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Don't Fire An Employee And Leave Them In Charge Of The Corporate Twitter Account

Don't Fire An Employee And Leave Them In Charge Of The Corporate Twitter Account | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Yesterday HMV, the beleaguered British entertainment retailer, laid off 190 employees, in an effort to cut costs and right its balance sheet. The company apparently pulled a large group into human resources and gave them the bad news. While this was going on, one employee, Poppy Rose, who had been an HMV community manager and thus had access to the corporate Twitter account, started live tweeting about the layoffs.

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A meltdown or creative destruction?

A meltdown or creative destruction? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it


here are many people, many more than a decade ago, who are line managers, whether it is in marketing, sales, product development, planning, finance, or whatever, who have CI responsibilities and/or tools available to them. And that is due to the development of CI as a separate discipline. That does not mean competitive intelligence has vanished – rather that it is morphing. If anything, it may not be as visible as it was in, say 2000, but it appears to be more widespread with deeper roots. The challenge now is to make sure that you and others understand what CI is, how to do it properly, and how to utilize it. Also, as with strategic planning, you have to learn when to go outside for help and what kind of help to seek. In other words, what not to do.

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Mixed Signals: Why People Misunderstand Each Other

Mixed Signals: Why People Misunderstand Each Other | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

To Halvorson, a social psychologist at Columbia Business School who has extensively researched how people perceive one another, Tim’s story captures one of the primary problems of being a human being: Try though you might to come across in a certain way to others, people often perceive you in an altogether different way. Most of the time, Halvorson says, people don’t realize they are not coming across the way they think they are. Perception is also clouded by the perceiver’s own experiences, emotions, and biases, which also contributes to misunderstandings between people. As Halvorson puts it, everyone has an agenda when they interact with another person.

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Intelligence And Cookies

Intelligence And Cookies | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Note: This is entry number 2 in a three part series on some of the things I have learned about intelligence support to entrepreneurs from running a number of crowdfunding campaigns.  Not every product has this strong of a trend associated with it.  That said, if you have to swim upstream, you at least want to know about it beforehand.

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Trial and Error Is No Way to Make Strategy

Trial and Error Is No Way to Make Strategy | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

For decades now, both consultants and academics have been arguing that the world has become so fast paced, so hypercompetitive, so complex, so ambiguous, and so uncertain, that the death knell has sounded for strategy’s central concept of sustainable competitive advantage. Competitive advantage has become fleeting, easily disrupted by actors both inside and outside an industry. The common prescription for competing in the absence of competitive advantage is the concept of strategic agility or adaptability, which involves rapid pivots, self-disruption, and abundant experimentation. Success, in this worldview, often entails mimicking the lean startup, strategically maneuvering with nimbleness and flexibility. Perhaps.

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Global Economic Outlook, Q2 2015: Brazil, into the storm -- Deloitte

Global Economic Outlook, Q2 2015: Brazil, into the storm -- Deloitte | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
As the Brazilian president starts her second term in office, it is clear that the economic picture is not pretty. Private consumption, a key driver of growth, has slowed, and the labor market has worsened.
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Global Economic Outlook, Q2 2015: Deloitte

Global Economic Outlook, Q2 2015:  Deloitte | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
In recent months, the global economy has been rocked by a dramatic decline in oil prices and a dramatic increase in the value of the dollar. Diverging policies of different countries have contributed to exchange rate volatility.
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Better break-ups: The art of the divesture | Deloitte

Better break-ups: The art of the divesture | Deloitte | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
In their continuing efforts to unlock greater shareholder value from portfolio realignment, CFOs are increasingly turning to spin-offs, which create new public companies out of existing business units. In this issue of CFO Insights, we look at four lessons to consider when separating an entity and keys to helping companies get it right the first time.
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Is the End of GE Capital Good News for Ecomagination?

Is the End of GE Capital Good News for Ecomagination? | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

two angles on GE’s move tell an important story, and one that’s not being discussed. First, it’s not nostalgia for manufacturing that’s driving GE CEO Jeff Immelt and his team to make this decision to focus (again and still) on making the stuff our economy needs. They must see better opportunity for profit and growth on the physical side of the business. And second, the biggest opportunity lies in a particular kind of industrial product – those that bring about a cleaner economy.

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The Where Factor: Location Intelligence and the Competitive Edge

The Where Factor: Location Intelligence and the Competitive Edge | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

The convergence of business intelligence and big data has given rise to data-driven organizations—organizations that use data to direct business practices, marketing, new product development and other operational activities. But business intelligence platforms typically miss an important dimension of data analysis: location.A recent report by Forbes Insights, in association with Pitney Bowes, “The Eureka Moment: Location Intelligence and Competitive Insight,” examines this additional layer of intelligence and its uses.

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Alex Pfeiffer's curator insight, April 23, 1:27 PM

Great site to learn about business intelligence.

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How to Think Strategically about Knowledge Management -- Knowledge@Wharton

How to Think Strategically about Knowledge Management -- Knowledge@Wharton | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
In this interview with Knowledge@Wharton, Wharton management professor Ian MacMillan, who is also director of the Sol C. Snider Entrepreneurial Research Center, and Wharton adjunct professor Martin Ihrig, who is also a practice professor in the University of Pennsylvania’s Graduate School of Education, talk about how organizations can determine which of their knowledge assets are the most strategically relevant, and how best to deploy them.
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A Brief History of the Ways Companies Compete

Since the late nineteenth century, we have seen five distinct movements in the way companies compete. Today quality, efficiency, and scale stand side-by-side as ways of competing. For every Wal-Mart and Ford that competes mostly on price, there’s a Nordstrom and BMW that competes mostly on quality. Some companies brought together Six Sigma and lean production into “Lean Six Sigma” as a way of competing with both lower costs and higher quality.But after the rise of Japan proved not to be a miracle after all, and with the rise of the internet, a new, fourth movement was born in the 1990s: the network way of competing. Instead of winning customers based on cost or quality (or both), companies began to compete based on how many people (or businesses) use them

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An insider’s view of what doomed Nortel

An insider’s view of what doomed Nortel | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

A former executive offers his own take on the rise and fall of the telecommunications company. He found the politics of the company shaped by a palpable lack of trust, with decisions taken out of concern for power bases. “Insecurity was pandemic. A common characteristic I had found among many leaders was self-doubt,” he writes.

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Your Company is Failing this Simple Agility Test

Your Company is Failing this Simple Agility Test | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

The most intriguing counterintuitive finding is that organizational alignment of is not an issue in execution but coordination across siloes is. The research shows unequivocally that strategic planning, management-by- objectives, balance scorecards and other familiar corporate tools for strategic alignment work well in 80% of the companies surveyed and yet had little to do with better execution. Failure to coordinate between internal units, on the other hand, is damaging. It leads to missed opportunities and bad execution. The statistic was staggering: sixty four percent of the managers cited conflicts between functions and units that Corporate failed to resolve.

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Data is your raw material, not your ideas

Data is your raw material, not your ideas | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

There is no 'perfect' in visualisation: there are better and worse solutions but no absolute path to perfection. It is therefore important to embrace these instinctive reactions we have to the subject and task we're working on. These mental manifestations inject imagination and creativity into our work and this is important, without question. However, our ideas only act as initial possible signposts and they should only play the role of background inspiration. They cannot be the leader. We can't afford to commit ourself to such a narrow aperture in our thinking. Our ideas are not the raw material, the data is.

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How to Help Someone Develop Emotional Intelligence

How to Help Someone Develop Emotional Intelligence | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

What does work is a) helping people find a deep and very personal vision of their own future and b) then helping them see how their current ways of operating might need a bit of work if that future is to be realized. These are the first two steps in Richard Boyatzis’ Intentional Change theory. According to Boyatzis here’s how people really can begin and sustain change on complex abilities linked to emotional intelligence:

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Competitive Intelligence by Mike Sandman; IERG Boston Chapter Presentation

Mike Sandman defines and explores Competitive Intelligence: Concepts, Similarities and Differences across the Globe. His presentation was delivered to the International Executive Resources Group (Boston Chapter) on February 23, 2015.

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Competitive Intelligence Manager, Dish Netowrks, Englewood, CO

Competitive Intelligence Manager, Dish Netowrks, Englewood, CO | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

The Competitive Intelligence & Consumer Insights Manager will be responsible for all data-gathering, analysis and internal communications related to our competitors. This person is expected to become the internal expert in video, internet and phone service products and continuously monitor any developments that might impact our business. This person must continuously monitor and assess local and national competitors' offerings, capabilities and strategies and form a point of view on the resultant opportunities and challenges for DISH Network. In addition, this position will determine best business practices and strategies to build new offers/promotions for the existing customer base. 

 

 

Primary responsibilities fall into the following categories:

  • Develop, manage and maintain closed loop management on competitive offers for new and existing customers; central point of contact for targeting/setting up & collecting information from existing customers via survey’s and focus groups
  • Translate complicated, abstract issues into clear insights; proactively communicate and present competitive intelligence / hypotheses through summaries, formal presentations, and informal meetings to business partners at all levels of the organization
  • Research, recommend and implement unique competitive marketing strategies by performing SWOT analysis which meet the company's strategic and financial goals
  • Continuously monitor competitor pricing, products, offers and promotions and manage an ongoing centralized competitor intelligence database
  • Develop strategic pricing models and project financial impacts; preparing executive-level analysis, reports, project status overview and presentations for senior decision makers in the company
  • Work closely with call center operations, training and executive leadership in order to implement initiatives/solutions with effective representative training, measurements and compliance
Skills - Experience and Requirements:

A successful Competitive Intelligence Managerwill have the following:

  • Bachelor’s degree – Preferably Marketing and/or Finance or equivalent experience; MBA a plus
  • 3-5 years of related professional experience
  • Knowledge of sales and marketing principles and methods for showing, promoting, and selling products or services
  • Ability to learn quickly, prioritize and work under pressure, adapt to a rapidly changing environment and demonstrate a sense of urgency -- while not being overly sensitive, quickly frustrated or easily flustered
  • Ability to facilitate a project with multiple steps from conception to delivery and measure success considering the relative costs and benefits of potential actions to choose the most appropriate one
  • Capable of working effectively with cross functional teams to plan and execute Retention initiatives within the call centers. Excellent project management skills; ability to multi-task; proven success in leading cross-functional teams
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Global Economic Outlook, Q2 2015: United States -- what a difference a year makes -- Deloitte

Global Economic Outlook, Q2 2015: United States -- what a difference a year makes -- Deloitte | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Although 2014 ended with a moderate rate of growth, the United States is well positioned for a stronger 2015. However, the economic trends shaping this year will create counterbalancing impacts.
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Driving Culture Change in Finance: Tom Scalera, CFO, ITT Corporation - Deloitte - WSJ

Driving Culture Change in Finance: Tom Scalera, CFO, ITT Corporation - Deloitte - WSJ | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
A spinoff often creates a myriad of challenges for the newly formed company. It also can be an opportunity to fundamentally change the corporate culture, the way of doing business and how the finance organization supports the business, as Tom Scalera, CFO of ITT Corporation, explains.

Mr. Scalera describes how establishing a collaborative and customer-focused culture in finance has enabled him to build closer relationships between finance and operations and has allowed finance to play a more integral role in implementing ITT’s strategy. He says that setting the tone at the top, hiring the “right” people and constant messaging are key elements to driving a significant shift in culture, and to giving him the time to take a larger and more strategic leadership role.
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Business and society in the coming decades | McKinsey & Company

Business and society in the coming decades | McKinsey & Company | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

Over the past several decades, one of the great discussions within capitalism has centered on defining exactly what a business is and what its obligations are to society at large and to the many stakeholders participating in business systems, including customers, shareholders, employees, suppliers, and communities, to name a few. The obligations to society have been defined in different ways at different points., we have seen a broadening of the discussion to recognize the importance of multiple stakeholders and the need to promote social, environmental, and financial value. Long-term capitalism goes one step further, asking companies to actively reshape the systems in which they operate. Those systems could include the complex of logistical and shipping services that move goods around the globe, the web of overseas contract manufacturers on which companies rely, or the array of energy suppliers that fuel worldwide operations.

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The Basic Principles of Strategy Haven’t Changed in 30 Years

Almost every time I teach the basic concepts of strategy — the five forces framework or the principles of competitive advantage — I get the same question. “These ideas are more than 30 years old,” managers complain. “Isn’t there anything more recent?” Unfortunately, this question demonstrates a lack of understanding of the nature of knowledge. It the same as saying to a maths professor who is explaining the principles of calculus, “These ideas are more than 100 years old. What are the new ideas?” It took decades to figure out the basic principles of business strategy, and now that we have figured them out, we should not be valuing them any less because they have been clear to us for 30 years or more. The basic principles are:

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The 5 Strategy Rules of Bill Gates, Andy Grove, and Steve Jobs — HBS Working Knowledge

The 5 Strategy Rules of Bill Gates, Andy Grove, and Steve Jobs — HBS Working Knowledge | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it

But how were they able to steer their companies through the volatile ups and downs of decades of changing technologies? What did they have in common? And what can we learn from them about successful strategy? Those are the questions David B. Yoffie and Michael A. Cusumano address in their new book, Strategy Rules: Five Timeless Lessons from Bill Gates, Andy Grove, and Steve Jobs. "I have known all three of these individuals," says Yoffie, the Max and Doris Starr Professor of International Business Administration at Harvard Business School. "By looking at what they had in common, I thought there was a great opportunity to understand what distinguishes a really great strategist from your average CEO.

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FRANK FEATHER ~ Business Futurist's curator insight, April 22, 6:34 PM

Good summary article of a book on the winning approaches of three top strategic CEOs.

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How Nokia Can Make the Most of the Alcatel-Lucent Deal -- Knowledge@Wharton

How Nokia Can Make the Most of the Alcatel-Lucent Deal -- Knowledge@Wharton | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it
Nokia’s deal with Alcatel-Lucent makes sense for both companies, according to Chaudhuri. For Nokia, it provides a bigger global footprint. Lucent had been a heavyweight in the U.S. market while Alcatel was strong in Europe before the two companies merged in 2006. Nokia, on the other hand, has had some traction in the Asian market in networking equipment. With Alcatel-Lucent in its fold, Nokia could claim a truly global presence and go after bigger deals, Chaudhuri notes.
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Technology Vision for Insurance 2015 - Accenture

Technology Vision for Insurance 2015 - Accenture | Strategy and Competitive Intelligence by Bonnie Hohhof | Scoop.it


The Accenture Technology Vision for Insurance 2015 outlines the massive transformation facing insurers as they seek to redefine their role in the new “We Economy”. Carriers that embrace this new collaborative economy have an opportunity to enable and monetize disruption, placing them on a path of higher growth.This year’s Technology Vision highlights five themes that will catalyze the growth and transformation of the insurance industry’s digital power brokers of tomorrow.

  1. The Internet of Me: Our world, personalized
  2. Outcome Economy: Hardware, producing hard results
  3. The Platform (R)evolution: Defining ecosystems, redefining industries
  4. Intelligent Enterprise: Huge data, smarter systems—better business
  5. Workforce Reimagined: Collaboration at the intersection of humans and machines

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Director Customer Insights. MetLife, NY NY

We’ve established a foundation of people and technology that can effectively translate business needs into analytical frameworks and insights into action.The Director, Customer Insights is a key position in the dynamic US Direct Business organization responsible for strategically leading the creation of differentiated customer experiences by turning market research, competitive intelligence, voice of customer, and Net Promoter Score data into actionable insights. The Director works cross functionally with business partners to make intelligent, data driven decisions that drive strategic and sustainable customer centric change.

Principal Accountabilities:

Strategically lead the Net Promoter (NPS) and Voice of Customer (VoC) programs while fostering a consumer-centric culture across Direct.
Continue to refine the existing program within the B2C channel. Develop the strategy and operationalize the program within the B2B2C channel, across key sponsors and products.
Develop and track the return on investment and customer economics for the NPS/VoC program and associated improvement projects.
Identify competitive intelligence needs for the business, lead research and analysis efforts, and develop strategic and tactical recommendations for the business.
Lead key research efforts (e.g. product, marketing, customer service) working closely with business partners to develop and execute on strategies based on the insights.
Operate as a center of excellence, modeling best practices, packaging and presenting results to Customer Centricity and in other forums as required.
Coach, develop and manage direct reports.

Job Requirements

Required Competencies:

10+ years of experience in the financial, consumer retail or insurance industry.
In-depth experience with NPS and market/competitive research tools that support the measure and execution of the programs.
Record of using data and analytics to strategically drive successful research and customer experience programs.

Desired Competencies:

Proven ability to create momentum around ideas and drive change across an organization.
Experience operationalizing insights across B2B, B2C and B2B2C channels.
History of executing on a vision for the customer experience.
Superb communication skills with the ability to deliver insights and get buy-in from colleagues in strategic and operational functions.
Ability to effectively manage a team, develop strategic initiatives, and deliver against business goals.
Undergraduate degree in Marketing, Economics or related field; or equivalent experience.
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