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The Future According To Google's Eric Schmidt (book): 7 Points

The Future According To Google's Eric Schmidt (book): 7 Points | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

 The Future According To Google's Eric Schmidt: 7 Points Wall Street Journal (blog). #7 Twitter: “Twitter can no more produce analysis than a monkey can type out a work of Shakespeare.”..

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How to Beat the Odds in AdWords with Competitive Intelligence

.If you are among the 66% of PPC users unhappy with their current results, the solution for your problem is Competitive Intelligence. Tools such as SEMrush and WordStream can show you how best to use your competition's data to formulate the most effective PPC strategy for the long-term. In this webinar "How to Beat the Odds in AdWords with Competitive Intelligence" (originally aired on Thursday, January 8th 2015) we will expand upon the information in our companion ebook of the same name..

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Go Beyond Google: Competitive Intelligence for B2B Tech, 6th edition, podcast

Go Beyond Google: Competitive Intelligence for B2B Tech, 6th edition, podcast | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

We cover:

includes transcript

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Competitive and Market Intelligence Conference, Barcelona 2015

Leaders Contact is excited to announce the Competitive and Market Intelligence Conference – Barcelona 2015. We are looking forward to welcome you and your company to our expert forum which will be taking place in Barcelona February 5th and 6th, 2015. Our international business conference offers a comprehensive content with curated insights from well-known companies that excel in competitive and market intelligence.

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TOOLS for more effective strategic intelligence

This tool made by three students in innovation will help you improve the way you organize your strategic intelligence. This tool is design for everyone needing intelligence, from masters or insight hunters.

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What are you doing to protect your firm’s intellectual property?

What are you doing to protect your firm’s intellectual property? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Intellectual property (IP) protection has become an increasingly critical issue in the connected global business environment. This requires CI professionals to heighten their awareness of the key issues surrounding both a firm’s own IP, as well as the risks regarding their customer’s proprietary information. The increasing prevalence of cybercrime in particular can have a devastating impact on the competitive position, performance and reputation of a firm. Competitors, foreign governments and non-state actors don’t necessarily play by the same ethical rules of data collection under which your firm may operate. This requires CI professionals to heighten their awareness of the key issues surrounding both a firm’s own IP, as well as the risks regarding their customer’s proprietary information. A quick review of some basics might be a good starting point for discussion.

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Wereivalu Bakari's curator insight, Today, 5:54 PM

For real the cyber donig are defereant,better built up your own defeance internally in your own location site.

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Asia Pacific Economic Outlook January 2015 - Deloitte

Asia Pacific Economic Outlook January 2015 - Deloitte | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
This edition gives a near-term outlook for China, India, Indonesia, and Myanmar. The Chinese economy continues to slow. Growth in India is gradually gaining momentum. Structural reforms by Indonesia’s new government are promising. Myanmar is riding high on foreign investment
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Global Economic Outlook Q1 2015 -- Deloitte

Global Economic Outlook Q1 2015 -- Deloitte | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

A sharp drop in the price of oil; a shift in US monetary policy; and weaker growth along with low inflation in the Eurozone, Japan, and China are significantly influencing the global economy.

Eurozone: an escape from the time loop in 2015?

US: what is going on with housing?

China: the balancing act

UK: decent growth, low inflation, and political uncertainty

Japan: sinking into recession again

Russia: teetering on the edge of recession

India: getting ready, holding steady

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What One CI Analyst Sees That You Don’t

What One CI Analyst Sees That You Don’t | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Any advice to newcomers to the field? Chris: It is helpful – though not always possible – if you can stay focused in your particular industry. If your coverage is too broad, you risk providing general coverage and not being allowed a ‘seat at the table’ since you aren’t associated with any one particular franchise. Secondly, it is easy to provide information on competitor’s actions but difficult to explain the ‘why,’ ‘how it impacts your company,’ or ‘actionable recommendations’ to respond to the competitive event. Continually develop these skills so you can provide internal value and be perceived as a strategic partner.

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The Global Innovation Index

The Global Innovation Index | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Bloomberg's 2015 ranking of the world's 50 most innovative countries takes a more prosaic approach to the question, focusing on six tangible activities that contribute to innovation. South Korea tops this year's overall ranking. The U.S. places sixth, and China 22nd. Morocco finishes last. You can click here to go straight to the full results, but don't do that just yet. The point of this list isn't to award bragging rights to one country over another—it's to see whether a broad formula for innovation can in fact be identified, and what companies, and governments, need to do to reproduce it.
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Ted Ning's curator insight, January 27, 12:01 PM

Lookout world...here comes Korea. Their initiatives in R&D, education and patents have them leading the innovation charge with the potential to be a global player.

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GE’s Culture Challenge After Welch and Immelt

GE’s Culture Challenge After Welch and Immelt | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

It’s an established fact that the life cycles of companies and many products have been shrinking. But what’s often not appreciated is that culture also has a life cycle and that it, too, is getting shorter. Culture is often associated with the individual at the helm — so much so that the return of a former chief (Steve Jobs returning to Apple, A.G. Lafley going back to P&G) is often intended and viewed as a kind of restoration. However, true culture turnaround requires a complete psychological shift across the entire organization. But for organizations that have been around for a while, the shift involves quite a bit of shedding and rewiring.

How do long-established companies make this transformation? How do they understand the need to change and create the energy and urgency around it? How do they match a shift in strategy (which is called for in times of change) with a shift in culture? I suspect that many organizations get into trouble not because of a failed strategy but because of a frozen culture.

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How to See the Future First

How to See the Future First | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

One of the biggest challenges innovators face is to truly understand the market opportunity space before they start creating a strategy and well in advance of product development. Since we can’t see the future, we need to gain some real insight from deep domain experts and make sense of possible scenarios. Even if the innovations are disruptive and the future is discontinuous, all we can really know is based on the data we have today. So it is through diligent inquiry and sense making that we get some general idea as to what will likely happen next. But creating innovations that we believe will succeed in the future requires that we first develop some clear foresight.

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FRANK FEATHER ~ Business Futurist's curator insight, January 27, 3:35 PM

Strange and confused article. Headline disagrees with conclusion: "Seeing the future first is worthless. Getting to the future first is priceless." Conclusion is wrong. You can indeed see the future first, and not just in the way that the author suggests. I maintain that the future belongs to those who get their first, and that you can see the future. The article is very confused about whether to innovate before or after you have seen the future. The future should drive innovation, although it can occur the other way around. And it is possible to see the future from the Boardroom if you have a futurist on the Board!

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Forecasting is Marketing . . .

After lo these many years of listening to their nonsense, it is time for the investing community — and indeed, the seers themselves — to admit the error of their ways. Most forecasters are barely cognizant of what happened in the past. And based on what they say and write, it is apparent (at least to this informed observer) that they often do not understand what is occurring here and now. So there’s no reason to imagine that they have the slightest clue about the future. Economists, market strategists and analysts alike suffer from an affinity for making big, frequently bold — and most often, wrong — pronouncements about what is to come. This has a pernicious impact on investors who allow this guesswork to infiltrate their thinking, never for the better.

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Predictive intelligence still requires sales engagement

Predictive intelligence and analytics hold tremendous opportunities for B2B organizations; giving Marketers more powerful tools to help focus their efforts around filling the revenue funnel. It’s critical that Marketing and Sales are fully aligned when deploying a predictive solution, especially when that solution incorporates time-sensitive data. Success starts with the advanced groundwork and agreement on definitions, process, testing, analytics, and optimization. A predictive initiative requires Sales to do their part in order to succeed. Here are my recommendations for ensuring Sales is on board with your predictive program.

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The simplicity behind successful strategy - E&Y

The simplicity behind successful strategy - E&Y | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Change management holds the key to ensuring your organization’s strategy is effective, up to date and understood by employees. 

But, is the business operating in a manner that follows the strategic direction? How do you stress test the strategy? Markus Heinen, EY’s Europe, Middle East, India and Africa Strategy Leader, points to change management as being critical. Businesses are making more of an effort to align strategy with on-the-ground change, from explaining strategic direction and its impact on staff to aligning operations with the direction of travel. This is done by finessing the company strategy into different strands so that it relates to the separate operational parts of the organization.

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Navigating the Cultural Minefield

even experienced and cosmopolitan managers have faulty expectations about how people from other cultures operate. The truth is that culture is too complex to be measured meaningfully along just one or two dimensions.To help managers like Aaron negotiate this complexity, I have built on the work of many in my field to develop a tool called the Culture Map. It is made up of eight scales representing the management behaviors where cultural gaps are most common. By comparing the position of one nationality relative to another on each scale, the user can decode how culture influences day-to-day collaboration. In the following pages, I present the tool, show how it can help you, and discuss the challenges in applying it.

Bonnie Hohhof's insight:

The book "The Culture map" by the author has been receiving some good reviews.

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How to do a SWOT analysis by Wharton's Paul Schoemaker

How to do a SWOT analysis by Wharton's Paul Schoemaker | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it


SWOT analysis is a widely used framework for strategic planning in which managers examine their company's internal strengths and weaknesses as well as external opportunities and threats. However, companies that use this classic model run the risk of naval staring and favoring status quo strategies.  Here's some concrete advice on how to sidestep these pitfalls and make your strategy session more inspiring. 12 tips on how best to use this strategic planning tool

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The Sharing Economy Isn’t About Sharing at All

The Sharing Economy Isn’t About Sharing at All | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

But the sharing economy isn’t really a “sharing” economy at all; it’s an access economy. This insight − that it is an access economy rather than a sharing economy – has important implications for how companies in this space compete. It implies that consumers are more interested in lower costs and convenience than they are in fostering social relationships with the company or other consumers. Companies that understand this will have a competitive advantage.

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Forget BRICS, here are the new 7 best emerging markets for business

Forget BRICS, here are the new 7 best emerging markets for business | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
So where, now, should companies turn for their strategic investments? Well, that has everything to do with what they should look for: stability and resilience. And for that we found seven smart bets. In short, these are markets where it would seem good governance and sustainable growth are likely to go hand in hand.
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The geography of jobs, part 3: Mapping the effects of international investment flows - Deloitte

The geography of jobs, part 3: Mapping the effects of international investment flows - Deloitte | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Manufacturing and professional, scientific, and technical services stand out as industries where foreign direct investment in the United States has had a surprising impact on job creation.
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Where to look for global growth | McKinsey & Company

Where to look for global growth | McKinsey & Company | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

The latest research of the McKinsey Global Institute (MGI) suggests that unless increases in labor productivity compensate for an aging workforce, the next 50 years will see a nearly 40 percent drop in GDP growth rates and a roughly 20 percent drop in the growth rate of per capita income around the world. The potential for diminished growth varies considerably among countries. In the developed world, Canada and Germany are poised for the biggest drops in GDP growth rates. Saudi Arabia, Mexico, Russia, and Brazil are most at risk in developing countries (Exhibit 1). Societies that fail to raise their game for the productivity needed to sustain growth will find it harder to achieve a host of desirable goals, such as reducing poverty in developing economies and meeting current social commitments in developed ones.

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Creating content the C-Suite truly values

Creating content the C-Suite truly values | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Rethink your content strategy for engaging Senior Decision-makers..

There are many frameworks and strategies that we can use to create content that educates, engages and spreads our message. For example, the Smart Insights Content Marketing Matrix helps review which content is effective in different parts of the marketing funnel. When it comes to tailoring content for our buyer personas it’s an obvious process; build content that solves a problem. There’s another side to this though. If you’re trying to engage the C-Suite, or any senior decision maker for that matter, then the typical method of content marketing may not work. This is because they operate on a different level than your typical prospect.

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What Everyone Should Know About Managing Up

What Everyone Should Know About Managing Up | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

HBR recently ran a special series on managing up, asking experts to provide their best practical advice for navigating this important dynamic. Together, these pieces provide a good primer on how to maintain an effective, productive working relationship with your own boss. To start, consider the type of manager you have. Many pose a unique set of challenges that require an equally unique set of skills to handle

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A Consultant’s Guide to Firing a Client

A Consultant’s Guide to Firing a Client | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

 if you want to dramatically enhance your productivity, it pays to zero in on the biggest source of stress and wasted time: problematic clients.

Some entrepreneurs and executives fight to hold onto business at all costs, recognizing that it’s easier to retain a customer than to win a new one. That’s true, but many business leaders are loathe to fire clients, even when it’s the right move. I’ve been a consultant for the past nine years, and my client list today looks dramatically different than it did when I launched, in large part because of strategic decisions I made to let some clients go and take on others. Here’s how to recognize when it’s time for your business relationship to end.

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Using Competitive Intelligence to Stay Ahead of Your Rivals

As companies strive to find out as much information as possible about the marketplace, competitive intelligence has become increasingly relevant. Competitive intelligence is essentially market research, but market research for the digital age involving micro-levels of detail and analysis with the aim of discovering highly targeted and specialized information.

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[Infographic] How To Evaluate Your Display Ad Strategy Using Competitive Intelligence

[Infographic] How To Evaluate Your Display Ad Strategy Using Competitive Intelligence | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

In this infographic we detail exactly how you can leverage data from your competition to increase the success of your own ad strategy. The best way to deal with abundant competition is to use it to your advantage. Competitive Intelligence can provide you with deep, strategic insights into what’s working (or not working) for the brands you’re up against. This subsequently allows you to capitalize on the success they’ve had, and avoid the time and money invested in their mistakes.

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