Managing the crowd- HBR article
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Using the Crowd as an Innovation Partner by Kevin J. Boudreau and Karim R. LakhaniCommunity-Powered Problem Solving by Francis Gouillart and Douglas BillingsWhen TED Lost Control of Its Crowd by Nilofer Merchant.
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The document summarizes a company's business operations and financial performance from 2004-2009. The core business is distribution and retailing, with diversification into soft goods, furniture, and cosmetics. In 2007, turnover crossed 11.854 billion. While the target was to double turnover to $20 billion by 2009, turnover actually decreased by 6% that year due to effective cost control measures. However, core operating profit increased by 29% and shareholders' profit increased by 39%.
case study on ZARA
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This document summarizes a case study on Louis Vuitton's operations in Japan. It provides background on Louis Vuitton's founding in France in 1854. It then discusses the company's strong growth in Japan from 2002-2004, with annual sales reaching $3.8 billion, due to high quality products and premium pricing. The summary also lists Louis Vuitton's strengths as its brand image and attention to store design, as well as opportunities in the growing Japanese market, but notes threats such as economic downturns and competition from other luxury brands. It recommends diversifying products and markets as well as educating customers on identifying counterfeits.
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infographics on terrorism index
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A BRIEF SLIDE ON SECTION 173 OF COMPANIES ACT, 2013 -BOARD MEETING, PROVISION, PENALTY ROLE OF INDEPENDENT DIRECTOR.
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Managing the crowd- HBR article
- 1. MANAGING THE CROWD PRESENTATION BY : ABHISHEK KYAL
- 2. + SOURCING= Crowd sourcing is the process of getting work done, usually online, from a crowd of people. CROWD SOURCING
- 3. • Accelerate Innovation • Share Ideas • Re-invent Business Model • Engage Consumers or Citizens • Save Cost • Increase Efficiency
- 4. WHEN AND HOW TO CROWD SOURCE THERE ARE FOUR MAIN APPROACHES TO CROWD SOURCING ONTEST OLLABORATIVE COMMUNITIES OMPLEMENTORS & LABOUR MARKET TO TAKE THE FULL ADVANTAGE OF CROWD-POWERED INNOVATION , WE NEED TO UNDERSTAND WHAT KIND OF PROBLEMS, BENEFITS CROWDS CAN OUTPERFORM FOR CERTAIN TYPES OF PROBLEMS
- 5. PURPOSE CHALLENGES BEST USE GENERATING SOLUTION TO COMPLEX PROBLEM THROUGH LARGE SCALE AND DIVERSE INDEPENDENT IDENTIFY THE PROBLEM CROWD CAN HANDEL AND THE PROBLEM MUST BE GENERAL HIGHLY CHALLANGING TECHNICAL, ANANALYTICAL, CREATIVITY OR ASTHETIC PROJECTS CONTESTS WIKI,OPEN- COLLABORATION PROJECT, FAQ’s, LACK OF SHARED CULTURE AND COHESIVENESS, MAKING HARDER TO CONTROL,INTELECTUAL PROPERTY CANNOT BE PROTECTED AGGREGATING A LARGE NO OF DIVERSE CONTRIBUTION INTO A VALUE CREATING WHOLE COLLABORATIVE COMMUNITIES
- 6. PURPOSE CHALLENGES BEST USE ENCOURAGING INNOVATIVE SOLUTION TO USERS DIFF. PROB. WITH YOUR CORE PRODUCT TECHNOLOGICALLY DAUNTING TO PROVIDE ACCESS AND INF. IN THE CORE PRODUCT WHILE PROCTECTIN TOUR ASSETS OPEN OPERATIONAL,PR ODUCT,CONTENT MASHUP,APPS. WELL-ESTAB CATEGORIES OF WORK CAN BE DESCRIBED AND EVELUATED,HUMAIN COMPUTATION AND REPEATED TASK IDENTIFYING WHICH PROB TO FARM OUT AND WHO IN THE ORG.WILL LABOUR POOL IS DIFFICULT. EFFICIENTLY AND FLEXIBLY MATCHING TALENT OR DISCRETE TASK. COMPLEMENTORS LABOR MARKETS
- 7. CO-RELATION Co-creation is a form of ECONOMIC STRATEGY that emphasizes the generation and ongoing realization of mutual Company-Customer value. It views markets as platforms for firms and active customers to share , combine and renew each other's resources and capabilities to create value through new forms of interaction, service and learning mechanisms.
- 8. IDENTIFY LARGE PROBLEM DEVELOP HYPOTHESES CONDUCT EXPERIMENT TO TEST HYPOTHESES CONTINIOUSLY GENERATE NEW INSIGHTS FROM DATA