Rapporto Management Forum 2007
“La ricerca, realizzata da Fondirigenti, indaga sulle caratteristiche dell’impresa italiana e su come esse incidono sulle competenze manageriali. Partendo dall’analisi dello scenario di riferimento, approfondisce le leve di sviluppo delle imprese e dei manager nell’ambito di tale contesto: internazionalizzazione, crescita e accordi tra Pmi, continuità di imprese e family business, rapporti tra quadri e dirigenti, valore dell’implicito in azienda.” [.pdf]
Da: fondirigenti.it
Via blog.pmi.it
Aprile 1, 2008
Da: Is there a future for local startups?
“… Here is my advice to startups just starting to think about their product and target market * :
1. Think global as you create the business
2. Move to Silicon Valley
3. Create an original product: new and different
4. Do not create a copycat, unless your goal is only to get acquired
5. Try to raise funds from world-class VCs
6. Hire people from all nationalities as much as possible
7. Register your domain names in the key countries you are interested in (and the large ones you are not interested in)
8. Protect your brand Worldwide
9. Make a site that is language ready day one, even if you launch in English
10. gather an international community since day 1
11. Talk to the most active members of the community to help you understand their market and become evangelists there
12. Create an application that lets your community translate the site by themselves
13. Languages are not the same in all the countries they are spoken
14. Do not think that Europe is the U.K.
15. Manage costs properly
16. Never do a 50/50 deal with anyone
17. Do key partnerships with large local players
18. Never trust that if the partner is large your service will be a success
19. Create an international reseller program
20. Kill your local copycats
21. Buy your local copycats if you can’t kill them
22. Be very pragmatic
23. Do not apply any of this to Asia
24. Do not apply any of this to Russia
25. This advice only applies to Internet startups
* My experience extends only to Internet startups. Other young companies may find that much of this advice does not apply to them. …>>“
Marzo 14, 2008
“Corporate social technology strategy, Purists, and Corporatists — why companies CAN participate” di Josh Bernoff
“It’s time for me to weigh in on the question: can companies be part of the social world?
This is in part a reaction to Shel Israel’s comments of a few months back and my colleague Jeremiah’s Owyang’s responses. But it’s an ongoing issue that comes up often in the blogosphere in my conversations with corporate clients.
On the one side are the folks who say, “The social world is an emergent phenomenon generated by people connecting.” The original Cluetrain Manifesto rails against many aspects of the corporate world and basically posits that the right way for companies to get involved is for people inside those companies to connect to their customers. Based on my recent participation at a Cluetrain event, Cluetrain author Doc Searls still harbors a lot of skepticism toward corporations pursuing goals in the social world. For shorthand, let’s call these folks the Purists.
On the other side are companies who are looking at the social Internet and saying “how can we exploit this to do what we already do — PR and advertising, for example?” PR and advertising are mostly one-way, broadcast type communications, and these folks continue to try to adapt those one-way modes of thinking in the two-way, read-write world of social computing. I’ll caricature these folks as the Corporatists. …>> “
Ripreso da Israel (anche qui tempo fa), Searls e nuovamente da Bernoff
Marzo 14, 2008
“Management made in Italy” su Manageriando
“La specificità del modello manageriale italiano, il ruolo della formazione continua nella determinazione e sviluppo delle imprese e della professionalità è l’ affascinante tema su cui sviluppare un dibattito.
La ricerca - promossa da Fondirigenti e realizzata in collaborazione con la Facoltà di Economia dell’Università Luiss G. Carli, l’Università C.Cattaneo LIUC ed il Centro Studi di Confindustria – riguarda l’analisi e la valutazione dei punti forti e delle criticità del modello imprenditoriale e manageriale del sistema delle piccole e medie imprese. Queste rappresentano il 99,9% delle aziende italiane; l’82,2% dei dipendenti e contribuiscono per il 72,5% del PIL, ma con una forte criticità in quanto su 19.515 aziende 15.005 hanno meno di tre dirigenti, 3332 meno di dieci e solamente 519 più di venti. …>>“
La ricerca si trova in .pdf sul sito Fondirigenti
Marzo 7, 2008
“Case Studies vs Customer Stories” su Marketing Interactions
“Look for the truly outstanding experience your customer may have achieved because of whatever your solution enabled them to do that they couldn’t do before. It may not be one of those things that adds up to a measurable improvement. Some impacts transcend measurement and yet become stories that pull mindshare and generate conversations for years to come. …>>“
Marzo 7, 2008
Claudio Iacovelli su Marketing Intelligence riflette sulla lista Fortune 500 Business Bloggining Wiki
Leggendo la classifica, si nota che sono comunque poche le grandi imprese (Fortune 500) dotate di un corporate blog “attivo”. Se ad oggi il ritardo riguarda la maggior parte delle large enterprise, quali potranno essere le condizioni delle SME? E quando sarà recuperato il gap? … >>
Marzo 4, 2008
Sono disponibili i materiali del convegno “Le medie imprese industriali italiane”, che si è tenuto il 15 febbraio 2008 a Milano. Durante il convegno è stata presentata l’indagine condotta dal Centro Studi di Unioncamere e dall’Ufficio Studi di Mediobanca, con l’obiettivo di produrre un Rapporto annuale sulla media impresa italiana.
Il comunicato stampa [.pdf]
via: pmiblog.it
Febbraio 25, 2008
b2blog.com: Why not allow user reviews on your B2B website?
” [...] 1. Fear. Your team, CEO, and salespeople will ‘what if’ you till you scream and give up.
2. No alternative products: We aren’t distributors with multiple brands to select from. At Amazon, I can jump from Canon to HP products. If shopping at Agilent, a bad review may drive me to Tektronix’s website.
3. Its personal. These are my products and I don’t want anyone dissing them publicly on my website!
4. Cases vary. Successful application of many B2B products depends on the skill of the user and the actual usage.
5. Customized products. The reviewer may have a unit with a modification that they may praise in a review, but others may not know is extra.
6. Loss of control. Related to fear–how do we control who posts reviews? What do you do when a salesperson calls saying he lost a sale due to what a review said?
Well, I could go on, but those are enough to stop any B2B marketer from allowing reviews on their website. What do you think? Are these just excuses, or reasonable reasons? Are there other issues at hand? Is it worth allowing reviews anyway?[...] “
Febbraio 25, 2008
“Questa fiducia negli strumenti del Web 2.0 applicati al business non corrisponde però necessariamente a una loro elevata diffusione. È proprio il rapporto dell’Economist a mettere in guardia da un’eccessiva focalizzazione sulla tecnologia. ” da blog PMI
“Gli operatori dell’offerta, consulenti, agenzie, centri media, concessionarie, editori, stanno facendo tutto il possibile per aiutare i marketing manager a riequilibrare i propri budget?
Sono solo i responsabili marketing a non volere modificare le loro scelte di investimento o è qualcun altro che rema contro, perchè non è ancora preparato ad affrontare i grossi cambiamenti in atto?
Ne vogliamo parlare o continuiamo a fare finta di nulla?” da Marketing Usabile
Febbraio 12, 2008
