Wednesday, November 26, 2008

The End of The Book Industry, The Future is The Industry of Books Online

Both in Germany and the United States informed the traditional address book publishers of digital printing. A recent study predicts a decline in turnover of nearly 40 percent in a few years. German publishers also need to attract hot. With the address books in print form is slowly but surely come to an end, which until now has noticed the sinking is very close.
The start, as in so many things from the United States. According to estimation of the market researchers at Borrell Associates, industry sales of books printed in the next five years by 39 percent - five million U.S. dollars 2013 - zur├╝ckgehen.
Aber dead is the regional marketing is not the case. Just went on the Internet. Should the turnover of printing the stock market comes, these are by online advertising - especially search advertising, and videos - recovered. Currently, video ads generated 1.4 billion U.S. dollars in 2013, spending to 7.6 million.
Even Germany is not far removed from colleagues. As a sample analysis of the Address Book publishers have little bearing on the strategies to compete against digital approach. Significantly, this would be, as a few days ago, Google's sales cooperation with the Editorial Local Info Telegate announced

Thursday, November 20, 2008

The New Feature of The Statistics Youtube

What is especially common when the videos on YouTube factory can be determined for some time to recover. Now Google Video of the community a step further and offers a detailed overview of the use of behavior of their users.
Above all, advertisers and video producers should benefit. YouTube now has the video Heatmap statistics from the YouTube site Insight published. This can be used to determine which scene in a video posted especially popular, and if the user the video to see the final. The new feature is called hot spot and chart form.
The graph also shows how much of the amount of viewers have video. The statistics must be very well indicate how often viewers in the video clip just rewind and watch snippets. For producers of videos and advertisers, the new feature of tracks, such as video on the public a better harvest or for how long users actually watch the video.

Tuesday, November 11, 2008

Competency Based Human Resources Management

Human capital is the most important resource for any organisation in the globalised and skill based economies around the world. How the organisation leverages this resource will ultimately decide if it can achieve its strategic objectives. It is imperative for any organisation to align the employee behaviors to the strategic objectives for sustained success.

Competency based Human Resource Management is being increasingly recognized as an effective way of talent management over the previously adopted Job-description related approach.

It involves a transition from the traditional way of managing human resources based on what people have (e.g. qualifications) to what people can do (performance). The advantages of using the competency based framework for Human Resource sub-systems such as Selection, Promotion, Training and Development, Performance Management, Career and Succession Planning, Compensation, etc. are: -

Competency-based models help in the organization to :
- Drive business results
- Retain key talent
- Raise the bar" of individual and organizational performance
- Integrate cultures following a merger
- Increase in competitive advantage

Thursday, November 6, 2008

Competitor Intelligence & Analysis

In recent years, market growth of many industries has slowed and markets have matured or, in some cases, become more protective. It is, therefore, the only way for many companies in many industries to grow is at the expense of their competitors. Many large companies in the world, including in Indonesia, are turning to competitive intelligence (CI) for input into their strategic management system and decision making. However, CI skills and capabilities are not built overnight; it takes years of hands-on experience to conceive a credible, reliable, and visionary CI specialist before he/she is ready to take full responsibilities. This is not aimed to short cut the process; it rather provides correct platform and analytical skills - the skills needed during execution .i.e. tactical logic skills to direct the field executors for those who are in charge of building an integrated CI capability within an institution in order to win market competition.
Managers in directing, collecting, compiling, cataloguing, analyzing and communicating data to build competitive market knowledge, and educate us to be fully equipped to develop and execute marketplace strategy. Objectives To develop an integrated CI capability, build competitors analysis skills and practice analytical techniques.
The focus is addressing 4 (four) key elements of Integrated Competitive Intelligence activities which include determining scope of competitive intelligence efforts; gathering competitor data; performing competitor analysis; and synthesizing into strategic action.
To understand how to use information about the competitor and the competition in making more effective and profitable decisions.
That an established competitive intelligence system and capability within a corporation with correct definition of competitors are crucial element in winning today's fierce market competition.

Saturday, November 1, 2008

Profitable Product Manager for Slow Down Time

The quest of every product manager and product management leader is to find the keys to highly performing, market leading products. Staying ahead in an environment characterized by rapid change (technology, global forces, corporate re-alignment) makes the task even more difficult.. Further to this, the desire to deliver superior product line performance is often obscured by day-to-day firefighting. This chaos is felt by product managers and marketers every day. These reactions materialize with technical, customer, sales & marketing problems and an endless series of interruptions. When looking at this objectively, and when analyzing product line and corporate performance, the root causes are invariably traced back to unclear product strategies and poorly executed tactical activities.Sequent Learning Networks continues to observe this behavior within its clients¿ environments. Our findings lead us to believe that if product management and marketing practitioners, and the teams they lead invested more purposefully in strategic and tactical planning, they would improve their overall efficiency as they execute (develop and launch), and manage current products.By having well-formulated, and more importantly, well-understood, actionable strategies, the entire organization becomes more efficient in its ability to both identify and prioritize product and marketing investments. Moreover, opportunities which emerge from the formulation of those strategies throughout the life cycle typically require investments of people and financial resources. Therefore, when product investments are considered, they should be evaluated against specific criteria using a phase-gate product development process, followed by an explicit investment justification for a new product, new market development, or enhancements are manifest in well documented Business Cases. These critical planning elements can serve to identify that which is necessary to execute more effectively, and to ward off the chaos and the frustration it breeds. This is the reason this workshop was developed.It is not intended to gloss over key planning issues. It is designed to serve as the ideal learning laboratory. The intensity and duration of the exercises serve to establish the important foundational elements of strategy, planning, development, launch, and post-launch. It clarifies the most important and critical linkages between product strategy formulation and tactical execution.The intensity of this hands-on, team-oriented, facilitated workshop puts strategic product and market planning into focus and on the front line by clearly describing and demonstrating how strategies are derived and put into action. The approach helps participants in understanding the current state of their product or products in the market, clarifying their purpose, defining a vision, and in synthesizing the derived data such that the resulting opportunities can be brought to light, analyzed and considered.