SCIP11 Going Global - How to Build Local Intelligence Toolsets on a Shoestring
- 1. Going Global: How to Build Local Intelligence Toolsets on a Shoestring Ellen Julian, Monster WorldwideMike Ray, Best Buy1
- 2. AgendaStrategies for engaging local collaboratorsFrameworks for globalizationTips for leveraging sales tool assets 2
- 3. 5 things to know aboutWith a presence in over 60 countries we’re a global job matching engineOur mission is to inspire people to improve their livesWe’ve built the largest career-specific advertising network across the internetWe facilitate over 20 niche professional networksWe offer really Cool Jobs – such as New Voice of the AflacDuck, PopChips’ VP of Pop Culture, and Alicia Keys’ head blogger3
- 4. 5 things to know aboutWe are a Fortune 500 company with sales of $50 Billion USOur Mission is to make technology deliver on its promisesBest Buy consists of 180,000 employees who apply their talents to help bring the benefits of these brands to life for customers In fiscal 2011, the company donated approximately $25 million to improve the vitality of the communities where its employees and customers live and work.Best Buy consists of nearly 4,200 stores world wide, including operations in Canada, Mexico, Europe and China4
- 5. 5CI/SIs there benefit in viewing your CI/Strategy capability as a business/consultancy to your key internal client set? What team discipline does that generate?How does your ‘product assortment’ sell to your international partners? How do your products connect to their unique needs, where they are in their business cycle?
- 6. Qu Questions and Strategies6
- 7. Partner Network – Strong vs. W vs. Weak Ties“Strong ties require a continuous investment of time and effort to maintain.”-Networks, Crowds and Markets 7Birds of a feather- a Modern day Quidditch team
- 8. Com Communication is KeyEducate, communicate and build relationshipsIncrease participationIdentify new needsBuild momentum from early successesLeverage attention-grabbing communication strategiesHarvest best practices and testimonials 8
- 9. Ne Next StepsMap out your effortsSet up regular network partners meetingsDevelop priority listMap how frequently information will be updated with Key ClientsEstablish policies for content distribution 9
- 10. ResourcesNetworks, Crowds and Markets , David Easley and Jon Kleinberg, Cambridge University Press, 2010Creating and Maintaining a Global Experts Database, Jayant Chandra, SCIP Magazine May-June 2008CI in a Global Context , Bonnie Hohhof, July-Aug 2005 Going Global - CI in the Multinational Environment , Erik Glitman, SCIP Magazine Sep-Oct 2007The International Connection: Developing and Maintaining a Global Expert Network, Eric Badertscher and Kathy Reese, SCIP Magazine Nov-Dec 200710
- 11. Questions? 11
Editor's Notes
- #3: Goal: equip resource-constrained competitive intelligence leaders to create powerful and localized competitive toolsets by efficiently collaborating with local sales and marketing teams
- #4: Monster helps market jobs like the Unique New Voice of the Aflac Duck, a search by Popchips for someone to work as a “vice president of pop culture,” and a search by Alicia Keys for a head blogger for her website.
- #5: Monster helps market jobs like the Unique New Voice of the Aflac Duck, a search by Popchips for someone to work as a “vice president of pop culture,” and a search by Alicia Keys for a head blogger for her website.
- #6: Goal: equip resource-constrained competitive intelligence leaders to create powerful and localized competitive toolsets by efficiently collaborating with local sales and marketing teams