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02 Nov 09

product.seam (application/pdf Object)

cb.hbsp.harvard.edu/...product.seam - Preview

harvard harvard business review mckinsey trends strategy management ian davis

13 Jul 09

The consumer decision journey - McKinsey Quarterly - Marketing - Strategy

uno de los mejores articulos acerca de marketing y CRM de Mckinsey

www.mckinseyquarterly.com/...consumer_decision_journey_2373 - Preview

mckinsey mckinsey quarterly estrategia strategy crm web 2.0 consumer decision journey

If marketing has one goal, it’s to reach consumers at the moments that most influence their decisions
Marketing has always sought those moments, or touch points, when consumers are open to influence. For years, touch points have been understood through the metaphor of a “funnel”—consumers start with a number of potential brands in mind (the wide end of the funnel), marketing is then directed at them as they methodically reduce that number and move through the funnel, and at the end they emerge with the one brand they chose to purchase
2 more annotations...
- oday, the funnel concept fails to capture all the touch points and key buying factors resulting from the explosion of product choices and digital channels, coupled with the emergence of an increasingly discerning, well-informed consumer.
- applicable to any geographic market that has different kinds of media, Internet access, and wide product choice,

17 Apr 09

The Uptime Institute - Improving data center uptime and the world’s IT productivity through benchmarking and collaborative learning.

reporte de McK acerca de cloud computing

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cloud computing mckinsey report

02 Mar 09

McKinsey: What Matters

New McKinsey Site with essays on different topics

whatmatters.mckinseydigital.com - Preview

mckinsey whatmatters.com business essays ideas information management consulting

20 Feb 09

Six ways to make Web 2.0 work - The McKinsey Quarterly - Six ways Web 2.0 work - Business Technology - Application Management

Mckinsey article about Web 2.0

www.mckinseyquarterly.com/_ways_to_make_Web_20_work_2294 - Preview

mckinsey web 2.0 social media wikis networking crm

Many of the dissenters cite impediments such as organizational structure, the inability of managers to understand the new levers of change, and a lack of understanding about how value is created using Web 2.0 tools. We have found that, unless a number of success factors are present, Web 2.0 efforts often fail to launch or to reach expected heights of usage. Executives who are suspicious or uncomfortable with perceived changes or risks often call off these efforts. Others fail because managers simply don’t know how to encourage the type of participation that will produce meaningful results.
What distinguishes them from previous technologies is the high degree of participation they require to be effective. Unlike ERP and CRM, where most users either simply process information in the form of reports or use the technology to execute transactions (such as issuing payments or entering customer orders), Web 2.0 technologies are interactive and require users to generate new information and content or to edit the work of other participants.
2 more annotations...
- Earlier technologies often required expensive and lengthy technical implementations, as well as the realignment of formal business processes. With such memories still fresh, some executives naturally remain wary of Web 2.0. But the new tools are different. While they are inherently disruptive and often challenge an organization and its culture, they are not technically complex to implement. Rather, they are a relatively lightweight overlay to the existing infrastructure and do not necessarily require complex technology integration.
- underused human potential at companies an immense “cognitive surplus”