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Pricing on Purpose: Creating and ... - Google Book Search - 0 views

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purpose pricing book oreilly

shared by raheel naqvi on 11 Jan 09 - Cached
  • Pricing on Purpose By Ronald J. Baker
  • "With Pricing on Purpose, Ron Baker had made an enormous contribution to the better understanding of pricing that will be accessible to anyone who wants to learn. People are intrigued by instances of what they see as idiosyncratic pricing. Sometimes it is idiosyncratic, but oft-times it is fiendishly clever and well researched. So is this book. There are examples that at first sight seem to have nothing to do with the subject at hand, but the learning points are all made and explained in any number of interesting and memorable ways. Pricing on Purpose is a welcome and valuable addition to the learning on pricing and I recommend it to professional pricers, marketers, and anyone interested in capturing the value their business creates." —Eric G. Mitchell, President, Professional Pricing Society, www.pricingsociety.com
  • "Ron Baker is what I'd call a 'thought giant.' In his first two books he literally began a revolution in the accounting and legal professions. Thousands of professionals in public practice now lead far better, more rewarding lives thanks to him. Now he's broadened his impact in a huge way. Read this book, implement the ideas and you'll never look at your prices or your pricing policies in the same way again. You'll be richer in many ways because of it." —Paul Dunn, founder and CEO, ResultsNet Australia, coauthor, The Firm of the Future: A Guide for Accountants, Lawyers, and Other Professional Services, www.resultsnetaustralia.com
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innovation playground Idris Mootee - 0 views

mootee.typepad.com

authenticity mootee strategy innovation research purpose web2.0 design blog trends

shared by raheel naqvi on 06 Oct 09 - Cached
  • Strategic planning is often used to describe operational planning, real strategic planning is about planning for the future.
  • Here’s advise from Steve Jobs in managing in a downturn. "We've had one of these before, when the dot-com bubble burst. What I told our company was that we were just going to invest our way through the downturn, that we weren't going to lay off people, that we'd taken a tremendous amount of effort to get them into Apple in the first place -- the last thing we were going to do is lay them off. And we were going to keep funding. In fact we were going to up our R&D budget so that we would be ahead of our competitors when the downturn was over. And that's exactly what we did. And it worked. And that's exactly what we'll do this time."
  • Some believe senior executives or the board should set the direction of the company and control all strategic directions and resource allocation. In fact, the better approach is to set the overall directions and then create favorable conditions and flexible architectures to support learning and innovation for middle management.
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  • Balanced Scorecard/Strategy Map methodology from Kaplan and Norton knows the importance of Leading Indicators:
  • "finding new products and services that meet not only the functional needs of consumers for tasty food or clean clothes but also their wider aspirations as citizens."
  • I believe strategic innovation and strategic planning are two very different (not mutually exclusive) approaches that people mixed it up.
  • Strategic innovation is a process to discover new value through new ideas while strategic planning process plan base on what happened and what to respond.
  • Without something happen, planners cannot plan further. In most case, strategic planner assumes business as usual.
  • It is hard to find business as usual today.
  • Their job is not to read and interpret “weak signals”. That’s why innovation, strategy and operations and three different functions and require very different skill sets.
  • A first step is to formally integrate innovation into the executive planning agenda
  • Second, executives can make better use of external talent for innovation, people who bring proven tools and multi-disciplinary thinking. Bring them in as your innovation partner and have a formal innovation program that span across different business units and geographies.
  • Finally, identify leaders to help foster an innovation culture based on creativity and trust. In such a culture, people understand that their ideas are valued, trust that it is safe to express those ideas, and oversee risk collectively, together with their managers. Give them space to experiment.
  • Brainstorming is really about purposeful use of creativity and imagination.
  • Purpose is really the heart of any business strategy and should provide the guiding principle for corporate strategy (and brand).
    • raheel naqvi
      raheel naqvi on 06 Oct 09
       
      PURPOSE
  • The next big issue is “authenticity”?  Today this word carries extra meanings thanks to the Internet.  This is not something one can “buy” with big ad dollars. This is truly how brand differentiates and is strongly associated with trust, not just brands but also on a corporate level. Adv agencies (including interactive and direct mkt agencies) fundamentally operate differently and are not really good candidates for innovation and design explorations.
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corporate venturing Resources | BNET - 0 views

resources.bnet.com/...corporate+venturing.html

venturing corporate venturing corporate entrepreneurship sales lead EnfadSalesLeads enfadSales

shared by raheel naqvi on 16 Jan 09 - Cached
  • corporate venturing
  • Time for firms to take new view of corporate venturing, BUSINESS TIMES Business Times Malaysia 07-05-2001 THE new economy has made it necessary to see corporate venturing in a new light, according to Accenture Business Launch Center. Corporate venturing is investing and leveraging on internal and external asse Business Times...
  • Corporate Venturing in Denmark This paper argues that Corporate Venturing CV, i.e. activities where an existing firm actively invest in a new start-up, is a much more widespread phenomenon in Denmark than official sources claim. In addition to large CV oriented corporations such as NKT and B&O, many medium sized firms and even quite...
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  • Corporate Venturing Performance: An Investigation Into the Applicability of Venture Capital Models This paper reports a study that examined this assertion more directly through surveying 95 corporate venture units across 3 continents (Europe, South East Asia and North America) and examining the association between their organizational structures, management practices and investment practices, and multiple measures of venture unit performance. Regression analyses found...
  • In Search of Corporate Renewal - Focus on Corporate Venturing In today's rapidly changing business environment established companies venture to sustain growth and corporate renewal. But developing new business from scratch takes time. Thus companies find it hard to justify investments in venturing: when measured by financial terms only, the track record of corporate venturing is poor. This paper drafts...
  • Corporate Venturing: Gold Mining or Fool's Gold? This paper begins with a discussion of corporate venturing basics including the rationale for initiating a corporate venture group, a comparison to traditional venture capital firms, and the many approaches to corporate venturing. Next there is an in depth discussion of the current corporate venture landscape including examples of successful...
  • External Corporate Venturing - Exploration and Exploitation External corporate venturing, which is new business creation activity through organizational modes such as corporate venture capital, alliances, acquisitions, or spin offs has received relatively scant attention in the corporate entrepreneurship literature. Based on seven in-depth case studies of large European and U.S. firms in the information and communication technology...
  • Corporate Venturing Modes and Their Impact on Corporate Learning Learning and increased innovation are often mentioned as some of the key benefits from corporate venturing for corporations. However, little research exists that would analyze whether there are systematic differences in learning outcomes across different governance modes. This paper systematically analyzes how the governance choice between different external corporate venturing...
  • Selection in Corporate Venturing This paper argues that the ability to select more profitable ventures while at the same time avoid selecting away promising ventures is dependent on not only the choice of selection strategies but increasingly on the corporate venture firms' selection capacity. This capacity is largely a function of the committed participation...
  • Corporate Venturing - The Rolls-Royce Model Rolls-Royce had previously become involved in Corporate Venturing in the late 80s and early 90s with what many might view as some success. With a dedicated team of three or four they had achieved a revenue from licensing of several million Pounds a year. However, in the bearish mood of...
  • Corporate Venturing The purpose of this paper is to comment on the challenges that Corporations find when deciding to setup an equity investment arm: Corporate Ventures CVs. This paper will focus on three different challenges, covering the reasons why Corporations decide initiate CVs, the main structural differences between CVs and Venture Capital...
  • Managing Innovation Through Corporate Venturing Innovation involves applying creative ideas to find solutions to organizational problems. It enables organizations to overhaul their systems and processes and increase the quality of their products. However, the paper argues that a certain degree of commercialization is required to successfully use innovation for better results. A related model is...
  • Adventures In Corporate Venturing From the executive summary: ‘Companies that are successful in developing new ventures have a clearly articulated portfolio management strategy covering five areas: type of business opportunity, capital investment parameters, degree of operational involvement, links with core businesses, and other such objectives.’ The companies prefer creating a separate subsidiary because the...
  • Corporate Venturing? Make Sure its Cautious Venturing Working with corporate venturers can provide venture capital and private equity firms with a rich source of investment opportunities. Corporate venturing can entail different things, depending on the corporate in question. A question remains in the minds of many VC investors: is the reduction in operational and competitive risk merely...
  • Internal Corporate Venturing Cycles: A Nagging Strategic Leadership Challenge Thirty years of systematic study reveal that many major corporations experience a strange cyclicality in their Internal Corporate Venturing ICV activity: Periods of intense activity are followed by periods of shutting down such activities only to be followed by a new cycle a few years later. Based on analysis of...
  • Breaking the Frame: Radical Change Through External Corporate Venturing Recently several authors have argued that faced with dramatic change, the firm needs to expand its search space beyond local search to develop new cognitive frameworks that can guide behavior in the changed or changing environment. This paper contributes to this emerging stream of literature by investigating mechanisms that enable...
  • Building External Corporate Venturing Capability: Initial Conditions, Learning Processes and Knowledge Management How firms build new capabilities to adapt to changing environments is in the core of strategic management. However, only recently research has addressed this question. In this paper a model has been developed that lays out how firms develop a capability to create and develop ventures through corporate venture capital,...
  • External Corporate Venturing: Bridging, Execution, and Value Enactment Building on Eisenhardt & Martin, this paper examines one important dynamic capability of firms, that of External Corporate Venturing ECVC. The external corporate venturing capability consists of the following elements: ability to bridge between the corporation and the start-up community; and ability to execute venturing relationships for the rapid development...
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An introduction to personas and how to create them » Step Two Designs - 0 views

www.steptwo.com.au/...index.html

personas

shared by raheel naqvi on 03 Feb 09 - Cached
  • An introduction to personas and how to create them Written by Tina Calabria, published March 2nd, 2004 Categorised under: articles, intranets, usability & information architecture, websites Before embarking on any intranet or website design project, it is important to understand the needs of your users. It is then possible to identify the features and functionality that will make the intranet or website a success, and how the design can support users with different goals and levels of skill. There are many ways to identify the needs of users, such as usability testing, interviewing users, discussions with business stakeholders, and conducting surveys. However one technique that has grown in popularity and acceptance is the use of personas: the development of archetypal users to direct the vision and design of a web solution. This article explains what personas are, benefits of using personas, answers to common objections about personas, and practical steps towards creating them. It is meant as an introduction to personas, and provides enough information to start creating your own. If you want to know more, there are lots of resources available, particularly the work of Alan Cooper and colleagues at Cooper Interaction Design. Alan is credited with having created the first persona for software development purposes back in the early 1980s.
  • What are personas? Personas are archetypal users of an intranet or website that represent the needs of larger groups of users, in terms of their goals and personal characteristics. They act as ’stand-ins’ for real users and help guide decisions about functionality and design. Personas identify the user motivations, expectations and goals responsible for driving online behaviour, and bring users to life by giving them names, personalities and often a photo. Although personas are fictitious, they are based on knowledge of real users. Some form of user research is conducted before they are written to ensure they represent end users rather than the opinion of the person writing the personas. Below is a sample persona for an intranet project. This persona describes Bob, a 52 year old mechanic that works for a road service company. From Bob’s persona you can start to get a feel for his goals when using the new intranet. He wants to avoid feeling stupid, would like to retain his status as a mentor to his younger colleagues, whilst seeing the potential of the intranet to make him more informed when interacting with customers.
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