Archive for październik, 2014

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Most Innovative Companies 2014

BCG - Most Innovative Companies 2014

Innovation in 2014 by Kim Wagner, Andrew Taylor, Hadi Zablit, and Eugene Foo October 28, 2014

Three-quarters of the 1,500 global senior innovation executives we surveyed in 2014 reported that innovation is among the top three priorities for their companies. And 61 percent indicated that they are spending more on innovation this year than in 2013. While these numbers are largely consistent with those for 2013, important differences emerge when we look behind the averages at individual industries and countries. Notably, we see sharp shifts in the innovation stance of specific industries, a big change in the industry mix, and a heightened priority on innovation in rapidly developing economies (RDEs). Read the rest of this entry »

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Global Talent

BCG - Decoding Global Talent 200.000

Decoding Global Talent 200,000 Survey Responses on Global Mobility and Employment Preferences by Rainer Strack, Carsten von der Linden, Mike Booker, and Andrea Strohmayr;  October 06, 2014

If you live in a major city like New York, Singapore, São Paulo, or Berlin, it’s likely that many of the people you run into in the course of a regular business day are foreign born. It might be the barista who sells you coffee on your way to work. Or the businesswoman next to you on the commuter train. It might be the head of your department or the CEO of your company. You might be the person from another country.

People become expatriates for a variety of reasons—to escape political strife, improve their economic circumstances, and sometimes, to have a chance for a life-changing experience. With workforce gaps of one type or another starting to dot the world map, would-be expatriates may be in a better position to find work that suits them, especially as information about jobs globally becomes exponentially more available.

Together, The Boston Consulting Group and The Network conducted research on today’s global workforce—everything from what people in different parts of the world expect of their jobs to what would prompt them to move to another country for work to the countries they would consider moving to. More than 200,000 people from 189 countries participated in the survey, creating a multidimensional ­picture that employers may find useful both for recruiting inter­nationally and for redesigning their overall people strategies. (See Exhibits 1 and 2 and “A Unique Data Cube: Decoding 200,000 Talent Profiles.”) BCG and The Network also held follow-up interviews with more than 50 study participants, who represent a broad mix of nationalities, ages, personal living situations, employment status, and education.

Further Information: Rainer Strack, Senior Partner & Managing Director, Düsseldorf; Carsten von der Linden,Principal, Munich; Nick South, Partner & Managing Director, London; Mike Booker, Managing Director, The Network, London, Mark Little, Totaljobs; The Boston Consulting Group, Inc.

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TNS reports: What does it take to be a Hero?

tns-intelligence-applied-what-does-it-take-to-be-a-hero-banner_1_0

They are the universal themes that dominate human  consciousness everywhere on earth: the lens through which we understand ourselves and the other people that we encounter. From the Lover to the Ruler, the Caregiver and the Sage, archetypes are hugely important to our sense of identity and the way that we interpret our motivations, emotions and behaviour. Any individual is likely to identify aspects of most if not all of them, within themselves, at some point in their life. And as a result they are hugely important to brands attempting to connect to audiences on a deeper psychological level. Archetypes are idealised concepts of behaviour and personality that resonate across every culture on earth because they map closely to particular emotional need-states. Through our NeedScope psychological framework for understanding emotion, TNS is able to reveal the deeper emotional needs that each archetype corresponds to – and therefore reveal the most powerful and effective roles that they can play for brands. However, our understanding of the nuances of different cultural contexts provides another form of insight that is just as important to brands’ understanding of the archetypes they use. Archetypes may be universal but the way that they are expressed and the form they take can vary dramatically between different markets. Identifying the characteristics of your chosen archetype in the culture you are targeting is crucial if the brand strategies built around them are to succeed.

 It’s a universal archetype that dominates the human consciousness and occupies an emotional space many brands aspire to.

But taking on the Hero role demands a very different approach depending on the market you are operating in.

TNS presents the essential playbook for would-be Heroes, exploring the charismatic power of this hugely important emotional theme, whilst revealing the stark and surprising contrasts in what being a Hero means for different cultures:

  • How ‘stalwart and straightforward’ changes to ‘mixed-up and on a mission’ when you cross the Atlantic from the US to the UK
  • The essential differences between France’s sensuous rebels and Germany’s finely honed heroes
  • The significant contrasts between the Hero’s relationship to authority in India and China
  • Staying alert to evolving expressions of the Hero archetype
  • The brands that have mastered the different expressions of the Hero – and what you can learn from them

Anjali Puri, Head of Centre of Excellence, TNS Qualitative

Irene Hubertz, Global Director of Brand Strategy, TNS

More: TNS Report: What does it take to be a Hero?

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The 2013 Chemical Industry Value Creators Report

BCG - How 20 Years Have Transformed the Chemical Industry Fig 1.doc

How 20 Years Have Transformed the Chemical Industry. The 2013 Chemical Industry Value Creators Report by Andreas Gocke, Yves-Pierre Willers, Jan Friese, Sarah Gehrlein, Hubert Schönberger, and Hady Farag; June 02, 2014

This is the second consecutive year in which The Boston Consulting Group has conducted a total shareholder return (TSR) analysis of the chemical industry. As we had expected, many conditions have changed since last year. The top ten chemical companies still have excellent returns—fourth best, in fact, among the 25 industries BCG analyzed. (See Exhibit 1.) But there have been some big shifts in the composition of the top-performer list. U.S. and European chemical companies have come roaring back, displacing the emerging-market chemical producers that were getting the best TSRs only a few years ago. Read the rest of this entry »

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Creating Value for Machinery Companies Through Services

BCG - Creating Value for Machinery Companies  FIG 1.doc

by Victor Du, Kelly Howe, Rahul Jain, Rafael Rilo, Patrick Staudacher, Pekka Vanne, and Francisco Salmerón;  May 06, 2014

Machinery companies come in forms as varied as the equipment they manufacture. Just as equipment prices range from thousands to millions of dollars, companies vary from large business conglomerates to highly specialized niche companies. What most have in common is that they generate substantial value from after-sales services. Read the rest of this entry »