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Irene V.

Marketing trends in 2012 | B&T - 0 views

www.bandt.com.au/...marketing-trends-in-2012

marketing trends

shared by Irene V. on 26 May 12 - No Cached
  • Irene V. on 26 May 12
     
    Marketing trends in 2012 25 January, 2012 Madeleine Ross comments "Opportunities go begging in a market ripe for the brave," says Deloitte chief marketing officer David Redhill, and that's certainly the attitude of many marketers looking at the next 12 months. In this year's tough economic climate, with financial trouble plaguing most of Europe and the USA, Australian marketers will be cautious, but that doesn't mean they'll stop spending. Local consumers have grown accustomed to being circumspect and are now looking to do business with reliable institutions. According to Commonwealth Bank's chief marketing and online officer, Andy Lark: "if you're trusted and you've got a good brand, you're in a good position." Reports of flailing foreign economies won't wreak the same havoc they used to on the industry, with agencies and clients now looking towards the  potential downturn as an opportunity to cleverly and cost-effectively win over customers at their most vulnerable. "There is a lot of caution in the market and we are as circumspect as the next business," says Redhill. "But at the same time marketers who invest in brands in downtime are usually the winners because they will emerge stronger as competitors shrink their budgets and reel in their more expansive plans."  The Tontine Group's product development and marketing manager, Lucinda Kew, agrees: "It is actually the brands that invest through difficult times which end up getting the best results because… you're resonating with people and when they get through those difficult times, hopefully you're their brand of choice." More for the same The Commonwealth Bank, bedding manufacturer Tontine and financial advisory firm, Deloitte all plan to maintain their marketing spends this year. That's a relief for agencies, especially in the midst of rumours about a 'race to the bottom' where agencies are fighting for clients and remuneration offers are slumping. But that's not to say brands or agencies can r
Irene V.

Value Networks - SENSORICA - 0 views

www.sensorica.co/value-networks

value networks

shared by Irene V. on 23 May 12 - No Cached
  •  value networks, a new way to produce and to distribute value. This section focuses on the second one. We are taking an iterative approach to solve the value accounting problem and to design and implement a sound value system, which allows individuals and small organizations to collaboratively create and distribute value. The main role of the value accounting system is to track different types of contributions, like personal, social, built and natural capital, and to compute a revenue share for all contributors, based on individual contribution. But in order to make value networks self-organize into creative and productive entities we need more than a sound value system. We are in fact developing the entire infrastructure of value networks, which includes communication, coordination and collaboration tools, a reputation system, a role system, an incentive system, a feedback system, a service system, a materials management system, a project/tasks management system, etc. All these components interact with each other and form a humane and empowering environment, in which contributing member can express their passions, exchange and collaborate to create value. We are not just dreaming about this. SENSORICA, which is sustaining a continuous growth in value and in potential since its inception, is a living proof of our model. 
Irene V.

Managing Remote Employees Training - 0 views

www.mcstech.net/...managing-remote-employees.cfm

managing remote employees

shared by Irene V. on 23 May 12 - No Cached
  • Managing remote employees can prove rewarding, liberating and fulfilling…or you can feel like an empty nest parent whose kids don’t stay in touch. Building teamwork, trust and trackability are three cornerstones of effective remote management of virtual employees. Learn how to build credibility and confidence with a virtual workforce. Micro-managing vs. micro-monitoring. Often, the difference between resentment and resilience occurs in the subtleties of remote employee management. If virtual employees feel “Big Brother” is watching, they will naturally tend to become defensive. On the other hand, if they feel supported and know they have a safety net, positive results are likely to follow. This class will help managers learn how to: Motivate remote employees Handle conflicts in virtual settings Communicate convincingly from afar Create a tightly-knit team that stays loose
  • Development of remote employees Training – methods for training remote employees, when to use each Skill vs. talent training On-going mentoring – development as a continuous process Reactionary vs. proactive Socratic coaching How to give good feedback Performance reviews and feedback – frequency, how to conduct and communicate, evaluating team Identifying skills vs talent performance Motivating remote employees Creating leaders and building ownership Empowering employees – enabling employees by giving them decision opportunities. Turning work into play Ways to reward a virtual team No vs. low vs. high cost options Public vs. private reward systems Disciplining remote employees Action plans Key items to include How to deliver How to monitor Handling conflicts between remote team members Hiring remote employees Ideal traits of the remote employee Using the remote employee skill assessment Implementing remote management skills Creating action plans, getting immediate results.
  • Managing Remote Employees Topics Covered Leading a remote team Setting the vision – how to communicate the team vision and keep employees focused on it in their work efforts. Creating expectations – how to clearly communicate and set performance and team expectations to ensure employees move toward common objectives correctly. Communicating WIIFMs – drive employees toward goals by communicating the benefits to them “what’s in it for me.” Communication Quantity and quality – increased communication needed with remote employees Communication vehicles – the different ways to communicate with a distributed workforce and when and how to use them Picking the appropriate option for different situations How and when to have team meetings Accessibility – establishing your credibility through commitments, guidance, and owning decisions Micro-Monitoring vs. Micro-Managing Creating and using tools to enable employees to manage themselves and track their own performance Increasing responsibility to decrease management time Setting goals – how to engage employees in their own development Managing to expectations Monitoring tools What can be monitored & how to monitor What can be managed & how to manage
  • Irene V. on 23 May 12
     
    indice de un entrenamiento
Irene V.

Technology-organization-environment framework - IS Theory - 0 views

istheory.byu.edu/...nization-environment_framework

framework theory technology organization environment information systems

shared by Irene V. on 13 Jul 12 - No Cached
  • The process by which a firm adopts and implements technological innovations is influenced by the technological context, the organizational context, and the environmental context (Tornatzky and Fleisher 1990). The technological context includes the internal and external technologies that are relevant to the firm. Technologies may include both equipment as well as processes. The organizational context refers to the characteristics and resources of the firm, including the firm’s size, degree of centralization, degree of formalization, managerial structure, human resources, amount of slack resources, and linkages among employees. The environmental context includes the size and structure of the industry, the firm’s competitors, the macroeconomic context, and the regulatory environment (Tornatzky and Fleisher 1990). These three elements present “both constraints and opportunities for technological innovation” (Tornatzky and Fleisher 1990, p. 154). Thus, these three elements influence the way a firm sees the need for, searches for, and adopts new technology.
Irene V.

In networks, cooperation trumps collaboration. | Social Media Today - 0 views

socialmediatoday.com/...operation-trumps-collaboration

networks cooperation collaboration social social media media systems work enterprises

shared by Irene V. on 21 Jun 12 - No Cached
  • In networks, cooperation trumps collaboration. Collaboration happens around some kind of plan or structure, while cooperation presumes the freedom of individuals to join and participate. Cooperation is a driver of creativity. Stephen Downes commented here on the differences:collaboration means ‘working together’. That’s why you see it in market economies. markets are based on quantity and mass.cooperation means ’sharing’. That’s why you see it in networks. In networks, the nature of the connection is important; it is not simply about quantity and mass …You and I are in a network – but we do not collaborate (we do not align ourselves to the same goal, subscribe to the same vision statement, etc), we *cooperate*We are only beginning to realize how we can use networks as our primary form of living and working
  • form in itself that can address issues that the three other forms could not.
  • network
  • ...3 more annotations...
  • implementing social business (a network mode) within corporations (institutional + market modes). Real network models are new modes, not modifications of the old ones, and cooperation is how work gets done.
  • Wirearchy: a dynamic multi-way flow of power and authority based on information, knowledge, trust and credibility, enabled by interconnected people and technology.Heterarchies are networks of elements in which each element shares the same “horizontal” position of power and authority, each playing a theoretically equal role [wikipedia].Chaordic refers to a system of governance that blends characteristics of chaos and order. The term was coined by Dee Hock the founder and former CEO of the VISA credit card association [wikipedia].
  • Combine the TIMN perspective with the Cynefin framework, and I created this table, looking at how work gets done:Shifting our emphasis from collaboration, which still is required to get some work done, to cooperation, in order to thrive in a networked enterprise, means reassessing some of our assumptions and work practices. For instance:The lessening importance of teamwork, versus exploring outside the organization may change our perceptions about being a “team player”.Detailed roles and job descriptions are inadequate for work at the edge.You cannot train people to be social.Collaboration is only part of working in networks. Cooperation is also necessary, but it’s much less controllable than our institutions, hierarchies and HR practices would like to admit.
  • Irene V. on 21 Jun 12
     
    Este articulo realmente me inspiro, de alguna manera me dio una clave para dar estructura a el caminito hacia el futuro del trabajo y la evolucion de los sistemas y modelos que estamos viviendo. es algo futurista, considerando que lo que hace la punta pasa tiempo hasta que se convierte en mainstream... pero nos habla de procesos y dinamicas y formas realmente diferentes, really open. y eso requiere de evolucion interna , de metas, de emociones, de coportamiento, y de ideas. Creo que ya hay generaciones haciendolo y listas, pero el mundo de las organizaciones y empresas aun esta liderado por gente del viejo mundo, de mi generacion inclusive. Es un reto usar la plasticidad del cerebro para trabajar de nuestro lado enfrente de ls esque mas y patrones aprendidos. De forma que creo que para seguir los pasos de ese caminito hace fata un entrenamiento personal mas alla que la asesoria de estructura. Primer paso: usar las herramientas. -En este punto estamos nosotros ofreciendo apoyo; como planteamos los siguientes pasos?- segundo paso: conocer lo posible tercer paso : trabajar las areas de reto para poder caminar en lo posible (normalmente de proceso personal primero) cuarto paso : entrar a la nueva estructura y navegar en ella, tomar las oportunidades, crearlas, vivirlo.
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