigns, community events, or partnerships with local businesses. Offer incentives such as discounts or free samples to encourage participation.
Conduct the survey: Once the participants are recruited, conduct the survey according to the chosen method. Ensure that the survey is administered consistently across all areas to maintain data integrity and comparability.
Analyze the data: After collecting survey responses, analyze the data to identify trends, patterns, and insights related to the product launch. Use statistical tools and software to analyze quantitative data and thematic analysis for qualitative data.
Report findings: Prepare a comprehensive report summarizing the survey findings, including key insights, recommendations, and actionable steps for the product launch. Present the report to key stakeholders, including marketing teams, product developers, and senior management.
Implement feedback: Use the survey findings to make informed decisions about the product launch, such as adjusting the product features, pricing, or marketing strategies based on consumer feedback. Continuously monitor and evaluate the product launch to ensure its success.
Follow-up survey: To track the impact of the product launch and gather feedback on any improvements made, consider conducting a follow-up survey in the same areas after a few months. Compare the results to measure the effectiveness of the changes implemented.
By following this plan for conducting a product launch survey in different areas for a new line of chips, you can gather valuable insigh
Strategic Foresight for Collaborative Exploration of New Business FieldsRené Rohrbeck
To ensure long-term competitiveness, companies need to develop the ability to explore, plan, and develop new business fields. A suitable approach faces multiple challenges because it needs to (1) integrate multiple perspectives, (2) ensure a high level of participation of the major stakeholders and decision-makers, (3) function despite a high level of uncertainty, and (4) take into account interdependencies between the influencing factors. In this paper, we present an integrated approach that combines multiple strategic-foresight methods in a synergetic way. It was applied in an inter-organizational business field exploration project in the telecommunications industry.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
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Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Corproate foresight in Bottom-of-the-Pyramid markets
1. JUNE 2017 PROFESSOR OF STRATEGY
RENÉ ROHRBECK
AARHUS UNIVERSITY
DEPARTMENT OF MANAGEMENT
CORPORATE FORESIGHT FOR
EXPLORING BOTTOM OF THE
PYRAMID MARKETS
JAKOB HØJLAND & RENÉ ROHRBECK
2. RENÉ ROHRBECK
JUNE 2017 PROFESSOR OF STRATEGYAARHUS UNIVERSITY
DEPARTMENT OF MANAGEMENT
WE WERE WONDERING:
How structured is business development (vs. chance encounters, trial-and-error
learning, and unintended discoveries) when traced over time?
How do firms (MNC, SMEs, Start-ups) succeed in creating new markets, where no
market data is available, as in the Bottom of the Pyramid markets.
Jakob Højland
Aarhus BSS
René Rohrbeck
Aarhus BSS
3. RENÉ ROHRBECK
JUNE 2017 PROFESSOR OF STRATEGYAARHUS UNIVERSITY
DEPARTMENT OF MANAGEMENT
WE USED THIS FRAMEWORK TO TRACE THE
DIFFERENT BUSINESS DEVELOPMENT ACTIVITIES
OVER TIME.
BOP BUSINESS DEVELOPMENT PATHSCORPORATE FORESIGHT
Building a Market Through Local Co-Creation and Deep
Dialogue
Creating a Sustainable Value and Distribution Chain
Create Tailored Product Offerings Profitably
Prospecting
Perceiving
Probing
4. RENÉ ROHRBECK
JUNE 2017 PROFESSOR OF STRATEGYAARHUS UNIVERSITY
DEPARTMENT OF MANAGEMENT
CASE 1BOPBDCORPORATEFORESIGHT
PERCEIVING
PROSPECTING
PROBING
Increase of
average stay
duration in
refugee camps
Technology
enables superior
solution with only
minor cost increase
Build prototype
and customer
interaction
TIME
New prototype
and customer
interaction
Building a Market Through Local
Co-Creation and Deep Dialogue
- not employed -
Creating a Sustainable Value and
Distribution Chain
- employed -
Create Tailored Product Offerings
Profitably
- employed -
Co-financed
field test
PROSPECTING
Privacy and
security are
unfulfilled needs
1
2
3
4
5 6
outcome outcome outcomeIntentional and systematic intentional unintentional
5. RENÉ ROHRBECK
JUNE 2017 PROFESSOR OF STRATEGYAARHUS UNIVERSITY
DEPARTMENT OF MANAGEMENT
CASE 2BOPBDCORPORATEFORESIGHT
PERCEIVING
PROBING
Lack of access to
electricity triggers
strong demand for
smart solutions
Adapting existing
products to local
needs
TIME
Proof-of-Concept
with local
customers
Building a Market Through Local
Co-Creation and Deep Dialogue
- not employed -
Creating a Sustainable Value and
Distribution Chain
- not employed -
Create Tailored Product Offerings
Profitably
- employed -
Acquiring needed
certificates to sell
in Africa
outcome outcome outcomeIntentional and systematic intentional unintentional
1
2 4 5
PROSPECTING
Managing the
tipping point for
smart metering in
Africa
3
6. RENÉ ROHRBECK
JUNE 2017 PROFESSOR OF STRATEGYAARHUS UNIVERSITY
DEPARTMENT OF MANAGEMENT
CASE 3BOPBDCORPORATEFORESIGHT
PERCEIVING
PROSPECTING
PROBING
Removal of
subsidies for
imported Milk
Growing middle
class in markets
that are becoming
more open
TIME
Official testing for
market approval
Building of a
new strategy to
circumvent an
injunction
Create the right
value formula for
the fat filled milk
1 2
4 5
6
outcome outcome outcomeIntentional and systematic intentional unintentional
3
Building a Market Through Local
Co-Creation and Deep Dialogue
- not employed -
Creating a Sustainable Value and
Distribution Chain
- employed -
Create Tailored Product Offerings
Profitably
- employed -
PROSPECTING
Identification of
the ”fat-milk”
solution
7. RENÉ ROHRBECK
JUNE 2017 PROFESSOR OF STRATEGYAARHUS UNIVERSITY
DEPARTMENT OF MANAGEMENT
WE FIND
Trail-and-error learning (Probing) is particularly important in unknown and uncertain
environments
In addition, (i) continuous scanning for change drivers (Perceiving) and analyzing the
interdependencies of change drivers with systems thinking (Prospecting) are
necessary to find distant opportunities. i.e. opportunities that are markedly different
from the current business.
Firms succeed who stay persistent even when faced with early drawbacks.
READ MORE
Højland, J. & R. Rohrbeck 2017 The role of corporate foresight in exploring new markets: evidence from 3 case
studies in the BOP markets. Technology Analysis & Strategic Management, forthcoming. (free pre-print version)